Every HR Professional Should know These Five Employee Engagement Models

Employee engagement model is a measure of how dedicated employees are to their employers or workplace. Why should I engage?

What are the benefits of employee engagement models?

Engagement significantly impacts an organization’s bottom line, among other things. When employees are engaged, safety incidents decrease by 64 percent, while disengaged employees make 60 percent more mistakes. In addition, engaged employees leave the company 87 percent less often. Disengaged employees are estimated to cost employers 34 percent of their individual salaries in higher absenteeism, lower productivity, and lower profitability.

Here are the best tips for improving employee engagement

What is the best way to engage your employees? A small change in corporate culture can have a significant impact, as can a larger, ongoing initiative. You need an employee engagement model to bring about significant and lasting change in your organization.

You will learn about five popular employee engagement models to consider implementing within your organization in this article.

Based on the JD-R model

One of our favorite employee engagement models is our first model. According to the Job Demands-Resources theory, which was developed in 2006 by Arnold Bakker and Evangelia Demerouti, the elements of an employee’s role can be divided into two distinct categories: job demands and job resources. It can be used to predict or alert companies to signs of employee burnout and to encourage engagement. An employee’s burdens are related to his or her organization psychologically, emotionally, and physically. Dynamic workplaces can be characterized by time-sensitive tasks and heavy workloads. Employees have access to job resources that allow them to meet these demands. Resources include training and mentoring, clearly defined goals, employee benefits, and helpful feedback.

JD-R allows employees to feel challenged and valued while providing them with adequate support to work effectively and avoid burnout by balancing job demands and resources. For managers and team leaders to achieve this equilibrium, it is recommended that they track resources and demands, and address both demands actively and either create resources or connect employees to existing resources.

Because JD-R can be applied across all industries and roles, it has great strength. Regardless of the job demands or resources available, there is a universal structure in every organization.

Facilitate employee engagement in training activities

The Zinger model in a nutshell

This next employee engagement model was created by David Zinger. He has gained expertise in employee psychology, employee assistance, employee engagement, and burnout during his career. Employees in his model focus on their relationships with each other, with their organization, with their customers, and with their broader community.

The Zinger employee engagement theory can be visualized with a pyramid made up of ten blocks. To succeed, employees need four essentials: meaning, enhanced well-being, enlivened energy, and leveraging strengths. In this bedrock row, employees are given meaningful work and opportunities to demonstrate their strengths, which ensures their stimulation and care.

In the second row, “uniting the company” is broken down into three blocks: building relationships, fostering recognition, and achieving master moments. The goal is to create spaces where employees can feel engaged and present.

In the third row, “Boosting performance” is composed of two blocks: optimizing performance and advancing the path.

This block, which includes achieving results as the top block, is composed of these three categories of employee engagement. The Zinger model facilitates employee engagement by involving multiple moving parts.

Deloitte model

Deloitte Touche Tohmatsu Limited, one of the Big Four accounting firms, developed and popularized the Deloitte model. The success of Deloitte depends on its ability to keep its 330,000 employees engaged. Two years were spent researching employee engagement theory to make their workplace “irresistible.”

The Deloitte model was developed after a Engagement Models process. A positive work environment, growth opportunities, meaningful work, and leadership trust drive engagement, according to their research. Twenty factors determine employee engagement, each defined by four strategies and actions. Throughout all of these elements, one guiding principle stands out: simplicity.

Deloitte explains engagement in the following ways:

• A company’s employees should know that their contributions are valued, be hired for the right position, and be given the tools and autonomy to achieve greatness.
• A team’s success depends on coaching and clear goals. Companies must invest in their management in order to keep their teams engaged.
• When an employee works in a positive work environment, they feel valued because of their flexibility, benefits, and strong work-life balance.
• Employees who perform well need opportunities for growth. Create opportunities for career advancement and advancement within the organization to reduce employee turnover.

Gallup’s model of employee engagement

Gallup, an industry leader in workplace analytics, provides some of the most widely circulated statistics on employee engagement. The Gallup model is based on millions of surveys conducted around the world over the past 50 years. According to Monkhouse & Company, the Q12 Pyramid is “the best tool for growth” based on engagement-related productivity.

Effectory’s top 7 employee engagement strategies

Using the Q12 model, employees are asked 12 questions and a pyramid corresponds to those answers. Using the pyramid, employees’ performance, development, and growth needs are grouped into four categories. Employee engagement is based on four basic needs: basic needs, individual needs, teamwork, and growth, with growth being the goal and a key component.

During this short survey, Gallup identifies twelve elements that are crucial for employee engagement. With access to these twelve questions, managers and team leaders can identify impediments to employee engagement and improvement opportunities.

An example of an AON Hewitt model

Employee engagement is essential to the success of any organization. Engagement outcomes are explicitly connected by AON Hewitt through the concept of engagement outcomes.

As part of a three-part engagement model, organizations should aim for the following outcomes:

• Employees who are engaged become ambassadors for their organizations. The company is characterized by enthusiasm and trust, both internally and externally.
• It is extremely costly for businesses to lose employees due to turnover. The employee establishes ties beyond the paycheck by staying with the company.
• The more engaged an employee is, the more likely they are to go the extra mile and feel invested in the company’s success.

Organizational leaders need to adjust six engagement drivers to achieve desired engagement outcomes. Differentiating engagement drivers are different from foundational engagement drivers.

The following are the foundational drivers of engagement:

• The basic needs of employees are to be treated well and to have a work-life balance that works for them. Providing basic needs improves retention.
• An organization’s day-to-day operations, programs, and initiatives should encourage employees to stay and grow.
• Employees need to feel challenged by their work, but they also need the right resources to perform at their best.

Drivers of Engagement Models that are different:

• An organization’s brand plays a crucial role in employee engagement. To achieve a positive engagement outcome, a positive brand image must be maintained.
• When the organization’s leadership is involved in the company’s mission and corporate life, employees are more likely to stay, engage, and strive.
• Recognizing employee performance is essential to employee engagement. In order for employees to stay and strive, they must know their contributions matter.

These six engagement drivers can be adjusted and refined to consistently achieve the desired engagement outcomes for businesses following the AON Hewitt model.

Engagement Models starts with addressing their needs and providing them with opportunities to succeed.