Employee engagement is a strategic concern in digital banking because service quality, risk control, innovation, and customer responsiveness depend on coordinated work across specialised teams. This study diagnoses engagement in a cross-border digital bank operating in Czechia and Slovakia and identifies the workplace domains most relevant to managerial action. An anonymous multilingual online survey was distributed to all 394 eligible employees in November 2025; 363 complete responses were obtained, representing a 92% response rate. The questionnaire included six Say-Stay-Strive engagement items, 27 diagnostic items grouped into eight workplace domains, and one employee Net Promoter Score item. The results were compared with internal measurements from 2023–2024 and with an external European top-quartile reference. Overall engagement reached 75%, three percentage points above the 2024 level and six points above the benchmark, while the eNPS reached +45. The strongest domains were performance management (89%), identification with the company (81%), senior leadership (78%), and work-life balance (77%). The lowest-scoring domains were cross-team collaboration, reward, and time for strategic work, each scoring 61%. Engagement also varied across major organisational areas, ranging from 69% in Commercial to 86% in Finance. The findings show that a favourable aggregate engagement score can coexist with coordination and capacity bottlenecks. The article argues that cross-border digital banks should complement headline engagement indicators with diagnostics of interfunctional collaboration, perceived reward fairness, strategic-work capacity, and area-specific leadership priorities.
Employee engagement is a strategic concern in digital banking because service quality, risk control, innovation, and customer responsiveness depend on coordinated work across specialised teams. This study diagnoses engagement in a cross-border digital bank operating in Czechia and Slovakia and identifies the workplace domains most relevant to managerial action. An anonymous multilingual online survey was distributed to all 394 eligible employees in November 2025; 363 complete responses were obtained, representing a 92% response rate. The questionnaire included six Say-Stay-Strive engagement items, 27 diagnostic items grouped into eight workplace domains, and one employee Net Promoter Score item. The results were compared with internal measurements from 2023–2024 and with an external European top-quartile reference. Overall engagement reached 75%, three percentage points above the 2024 level and six points above the benchmark, while the eNPS reached +45. The strongest domains were performance management (89%), identification with the company (81%), senior leadership (78%), and work-life balance (77%). The lowest-scoring domains were cross-team collaboration, reward, and time for strategic work, each scoring 61%. Engagement also varied across major organisational areas, ranging from 69% in Commercial to 86% in Finance. The findings show that a favourable aggregate engagement score can coexist with coordination and capacity bottlenecks. The article argues that cross-border digital banks should complement headline engagement indicators with diagnostics of interfunctional collaboration, perceived reward fairness, strategic-work capacity, and area-specific leadership priorities.
