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  • Beyond The Matrix - The Four Faces of Work

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    Digital Opinion
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    The purpose of this paper is not to explain our approach to measuring engagement but rather to look beyond the matrix and profile each of the four employee types. We highlight the factors which cause each type to think, feel and act the way they do and more importantly we provide some pointers on how to go about converting the frustrated and uncommitted, and even the disaffected, into engaged employees who really drive the business forward.

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    Beyond the Matrix _The Four Faces of Work

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    The purpose of this paper is not to explain our approach to measuring engagement but rather to look beyond the matrix and profile each of the four employee types. We highlight the factors which cause each type to think, feel and act the way they do and more importantly we provide some pointers on how to go about converting the frustrated and uncommitted, and even the disaffected, into engaged employees who really drive the business forward.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Scarica in formato PDF o leggi online su Scribd
    Segnala contenuti inappropriati
    14 visualizzazioni8 pagine

    Beyond The Matrix - The Four Faces of Work

    Caricato da

    Digital Opinion
    The purpose of this paper is not to explain our approach to measuring engagement but rather to look beyond the matrix and profile each of the four employee types. We highlight the factors which cause each type to think, feel and act the way they do and more importantly we provide some pointers on how to go about converting the frustrated and uncommitted, and even the disaffected, into engaged employees who really drive the business forward.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Scarica in formato PDF o leggi online su Scribd
    Segnala contenuti inappropriati
    di 8

    Identifying your key players

    strategic partners in engagement

    76.6 68.5 66.9 64.9 63.9 63.4 61.8 60.4 59.6 57.6 56.8 55.4 55.0 53.5

    Belief in career opportunities Sense that ideas are listened to Support from line manager Sense of being valued Support for career development Recognition for a job well done

    Disaffected

    Engaged

    Opportunity to use skills Supported from the team Fair treatment Regular performance feedback Having someone that provides coaching Opportunities for development Good relationship with line manager Guidance from line manager

    76.2 62.4 58.3 57.0 55.5 54.9 53.6 52.4 52.3 49.9

    Belief in career opportunities Good relationship with line manager Having someone that provides coaching Sense that ideas are listened to Guidance from line manager Regular performance feedback Sense of being valued Support for career development Support from line manager Recognition for a job well done
    Engaged Frustrated

    73.9 71.5 57.4 57.2 54.4 51.7 50.2 49.0

    Loyalty to the Company Belief in career opportunities Authenticity regarding company values Desire to fulfil career ambitions Advocacy

    Uncommitted Engaged

    Belief in continuous improvement Support for career development Trust in people

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