The Aon Hewitt employee engagement strategy incorporates business results. It understands that employee engagement has a direct impact on measures across the board, from customer happiness to revenues and beyond (Merry, 2013).
The below Figure 05 shows the Engagement Drivers and the respective Engagement Outcomes and the Business Outcomes.
Figure 05: Aon Hewitt Engagement Model
Source: (Hinzmann et
al., 2019)
Engagement Drivers are an important and actionable component of a complete
engagement model that goes beyond the engagement outcome. Multiple engagement
drivers are organized under various main themes: Brand, Leadership, Performance,
The Work, The Basics, and Company Practices (Aon Hewitt, 2015).
Engaged Employees “Say, Stay and Strive” which are called as Engagement
Outcomes. Employee engagement is measured by how much they speak, remain,
and strive, and it can be used to anticipate crucial business outcomes (Aon
Hewitt, 2015). Say is to positively speak about the company to
coworkers, potential employees, and consumers. Stay is to have a strong
sense of belonging and a strong desire to contribute to the organization. Strive
is to be committed in achieving success in their jobs and for the firm (Aon
Hewitt, 2015).
Business Outcomes are the results expected by an organization through Employee
engagement. Several Business outcomes are segregated under the four criteria: Talent,
Operational, Customer, Financial (Aon Hewitt, 2015).
For example, the Banking institution I work for which is a
leading Bank in Sri Lanka is a prestigious organization in the island
(Engagement Driver- Brand). Employees of the Bank do talk positively (Engagement
Outcome- Say) about the Bank to customers which is a support to increase the
sales in terms of lending and account opening (Business Outcome- Financial) subsequently
leading to increase of market share.
References
Aon Hewiit, (2015) Aon Hewitt’s Model of Employee
Engagement. [Online]. Available at https://www.academia.edu/34109036/Aon_Hewitts_Model_of_Employee_Engagement.
Accessed on 4th May 2022.
Hinzmann, R., Rašticová, M. and Šácha, J., (2019). Factors of Employee Engagement at the Workplace. Do Years of Service Count?. [Online]. Available at https://www.researchgate.net/figure/Aon-Hewitt-Engagement-Model-Aon-Hewitt-2015_fig1_338109967. Accessed on 4th May 2022.
Merry, J. (2013),
"Aon Hewitt's 2013 trends in global engagement: where do organizations
need to focus attention?", Strategic HR Review, 13(1), pp.
24-31. [Online]. Available
at https://doi.org/10.1108/SHR-07-2013-0073.
Accessed on 4th May 2022.
Employee physical and mental health is one of the most important factors that human resource managers must consider as businesses in all industries strive to survive. As a result, employee engagement is regarded as a potent source of competitive advantage (Bedarkar and Pandita, 2014).it is identified that many companies use employee satisfaction surveys to measure employee engagement, and for effective engagement research, reliability and validity are considered the most essential components
ReplyDeleteHi Chamara. Conducting regular surveys of employee engagement levels aids in the identification of variables that motivate employees. It is critical that organizations should focus on the elements that will have the greatest impact on employees and focus their efforts on improving these areas, as it may be impossible to address all issues at once. Managers should be aware of survey results and make clear, action-oriented initiatives which are measurable, responsible and time- bound (Sridevi, 2010).
DeleteHi Gimhani. As you've mentioned in the post, leadership is definitely an engagement driver. When a leader has a direct relationship with employees, employee engagement improves (Lowe, 2012). Employee engagement is based on leaderships capacity to communicate effectively as vision and direction for staff growth are provided by effective leadership (Souba, 2011).
ReplyDeleteHi Ashanthi. Thankyou for your comment pointing out how important leadership is when it comes to Employee engagement. Attridge (2009) has also suggested that one of the most important aspects influencing employee attitudes and engagement in the workplace is leadership.
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