Managing Employee

Engagement Post COVID-19

Presented By:- Jayshree Sharma

 Employee Engagement
• Kahn (1990) defines employee engagement as “the harnessing of organization members' selves to
their work roles; in engagement, people employ and express themselves physically, cognitively,
and emotionally during role performances”.

• Gallup defines engaged employees as those who are involved in, enthusiastic and committed to
their work and workplace.

• Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological
state.
 Kahn's Three Dimensions of Employee Engagement
Kahn identified three principle dimensions of employee engagement - physical, cognitive and emotional.

• Physical engagement - This relates to the extent to which employees expend their efforts, both
physical and mental, as they go about their jobs.

• Cognitive engagement - To be engaged at this level, employees need to know what their
employer's vision and strategies are, and what performance they need to deliver to contribute to
them as much as possible.

• Emotional engagement - This is based upon the emotional relationship that employees feel
with their employer. A positive relationship will require the organization to learn how to create
a sense of belonging at work, encouraging employees to trust and buy in to the values and
mission of the company.
 Employee Engagement Models
• A blueprint for understanding what makes people productive and happy in the workplace.

• Model draws on organizational psychology to help companies develop their own system for
improving employee engagement.

Top 3 Models of Employee Engagement

• The Zinger Model

• The AON Hewitt Model

• Gallup Q12 Model

 The Zinger Model of Employee Engagement
• The Zinger model of employee
engagement focuses on 10 essential
actions that managers must take in order
to engage employees.

• Bottom row: The Necessities

• The bottom of the Zinger pyramid

focuses on the essentials that every
human needs in order to do good
work.
• The key actions at this stage are to
enhance well-being, leverage
strengths, make meaning, and
enliven energy.
 The Zinger Model of Employee Engagement
• Second row: Uniting the Company

• The second row of the pyramid

builds upon the essentials to
connect individuals with the
larger organization. 
• The key actions here are to
build relationships, foster
recognition, and master
moments.

• Third row: Boosting Performance

• The focus here is on tracking

progress and maximizing
performance.
 The Zinger Model of Employee Engagement

• Top of the pyramid: Achieving results

• Clearly define the strategic

engagement objectives.

• Target hard metrics like ENPS,

retention, and team KPI
improvement in order to track
success
 The Aon Hewitt model
• The Aon Hewitt model
connects the dots between
business targets and
engagement drivers by
adding a middleman:
engagement outcomes.

• It recognizes that employee

engagement directly affects
metrics across the
organization—from
customer satisfaction to
profits and beyond.
 Gallup Q12 Model

• Gallup developed a questionnaire that

consist of twelve questions that help to
measure the level of employee
engagement.

• Employees indicate their feelings and

opinions on a scale from 1 to 5, helps to
gather insight into employee motivation
and productivity.
 COVID-19 and Employee Engagement
• The mantra of employee engagement pre-COVID-19 has changed its definition during the
COVID-19.

• Higher number of lay-offs and retrenchment of employees, many organizations started de-
prioritizing employee engagement owing to sever business losses due to lockdown.

• As economies are opening up slowly organizations are again started to invest in employee
engagement keeping the “new normal” in the mind.
5C model for reinforcing employee engagement in times of COVID-
19 and assessment indicators
Thank You