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The aspiration to involve, engage and win commitment from employees has long been high on the agenda of a select portion of enlightened management. However, there has been a notable resurgence of interest in employee engagement in recent times and it seems that the phenomenon has evolved and been redrawn. Distinctive posts are now advertised which call, for example, for 'Directors of Employee Engagement' rather than, or sometimes in addition to, Director of HR. Recent conferences linking employer branding to employee engagement also indicate the nature of the trend, and the professional associations for HR professionals in the USA and the UK have both paid close attention to the issue (Chartered Institute of Personnel and Development 2006, 2007; SHRM 2008). The Australian Human Resource Institute has engagement as a key component of its 'Model of Excellence' which incorporates the latest research results from the HR Competency Model developed by Dave Ulrich and Wayne Brockbank of the University of Michigan. The practices and the remit are being reimagined and reinvented.The intensity of interest has been such that the Editor of T&D has moved to ask: 'What's the Big Deal About Employee Engagement?' (Ketter 2008). The purpose of this chapter is to explore the meanings and manifestations of employee engagement in its revitalized mode. We will answer four questions about employee engagement: 1. What does employee engagement mean? 2. What are the outcomes? 3. What are the methods? 4. What are the future theoretical and practical challenges? Answering these four questions will help academics and consultants synthesize and advance engagement work and assist managers and HR professionals to make wiser choices about employee engagement activities and investments.