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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 important driver
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.
No page on the net looking at Employee engagement would be complete without looking
at the Gallup Q12.
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:
•
<LI class=.normal>Retention
<LI class=.normal>Customer loyalty
<LI class=.normal>Profitability
<LI class=.normal>Productivity and
• Safety
After extensive research including hundreds of focus groups and thousands of interviews
with employees in a variety of industries Gallup came up with the Q12, a 12-question
survey that identifies strong feelings of employee engagement. Results from the survey
appear to show a strong correlation between high scores and superior job performance.
CIPD research
In a white paper looking at Employee Engagement they identify the following scales:
o
<LI class=.normal>Identification
<LI class=.normal>Performance & Motivation
<LI class=.normal>Affective <LI class=.normal>Commitment & Engagement
<LI class=.normal>Skills and Workload
<LI class=.normal>Commitment (Normative & Continuance)
According to a survey by Kenexa, you can summarise employee engagement with these
four primary principles, or drivers, that show that workers are engaged by:
• Leaders who inspire confidence in the future.
• Managers who respect and appreciate their employees.
• Exciting work that employees know how to do.
• Employers who display a genuine responsibility to employees and communities.
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:
• Employee attitude towards their customers.
• Employee attitude towards their company.
• Employee attitude towards the products or services they are providing.
• Employee attitude towards their immediate management, motivation, recognition and
control structures.
• Employee attitude towards their role, contribution and development.
• Employee loyalty to their contact centre.
Burke takes a different approach and look at populations and target audiences and how
they answer key questions.
• Company
• Work Group
• Career/ Profession
• Customer/ Client
• Job
• Manager
They believe that there is a significant link between employee engagement, customer
loyalty, and profitability.
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
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:
o
o 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.
o Career: Leaders should provide challenging and meaningful work with opportunities
for career advancement. Most people want to do new things in their job.
o 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.
o Convey: Leaders clarify their expectations about employees and provide feedback on
their functioning in the organization.
o Congratulate: Exceptional leaders give recognition, and they do so a lot; they coach and
convey.
o Contribute: People want to know that their input matters and that they are contributing
to the organization's success in a meaningful way.
o Control: Employees value control over the flow and pace of their jobs and leaders can
create opportunities for employees to exercise this control.
o 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.
o Credibility: Leaders should strive to maintain a company�??s reputation and
demonstrate high ethical standards.
o Confidence: Good leaders help create confidence in a company by being exemplars of
high ethical and performance standards.
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.
Disengaged --> Crash & Burn --> Honeymooners & Hamsters --> Almost Engaged -->
Fully Engaged
For more information and research visit the Blessing White site.
Many organizational factors influence employee engagement and retention such as:
o A culture of respect where outstanding work is valued
o Clear job expectations
o Adequate tools to complete work responsibilities
o High levels of motivation
o Availability of constructive feedback and mentoring
o Opportunity for advancement and professional development
o Fair and appropriate reward, recognition and incentive systems
o 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.