2 - People: Employee Engagement and Retention (From Study Group) Flashcards
1
Q
Appraisal Meeting
A
Proper documentation is critical:
- Timely
- Specific and objective
- Accurate and consistent
- Discuss and agree on ratings
- Set objectives for next period
- Create plan to implement
- Discuss follow-up
- Discuss what will be accomplished
2
Q
Authoritarian Culture
A
- Power resides with top-level management.
- Employees have no involvement in the decision-making or goal-setting processes.
3
Q
Business Case
A
Connect engagement with drivers of organizations strategic goals
4
Q
Career Development
A
- Opportunities for advancement
- Access to and support for learning and development
5
Q
Category Rating
A
Performance Appraisal Method
- Graphic scale
- Checklist
- Forced choice
6
Q
Challenges of Engagement
A
External Stressors
- Global competition
- Economic conditions
- Continuous innovation
- New technology
Internal Stressors: Difficulty maintaining work/life boundaries
- Mobile workplaces
- 24/7 contact
HR needs to make the business case for investing in employee engagement
7
Q
Common Engagement Drivers
A
- Satisfying work and job opportunities
- Confidence and trust in leaders
- Recognition and rewards
- Timely and orderly communicaiton
8
Q
Comparative
A
Performance Appraisal Method
- Ranking
- Paired-comparison
- Forced distribution
9
Q
Compensation and Benefits
A
- Competitive wages and benefits
- Work/life balance programs
10
Q
Desired Outcomes of Performance Appraisal
A
- Constructive feedback and improved productivity
- Training and developmental needs
- Clear expectations
- Commitment and mutual understanding
11
Q
Determining Actions from Survey Results
A
- Identify drivers of engagement with each survey.
- Identify which engagement drivers can be realistically addressed.
- Make action plans realistic and measurable.
- Track and communicate efforts and results.
12
Q
Employee Engagement
A
- Embodies broader concept than employee satisfaction, commitment, and morale
- Involves employee behaviors that positively influence individual- and business-level performance
- Characterized by a desire to stay with the organization in the future and willingness to “go the extra mile”
13
Q
Employee Engagement & Well-Being
A
14
Q
Employee Engagement Benefits
A
Gallup analysis of data from 230 organizations showed a correlation between employee engagement and business results.
- Customer ratings
- Profitability
- Productivity
- Turnover
- Safety incidents
- Shrinkage (thefts)
- Absenteeism
- Quality (defects)
15
Q
Employee Life Cycle (ELC) Phases
A
16
Q
Employee Surveys
A
Purpose: Collect and assess employee perceptions about the work environment
Benefits: Numerous if properly designed and administered and results are communicated and visibly acted upon
17
Q
Types of Employee Surveys
A
- Attitude
- Opinion
- Engagement
18
Q
Engagement Metrics
A
Focus on:
- Measuring outcomes with strategic significance.
- Specific metrics before and after implementing an engagement initiative
Metrics could include:
- Employee absence rate.
- Workers’ compensation incidence rate.
- Monthly voluntary turnover rate.
- Revenue per employee.
- Yield ratios.
19
Q
Engagement Outcomes
Engagement Drivers
A
- Say—Speak positively about the organization
- Stay—Have an intense sense of belonging and a desire to be a part of the organization.
- Strive—Are motivated and exert effort toward success in their job and for the company.
20
Q
Engagement Practices During Separation
A
The employer brand is strengthened by:
- Humane and honest behavior during workforce reductions.
- Exit interviews that uncover obstacles to engagement.
- Well-handled separation processes.
- Creation of an alumni network.
Maintaining awareness of engagement during separation can lead to the eventual return of valued employees or valuable referrals of new employees.
21
Q
Engagement Strategies
A
- Commit long-term
- Measure consistently
- Connect engagement to business results
- Seek employee input
- Gain leadership support
22
Q
Errors in Performance Appraisal
A
- Halo/horn effect: extremely competent in one area and then ranked highly in everything
- Recency: appraiser gives more weight to recent occurrences and minimizes earlier performance
- Primacy: opposite of recency
- Bias: appraiser’s values, beliefs, or prejudices distort ratings
- Strictness: reluctant to give high ratings
- Leniency: do not want to give low scores
- Central tendency: rates all employees within a narrow range
- Contrast: rating is based on one person’s performance compares to another instead of objective performance standards
23
Q
Evaluating Retention
A
- Examine employee turnover.
- Review absenteeism rates and the number of discrimination claims.
- Audit.
- Collect exit information.
24
Q
Evaluating the Performance Management System
A
Approaches to measuring effectiveness of performance management system
- Track training of users.
- Track completion of activities.
- Review performance standards periodically.
- Review alignment with organization’s strategic goals.
- Confirm positive relationship of appraisal results with promotions and pay increases.
- Gather feedback from users.
25
Facets of Employee Engagement
* **Trait:** personal characteristics - curiosity
* **Behavioral:** effort invested - high performance
* **State**: workplace conditions or practices - variety
26
High-performance Culture
* Talent is championed.
* Innovation, elevated performance, customer-centric strategies, relationships, communication, and other characteristics are driven from the bottom up.
27
HR Role in Recognition
28
Improving Employee Retention
* Treat retention of key employees as a proactive, strategic part of talent management.
* Know what motivates each segment of the workforce.
* Conduct ongoing research to monitor motivation and workforce trends.
* Develop a deep understanding of the reasons employees want to stay or leave.
* Link the ability to retain and develop high-value talent to managers’ performance evaluations; reward appropriately.
* Keep employees informed about the organization.
* Monitor retention and turnover rates.
* Work to align systems, departments, processes, and procedures to improve retention.
29
Keep Employees Engaged
30
Key Engagement Areas to Explore
31
Learning Culture
* Organizational conventions, values, practices, and processes encourage individuals—and the organization as a whole—to increase knowledge, competence, and performance.
* Shared and continuous learning are embraced.
32
Management and Employee Engagement
HR needs to support manager behavior that:
* Reflects concern for employees’ professional and personal well-being.
* Expresses gratitude for contributions.
* Amplifies employees’ accomplishments.
* Values communication and emphasizes positive feedback.
33
Mechanistic Culture
* Tasks and responsibilities are defined clearly to the employees and shaped by formal rules and standard operating procedures.
* Communication processes follow the direction given by the organization.
* Accountability is a key factor.
34
Narrative
Performance Appraisal Method
* Essay
* Critical incidents
* Field review
35
Online Surveys
Advantages:
* Higher response rates
* Improved responses to open-ended questions
* Quicker results
* Immediate status of survey progress
* No interviewer bias
* Ease and flexibility of aggregation and analysis
Disadvantages:
* Requires computer access
* Requires e-mail contacts
* Need for pilot testing
* Space limitations that discourage extended open-ended answers
* Virus-checking software
* Need to secure data
36
Participative Culture
* Collaborative decision making and group problem solving are embraced.
* Employees actively participate in the decision-making or goal-setting processes
37
Performance Appraisal Methods
* Category Rating
* Comparative
* Narrative
Management by objectives (MBO) and behaviorally anchored rating scale (BARS) may be used to overcome appraisal challenges.
38
Performance Management
Maintaining or improving employee job performance
39
Performance Standards
Management expectations translated into
* **Behaviors:** What the organization wants the employee to do
* **Results:** What the employee must produce or deliver
Standards should be objective, measurable, realistic, and stated clearly in writing (or otherwise recorded) and communicated throughout the organization.
40
Purpose of Performance Appraisal
* Provide feedback and counseling
* Help in allocating rewards and opportunities
* Help in determining employees’ aspirations and planning developmental needs
41
Realistic Job Previews
* Help a candidate make an informed decision
* Allow the organization to objectively portray the job
* Increase the potential of a good match
* Examples:
* Videos about the organization and its brand
* Tours of the workplace (virtual or walk-throughs)
* Interviews with future coworkers
* Job-related videos
* Simulations that replicate working conditions
42
Relationship with Management
* Communication with management
* Autonomy
* Recognition
43
Retention
The ability to keep talented employees in the organization
* Involves strategic actions to keep high performers motivated and focused
* Preserves and develops an organization’s human capital
* Reduces voluntary turnover costs
44
Retention Drivers
Why are high performers more likely to stay?
* They believe they are doing **meaningful work**.
* They are **recognized** for going above and beyond.
* The organization provides **tools/resources needed** to succeed in job.
* **Performance management** systems are fair, consistent, and transparent.
* The organization offers appealing **incentives and perks.**
45
Retention Practices and Strategies
* Organization’s good reputation in community and with employees
* Good matches of skills and culture
* Competitive compensation and benefits
The imperative for an organization is to sustain and increase and employee's engagement
46
Rewards and Recognition
* Tied to strategic goals and organizational values
* In a form meaningful to individual recipient
* Use positive and negative reinforcement of desired behavior (Skinner’s behaviorist school)
* Positive: adding something desired
* Negative: removing something not desired
* Financial
* Bonuses
* Prizes
* Nonfinancial
* Public or private recognition
* Opportunities
* Grater autonomy or access to resources
* Work/life balance benefits
47
Role of Culture in Engagement
* What organizational culture have we created?
* Is this culture helping us achieve our strategic goals?
* How can our culture be expressed in a way that increases employee engagement?
48
Survey Development Principles
* Prepare employees - communicate the purpose
* Survey significant areas
* Guarantee confidentiality and anonymity
* Provide timely and actionable feedback on the results
49
Types of Organizational Cultures
* Authoritarian
* Mechanistic
* Participative
* Learning
* High-performance
50
Work Environment
* Job-strategy connection
* Organizational culture
* Relationships with coworkers
51
Work Experience Drivers
## Footnote
Engagement Driver
* Engaging leadership
* Managers and leaders
* Talent focus
* Brand
* Performance management
* Rewards & recognition
* Staffing
* The work
* Empowerment
* Work/life balance
* Job satisfaction
* The basics
* Job security
* Safety
* Agility
* Collaboration
* Customer focus
52
Work/Life Balance Programs
* Convenience/concierge services
* EAP/development programs
* Family assistance programs
* Flexible work arrangements
* Leave of absence
* Miscellaneous programs
* Total working hours
* Wellness programs
53
Aon Hewitt Engagement Model
-Say: speak positively about org to everyone
-Stay: intense sense of belonging and desire to be part of the org
-Strive: are motivated and exert effort toward success in their job and org
54
High-Performance (type of culture)
Talent is championed. Innovation, elevated performance, customer-centric strategies, relationships, communication, personalized employee experiences, and other characteristics are driven from the bottom up.
55
Monthly turnover rate formula
# of employees VOLUNTARY separations in a month/average # of employees in a month
56
Retention rate formula
# of employees who stayed during a time period / # of employees at the start of the time period
