Six models of Employee Engagement and how each of them has different social life. The area is conceptually messy and often misleading as if there was one single model, usually reduced to a number in a scale. Some models are better than others to create true change-ability in the organisation

1. EMPLOYEE ENGAGEMENT AND
CHANGE-ABILITY OF THE
ORGANIZATION
LEANDRO HERRERO
MD MBA FCMI FIOD FRSA
NOVEMBER 2013

2. 1
2
Working conditions
Flexibility at work
Pay and perks
Reward and
recognition
Empowerment
Good communication
People development
plans
Talent management
Clear vision and
purpose
Internal digital
connections
gamification
Health & wellbeing
programme
Satisfaction
Happiness
Engagement
Fun
Self-belief
Realization
Enhancement
Fulfilment
motivation
3
Profitability
Higher e.p.s
Retention
Reputation
Customer satisfaction
Loyalty
Employer of choice
Low absenteeism
Safety
High quality
Resilience in adversity
Pick something from column 1, say that it creates something
IN column 2 (pick at leisure); then say it delivers something
from column 3. (again, choose) You can’t go wrong. Welcome to
the Employee Engagement Industry. There is plenty of data
connecting 1,2, and 3 ( and if there isn't’, say it anyway). Yes,
its messy.

3. engagement
engagement
engagement
engagement

4. Engagement:
within the company?
With the company?

5. My perspective
“Shaping
tomorrow’s
organiza2ons
today.
Making
today’s
organiza2ons
remarkable”
“RE-MARK-ABLE”
worth remembering
worth telling a story
noticeable, noteworthy, striking, extraordinary,
special, outstanding, singular…
•
Organizational
solutions when large
scale behavioural
change is needed
•
Grass roots, bottom up,
peer to peer
orchestration of an
internal social
movement to address
particular business
challenges
5

6. Employee
Engagement
Organization
Change-ability

7. Employee
Engagement
1
Organization
Change-ability

8. The chalfont project six models of employee engagement
Air time
Happy cows
Investors
Moral drive
activism
cause

9. Air time
‘listen to them’
Employee voice
‘find out’
Surveys
(town halls-like)
Monologue / dialogue/voice
respect

10. Happy cows
‘produce
better milk’
Satisfaction
Happiness
&
'Results’
Input-output machine
Productivity & results

11. cause
Voluntarism
Community work
CSR
Philanthropy
fundraising
External cause
inside
internal glue
United/belonging

12. Investors Metaphor
HR = human capital
investment fund
management
My personal r0i
Retention/exit
My growth/your growth

13. Moral drive
Individual
enhancement
Dignity of work
solidarity
rights
Work conditions/climate

14. activism
Towards self-management
Viral change™

15. The chalfont project six models of employee engagement
Air time
Happy cows
cause
Investors
Metaphor
Moral drive
activism
It’s a voice model. Employees are told, also listened to. A dialogue
Is supposed to be established. What ‘they’ say counts. Management
listens to them’. Surveys and rankings dominate this
Model. The measurement tools tend to take over the narrative.
I did not invent the term! There is a book.. This is a machine model.
Provide good input, you’ll get a good output. Employee Happiness and
satisfaction deliver better… results, The machine is oiled with
Good working conditions and rewards, Cows are happy, milk is good
Employees are engaged within the company on noble causes that the
company either has or adopts. Its often a ‘ngo inside’ model. People’s
engagement provides meaning, sense of worth and a glue. And this
is good for everybody
The employee is an investor of his/her own human capital. At year
end there is either good or bad investment! Hr people and
management are ‘human capital investment fund managers’
Employee engagement is… because its morally good, regardless. It
has to do with human dignity and the power of work as
enhancement of the individual. Don’t look In the mba manual but in
the catholic social teaching documents for example
Employees take charge in a progressive self-managed way. They are
active in a peer-to-peer environment. They are engaged with the
company not just within the company. doing is greater than talking
or advocating. Leadership gains control by loosing control

16. Air time, happy cows, and cause model are significantly more dominant that the
other three models

17. x

18. Employee
Engagement
Organization
Change-ability
2

19. Models of change
❶
A
Destination Change
Z
The Methodists

20. Models of change
❶
Destination Change
A
Z
The Methodists
Journey Change
❷
A
Z
The Travellers

21. Models of change
❶
Destination Change
A
Z
The Methodists
Journey Change
❷
A
Z
The Travellers
Status: Change (change-ability)
❸
Z
A
Riders and Acrobats

22. Reaching Promised land Z is
the key. It’s a project management
Narrative. Most traditional change
Management is destination type
How to reach a destination is as
Important as reaching it.
Organization learning and
discovering
Is an objective in itself
There are destinations and
journeys but what matters is to
Create an organizational dna
That allows for constant change
(change ability)

23. Sustainable engagement
Organization Change-ability

24. Sustainable engagement
The activism model
Provides the highest
Level of sustainable
cultural shaping and
behavioural dna
at the same
Time of reaching
destinations
And learning
in the journey
THIS IS AT THE CORE OF VIRAL CHANGE ™
WW.W.VIRALCHANGE.COM
Organization Change-ability

25. 10

26. 1. Engagement is not a number in a
scale
2. The ultimate goal of employee
engagement Is employee Selfmanagement (activism)
3. The ultimate goal 0f leadership is
to loose control

27. 4. Real engagement and real change
Is behavioural, Not intellectual,
even emotional
5. Values articulation and
communication without behavioural
Translation is useless.
6. Behavioural translation without
real life embedment at a scale is a
(expensive) fraud

28. 7. True employee engagement culture
means a particular behavioural dna
with emphasis on change-ability
8. Cultures (and their dna) are not
created by training. No revolution has
been created in a classroom

29. 9. Each of the six employee
engagement models may work as
‘within’ the company and/or ‘with
the company’ but their goals are
different. There is not such a ting as
One employee engagement

30. 10. The ‘employee engagement
industry’ will fade ( as did
quality, excellence and customer
worship)
… But there will still be employees
and companies…
Aim at ‘remarkable’… the rest is
commentary

31. Leandro-Herrero@thechalfontproject.com
“SHAPING TOMORROW’S ORGANIZATIONS TODAY.
MAKING TODAY’S ORGANIZATIONS REMARKABLE”