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SHRM CP 2020 > 2 - People: Employee Engagement and Retention (From Study Group) > Flashcards

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
  1. Discuss and agree on ratings
  2. Set objectives for next period
  3. Create plan to implement
  4. Discuss follow-up
  5. Discuss what will be accomplished
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2
Q

Authoritarian Culture

A
  • Power resides with top-level management.
  • Employees have no involvement in the decision-making or goal-setting processes.
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3
Q

Business Case

A

Connect engagement with drivers of organizations strategic goals

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4
Q

Career Development

A
  • Opportunities for advancement
  • Access to and support for learning and development
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5
Q

Category Rating

A

Performance Appraisal Method

  • Graphic scale
  • Checklist
  • Forced choice
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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

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7
Q

Common Engagement Drivers

A
  • Satisfying work and job opportunities
  • Confidence and trust in leaders
  • Recognition and rewards
  • Timely and orderly communicaiton
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8
Q

Comparative

A

Performance Appraisal Method

  • Ranking
  • Paired-comparison
  • Forced distribution
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9
Q

Compensation and Benefits

A
  • Competitive wages and benefits
  • Work/life balance programs
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10
Q

Desired Outcomes of Performance Appraisal

A
  • Constructive feedback and improved productivity
  • Training and developmental needs
  • Clear expectations
  • Commitment and mutual understanding
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11
Q

Determining Actions from Survey Results

A
  1. Identify drivers of engagement with each survey.
  2. Identify which engagement drivers can be realistically addressed.
  3. Make action plans realistic and measurable.
  4. Track and communicate efforts and results.
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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”
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13
Q

Employee Engagement & Well-Being

A
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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)
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15
Q

Employee Life Cycle (ELC) Phases

A
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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

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17
Q

Types of Employee Surveys

A
  • Attitude
  • Opinion
  • Engagement
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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.
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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.
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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.

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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
  • Recency
  • Primacy
  • Bias
  • Strictness
  • Leniency
  • Central tendency
  • Contrast
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
Q

Facets of Employee Engagement

A
  • Trait: personal characteristics - curiosity
  • Behavioral: effort invested - high performance
  • State: workplace conditions or practices - variety
26
Q

High-performance Culture

A
  • Talent is championed.
  • Innovation, elevated performance, customer-centric strategies, relationships, communication, and other characteristics are driven from the bottom up.
27
Q

HR Role in Recognition

A
28
Q

Improving Employee Retention

A
  • 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
Q

Keep Employees Engaged

A
30
Q

Key Engagement Areas to Explore

A
31
Q

Learning Culture

A
  • 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
Q

Management and Employee Engagement

A

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
Q

Mechanistic Culture

A
  • 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
Q

Narrative

A

Performance Appraisal Method

  • Essay
  • Critical incidents
  • Field review
35
Q

Online Surveys

A

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
Q

Participative Culture

A
  • Collaborative decision making and group problem solving are embraced.
  • Employees actively participate in the decision-making or goal-setting processes
37
Q

Performance Appraisal Methods

A
  • Category Rating
  • Comparative
  • Narrative

Management by objectives (MBO) and behaviorally anchored rating scale (BARS) may be used to overcome appraisal challenges.

38
Q

Performance Management

A

Maintaining or improving employee job performance

39
Q

Performance Standards

A

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
Q

Purpose of Performance Appraisal

A
  • Provide feedback and counseling
  • Help in allocating rewards and opportunities
  • Help in determining employees’ aspirations and planning developmental needs
41
Q

Realistic Job Previews

A
  • 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
Q

Relationship with Management

A
  • Communication with management
  • Autonomy
  • Recognition
43
Q

Retention

A

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
Q

Retention Drivers

A

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
Q

Retention Practices and Strategies

A
  • 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
Q

Rewards and Recognition

A
  • 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
Q

Role of Culture in Engagement

A
  • 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
Q

Survey Development Principles

A
  • Prepare employees - communicate the purpose
  • Survey significant areas
  • Guarantee confidentiality and anonymity
  • Provide timely and actionable feedback on the results
49
Q

Types of Organizational Cultures

A
  • Authoritarian
  • Mechanistic
  • Participative
  • Learning
  • High-performance
50
Q

Work Environment

A
  • Job-strategy connection
  • Organizational culture
  • Relationships with coworkers
51
Q

Work Experience Drivers

Engagement Driver

A
  • 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
Q

Work/Life Balance Programs

A
  • Convenience/concierge services
  • EAP/development programs
  • Family assistance programs
  • Flexible work arrangements
  • Leave of absence
  • Miscellaneous programs
  • Total working hours
  • Wellness programs

SHRM CP 2020 (19 decks)

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