Employee engagement, or the extent to which an employee is fully immersed in their work can lead toward higher retention, greater productivity, and increasing profits in a workplace environment. Engagement is driven by a variety of conditions, and when met has the ability to provide many positives in a work environment. Conversely, a lack of engagement, or burnout has short term and long term consequences to an employer. This study explored drivers of engagement through the Clark and Estes (2008) gap analytic framework in looking at assumed knowledge, motivation, and organizational needs toward increasing levels of engagement. This study was conducted in a university setting, placing emphasis on the junior level admissions counselors. These are employees largely responsible for recruiting high school and community college students to attend this particular four-year university. A review of literature explored engagement in a wide variety of sectors. Although engagement literature in college admissions was limited, much of the literature reviewed is appropriately applied. The influences were either validated or not validated through semi-structured interviews, and document analysis where available. Findings revealed needs in areas of knowledge and motivation, with overwhelming data suggesting support from the organization is a critical driver of engagement. Following these findings, an innovative model is recommended in the form of an admissions counselor development institute, and appropriate implementation and evaluation models are provided. These recommendations are designed to increase levels of engagement and can be applied to other higher education organizations. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]