Employee Engagement & Retention

Question 1

Wilmar Schaufeli and Arnold Bakker Employee Engagement

Answer 1

Vigor- Employees show high levels of energy and invest effort into their work.
Dedication- Employees are involved in their work and have a sense of pride and enthusiasm about it.
Absorption- Employees are fully concentrated on and completely engrossed in their work.

Question 2

William H. Macey and Benjamin Schneider Employee Engagement

Answer 2

Trait Engagement- Personality traits that make individuals pre-disposed to be engaged
State Engagement- Influenced by workplace conditions- within orgs control
Behavioural Engagement- Effort- Can occur when both trait & state engagement are present

Question 3

4 Drivers of Engagement

Answer 3

1. The work itself, including opportunities for development
2. Confidence and trust in leadership
3. Recognition and rewards
4. Organizational communication that is delivered in a timely and orderly way

Question 4

Aon Hewitt Work Experience Factors

Answer 4

Engaging Leadership
Talent Focus
The work
The basics
Agility

Engaged Employees Say, Stay, Strive

Question 5

Business Case for Employee Engagement

Answer 5

Keeps bottom line healthy through:
retention
customer loyalty
productivity
safety

• Committed and engaged employees who trust their management perform 20% better than other employees.
• Companies with committed and engaged employees have half the voluntary turnover rates of their competitors.
• The publicly traded companies on the “100 Best Company” list consistently outperform the major stock indices by 300%.
• Where 60% to 70% of employees were engaged, average total shareholder return (TSR) was 24.2%.
• In companies with only 49% to 60% of employees engaged, TSR fell to 9.1%.
• Companies with 25% or fewer engaged employees reported a negative TSR.

Question 6

High Performers more likely to stay when:

Answer 6

• They believe they are doing meaningful work.
• They are recognized for going above and beyond.
• The organization provides the tools and resources they need to succeed in their jobs.
• Performance management systems are fair, consistent, and transparent.
• The organization offers appealing incentives and perks—financial incentives based on tenure or unique incentives and perks that may not be common elsewhere.

Question 7

Key Areas of Employee Engagemetn

Answer 7

Leadership Characteristics
Team practices
Organizational values
Work itself

Question 8

Categories/activities to measure/analyze employee engagement

Answer 8

Career Development opportunities
Relationship with management
Compensation & Benefits
Work environment

Question 9

Employee Recognition success factors

Answer 9

Promote a strategic recognition program.
Tie recognition programs to corporate values.
Encourage corporate spending on employee recognition.

• Recognition should be tied to performance that helps the organization meet its strategic goals and to the organization’s values.
• The form of the recognition should have significance for the recipient.

Question 10

Benefits of Alumni Program

Answer 10

Branding
New Business
Industry Intelligence
Boomerangs
Employee Referrals

Question 11

Performance Standards

Answer 11

Behaviours- What the organization wants the employees to do.
Results- What the organization wants the employees to produce or deliver.

Question 12

Fostering a High Performance Workplace

Answer 12

Demonstrating executive-level support for performance management.

Providing a positive and challenging work environment.

Attending to employee engagement activities.

Training managers in performance management, including legal issues.

Holding managers accountable for their role in performance management.

Providing continual feedback from managers, peers, customers, and others—not just at performance appraisal meetings.

Providing the proper resources and tools.

Maintaining consistent management practices.

Question 13

Evaluating Performance Management Programs

Answer 13

Track completion of training among the system users.

Track completion of performance management activities.

Secure periodic manager review of performance standards used in ratings to ensure continued validity.

Secure senior management review of alignment of the system with the organization’s strategic goals.

Periodically align performance appraisal results with promotions and pay increases to confirm that there is a positive relationship.

Solicit feedback from users.

Question 14

3 Purposes of Performance Appraisals

Answer 14

Provide feedback and counseling

Help in allocating rewards and opportunities

Help in determining employees’ aspirations and planning developmental needs

Question 15

Methods of Appraisal

Answer 15

Category Rating Methods
- Graphic Scale
- Checklist
- Forced Choice

Comparative Methods
- Ranking (employees)
- Paired Comparison
- Forced Distribution

Narrative Methods
- Essay
- Critical Incidents
- Field Review

Managed by Objectives (MBO)
A strategic plan is in place.
A higher level of commitment and performance results from employees who plan and set their own goals.
The employee will better accomplish objectives that are clearly defined.
Performance objectives are measurable and specify desired results.

Behaviourally Anchored Rating Scale (BARS)- aligned to competency
Generate critical incidents.
Develop performance dimensions.
Scale the incidents.
Develop the final instrument.