"What gets measured, gets managed." This idea supports the main goal of the goHappy Frontline Employee Engagement Model: to make employee feedback actionable. The Model is based on the premise that the daily actions of leaders are the primary determinant of how employees feel about their workplace experience, which then determines their level of engagement. The survey and the insights it provides give leaders actionable feedback and help the organization measure and increase employee engagement across all segments and among all leaders.
Leader Actions
The goHappy Engagement Model is designed to help front line leaders focus more of their time on activities that have a direct and measurable impact on employee engagement. The Model includes four sets of actions that need to be consistently carried out by the leader in order to create a positive employee experience - one that causes employees to feel valued, connected and engaged:
- BE AUTHENTIC: Demonstrate a positive and consistent example of the behaviors expected from all employees; be self-aware and open about personal strengths and weaknesses; show vulnerability by admitting mistakes, saying you don't know, and asking for help; keep your promises; and create an open and trusting work environment.
- APPRECIATE: Create an appreciative and inclusive environment where employees feel genuinely cared for and respected for their unique strengths; recognize employees for their efforts and accomplishments; and provide the tools and resources needed to be efficient and effective and avoid unnecessary stress.
- CONNECT: Reinforce the organization's mission, vision, and values; communicate openly and frequently to keep employees informed and invite their feedback, opinions, and ideas; and encourage team camaraderie and collaboration.
- COACH: Set clear expectations for performance; develop goals that challenge employees and build on their strengths; provide the freedom to perform with ongoing feedback and support; and create opportunities for learning and growth.
Employee Experience
Feeling Valued and feeling Connected are the two most important determinants of how the employee perceives their overall workplace Experience and, in turn, have the greatest influence on the employee's level of engagement. Employee Experience is defined as "the sum total of the relationships and actions on the part of the organization and leaders to generate within employees sustainable feelings of being valued and connected at work." Here are the factors that contribute most to those feelings; each, of which, are largely under the control of the organization and its leaders:
VALUED
- I am appreciated for my efforts
- My manager listens to me
- My opinions count
- My manager cares about me
- I have the right tools and resources
- I am empowered to do my job
- I am encouraged to learn and grow
CONNECTED
- I know what's expected of me
- I receive regular feedback on my performance
- I trust my manager
- I have a sense of purpose
- I am informed and in the know
- My job fits my strengths
- I can rely on my coworkers
- I enjoy my coworker relationships
Employee Engagement
Engagement is the emotional connection an employee feels to the organization, leaders, coworkers, customers, and the work itself. This connection comes from their overall workplace experience. The level of an employee's engagement is demonstrated through three main behaviors:
- PERFORM: The employee's motivation to do their best work and their willingness to go above and beyond to help the organization succeed.
- COMMIT: The employee's dedication to their job and the organization, and their desire to stay with the organization.
- PROMOTE: The employee's pride in the organization and their intention to recommend it to others as a good place to work and do business.
Feedforward
The goHappy Employee Engagement Model is a tool for developing leaders and organizations. The survey results provide leaders with actionable feedback (called "Feedforward") and data for measuring, tracking, and comparing the success of employee engagement efforts across the organization. Getting feedback from others is valuable for our growth, but most feedback focuses on past performance. By shifting from looking back to looking forward, or from "feedback" to "feedforward," we are more apt to accept feedback in a positive light; thus, creating opportunities for learning and positive change.