In order to cope with this talent disengagement, HR needs to create and hone their culture of engagement. Several models of employee engagement are used to deal with challenging scenarios at workplace, out of which, the Blessing White Employee Engagement Model suffices the purpose of achieving the sustainable employee engagement required for an organization toreach its goals. Full engagement depicts an alignment of maximum job satisfaction (“I like myjob and do it well”) with maximum job contribution (“I assist my organization to achieve its goals”). The employee’s engagement level contains items that reflect the two axes of contribution and satisfaction. By plotting a given population against the two axes, 5 distinct employee segments are identified. This is represented as
The Engaged: The personal and organizational interests of the employees align. The employees are satisfied and add success to the company. These employees can transit over time to any of the three adjacent segments, which may impact workforce morale and motivation.
Almost Engaged: These employees are high performers and satisfied with their jobs. They are aware of their job functions. They are highly employable .They take minimal time to achieve the maximum goal.
The Honeymooners &Hamsters: Honeymooners are novice to the organization. They are yet to clearly understand how they can best contribute. Managers should move them out of this temporary holdingarea to full alignment and productivity. Hamsters may be working hard, but are in effect “spinning their wheels,” working on unimportant tasks, contributing little to the success of the organization. If organizations don’t deal with them, other employees may grow resentful or have to pick up the slack.
The Crash & Burners: These employees are disillusioned and potentially exhausted. They are neither successful nor satisfied. They may leave, or they are more likely to become disengaged. When they do, they often bring down those around them.
The Disengaged: These employees are the most disconnected from organizational priorities. They often feel underutilized and are clearly not getting what they need from work. They are skeptical and likely to induce negativity within the team. If they cannot be coached properly, then exit interviews are their last resort.
Almost Engaged: These employees are high performers and satisfied with their jobs. They are aware of their job functions. They are highly employable .They take minimal time to achieve the maximum goal.
The Honeymooners &Hamsters: Honeymooners are novice to the organization. They are yet to clearly understand how they can best contribute. Managers should move them out of this temporary holdingarea to full alignment and productivity. Hamsters may be working hard, but are in effect “spinning their wheels,” working on unimportant tasks, contributing little to the success of the organization. If organizations don’t deal with them, other employees may grow resentful or have to pick up the slack.
The Crash & Burners: These employees are disillusioned and potentially exhausted. They are neither successful nor satisfied. They may leave, or they are more likely to become disengaged. When they do, they often bring down those around them.
The Disengaged: These employees are the most disconnected from organizational priorities. They often feel underutilized and are clearly not getting what they need from work. They are skeptical and likely to induce negativity within the team. If they cannot be coached properly, then exit interviews are their last resort.