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hy is it that we think a single leader can appeal to, and work with, a diverse work-

force? How can we expect to use the same tactics to engage diff erent per- sonality types? And honestly, can we say that the same approach should be used with actively engaged employees, who only make up 20 per cent of our workforce,1

as with not engaged and

A Challenger is not aligned to the company. They are proactive and can be disruptive, especially as they are not afraid to speak their mind

actively disengaged employees who form the majority of our employees? Distinctive and successful leaders

will have a clear understanding of themselves and the people who work for them. T erefore, employees need to be ‘categorised’ so that strategies can be put in place to communicate eff ectively on a group, team and individual level. We call this the 3 Di- mensions of Employee Engagement.

1 T e fi rst dimension understands the personal satisfaction of the employee. An engaged employee

Saboteurs + Prisoners Challengers Champions

alignment’ between the employee and the organisation. We often focus on whether the employee is aligned to the business, but it is imperative that the business also understands and meets the needs of the individual.

3 T e third dimension is the personal drive and energy of employees. A disengaged person with low drive will be less of a disruptive infl uence than one who is highly driven, proactive and keen to convert others to his or her own set of beliefs and opinions.

By understanding these three aspects, you can accurately identify and group employees into eight specifi c character ‘types’. T e importance of this group- ing means that diff erent management, engagement and communication strategies can be put in place. T is assists leaders and managers to eff ectively communicate the vision, what they expect from employees, and give clear guidance on how to translate the objectives into action – for themselves and for each individual.

Thieves Passengers Sceptics Ambassadors - Engaged employees

Representing the 20-25 per cent minority, actively engaged employees are Ambassadors and Champions. T ese two character types score highly in the personal satisfaction and alignment scales, but diff er in regards to proactivity and drive. Champions are highly engaged,

well aligned to the organisation and successful in their work. However,  | september 2016 | 29

will be personally satisfi ed in his or her current role, they will like their job and be happy to take on more responsibilities. On the fl ip side, a disengaged employee whose personal needs are not being met can be a drain on an organisation’s time and resources.

2 T e second dimension focuses on whether there is a ‘needs

Pro activity

- Personal satisfaction +

+ Alignment


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