The X Model of Engagement
We recently released a video on the ‘X Model of Engagement’. Introduced by BlessingWhite, the X Model can be used to describe how well the goals of the organisation and its employees are aligned.
Measuring contribution and satisfaction
Whilst the organisation will measure performance against financial and strategic metrics, everyone who works there is likely to have their own individual definitions of success. This will be based on their personal needs, values, interests and career aspirations. For example, gaining higher levels of pay, a promotion, new skills or better work life balance.
The model provides a way of describing how well the individual success factors (satisfaction) aligns with their contribution to the success of the organisation.
By plotting both individual contribution and satisfaction, the X Model of Engagement creates a richer dynamic, based on a standard four quadrant model.
The Engaged
The apex of the model is where we achieve maximum contribution to the organisation and maximum satisfaction for the individual. This group is defined as ‘The Engaged’. They will be known for discretionary effort and will be contributing fully to the success of the organisation, whilst getting what they need from work.
The left quadrant of the model describes two groups.
Honeymooners
Some people are high on satisfaction but are not contributing fully to the success of the organisation. They may be new to the organisation or their role, and not yet sure how to do the job most effectively. This group is called the ‘Honeymooners’.
Consistent and effective induction and training processes are essential to capitalise on their motivation and turn it into successful contribution, moving into the engaged group.
Hamsters
The other group in this quadrant is ‘The Hamsters’. They are working hard, but not necessarily on the right things, or they are coasting. There are many potential reasons for this, some of which are outlined in the video.
Eventually, they realise this and become demoralised, sliding into disengagement.
Crash and Burners
On the other side of the model we have individuals who are delivering great results but not getting what they want from work. Their contribution is not sustainable and this group is called ‘The Crash and Burners’.
They may become disengaged.
Disengaged
‘The Disengaged’ group is low on contribution and low on satisfaction. People in this group are not getting that they need from work, often feeling unappreciated, under-utilised and disconnected from organisational priorities. They stay for the pay, or, because they’re not really employable elsewhere. This group represents a failure in the management system of the organisation.
Almost Engaged
The biggest group of employees is likely to be in the centre of the model. They’re called ‘The Almost Engaged’. High performers who are reasonably satisfied with their jobs. This group is employable and may be tempted away to another employer. They may not be consistently great, but they do have great days. It will not take much effort to move them into the apex of the model.
Using the X Model of Engagement
The model helps us to understand the team dynamics, and provide a shared language for talking about teams, but it is important not to label individuals as their place in the model changes over time.
Where they sit in the model will depend on personal circumstances and the changing priorities of the organisation.
These fluctuations demonstrate just how important it is to regularly check in with your employees, find out more about their success factors, and clarify those of the organisation.
Creating an engaged workforce is a daily priority that requires a team approach. It is the shared responsibility of everyone in the organisation.
What next?
You can find our video, summarising the X Model of Engagement on our YouTube channel.
If you want to know more after watching the video, we recommend that you read ‘The Engagement Equation: Leadership Strategies for an Inspired Workforce’, by Christopher Rice, Fraser Marlow and Mary Ann Masarech.