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Data is perfectly clear. There is a strong positive correlation between People engagement and Organizational outcomes. Even more. Some scholars and practitioners 
claim that Engaged and Capable people are the only true Organizational asset. On the other hand, we know that Leadership creates Culture, Culture creates Engagement, Engagement creates Results and vice versa. It is Synergy between Leadership, Culture and Engagement that drives organizational success.

And just because Engagement is so important, there was vast research and practice work on it. We explored most prominent and commercially successful employee engagement models and found out that each one has its own distinguishing perspective toward this complex phenomenon. Here we will mention just six of them, providing very briefly what unique contribution this model brings.

Center for Creative Leadership – Clearly defining different objects employee might be engaged with: Job itself, Team that employee is part of, Direct boss or Organization as a whole.

Mercer/Sirota – Defining types of engagement according subjective experience: Intellectually (cognitive) engaged, Emotionally (affective) engaged and Behaviourally engaged. Another contribution is identification of deep imbedded psychological needs, that give rise to engagement
if are met:
Achievement, Camaraderie and Equity.

AON – Distinguishing Engagement from Satisfaction, defining Engagement factors, Engagement outcomes and Business outcomes, providing robust benchmark data from panel type (Best employers) study.

Blessing/White’s The X model – Exploring Intersection/Alignment between Individual satisfaction and Organizational success (interests).

Deloitte’s Irresistible organization – Postulating universal factors of engagement: Meaningful work, Hands on (involving) management, Positive work environment, Growth opportunities and
Trust in Leadership.

Korn Ferry/Hay Group’s Engaged Performance™ Framework – This is not pure Engagement model rather Performance model which consists of Engagement and Enablement parts.

Willis Tower Watson’s Sustainable Engagement – Defining three engagement components: Engaged, Enabled and Energized.

According to the project objectives and organization’s engagement study history, we can adopt Engagement model that fits best to your business case. 



No matter which one will be in use, we propose well defined process of engagement development that we call: Creating a Culture of Employee Engagement


Assemble a core team
Ensure executive buy in and commitment
Plan the cascade and organizational reporting ahead of time.

assess SURVEY

Design and deploy an action-oriented survey.
Reviewing, discussing and synthesizing the results.
Organizational Action Planning
Report by Workgroup
Conduct workgroup action planning.
Communication to all group according plan

business resultsMOVE THE NEEDLE

Equip People with capabilities
Develop Engagement Champions
Align Practices, Policies and procedures
Gather Strategic Performance metrics
Track Progress to a culture of Engagement



For engagement to take root in your organization, it cannot be a measurement activity or something that happens as and when the workload permits. Building employee engagement has to become a way of getting the work done. Working with Entalent, you will learn how to build employee engagement and you will have access to the multiple tools and approaches that are required to Create a culture of employee engagement.

 Entalent blessing white engagement survey












While not necessarily sequential, there is a logical order for the activities that make up a comprehensive engagement approach when building an employee engagement plan.



hogan engagement ebook entalentE-BOOK

By Hogan Assessment
A Gallup poll showed that more than 71% of Americans aren’t engaged in their jobs. What’s causing this epidemic of low engagement, and what can companies do to reverse its course?


ccl engagement 4d model entalentWITE PAPER

Improving Employee Engagement
By Center for Creative Leadership
Why is employee engagement so low? One reason is that organizations don’t clearly define what engagement means for them – making accurate measurements nearly impossible. Programs and initiatives aimed at improving engagement don’t address the specific problems that need attention. Time and money are invested, but with little or no impact.

engagement blessing white entalent brochureBROCHURE

Employee Engagement Survey
By Blessing White

If your organization is like many, you might be survey-weary, frustrated that your annual employee engagement survey process loses steam during action planning, and does little to inspire the discretionary effort and bottom-line results that high engagement promises. That’s because surveys alone don’t change anything. People — and sound workplace practices — do

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Organizational Transformation brochure

Organisational Transformation Services 

by Entalent®






Employee Engagement brochure

Emlpoyee Engagement Suite 

by Entalent®




Sample report:


Employee engagement report entalent impact


Emlpoyee Engagement Impact Analysis Report

by Entalent®

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 Borislav Ignatov engagement article

Employee Engagement

by Borislav Ignatov