Impact Factors of Employee Engagement- do they still apply?

[Natalia Hernández]

We've all worked with the 12 (or 10 depending on whose framework you use) impact factors of engagement. I was wondering/thinking- do they still apply today? My intuition tells me that though most of them remain critical, given the way the organizations are changing and being assembled today (virtual teams of highly specialized /highly educated professionals) we might -as community- want to reconsider how to update the impact factors framework to include new variables that are relevant to the new arrays, generations and circumstances that we face today.. . has anyone worked with such updated framework?

[Jean Douglas, CMC]

Part of the answer will be found in research. Most of the current variables still apply - like Strategic Direction, Honesty, Trust, Excellent Management practices, Leadership, Training, etc. - but some may be more important to some groups than they are to others. Survey research is where we try to nail down what is important to and engages employees while still focusing on the effect on productivity and the bottom line. Technology has provided us with the power to conduct very complicated statistical analyses (the downside is that it not all analysts have the solid background in statistics needed to make the right decisions and conclusions) that will help us to determine what differences exist if any between the old/new workers and organizations. It is also the arena in which to test new variables.

I would not cast out the variables that we know have a strong relationship with engagement, but look at them more closely and see if it is the assessment tools that are lacking. For example, the key areas within a variable (category) may be missed - think of how many questions you can ask about supervision and how many can be contained in one survey. Perhaps it is time to refresh the survey content. I also sugggest that some higher level stats be conducted such as predictive analyses and meta-analyses to see what picture the data paints.

I suggest that if anyone has ideas on new variables or different ways of looking at the engagement framework, that they communicate them to, or partner with, someone who can conduct the research to assess the validity of the suggestions. As a survey designer, I welcome ideas of what might be a new area to probe and/or a new way of looking at things.

I would also suggest that you consider contacting a University that provides an MBA, Organizational Psychology, Human Resources, etc. post-graduate program with a new or newly twisted idea as grad students (and professors) are always on the lookout for a research idea that can serve as a Thesis topic and/or get them published. This type of partnership helps all of us.

[Natalia Hernández]

Wow- Jean, this is most helpful, thanks for taking the time!

[Jon Ingham]

Natalia, I don't know if this willl be helpful, and it is certainly from a much less robust perspective that Jean's but I did some meta analysis of in-company and more general research a year or so ago to update an EVP model (attached).

The only change I made was to pull out 'people' which had previously been included under 'organsation'. Relationships with colleagues seemed to have become a much more important cause of engagement (and this was before I got so interested in social networking).

[Natalia Hernández]

Jon, thanks so much for replying and sending the summary of the framework you use. It is helpful especially since you did research... it's much like one 'update' I was thinking about... and it's very interesting indeed that the 'emerging' factor is the relationships with colleagues, I am taking that it's not that it wasn't before but there's something changing in that area-if I interpret you correctly. Definitely quite interesting- thanks so much!!! very valuable!
PS-welcome !
:)

[Terrence Seamon]

Very interesting question, Natalia. And great answers so far from Jean and Jon. (Isn't this network great?)

A thought that I'll toss into the conversation is that there are various currents affecting today's workplaces. You mentioned...

- the increasing use of virtual teams
- the changing generational mix

There are others, for instance...

- the increasing use of technology by non-techies
- the increasing use of social networking
- the globalization of work
- the increasing multi-cultural diversity of work teams
- the energy crisis

We could keep on going. All of these make our work-lives so much more exciting and challenging. As well as demanding for employees and managers to stay productive, to continue learning, and to find creative solutions.

Terry

[Natalia Hernández]

Terry, thanks so much for chiming in... and yes, this network is great! thanks for your ideas... Indeed analyzing the trends that affect the workplace will give us clues about where to look for potential new variables of engagement! thanks so much!!!

[Terrence Seamon]

You're welcome.

And you added the thought that I meant to close with, that these trends can offer clues to ways to better engage people.

For example, more and more people are seeking greater flexibility in their work arrangements.

Terry

[Natalia Hernández]

:)

[Jean Douglas, CMC]

Tacking on to Terence's comments. I think that we will need to expand our idea/definition od diversity to embrace the diversity of strengths, ways of seeing things, problem solving, interacting, etc. The corporate cookie-cutter is a dinosaur and must be tossed out.

[Natalia Hernández]

Indeed! THanks Jean!