Staff Engagement Domains


Staff engagement is “...a measure of how people connect in their work and feel committed to their organization and its goals.”

[NHS National Workforce project, 2007]


The ability of an individual to influence, motivate and enable others to contribute towards the effectiveness and success of their organizations [House et al 1997].


  • Is a formal strategy for staff engagement and change management included in the project plan?
  • Does the initiative have high level support from senior government or health system leaders?
  • Are local clinical leaders formally recruited in order to raise awareness and encourage involvement? 
  • Are project leaders skilled in implementing staff engagement strategies?



What an employee “understands of their job, how to do it, and how the role connects to the organizational strategy [Luckhurst, 2007]


  • What methods are used to raise staff members’ awareness of the need for change or new policies affecting their organisation?
  • Are potential benefits of the innovation communicated clearly to staff?
  • Is awareness amongst staff evaluated regularly and findings acted upon appropriately?



The drive that makes an individual acts to achieve a certain goal and sustains this behavior

There are three interlinked elements of motivational need proposed by [McClelland, 1984].


  • Achievement: the individual is willing to seek realistic goals that challenge associated with advancement in the job.
  • Authority/power: There is a need to feel influential, effective and making an impact
  • Affiliation: the individual is motivated by affable relationships and communication with other people


Workforce Development

Development of new skills and capabilities within the workforce in response to national policy and local demographics

Helps to identify current trends and forecast future workforce structures that can help to meet service delivery requirements. This in turn can lead to the development and implementation of skills sets to raise labor productivity and increase social inclusion. [Social Care Institute for Excellence, 2013].


  • Have formal training programmes been introduced to equip staff with the knowledge and skills they require to deliver the CC or Telehealth service?
  • Is completion of training associated with a formal academic award?


Involvement & Ownership

Psychological ownership indicators refer to “that state in which individuals feel as though the target of ownership or a piece of it is ‘theirs’” [Paré et al, 2006].


  • Have staff affected by the change been actively involved in developing the change strategy or in co-designing the intervention?
  • What opportunities to offer feedback on the changes are given to staff members? How is this feedback managed by implementation managers (or technology developers)?
  • Are staff members involved in training or supporting their colleagues?


Organizational Change

Organizational change indicators capture facilitating “New ways of organizing and working” [Andriopoulos and Dawson, 2010].


  • Are robust methods used to identify and address organisational barriers, such as workflow structure?
  • Are cultural barriers to new ways of working addressed (organisational or professional)?
  • Has the process of change management been evaluated formally?