Engagement Models Explained

Employee engagement is essential to rapid and lasting change. It’s impossible to get a lasting “transformation” of anything at all if the people affected are not actively and willingly participating.

This is all explained here:

The term Engagement Model, defined: (link)

Mike Burrows (of Agendashift fame) offers these additional defining characteristics and properties of an Engagement Model: I do think they apply…

  • Non-prescriptive by design, Engagement Models work happily with frameworks big or small
  • In their various and complementary ways, Engagement Models bring people together from multiple levels of the organisation, and
  • Engagement Models help the organization to collectively reveal to itself what needs to change, and
  • Engagement Models help the organization come to agreement on what needs to change.

The Engagement Model concept is an essential part of any “transformation” plan. The idea is to address employee engagement UP FRONT and directly as part of the overall design for introducing organizational change. If you do not, means you are not managing the very large risk of FAILURE. And these initiatives can cost millions of dollars and tens of thousands of “up in smoke” employee hours. Those risks need to be managed.

Therefore: any overall “transformation” plan must include an “employee engagement plan” if there is going to be any success at all!

Current Engagement Models that are useful for managing risk in agile and digital transformation (by this definition) include:

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