Documente Academic
Documente Profesional
Documente Cultură
Engagement
Practices
(Basic Models)
For
Understanding &
Conversations
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 1
Index
Employee Engagement and Satisfaction
Page
Katz and Kahn…………………………………………………………………………………………………………..3
CIPD research…………………………………………………………………………………………………………….4
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 2
Employee Engagement and Satisfaction
There are many models on the market and each provider claims that their model is
based on empirical research. For this I am sure, however for each organization that
undertakes this they appear to arrive at different conclusions.
The jury is out on this. What we do know is that no two organizations are the same
and that the prevailing culture makes a great deal of difference in the results.
Using normative data also takes the edge off of excellent organizations, so for
instance one organization may score high in some and low in other factors; the net
result is that they score x. This is then the benchmark that the research organization/
provider uses.
The key driver in measuring employee engagement and satisfaction is not necessarily
a particular set of factors, but that fact that the same factors are measured
repeatedly over time, and interpreted in conjunction with the current and future
required culture in the organization, along with business performance measures.
1. Joining and staying in the organization. This includes recruitment into the
company, low absenteeism and low turnover.
2. Dependable behaviour. These indicators relate to meeting or exceeding
standards of job performance.
3. Innovative behaviour This level goes beyond individual roles to how people
collaborate with colleagues, make suggestions to improve the organization, and
work to improve the organization's standing in the external environment.
1. Actively engaged,
2. Engaged,
3. Engaged but leaving,
4. Disengaged
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 3
Gallup Q12 - Employee Engagement
Gallup began creating a measurement and feedback system for employers that would
identify elements of employee engagement closely linked to the bottom line. Factors
such as:
Retention
Customer loyalty
Profitability
Productivity and
Safety
1. Engaged
2. Not Engaged
3. Actively Disengaged
CIPD research
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 4
From BSI consulting
This model is looks at Employee Engagement & they identify the following scales:
Identification
Performance & Motivation
Affective
Commitment & Engagement
Skills and Workload
Commitment (Normative & Continuance)
Engagement (emotional)
Identification (rational)
Team Orientation
Motivation Compatibility
Clarity
Communications
Effective Management
Engagement
Environment
Equal Opportunities
Health and Safety
HR Policy
Induction
Loyalty
Personal Growth
Retention
Team Spirit
Trust
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 5
Employee Engagement Index - EEI
Organisational Commitment.
Job Satisfaction.
Intention To Stay.
Kenexa has also come up with the Kenexa Employee Engagement Index, which
comprises four key components:
Pride
Satisfaction
Advocacy and
Retention
Have an instrument called the Employee Engagement Index in which the index is
broken down into the following segments:
Burke takes a different approach and look at populations and target audiences and
how they answer key questions.
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 6
Company
Work Group
Career/ Profession
Customer/ Client
Job
Manager
They believe that there is a significant link between employee engagement, customer
loyalty, and profitability.
Engaged
Neutral
Unengaged
This data is collected from BCWI's 15 item scale of employee engagement includes
items assessing employees' sense of their own growth in and fit with an organization
as well as their beliefs about how much impact employees have on the organization
and its leaders.
Mercer's research "What's Working?" surveys have gathered data from a cross-section
of industries. These surveys had questions grouped into 13 dimensions:
1. Work processes
2. Quality and customer focus
3. Benefits
4. Communication
5. Work/life balance
6. Job security and career growth
7. Teamwork and cooperation
8. Ethics and integrity
9. Immediate manager
10. Performance management
11. Compensation
12. Leadership and direction
13. Training and development
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 7
From these dimensions Mercer Identified four global drivers:
Then using further data from this research they developed Mercer's Employee
Engagement Model©:
Satisfied --> Motivated --> Committed --> Advocate
Employee Engagement - people or leadership?
How can leaders engage heads, hearts, and hands of their people? An article in Ivey
Business Journal believes that by starting to apply the following 10 C's of employee
engagement:
Connect: Leaders must show that they value employees. Employee engagement
is a direct reflection of how employees feel about their relationship with the
immediate boss.
Career: Leaders should provide challenging and meaningful work with
opportunities for career advancement. Most people want to do new things in
their job.
Clarity: Leaders must communicate a clear vision. Success in life and
organizations is, to a great extent, determined by how clear individuals are
about their goals and what they really want to achieve.
Convey: Leaders clarify their expectations about employees and provide
feedback on their functioning in the organization.
Congratulate: Exceptional leaders give recognition, and they do so a lot; they
coach and convey.
Contribute: People want to know that their input matters and that they are
contributing to the organization's success in a meaningful way.
Control: Employees value control over the flow and pace of their jobs and
leaders can create opportunities for employees to exercise this control.
Collaborate: Studies show that, when employees work in teams and have the
trust and cooperation of their team members, they outperform individuals and
teams which lack good relationships.
Credibility: Leaders should strive to maintain a company�??s reputation and
demonstrate high ethical standards.
Confidence: Good leaders help create confidence in a company by being
exemplars of high ethical and performance standards.
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 8
Looking at the above list it seems that many of the characteristics are about
practising effective leadership.
Employee engagement is not about the employees, it's about effective leadership.
In many of their Employee Engagement Surveys and research this organization use the
following criteria:
Disengaged --> Crash & Burn --> Newlyweds & Hamsters -->
Almost Engaged --> Fully Engaged
Disengaged --> Crash & Burn --> Honeymooners & Hamsters -->
Almost Engaged --> Fully Engaged
Many organizational factors influence employee engagement and retention such as:
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 9
A culture of respect where outstanding work is valued
Clear job expectations
Adequate tools to complete work responsibilities
High levels of motivation
Availability of constructive feedback and mentoring
Opportunity for advancement and professional development
Fair and appropriate reward, recognition and incentive systems
Availability of effective leadership
Many other factors exist that might apply to your particular organization and the
importance of these factors will also vary within your organization.
Interestingly as you travel your way around the internet many organisations have the
phrase Employee Engagement Index (EEI)" and claim copyright or trade mark - well
interestingly only one company can claim a single phrase as a TM or copyright. Ah this
is a generic phrase I suspect that no company will be able to defend protection of EEI
as a copyright - and only one (the first) can claim it as a trade mark - but who was
that? who would win the battle?
One thing for sure is that the EESS IS copyright RapidBI and is a trademark. Internet
searches for the phrase EESS and "staff survey" only show RapidBI driven content - and
this is before the public launch of the product in September 2008. The EESS has been
in development under that name since 2006.
GVS Rao, Vice President Human Resources, Africas & GCC (gvsrao2005@gmail.com) Page 10