How can you optimize employee engagement using hierarchy models?

A sense of belonging is key to engagement. At work, belonging is feeling accepted for all of who you are. It enables staff to feel psychologically safe at work. For Maslow’s hierarchy belonging/love is the middle of the pyramid & can’t be reached unless basic needs are met e.g. fair payment, necessary resources, safe work environment. Foster belonging by involving staff in business decisions, having fair processes, transparent communication & embracing diversity To build self-esteem, recognise achievements & provide opportunities for growth. Lastly (self-actualisation) support staff to set & achieve goals that align with their interests/aspirations Meeting these needs, creates a space where employees are motivated, engaged & fulfilled

Empirical studies since the 70’s have shown inconsistencies with Maslow’s hierarchy and found that the order of needs varies from one individual to another. What is true though about the hierarchy models is that Herzberg’s hygiene factors, Maslows physiological & safety levels and Alderfer’s existence needs, are the baseline or foundations for employee satisfaction. Satisfying these levels will not engage your employees. But without fairness in compensation - including both internal and external equity - and job security, employees become demotivated with irreversible damage. No amount of in-chair massages or company-sponsored dog walking will persuade your employees to stay and perform thereafter.

Some interesting research out of UCLA shows that the middle of the model - love and belonging - is just as important as the base of the pyramid, and that makes sense; we cannot survive as a human species without other people. With loneliness and mental health issues on the rise, we need to treat meaningful connections to others as even more important than things we've traditionally valued more, such as promotions and stretch opportunities.

Start by adopting a model like Maslow's Hierarchy of Needs, ensuring that foundational employee needs—such as safety and belonging—are met before addressing higher-level needs like esteem and self-actualization. Foster an inclusive culture by encouraging open communication at all levels, enabling employees to voice their opinions and feel valued. Implement tailored recognition programs based on the hierarchy model, acknowledging contributions that address various employee needs. Provide opportunities for professional growth, ensuring that employees can progress through the hierarchy. Regularly assess engagement levels to adapt strategies and continuously meet evolving employee expectations.

Both factors are widely used to affect employee loyalty, but the important thing is to measure the strength of the relationship between employees and this corporate culture. It would be best to do this with corporate packages and reward systems that will support motivation through various surveys.

For Herzberg's Two-Factor Theory, focus on both motivators and hygiene factors. Motivators, such as recognition and growth opportunities, contribute positively to engagement. For example, implementing an employee recognition program or offering career development opportunities can enhance motivation and engagement. Hygiene factors, like fair compensation and job security, prevent dissatisfaction. Ensuring competitive salaries and providing a supportive work environment are essential. By addressing both motivators and hygiene factors, organizations can create a conducive environment that fosters high levels of engagement and job satisfaction among employees.

Using Alderfer's theory, focus on three core needs: Existence, Relatedness, and Growth. Address Existence needs by providing competitive compensation and benefits, ensuring employees' basic needs are met. Foster Relatedness by promoting a supportive work environment and encouraging teamwork and collaboration. For instance, organizing team-building activities or creating mentorship programs can enhance interpersonal relationships. Finally, fulfill Growth needs by offering opportunities for skill development, career advancement, and autonomy. Providing access to training programs or allowing employees to take on challenging projects aligns with the Growth aspect of the theory.

Other hierarchy models to consider include: - McClelland's Theory of Needs identifies three primary needs: achievement, affiliation, and power. - Vroom's Expectancy Theory suggests that employee motivation depends on the expectation that effort will lead to performance, performance will lead to outcomes, and outcomes will be valued. - Self-Determination Theory (SDT) proposes that individuals are motivated by the desire to satisfy three innate psychological needs: autonomy, competence, and relatedness. - Skinner's Reinforcement Theory states that behavior is influenced by its consequences, with positive consequences reinforcing desired behaviors and negative consequences discouraging them.

There's lots of models to consider for employee motivation and engagement But the most important model is this: 70% of employee engagement variation with an individual is determined by the manager So a model that prioritises helping managers get better at engaging their teams is more important that any other model we can look at!

Hierarchy models have little practical value on employee engagement. During my own research for a management training program I prepared, I have came across 78 different factors that would affect employee engagement levels. In fact, there could be an infinite number of variables that could make or break your employees. Instead of relying on the hierarchy models, what your direct managers should do instead, is to make a concerted effort to get to know their employees and constantly determine the individual needs of each employee. If your managers are busy or find this difficult, as a starting point they can simply ask ‘Stay Interview’ questions during a casual one-to-one meeting with each of their subordinates.