{"id":811,"date":"2018-07-01T05:24:05","date_gmt":"2018-07-01T05:24:05","guid":{"rendered":"https:\/\/britopian.com\/?p=811"},"modified":"2023-10-18T17:50:18","modified_gmt":"2023-10-18T17:50:18","slug":"using-maslows-hierarchy-of-needs-to-architect-employee-storytelling","status":"publish","type":"post","link":"https:\/\/www.britopian.com\/employee-advocacy\/using-maslows-hierarchy-of-needs-to-architect-employee-storytelling\/","title":{"rendered":"Maslow\u2019s Hierarchy Of Needs: An Employee Engagement Model"},"content":{"rendered":"
In 2014, HR Zone<\/a> published an article that used Abraham Maslow’s Hierarchy of Needs applied to employee engagement and how it can be implemented within an organization. I adapted the model further to explain the next level of engagement\u2014employee advocacy. This employee engagement model was also published in my last book, Participation Marketing<\/a>. Before we jump into Maslow’s Hierarchy of Needs Employee Engagement Model, let’s first explore some definitions.<\/p>\n\n\n\n Employee engagement is a workplace strategy that fosters a positive culture where employees feel actively committed to their organization’s goals and values. Engaged employees are motivated contributors who think their work is meaningful. They also build strong connections with colleagues and leadership.<\/p>\n\n\n\n Engaged employees are likelier to stay at their company, drive innovation, and go above and beyond to see their organization succeed. Their passion and dedication lead to higher productivity. Employee engagement also boosts customer satisfaction, as engaged staff provide better service and reflect positivity that rubs off on clients.<\/p>\n\n\n\n Disengaged employees cost organizations $450-$550 billion annually in lost productivity. Building an engaging culture reduces turnover and absenteeism while catalyzing performance.<\/p>\n\n\n\n Getting employees engaged requires aligning individual aspirations with organizational objectives. Workers want to feel their contributions matter. Thoughtful engagement strategies that put people first motivate them to do their best work.<\/p>\n\n\n\n As you can see at the bottom of the Maslow pyramid, the basic needs are food and shelter. For an employee, survival is paying the bills, mortgage, groceries, and everything. At the top of Maslow’s pyramid is self-actualization, or reaching one’s full potential.<\/p>\n\n\n\n For an employee, it’s their affinity for the company, brand, leadership, colleagues, and vision. The employee engagement model below is an excellent way to think about a company’s relationship with its employees and their attitude toward the company they work for.<\/p>\n\n\n Here’s a closer look at each stage of Maslow’s Hierarchy of Employee Needs applied to employee engagement, working from the bottom to the top.<\/p>\n\n\n\n Effectively cultivating employee engagement requires a multifaceted measurement strategy encompassing quantitative data, qualitative insights, and blended approaches. Thoughtfully selected metrics shine a light on engagement from different perspectives.<\/p>\n\n\n\n Quantitative metrics provide concrete, observable indicators of employee engagement levels. While easy to track consistently, they sometimes fail to capture the nuanced qualitative factors influencing engagement. Useful examples include:<\/p>\n\n\n\n Quantitative metrics deliver clear, observable data points. However, the numbers lack contextual insights into underlying reasons, perceptions, and influences. A combination of quantitative tracking and qualitative data provides the fullest perspective.<\/p>\n\n\n\n While more effort is needed to gather and analyze, qualitative insights provide invaluable context into how employees truly think and feel. This delivers a more holistic view of engagement beyond what quantitative data alone can capture. Useful qualitative data includes:<\/p>\n\n\n\n Qualitative data surfaces themes, stories, and details that complement quantified metrics. Listening to employees in their own words better connects leadership to the day-to-day lived experiences shaping engagement. This holistic insight informs impactful culture and policy changes.<\/p>\n\n\n\n Truly understanding employee engagement requires blending quantified metrics with experiential insights from qualitative data. This multifaceted approach leverages the strengths of each method for a comprehensive picture.<\/p>\n\n\n\n For example, organizations can link themes uncovered in focus groups and interviews to survey response trends. This sheds light on the stories and root causes behind the numbers.<\/p>\n\n\n\n A mixed methods approach also enables correlating productivity data like sales or case resolutions to related engagement survey scores and feedback themes. The blended data fuels targeted action planning.<\/p>\n\n\n\n A diverse measurement strategy recognizes employee engagement as a complex, evolving driver requiring both data-driven metrics and human-centered perspectives. Blending quantitative and qualitative methods provides the complete, textured view needed to drive meaningful action.<\/p>\n\n\n\n This multifaceted approach empowers organizations to grasp engagement in all its complexity. With holistic insight, leaders can implement high-impact policies, programs, and culture changes to motivate employees.<\/p>\n\n\n\nWhat is Employee Engagement?<\/h2>\n\n\n\n
Why Employee Engagement Matters<\/h3>\n\n\n\n
How to Improve Employee Engagement<\/h3>\n\n\n\n
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Maslow’s Hierarchy of Needs Applied to Employee Engagement<\/h2>\n\n\n\n
Level<\/th> Needs Level<\/th> Behaviors<\/th> Advocacy Potential<\/th><\/tr><\/thead> Disengaged<\/td> Survival<\/td> Come in late, leave early, cut corners, bad attitude<\/td> Zero<\/td><\/tr> Not Engaged<\/td> Security<\/td> Do least required, don’t interact much, casually looking<\/td> Very Low<\/td><\/tr> Almost Engaged<\/td> Belonging<\/td> Likes their job, engages with team, takes pride in work<\/td> Ripe and ready with support<\/td><\/tr> Engaged<\/td> Importance<\/td> Understand role in company goals, have tools to succeed<\/td> Very High with relevant tools<\/td><\/tr> Highly Engaged<\/td> Self-Actualization<\/td> Inspire others, already sharing enthusiasm<\/td> Unlimited – Identify them now<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Engagement Level: Employees are Disengaged<\/h3>\n\n\n\n
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Engagement Level: Employees are not Engaged<\/h3>\n\n\n\n
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Engagement Level: Employees are Almost Engaged<\/h3>\n\n\n\n
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Engagement Level: Employees are Engaged<\/h3>\n\n\n\n
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Engagement Level: Employees are Highly Engaged<\/h3>\n\n\n\n
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Measuring Employee Engagement<\/h2>\n\n\n\n
Metric<\/th> Examples<\/th> Pros<\/th> Cons<\/th><\/tr><\/thead> Quantitative Metrics<\/td> Participation rates, Productivity stats, Survey responses<\/td> Clear, observable data, Easy to track consistently<\/td> Fail to capture nuance, Lack rich context<\/td><\/tr> Qualitative Insights<\/td> Focus groups, Interviews, Workspace observations<\/td> Reveal contextual details, Uncover root causes<\/td> More effort to gather, Harder to analyze<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Quantitative Metrics<\/h3>\n\n\n\n
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Qualitative Insights<\/h3>\n\n\n\n
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Blended Approaches to Measurement<\/h3>\n\n\n\n
More Thinking About Maslow’s Employee Engagement Model<\/h2>\n\n\n\n