BPA's Employee Engagement Model that impacts on Attraction and Retention

 BPA's model of Employee Engagement is fundamental to the research BPA conducts through its Employee Engagement Surveys.

This section of the website introduces the BPA Employee Engagement Model, answering the following questions:

 

What is the BPA Employee Engagement Model?

BPA's Employee Engagement Model has been developed over the past 15 years.  The primary elements comprise three significant interacting dynamics:

  • Engagement Culture

  • Attraction, Retention and Turnover Factors

  • Social Cohesion

The secondary elements that contribute to how these dynamics may be actioned include:

  • Employee Satisfaction

  • Working Environment

  • Team Dynamics

  • Work-Life Balance

 

 


How does BPA define an Engagement Culture?

BPA defines an Engagement Culture as made up of three groups of employees:
  • Employees in an Engagement Cycle
  • Employees in a Disengagement Cycle
  • Employees called the "Swinging Voters

The Engagement Cycle
The Engagement Cycle is the percentage of employees who believe that people throughout the organisation:
  1. Are optimistic about the organisation's future
  2. Have high levels of trust in Executive and Middle Management
  3. Believe there is a strong sense of success and achievement - "Things are getting better all the time"
  4. Are very positive about tackling problems - there is a "Can Do" mentality
  5. Believe that change means there are better things to come
  6. Believe there is a strong sense of purpose and direction
  7. Want to improve the way things work
  8. Believe there is a climate of "Trust and Respect"
  9. Are proud of the organisation's successes and achievements
The Engagement Cycle is a cycle that spirals up, self-reinforcing itself continuously.  BPA measures the percentage of employees in an Engagement Cycle.


The Engagement Cycle

The Disengagement Cycle
The opposite of an Engagement Cycle is a Disengagement Cycle.
The Disengagement Cycle is the percentage of employees who believe that people throughout the organisation:
  1. Are pessimistic about the organisation's future
  2. Have low levels of trust in Executive and Middle Management
  3. Believe the organisation has "Lost the plot"
  4. Are very negative about tackling problems - there is a "Things are too hard" mentality
  5. Believe that change means danger for them;
  6. Believe it is common to hear "Communication is poor" or "There is no leadership"
  7. Treat their work as "Just a job"
  8. Believe there is a climate of "Fear"
  9. Focus on the organisation's negatives and failures
The Disengagement Cycle is a cycle that spirals down self-reinforcing itself continuously.  BPA measures the percentage of employees in a Disengagement Cycle.

The Disengagement Cycle

The Swinging Voters
Swing Voters are the group of employees who are neither highly engaged nor highly disengaged.
They typically comprise about 40% of an organisation and are clearly the main group to target during implementation of major change.

 

What are the types of Engagement Culture?

Using the Engagement/Disengagement Cycle approach, BPA has identified five major clusters of Engagement Culture.

These are:

  • Culture of Blame
  • Culture of Reaction
  • Culture of Consolidation
  • Culture of Ambition
  • Culture of Success

Click on each of the steps below to learn more about that Type of Engagement Culture:



BPA has typed the culture of over 600 organistions through it's Employee Engagement surveys.

 

How has BPA Validated its Employee Engagement Model?

BPA has established strong predictive validity of the Employee Engagement Model.

In particular, the type of Employee Culture has a strong correlation with the extent to which employees:
  • Often think of leaving the organisation (Turnover Risk)
  • Have made a decision to leave the organisation (Intention to Leave)

Impact of Engagement Culture on Turnover Risk

As an organisation's Engagement Culture improves (from Blame to Success), the Turnover Risk of its employees is cut in half from 46% to 23%


Impact of Engagement Culture on Intention to Leave

As an organisation's Engagement Culture improves (from Blame to Success), the Intention to Leave of its employees is cut in half from 17% to 9%.



Back to top of page.

For more information on conducting a BPA survey contact us or fill out the information request form.