ExtraMILE Model Explains
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The Extra Mile model outlines eight factors crucial for employee engagement and emphasizes the alignment between organizational values and individual employee motives as key to success. It details components such as leadership, infrastructure, personal values, efficacy, culture, and performance, all contributing to a strong organizational framework. The model advocates that effective alignment leads to enhanced employee engagement, resulting in improved organizational performance.
ExtraMILE Model Explains
- 1. The extraMILETM Model Putting Employee Engagement Into Practice
- 2. The extraMILETM model demonstrates… … the 8 factors that create employee engagement and the 2 key perspectives: organisation and employees … and the critical determinant of success: ALIGNMENT between employees and the organisation which results in PERFORMANCE
- 3. The extraMILETM model unpacked Leadership The vision, values and priorities that drive action A clear organisational vision is essential if people are going give of their best and achieve what the organisation strives for. The organisation’s shared values (when aligned with those of the individual employees) enable everyone to work together to deliver results according to the priorities the organisation has set. This, in turn, enables everyone to deliver the results expected.
- 4. Infrastructure The systems, structures and resources that enable action Infrastructure is the foundation on which a successful organisation is built. Effective systems and processes provide consistency and enable quality standards to be maintained. They must be fit for purpose so that every employee is enabled to deliver the results expected of them. Resources range from people through to plant and products essential to running the organisation. The extraMILETM model unpacked
- 5. The extraMILETM model unpacked Motives The personal values and beliefs that drive action Your values are part of your inner make up, rooted deeply in who you are. They can help you take action in situations that are new to you. Beliefs develop through (and can be significantly influenced by) your environment and personal history, as well as your values, so they can help you take action based on previous experience.
- 6. The extraMILETM model unpacked Efficacy The knowledge, strengths and behaviours that enable action Efficacy is more than “being effective”. It arises from the combination of factors that enable you to perform. Knowledge is everything you have learned through education and experience, both through informal and structured opportunities; Strengths are your natural, inbuilt abilities; Behaviours include everything you choose to do to be successful and maximise your performance.
- 7. The extraMILETM model “cross-over points” Brand “What makes you, you.” Your personal brand combines your efficacy and your motives, bringing together what you’re good at and what you love to do. A strong, positive personal brand is a critical factor in your success; it is what marks you out as being different and it describes your uniqueness. Brand
- 8. The extraMILETM model “cross-over points” Organisational Culture “What makes us, us.” Culture is a critical factor in how effectively individual and organisational values and priorities are aligned. Every organisation has a culture; it is vital that action is taken to ensure that the culture is 'fit for purpose.’ The culture grows as the vision, values and priorities are lived out day-to-day in the environment created through the organisation’s infrastructure, systems and processes.Culture
- 9. The extraMILETM model “cross-over points” Alignment “The relationship between individual and organisation.” Alignment describes where the organisational leadership (vision, values and priorities), and what really matters to individuals, come together. Successful organisations understand the importance of aligning individuals and organisations; good alignment between both leads to increased employee engagement, and arises from it too. Alignment
- 10. The extraMILETM model “cross-over points” Performance “Delivery against expectations.” Ultimately, every organisation exists to achieve some over-arching purpose. Whether it is measured in terms of finance, profit, service delivered or altruistic objectives met, every organisation that wants to survive and grow has to deliver results. To do so, it must have a clear focus on its performance objectives and measures, and on every employee playing their part. Performance