A detailed description of the extraMILE model for increased employee engagement. The proven extraMILE model provides both a framework and a language for employees and organisations to align for increased performance.

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