Every organization has its own distinct characteristics, such as management structure, business objectives, ethics, and culture. Even companies operating in the same industry can differ significantly. 

Therefore, determining an effective employee engagement model becomes a challenge, as a one-size-fits-all approach doesn't apply. So the question is How do you choose an employee engagement model?

To make informed decisions, it is crucial to rely on a reliable framework, which is where employee engagement models play a crucial role. The right model can greatly enhance performance and motivation throughout the organization. However, the task lies in identifying the model that suits your workforce best.

Due to the diverse definitions and theories surrounding employee engagement, numerous models have been developed. 

Scholars have extensively researched employee engagement, exploring factors such as the work environment, managerial behavior, and the psychological contract between employer and employee.

Successful organizations view an employee engagement framework as a guiding tool rather than a set of rigid instructions for achieving higher levels of employee engagement. 

It is important to examine different employee engagement theories and models to determine which ones align with your organization's specific needs.

Furthermore, it is possible that a previously adopted model may no longer yield the desired results. The world of work has undergone significant changes in recent years, with the transition from office-based to remote or hybrid work patterns, leaving many organizations in a state of uncertainty. 

As hybrid working becomes a permanent feature, it is an opportune time to reassess your employee engagement model. 

Is it still effective, or should you explore alternative options?

The Gallup employee engagement model

• The Gallup Q12 Model - The Gallup Q12 Model is a widely used employee engagement model developed by Gallup, a renowned research and consulting firm. It identifies 12 key factors that drive employee engagement. These factors include elements such as clear expectations, recognition for good work, opportunities for personal and professional growth, supportive relationships with colleagues and managers, and feedback on performance. The model suggests that when these factors are present in the workplace, employees are more likely to be engaged, motivated, and productive.
• The Hackman and Oldham Job Characteristics Model - The Hackman and Oldham Job Characteristics Model focuses on the design of jobs and how specific job characteristics impact employee engagement. According to this model, five core job characteristics influence employee engagement: skill variety (the degree to which a job requires different skills and tasks), task identity (the extent to which a job allows an employee to complete a whole and identifiable piece of work), task significance (the perceived impact and importance of a job), autonomy (the level of independence and decision-making authority), and feedback (the extent to which employees receive information about their performance). The model suggests that when jobs are designed to include these characteristics, employees are more likely to be engaged and satisfied with their work.
• Maslow's Hierarchy of Needs Model - Maslow's Hierarchy of Needs Model is based on the theory proposed by Abraham Maslow. This model suggests that individuals have different levels of needs, and addressing these needs is essential for employee engagement. The hierarchy consists of five levels: physiological needs (such as food, water, and shelter), safety needs (such as job security and a safe work environment), social needs (such as belongingness and positive relationships), esteem needs (such as recognition and respect), and self-actualization needs (such as personal growth and fulfillment). According to the model, employees' engagement and motivation increase as their needs are progressively met.
• The Strengths-Based Model - The Strengths-Based Model emphasizes identifying and leveraging employees' strengths to enhance their engagement and performance. This approach suggests that when individuals are allowed to use and develop their natural talents and strengths in their work, they are more likely to feel engaged and motivated. The model encourages organizations to focus on recognizing and developing employees' strengths rather than solely focusing on their weaknesses. By aligning employees' strengths with their roles and providing opportunities for growth and development, organizations can enhance engagement and performance.
• The Total Rewards Model - The Total Rewards Model emphasizes the use of compensation, benefits, and other rewards to engage and motivate employees. It recognizes that employees are motivated not only by their salary but also by the overall value they receive from their work. This model suggests that a comprehensive rewards system, including financial compensation, benefits, recognition programs, work-life balance initiatives, and career development opportunities, can positively impact employee engagement. By offering a compelling and competitive rewards package, organizations can attract, retain, and motivate employees, leading to higher engagement levels.
• The Well-being Model - The Well-being Model prioritizes employee well-being as a crucial factor in enhancing engagement. This model recognizes that employees' well-being is influenced by various factors, including physical, mental, and emotional aspects. It emphasizes the importance of creating a supportive work environment that promotes work-life balance, offers opportunities for stress management and relaxation, and supports employees' mental and emotional health. The Well-being Model suggests that when employees feel cared for, supported, and have their well-being needs met, they are more likely to be engaged, productive, and committed to their work.

Whose Job Is Employee Engagement?

The manager plays a significant role in team engagement, accounting for 70% of the variance.

Ensuring employee engagement should be the primary responsibility of managers.

Managers are responsible for clarifying work expectations, supporting and advocating for employees, and demonstrating how their work contributes to organizational success.

To effectively fulfill this responsibility, managers need to possess the skills to engage in continuous coaching conversations with their team members.

Unfortunately, many managers lack the knowledge of how to make these conversations meaningful, often leading to their actions being perceived as micromanagement instead of providing the necessary guidance and tools.

Therefore, it is insufficient for leaders to merely instruct managers to take ownership of engagement and coach their teams.

The levels in the employee engagement model

The employee engagement model typically consists of four levels or stages. 

These stages represent the different levels of engagement that employees may exhibit within an organization. 

Here are the four levels:

• Disengaged - This is the lowest level of engagement, where employees are generally uninterested, unmotivated, and disconnected from their work. They may exhibit low productivity, absenteeism, and a lack of commitment to their organization.
• Partially engaged - At this level, employees may show some interest and involvement in their work, but there is still room for improvement. They may perform adequately, but their motivation and commitment may vary depending on the circumstances.
• Engaged - This level represents a higher degree of engagement. Engaged employees are motivated, enthusiastic, and committed to their work. They exhibit a strong sense of purpose and feel connected to their organization's goals. They are likely to go above and beyond their job requirements and actively contribute to the success of the organization.
• Fully engaged - This is the highest level of engagement, where employees are deeply committed, passionate, and fully immersed in their work. They have a strong sense of ownership, take initiative, and proactively seek opportunities to contribute. Fully engaged employees are highly motivated and often serve as positive role models for others in the organization.

These four levels provide a framework for understanding the varying degrees of engagement among employees and can help organizations identify areas for improvement and implement strategies to enhance employee engagement.

Elements that are often included in these employee engagement model are

There are various models and frameworks that organizations can adopt to promote employee engagement 

#1.Clear Communication

Effective communication from leadership about the organization's goals, vision, and expectations. Regular updates and feedback channels help employees stay informed and connected. 

#2.Leadership Support

Engaged employees often have supportive and inspiring leaders. Managers who provide guidance, recognize achievements, and encourage employee development play a vital role in fostering engagement. 

#3.Meaningful Work

Employees feel more engaged when they find their work meaningful and purposeful. Organizations can ensure this by aligning individual roles and responsibilities with the overall organizational objectives. 

#4.Growth and Development

Opportunities for personal and professional growth are essential for employee engagement. Organizations should invest in training programs, career development plans, and mentoring to help employees enhance their skills and advance in their careers. 

#5.Recognition and Rewards

Recognizing and rewarding employee contributions is crucial for maintaining high levels of engagement. Appreciation, incentives, and rewards programs can motivate employees to perform at their best and feel valued. 

#6.Work-Life Balance

 Supporting work-life balance initiatives, promoting employee well-being, and offering flexible work arrangements contribute to higher engagement levels.

#7.Employee Voice and Involvement

Employees who feel that their opinions are heard and valued are more likely to be engaged. Organizations should encourage employee feedback, involve them in decision-making processes, and provide opportunities for collaboration and teamwork. 

Choose an employee engagement model

#1.Assess your organization's needs and goals first

Before selecting an employee engagement model, it is crucial to evaluate your organization's specific needs and goals. 

Start by conducting a thorough assessment of your current employee engagement levels. Utilize surveys, interviews, and focus groups to gather insights about employee satisfaction, motivation, and overall engagement. Additionally, analyze your business objectives and identify the key areas where engagement can have a significant impact. 

This assessment will provide a baseline for understanding your organization's requirements and serve as a benchmark for future improvements. 

#2.Understand different employee engagement models

There are various employee engagement models available, each with its unique approach and focus. 

Familiarize yourself with the most common models to determine which one suits your organization best:

• The Gallup Q12 Model - This model focuses on 12 key factors that drive employee engagement, including recognition, feedback, and growth opportunities.
• The Hackman and Oldham Job Characteristics Model - This model emphasizes the importance of job design and how specific characteristics, such as skill variety, task significance, and autonomy, influence employee engagement.
• The Maslow's Hierarchy of Needs Model - Based on Abraham Maslow's theory, this model suggests that employees have different levels of needs, and addressing those needs leads to increased engagement.
• The Strengths-Based Model - This approach focuses on identifying and leveraging employees' strengths to increase engagement and performance.
• The Total Rewards Model - This model emphasizes the use of compensation, benefits, and other rewards to engage and motivate employees.
• The Well-being Model - This model prioritizes employee well-being, considering physical, mental, and emotional aspects to create a supportive work environment. 

#3.Evaluate compatibility with organizational culture

An employee engagement model must align with your organization's culture and values. Assess whether the model supports your organization's mission, vision, and overall philosophy. Consider factors such as communication style, decision-making processes, and leadership practices. Engage with your employees and solicit their input to ensure that the selected model resonates with their expectations and values. 

#4.Consider scalability and flexibility

 When choosing an employee engagement model, consider its scalability and flexibility. Determine whether the model can be adapted to accommodate organizational growth and changing dynamics. Look for frameworks that allow for customization to meet the unique needs of different teams and departments. 

Scalable and flexible models ensure long-term sustainability and relevance.

#5.Determine available resources and budget

Implementing an effective employee engagement model requires adequate resources, including financial investment, technology infrastructure, and trained personnel. Evaluate your organization's resources and budget to ensure you can support the chosen model effectively. 

Consider the costs associated with training, technology implementation, and ongoing maintenance. 

#6.Seek expert guidance and best practices

Engaging external experts or consultants who specialize in employee engagement can provide valuable insights and guidance. They can help you navigate the selection process, recommend best practices, and tailor the chosen model to your organization's specific needs.

Wrapping up, and Putting Employee Engagement Models in Practice

Irrespective of the chosen model, the ultimate goal is to benefit both the organization and its workforce. 

When considering employee engagement, it is essential to take a holistic view. Each of the employee engagement theories and models discussed earlier may be suitable for different types of employees. 

For instance, organizations in knowledge-based sectors may find psychology-based frameworks more aligned with employee needs.

However, it is more likely that elements from various models will be relevant to your employees. To determine the best approach, it is crucial to encourage employee voice and gather information on their priorities before developing an employee engagement model. 

This is especially important in the post-Covid landscape, where employees have become increasingly disconnected from the office and each other. Providing a platform for their opinions and ideas is vital.

It is also valuable to assess existing practices to understand their impact, both positive and negative, on current employee engagement levels. For example, some organizations may have a talent management strategy in place, but it might unintentionally convey the message that attention is primarily focused on a select few. By expanding the principles of talent management to include all employees in career development discussions, everyone will feel more valued and included.

In the hybrid working environment, it is crucial to avoid inadvertently favoring office-based employees at the expense of remote workers. A revised employee engagement model may be necessary to ensure that all segments of the workforce feel equally valued and appreciated. 

Your model should encompass both groups and ensure they are treated with genuine equality.

Considering the numerous available employee engagement and satisfaction models, a hybrid framework might be the right choice for your organization. Only a tailored framework, informed by employee feedback, will effectively meet the organization's employee engagement goals and drive performance and motivation.