Employee Engagement Models - • A 15% increase in employee satisfaction with growth opportunities.

1. Gallup Model • A 25% reduction in voluntary turnover within two years.

Gallup developed the Q12 survey, a set of 12 actionable questions designed to measure employee The Aon Model provides a strategic approach to improving employee engagement and aligning it
engagement. These questions focus on key workplace factors that influence employee motivation with business success.
and productivity. The questions fall under three broad categories: Basic Needs, Individual
3. JD-R Model (Job Demands-Resources Model)
Contribution, and Growth.
The Job Demands-Resources (JD-R) Model explains how job demands and resources affect
Gallup Engagement Levels
employee engagement and burnout.
Based on survey responses, employees are categorized into three levels:
Key Features:
• Engaged: Highly involved and enthusiastic about their work. Drive innovation and contribute to
• Job Demands: Physical, emotional, or psychological demands that require effort (e.g.,
the organization's success.
workload, deadlines). Excessive demands can lead to burnout.
• Not Engaged: Psychologically unattached to their work and organization. Put in time but lack
• Job Resources: Factors that help employees achieve goals, reduce demands, or foster growth
energy or passion.
(e.g., support, autonomy, feedback). Adequate resources lead to engagement and
• Actively Disengaged: Dissatisfied with their work and workplace. May undermine coworkers'
motivation.
efforts and negatively impact the organization.
• Engagement: The model emphasizes that high resources combined with manageable
Example in Action: demands enhance vigor, dedication, and absorption.

A retail company implemented the Gallup model and found that employees who strongly agreed Practical Example:
with the Q12 questions had 30% higher productivity and 20% greater profitability than those who
An IT firm reduced burnout by improving job resources, such as offering better tools for remote work
did not. By addressing areas like recognition and growth opportunities, the company reduced
and increasing manager support. This increased employee engagement scores by 15% and decreased
employee turnover and improved customer satisfaction.
turnover.
This model serves as a practical roadmap for creating an engaged and high-performing workforce.
4. Kahn Model of Employee Engagement
2.Aon Model of Employee Engagement
Proposed by William Kahn (1990), this model highlights three psychological conditions essential for
The Aon Model defines employee engagement as the level of emotional and intellectual employee engagement:
commitment an employee has to their organization. Engagement is characterized by three core
Key Features:
behaviors:
• Meaningfulness: Employees feel their work is significant and aligns with their values. E.g.,
Say: Employees speak positively about the organization to coworkers, potential employees, and
Assigning meaningful projects that utilize employees’ strengths.
customers.
• Safety: Employees feel safe to express themselves without fear of negative consequences.
Stay: Employees have an intense desire to remain part of the organization. E.g., Creating a culture of trust and inclusion.
• Availability: Employees have the physical, emotional, and cognitive resources to engage in
Strive: Employees exert discretionary effort to deliver superior performance.
their roles. E.g., Offering wellness programs to reduce stress and fatigue.
Aon Engagement Levels-
Practical Example:
• Highly Engaged: Deeply committed to the organization and consistently going above and
A healthcare organization implemented team-building activities and psychological safety training,
beyond.
resulting in increased employee retention and a more collaborative culture.
• Moderately Engaged: Generally positive but may not consistently exhibit discretionary effort.
• Passive: Present and contributing, but with minimal emotional commitment. 5.The CARE model is a core principle of the Zinger model, an employee engagement framework
• Actively Disengaged: Dissatisfied and possibly spreading negativity within the workplace. created by psychologist David Zinger:

Example in Action The Zinger model is based on the idea that strong connections between employees and their
company can lead to better business results. The model's four pillars are intended to improve
A global IT company adopted the Aon Model to address declining engagement scores. By focusing on employee engagement and performance by:
career development and recognition programs, they saw:
• Connection: Enabling relationships between employees and company goals
 • Authenticity: Building trust through genuine policies and practices Saks distinguishes between job engagement and organizational engagement, noting that most
employees have more than one role, such as their work role and their role as a member of the
• Recognition: Valuing employee contributions with meaningful rewards
organization.
• Engagement: Maintaining participatory, energetic work environments
• Antecedents and consequences
The Zinger model is a pyramid-shaped framework with 10 building blocks for managers to support
Organizations can drive employee engagement by providing social support, rewards, recognition,
positive employee engagement.
opportunities for learning and development, and procedural and distributive fairness.
6.Levels of the Deloitte 5-Scale Model
• Measurement
• Highly Engaged: These employees are deeply committed to the organization and consistently
Organizations can assess employee engagement more easily and frequently by using single-item
exceed expectations.
measures of job and organizational engagement.
• Engaged: These employees are generally satisfied and aligned with organizational goals, but
they may not always go above and beyond. Saks's model is supported by the literature, and research has shown that engaged employees
• Neutral (or Disengaged: These employees are neither engaged nor actively disengaged. They increase productivity and performance, and decrease absenteeism.
do the minimum required but lack emotional commitment.
• Actively Disengaged: These employees are dissatisfied and may exhibit passive resistance to
#OCTAPACE Model#
work and organizational initiatives. OCTAPACE Model is a framework developed to assess and foster organizational culture and
• Highly Disengaged: These employees are not only disengaged but also potentially harmful to employee engagement. It focuses on creating a work environment that promotes key values for
the organization due to their negativity. improving organizational effectiveness, team collaboration, and employee morale.

Work Engagement Models The model is based on eight key values, represented by the acronym OCTAPACE, that are essential
for building a positive and productive organizational culture.
1.The Utsech Model of work engagement is a comprehensive framework that focuses on
understanding how various factors contribute to employee engagement and its impact on job The 8 Key Values of the OCTAPACE Model
performance and well-being. It is designed to assess and enhance employee engagement by
1. O - Openness: Encouraging transparency, honest communication, and the free flow of
exploring a combination of individual, job-related, and organizational factors. The Utsech Model is
information at all levels of the organization. Employees should feel comfortable sharing their
also known as the Utrecht Work Engagement Scale (UWES).
ideas, feedback, and concerns without fear of repercussions.
Key Elements of the Utsech Model
2. C - Collaboration: Promoting teamwork, mutual respect, and shared responsibility for
The Utsech Model, through the Utrecht Work Engagement Scale (UWES), defines work engagement achieving organizational goals. Encouraging employees to work together rather than
as a positive, fulfilling work-related state of mind that is characterized by three core components: compete, fostering collective success.

• Vigor: Describes high levels of energy and mental resilience while working. Engaged 3. T - Trust: Building a culture where employees trust each other, their leaders, and the
employees with vigor are not easily fatigued, feel enthusiastic, and maintain high energy organization as a whole. Trust is foundational for effective communication, collaboration, and
levels even in challenging tasks. conflict resolution.
• Dedication: Represents a sense of pride, enthusiasm, and significance in one’s work. 4. A - Authenticity: Encouraging employees to be true to themselves and express their
Employees with high dedication are strongly committed to their tasks and perceive their
individuality while contributing to the organization’s goals. Employees should feel they can
work as meaningful and worthwhile. bring their whole selves to work, without feeling pressured to conform.
• Absorption: Involves being fully immersed and concentrated in one’s work. Employees with
high levels of absorption find themselves so engrossed in their work that time passes quickly 5. P - Proactivity: Encouraging employees to take initiative, anticipate challenges, and be
and they may lose track of their surroundings. forward-thinking in solving problems. Employees should be empowered to take action, solve
issues proactively, and contribute to the organization’s growth.
Job Engagement Models
6. A - Autonomy: Granting employees the freedom to make decisions and manage their own
1. The Saks model of job engagement is a multidimensional approach that distinguishes between work. Employees should feel empowered to take ownership of their tasks and contribute
job engagement and organizational engagement. Saks defines employee engagement as a unique their ideas without excessive oversight.
construct that includes cognitive, emotional, and behavioral components that are associated with an
7. C – Confrontation: Refers to addressing conflicts or issues directly and constructively rather
individual's role performance.
than avoiding them. Employees should be encouraged to confront problems and
• Job and organizational engagement disagreements in a respectful manner to resolve them quickly.
 8. E - Experimentation: A culture of innovation where employees are encouraged to try new • They also prioritize Respect and Acknowledgment by celebrating diverse talents and fostering an
approaches, experiment with ideas, and learn from failures. inclusive culture. Regular feedback and employee recognition programs encourage ncouragement.

EXAMPLES OF ALL MODELS Adobe:

1) OCTAPACE • Adobe’s Caring approach is reflected in their employee benefits, including wellness programs and
comprehensive healthcare. They focus on Respect through a strong culture of inclusivity and
Google: belonging.
• Google emphasizes Openness and Collaboration by encouraging transparent communication • The company uses Encouragement by offering employees opportunities to continuously develop
across teams and promoting a culture where employees are encouraged to share ideas without their skills through training programs and career advancement initiatives.
fear of judgment. Their famous “20% time” policy allows employees to experiment with new
projects, fostering a culture of Experimentation. 4.Gallup Model

• Google also values Autonomy and Proactivity with employees often given the freedom to • IBM:
choose their own projects and take initiative in developing new products. o IBM conducts regular employee engagement surveys and uses data-driven insights
Patagonia: to improve engagement based on the Gallup framework. They emphasize clarity of
role expectations and opportunities for growth, ensuring employees understand how
• Known for its Authenticity and Trust, Patagonia encourages employees to align their personal their contributions align with organizational goals.
values with the organization’s mission. They foster a culture of Openness and Confrontation by
maintaining clear, honest communication and addressing challenges directly. o IBM also focuses on developing leadership capabilities to support employee
engagement, offering training programs for managers to drive a positive work
• Patagonia also encourages Proactivity and Autonomy, allowing employees to engage in culture.
sustainability initiatives and make decisions independently.
• Marriott International:
2) SAKS Model
o Marriott uses Gallup's model to ensure employees feel valued and appreciated. They
Salesforce: have a strong focus on creating a sense of purpose and aligning employees’ roles
• Job Resources: Salesforce is known for providing a strong Organizational Support system with with Marriott’s broader mission of delivering exceptional service.
ample training resources and career development opportunities, which directly contributes to o Marriott also emphasizes Recognition and Growth, offering opportunities for
Job Engagement. professional development through internal mobility and leadership programs.
• The company also uses its Person-Environment Fit by tailoring roles to employees’ strengths and 5. Deloitte Model (5-scale Engagement)
interests, ensuring that employees feel a strong sense of connection to their roles and the
organization. • Deloitte itself:

Zappos: o Deloitte practices what it preaches by using its own 5-scale engagement model
internally. They focus on Direction (clarifying business goals), Integrity (strong ethical
• Zappos embraces the Saks Model by focusing on creating a positive work environment where values), Execution (enabling employees to deliver on goals), Impact (helping
employees are highly engaged. The company emphasizes autonomy, recognition, and positive employees understand their contribution), and Caring (ensuring employees feel
reinforcement, which increases Job Engagement. supported).
• Zappos’ hiring process is also based on cultural fit, ensuring employees align with the company’s o Deloitte emphasizes work-life balance and employee well-being through their
values, thus enhancing Person-Environment Fit. "Deloitte University" training and development programs.
3) Zinger/CARE • Accenture:
Microsoft: o Accenture uses the 5-scale model by focusing on Integrity and Caring. The company
• Microsoft has made significant strides in promoting employee well-being and engagement through emphasizes clear communication regarding goals (Direction) and supports Execution
their Caring initiatives, including mental health support, flexible working, and leadership that by providing resources and opportunities for employees to contribute effectively.
recognizes employee needs. o Accenture’s focus on employee Impact and engagement is reflected in their
recognition programs and career growth opportunities.
6. Kahn's Model • Salesforce:

• Apple: o Direction: Salesforce communicates a clear organizational vision and aligns

employees to this direction, emphasizing that everyone understands how their work
o Apple focuses on physical and emotional engagement by ensuring that employees
fits into the company’s broader goals.
are passionate about the products they design and sell. The company’s environment
is built to foster high engagement by connecting employees to the company’s o Caring: Salesforce supports employee well-being through initiatives like volunteer
innovative culture. opportunities, wellness programs, and mental health support.

o Apple also ensures that employees feel their contributions are valued, aligning their 9. Utsech Model
cognitive, emotional, and physical investments in their roles.
The Utsech Model is an extension of engagement theory that connects employee engagement to
• Starbucks: organizational outcomes. It focuses on Work-Life Balance, Job Resources, Social Support, and
Leadership as key components driving engagement and performance.
o Starbucks uses Kahn’s model by emphasizing employee well-being and encouraging
employees to bring their authentic selves to work, connecting them emotionally to Examples:
the organization’s mission of social responsibility.
• Microsoft:
o The company also provides benefits that encourage physical engagement, such as
o Work-Life Balance: Microsoft offers flexible work schedules and remote work
healthcare, retirement plans, and wellness programs.
options to promote work-life balance, helping employees stay engaged while
7. Aon Model managing personal responsibilities.

• Accenture: o Leadership: Microsoft has strong leadership that emphasizes transparency, open
communication, and employee empowerment, which enhances engagement and
o Leadership: Accenture emphasizes leadership transparency and inclusivity, allowing
reduces turnover.
employees to feel supported by strong, visionary leaders.
• Spotify:
o Growth Opportunities: The company invests in employee development programs
like Accenture’s Leadership Development and Learning Program to help employees o Social Support: Spotify emphasizes social support through team-building activities,
grow their skills and careers. open communication channels, and mentoring programs that help employees feel
connected and valued.
• Coca-Cola:
o Job Resources: Spotify provides ample job resources, such as training and
o Work Environment: Coca-Cola focuses on creating a positive work environment
development programs, to ensure employees have the tools they need to succeed.
where employees feel motivated and appreciated. Their culture encourages
recognition, with initiatives like employee of the month and regular performance 10. JD-R Model (Job Demands-Resources Model)
appraisals.
The JD-R Model posits that engagement is influenced by the balance between job demands (e.g.,
o Communication: Coca-Cola emphasizes open communication between employees workload, time pressure) and job resources (e.g., support, autonomy). High job resources and
and leadership to ensure alignment with organizational goals. manageable job demands lead to better engagement.

8. Deloitte 5-Scale Model Examples:

• Deloitte: • Google:

o Deloitte itself applies its 5-scale model to improve internal engagement. The o Job Resources: Google offers a high level of job resources through professional
company encourages Dirx1ection by aligning individual and organizational goals, development opportunities, a strong support system, and an innovative work
Integrity through ethical business practices, and Execution by empowering environment that promotes creativity.
employees with the tools to deliver on goals.
o Job Demands: Google aims to keep job demands manageable by offering flexible
o Impact is emphasized through employee recognition and connecting individual work arrangements, a clear focus on work-life balance, and ensuring that employees
performance to the company’s larger goals. Caring is promoted through employee are not overwhelmed by their workloads.
support programs like wellness initiatives, flexible working arrangements, and
• Zappos:
professional development.
 o Job Resources: Zappos emphasizes job resources like extensive training programs Employees are actively involved in
Level of Observers and assessors are primarily
and an open, supportive work culture that encourages employees to share ideas and their development through reflection
Involvement evaluating performance.
feedback. and feedback.
Standardized tools for evaluating job Development-focused tools (e.g., self-
o Job Demands: Zappos works to keep job demands reasonable by providing Tools Used suitability (e.g., psychometric tests, reflection, coaching, 360-degree
employees with a high degree of autonomy, allowing them to make decisions that group tasks). feedback).
enhance customer satisfaction without feeling micro-managed. Personalized development plan to
Outcome for Decision on whether or not to
address identified gaps and prepare for
Competency Mapping Participants hire/promote.
future roles.
RAG Framework - The RAG framework helps to visually categorize and evaluate employees’
competency levels and identify areas for improvement or development.

Colour Meaning Action Required Example

Project significantly behind
Immediate intervention
Red Critical issue or failure schedule, over budget, or facing
required
major issues.
Project slightly behind schedule,
Monitoring and intervention
Amber Warning or at-risk situation minor budget concerns, or
needed to avoid escalation
manageable issues.
On track, progressing as No immediate action needed, Project on schedule, meeting
Green
planned continue monitoring goals, and staying within budget.

Assessment Centre v/s Development Centre

Aspect Assessment Centre Development Centre
To assess the current competencies To develop and improve the skills and
Purpose
and potential of candidates. competencies of employees.
Evaluating job candidates for a specific Developing the skills of employees for
Primary Focus
role or promotion. future roles or career progression.
Current employees, typically those
Candidates being considered for
Target Participants with potential for growth within the
recruitment or promotion.
organization.
Simulations, role plays, interviews, Workshops, feedback sessions,
Activities Involved psychometric tests, group discussions, simulations, coaching, and
presentations. personalized development plans.
To make decisions about hiring, To identify areas for personal
Outcome
promotion, or placement. development and career progression.
Short-term, usually a day or a few Longer-term, often involving multiple
Duration
days. sessions over weeks or months.
Focuses on identifying strengths and
Focuses on evaluating competencies
Assessment Style areas for growth for career
for a particular job role.
development.
Immediate feedback may be given, Detailed feedback provided to
Feedback Provided primarily focused on suitability for the employees with action plans for
role. personal growth and development.