Employee Engagement Model as guidelines for management

The Employee Engagement Model provides a framework for understanding employee’s behaviors and the balance between contribution and satisfaction as well as guidelines for management.

For a manager, his team can be seen as a portfolio of resources who need differentiate care, depending on their engagement level.

Engaged need to be kept in their state as they are big contributors, reliable, motivated, committed and happy. There is little to do but it doesn’t mean there is nothing to do. Periodical feedback, involvement in unit management are generally goodies to them as well as a way to delegate some management tasks and lighten the manager’s burden.

Almost engaged can be turned into engaged if management finds out what is missing to. The challenge is to find out what make the almost engaged tick and not available or granted now. Taking care about the almost engaged is a little investment that can yield biggest return.

Crash and Burners are big contributors not finding their satisfaction. This category needs management attention to regain these people into almost engaged, ideally engaged. The investment may be higher than with almost engaged, but return on investment still makes it a good deal.

Honeymooners are happy people that must contribute more. The transition has to be smooth and smart to avoid misunderstanding or disappointment with too hard landing into reality. It would be a pity to lose their happiness. Setting objectives, expressing the manager’s expectations for short term and reviewing progress periodically adds a little positive stress. This should do.

Hamsters may show more resistance to change. They either enjoy cozy situation or believe in their big contribution while wasting energy on secondary or non-contributing tasks. Revealing the uselessness of their contribution may be a shock. I recommend a Honeymooner like approach made of a mixture of pedagogy and pressure to deliver.

Last come the disengaged, whose state of mind require deeper and custom analysis. I rate conversion failure rate higher for this category for two reasons:

  1. Disengaged may not want to engage again, depending on the reasons for their withdrawal
  2. Managers may not want to try to convert them, especially when managers are rookies or uneasy dealing with such problems.

In this latter case, senior management can be helpful backup.



The credit for BlessingWhite ‘X’ model of employee engagement goes to BlessingWhite.
I have no connections to BlessingWhite. Opinon, analysis and testimonies are all mine.

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