The employee engagement models you need to know about
Maybe the first place to start is defining exactly what we mean by an employee engagement model. In short, it describes a structure or framework around which organisations can begin to understand, measure and improve the engagement of their employees. They vary from high level concepts to practical applications of tools but often have a lot of the same ideas running through them. As they say, there are many ways to crack an egg, and it’s no different when it comes to cracking the code of employee engagement. So, let’s look at some of the models available (this is a small sample!), and find some inspiration when it comes to designing your own employee engagement strategy!
1. Employee engagement has definitely become a buzzword of late, but as far back as 1990, William Kahn was already talking about - and studying it. Kahn's Model of Employee Engagement is a psychological framework that seeks to explain how people fully engage and invest themselves in their work using three primary psychological components:
Meaningfulness: This aspect refers to the extent to which employees perceive their work as valuable, purposeful, and impactful. When individuals find their work meaningful, they are more likely to be engaged and committed to their job.
Safety: This component focuses on the feeling of being safe and comfortable expressing oneself at work without fear of negative consequences. When employees feel psychologically safe, they are more likely to take risks, share ideas, and engage in collaborative activities.
Availability: This dimension relates to the ability of individuals to fully invest their energy and attention in their work tasks. It encompasses a sense of mindfulness, being present in the current moment, and being absorbed in the work at hand.
When asked how people should apply his theory, Kahn had this to say, “"Approach employees as true partners, involving them in continuous dialogues and processes about how to design and alter their roles, tasks and working relationships—which means that leaders need to make it safe enough for employees to speak openly of their experiences at work." Smart guy.
Big players who have applied this model include Apple, Google and many silicon valley-based organisations.
2. Gallup's Q12 Model of employee engagement is a highly recognised and widely used framework for measuring and improving employee engagement in organisations. The model consists of 12 specific questions, referred to as the Q12, that aim to assess various aspects of employee engagement based on Gallup research and extensive data analysis. Areas covered include having clear expectations, receiving recognition and praise, having opportunities for personal growth, development and learning, feeling valued, having supportive relationships with colleagues and supervisors, and having a sense of purpose and alignment with the organisation's goals.
The Q12 Model emphasises the importance of these specific factors in fostering high levels of employee engagement, which in turn, are linked to improved business outcomes such as higher productivity, profitability, customer satisfaction, and employee retention. It focuses on creating a positive work environment where employees feel valued, motivated, and empowered to contribute their best efforts.
You can apply the Q12 Model via surveys or questionnaires, with the results providing insights into employees' perceptions, needs, and areas that require improvement. And you would be in good company: global tech giant Microsoft have reportedly done just this, which has apparently resulted in high productivity and morale.
3. Developed by Christina Maslach and Michael Leiter, Maslach and Leiter's Six Areas of Worklife Model is a conceptual framework that highlights the six key factors influencing employee engagement and well-being in the workplace:
Workload (the quantity and intensity of work employees are expected to handle);
Control (the level of autonomy and decision-making authority employees have over their work);
Reward (the recognition, compensation, and benefits employees receive);
Community (the quality of relationships, support, and collaboration among co-workers and supervisors;
Fairness (Fairness relates to the perception of fair treatment, equal opportunities, and equitable policies) and;
Values (the alignment between an individual's personal values and those espoused by the organisation).
The idea is that by considering and addressing these six areas, organisations can promote a work environment that cultivates engagement, job satisfaction, and employee well-being, ultimately increasing productivity and overall success. While it’s not obvious which, if any big players have relied solely on this model, it’s clear Google might have been influenced.
4. Deloitte's Employee Engagement Model is the result of two years of research and discussions with hundreds of clients. In doing so, Deloitte uncovered five major elements (and 20 underlying strategies) that work together to make organisations “irresistible.” :
Meaningful Work: Employees should find their work meaningful. This involves ensuring that the work aligns with their values and provides a sense of purpose.
Hands-on Management: Managers play a crucial role in engagement. They should be involved, approachable, and provide regular feedback and coaching to their teams.
Positive Work Environment: A culture of transparency and respect fosters engagement. Employees should feel involved in the company and trust its leadership.
Growth Opportunities: Providing employees with opportunities for growth and development is essential for engagement. This can include training, mentorship, and clear career paths.
Trust in Leadership: Leadership sets the tone for the organisation. Their actions, words, and vision for the company drive employee morale.
The model outlines four key strategies and actions per element that, together, make up the twenty determining factors behind employee engagement within an organisation. They say that tying all of these elements together is one guiding principle: a focus on simplicity. Noteworthy organisations who have adopted this model include IBM, Proctor and Gamble and Cisco Systems – and many more besides.
5. The Zinger model, created by management consultant David Zinger is based on his extensive knowledge in employee psychology, support, engagement, and burnout. This theory emphasises the importance of various connections in an employee's life, including relationships within the organisation, with customers, within the broader community, and their own performance. Google it and you will see it come up time and again as one of the most important employee engagement models around, so it’s definitely one to consider.
The Zinger model can be visualised as a pyramid made up of ten blocks. At its foundation are four essential employee needs, referred to as "the necessities." These needs include the desire for meaningful work, improved well-being, increased energy, and the recognition and utilisation of individual strengths. This bottom row ensures that employees are taken care of and motivated, by providing them with purposeful tasks and opportunities to showcase their abilities.
The second row, known as "uniting the company," consists of three blocks. This level focuses on fostering relationships, promoting recognition, and creating moments of significance. The goal is to develop strong bonds and create a conducive environment where employees are fully present and invested in their work. The third row, referred to as "boosting performance," comprises of two blocks: maximising performance and progressing on one's career path. Together, these three rows form the foundational aspects of employee engagement and set the stage for the top block, which represents achieving results - the ultimate goal!
Different approaches – but do they have anything in common?
Overall, while the focus areas and practices of these models are particular to them, it’s very clear that employee engagement is not a one-time process. You need to constantly reassess where you are and adapt where needed. And of course, as with so much in life, taking a holistic view, one that considers the multifaceted experiences of your employees in the workplace is required.
In any case, we hope this has given some food for thought and a big dose of inspiration! As always, we are ready and waiting to work with you to bring your engagement program to life – no matter which approach you want to take.