Employee Engagement and Retention Flashcards
Trait Engagement
Inherent personality based elements that make an individual predisposed to being engaged - natural curiosity, desire to be involved, problem solving
State Engagement
influenced by work conditions that can be improved through organizational interventions
Behavioral Engagement
evident in the effort employees put into their jobs, leads to greater value and higher performance
4 Drivers of Engagement
- the work itself
- confidence and trust in leadership
- recognition and rewards
- organizational communication delivered timely and orderly
Aon Hewitt Engagement Model
- Say: speak positively about the org
- Stay: have intense sense of belonging in the org
- Strive: motivated and exert effort toward success
Power resides with top level management
Authoritarian culture
Tasks and responsibilities are clearly defined to employees and shaped by formal rules/SOPs. Accountability is key.
Mechanistic culture
Culture focused on collaborative decision making and group problem solving
Participative culture
Organization encourages employees to increase knowledge, competence, and performance. Shared and continuous learning.
Learning culture
Culture in which talent is championed, innovative, driven from the bottom-up
High-performance culture
How can managers facilitate engagement?
show gratitude, amplify accomplishments, and communicate well and often with an emphasis on positive feedback
When all 3 are met, people are more likely to be engaged and motivated
competence, autonomy, and relatedness
How to recruit high-performing employees
- clear definition of knowledge, skills, and abilities required
- offer competitive compensation and benefits
- realistic job previews
When does burnout occur?
When the work is no longer meaningful to an employee
Engagement’s impact on profitability
Committed and focused employees
What reinforces the relationship between engagement and well-being?
Getting to know an employee’s individual needs and abilities
4 Key areas of employee engagement:
- leadership characteristics
- team practices
- organizational values
- work itself
Provides employees with opportunities to learn new ideas and skills, preparing them for future positions and challenges
Career development
Job enlargement
doing different tasks within the same job
Job enrichment
increasing depth of a job by adding responsibilities
Job rotation
movement between different jobs
Work simplification
decreasing the complexity and improving efficiency of a job
Dual career ladders
provides meaningful career paths outside of traditional management roles
Fast-track programs
rapidly increase development of potential future leaders
Measure important data on specific issues
Employee Opinion Surveys
Focus on level of job satisfaction, commitment, and morale
Employee Engagement Surveys
How can employee engagement survey results be effectively used?
- identify drivers of engagement
- identify engagement drivers that can realistically be addressed
- make action plans that are realistic and measurable
- track and communicate efforts and results
Stay Interviews
understand why employees continue to work for the org, assess degree of satisfaction and engagement
4 Stages of the Employee Life Cycle
Recruitment
Integration
Development
Transition
Practices to increase engagement
- job enrichment
- learning and development
- strategic compensation
- performance and career management
Practices to improve retention
- realistic job previews
- personalized onboarding
- suggestion mechanisms
- work-life balance
- rewards and recognition
The process of maintaining or improving employee job performance
Performance Management
2 elements of performance standards
behaviors and results
Employees help set objectives for themselves, defining what they intend to achieve
Management by Objectives (MBO)
describes examples of desirable and undesirable behaviors, measured against a scale of performance levels
Behaviorally Anchored Rating Scale (BARS)
Key managers come together by department in order to establish agreed-upon metrics and criteria for assessing performance
Performance calibration
Monthly voluntary turnover rate (employee engagement metric)
(number of voluntary separations during month / average number of employees during month) x 100
Revenue per employee (employee engagement metric)
total revenue / total number of employees
Retention rate (retention metric)
(number of employees who remain employed for entire measurement period / number of employees at start of measurement period) x 100
Turnover rate (retention metric)
(number of separations during measurement period / average number of employees during measurement period) x 100
Appraisal method where employees are compared against one another
Comparative Method
Appraisal method that provides a list of statements that might describe an individual, and the manager must select which statement best and least describes them
Forced Choice
What driver of engagement is recognized globally
Professional development and growth
