Employee Engagement & Retention + Learning & Dev.

Question 1

Tools, activities, and processes that an organization uses to manage, maintain, and/or improve the job performance of employees.

Answer 1

Performance management

Question 2

Physical, psychological, and social aspects of employee health.

Answer 2

Well-being

Question 3

Activities associated with an employee’s tenure in an organization.

Answer 3

Employee life cycle (ELC)

Question 4

Actions and activities that individuals perform in order to give direction to their work lives.

Answer 4

Career planning

Career planning identifies personal abilities and interests and focuses on the individual. Career management focuses on organizational staffing needs and focuses on the entire organization.

Question 5

Process of delivering educational or instructional programs to locations away from a classroom or site.

Answer 5

Distance learning

Question 6

Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment.

Answer 6

Situation judgment tests (SJTs)

Question 7

Name the 3 learning styles

Answer 7

Auditory, visual and kinestetic

Question 8

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

Answer 8

On-the-job training (OJT)

Question 9

Learning/development programs offered initially in a controlled environment with a segment of the target audience.

Answer 9

Pilot programs

Question 10

Movement between different jobs.

Answer 10

Job rotation

Question 11

Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.

Answer 11

Developmental activities

Question 12

Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles.

Answer 12

Dual career ladders

Question 13

Effective and continuing on-the-job application of the knowledge and skills gained through a training experience.

Answer 13

Transfer of learning

Question 14

Training and professional development programs targeted at assisting management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.

Answer 14

Leader development

Question 15

System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.

Answer 15

Learning management system (LMS)

Question 16

Using the Internet to conduct meetings and give presentations to an audience who has joined the meeting remotely.

Answer 16

Webconferencing

Question 17

Breakdown the three clusters of experience: 70-20-10 ratio

Answer 17

challenging assignments (70%), developmental relationships (20%), and coursework and training (10%).

Question 18

Report with feedback from managers, peers, and subordinates for a complete picture of skills and weaknesses for leader development.

Answer 18

360-degree assessment

Question 19

When participants interact & learn in real time

Answer 19

Synchronous learning

Question 20

When participants access the learning materials at different times

Answer 20

Asynchronous learning

Question 21

A type of appraisal method designed to overcome the problems of category rating by describing examples of desirable and undesirable behavior. Examples are then measured against a scale of performance levels.

Answer 21

behaviorally anchored rating scale aka BARS

Question 22

Formula to calculate the monthly voluntary turnover rate

Answer 22

Number of voluntary separations during the month/Average number of employees during the month) x 100

Question 23

Describes the inherent personality-based elements that make an individual predisposed to being engaged—a natural curiosity, a desire to be involved, an interest in problem solving. These traits may figure into recruiting and hiring efforts.

Answer 23

Trait engagement

Question 24

Errors in performance appraisal

Answer 24

Question 25

is influenced by workplace conditions or practices (e.g., task variety, opportunities to participate in work decisions) that can be improved through organizational interventions directly under management’s control.

Answer 25

State engagement

Question 26

is evident in the effort employees put into their jobs, which leads to greater value, creating higher performance than from their less-engaged counterparts. It can occur when both trait and state engagement are present.

Answer 26

Behavioral engagement

Question 27

A survey that tends to measure important data on specific issues. These surveys may seek to gain opinions on specific processes an employee performs, safety procedures, or some other issue the employer may be evaluating or considering.

Answer 27

Employee opinion surveys (opinions on work policies or practices)

Question 28

a survey that focuses on employees’ level of job satisfaction, commitment, and morale. Survey questions or statements should explicitly link to business objectives.

Answer 28

Employee engagement surveys (employees’ levels of job satisfaction, commitment, and morale)

Question 29

A survey that attempts to determine employees’ perceptions of such topics as company culture and company image, the quality of management, the effectiveness of compensation and benefits programs, organizational communication and involvement issues, diversity, and safety and health concerns.

Answer 29

Employee attitude surveys (perceptions of the organization’s culture and image)

Question 30

Employee absence rate

Answer 30

Question 31

Worker’s comp incident rate

Answer 31

Question 32

Monthly voluntary turnover rate

Answer 32

Question 33

Yield ratio

Answer 33

Question 34

When employees discuss why they like (or do not like) their current job

Answer 34

Stay interviews

• Stay interviews also help to assess the degree of employee satisfaction and engagement that exists in a department and/or organization.*
• An additional benefit is that the dialogue provides the opportunity to build trust with employees.*
• In an effective stay interview, managers ask standard, structured questions in a casual and conversational manner that should encourage open communication. Most stay interviews take less than half an hour.*

Question 35

4 drivers for employee engagement

Answer 35

The work

Confidence & trust in leadership

Recognition & rewards

Org communication (timely & orderly)

Question 36

Engaged employees do these 3 things

Answer 36

Say—Speak positively about the organization to coworkers, potential employees, and customers.

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.

Question 37

Examples of an org’s culture

Answer 37

Leadership, org heroes, stories, myths, obstacles overcome, investment of resources

Question 38

5 types of organizational cultures

Answer 38

Authoritarian, mechanistic, participative, learning and high-performance

Question 39

Examples of employee engagement strategies

Answer 39

Total rewards, D&I, talent acquisition, CSR

Question 40

Best practices to achive employee engagementn

Answer 40

Commit long-term, measure consistently, connect engagement to business results, seek employee input, gain leadership support

Question 41

Why retention matters

Answer 41

Opportunity loss, lost knowledge, training time, lowers employee morale and productivity

Question 42

Why employee engagement matters

Answer 42

Less turnover, higher customer satisfaction, lower defects, fewer worker comp claims, higher attendance, more productivity and profitability

Question 43

Job enlargement vs. job enrichment

Answer 43

Job enlargement = more variety

Job enrichment = more participation in decision-making and control, more autonomy

Question 44

4 key areas of employee engagement

Answer 44

Career development

Relationship w/management

Comp & benefits

Work environment

Question 45

any part of the selection process that provides an applicant with honest and complete information about a job and the work environment—a clear picture of what a job will be like if the applicant is hired.

Answer 45

Realistic job preview (RJP)

• Primary objectives:*
• To give candidates as much information as possible so that they can make an informed decision about their suitability for the job*
• To allow the organization the opportunity to portray the job objectively—including both favorable and unfavorable aspects*
• To increase the potential of a good match between the candidate and the organization*

Question 46

Types of work-life balance programs

Answer 46

Convenience/concierge services, employee assistance/development programs, family assistance programs, flex work arrangements, leave of absence, total working hours, wellness programs

Question 47

Examples of rewards and recognition

Answer 47

Public praise, private feedback, involvement in activities/decisions, privileges access to training and development tools, assignment to protect teams, more autonomy, opportunity to supervise, awards, flex schedule, WFH

Question 48

Benefits of rewards and recognition

Answer 48

Strengthen/reinforce behavior, facilitate engagement, address employees psychological need to be recognized, builds trust, highlights valued behavior

Question 49

Benefits for creating a corporate alumni network

Answer 49

Branding, new business, industry intelligence, boomerangs, employee referrals

Question 50

Measures of employee performance

Answer 50

Quality, quantity, timeliness, and cost-effectiveness

Question 51

Appraisal methods & their advantages + disadvantages

Answer 51

a) Category rating (graphic 1-5 scale rating, checklist, forced choice)
b) Comparative methods (ranking, paired-comparison, forced distribution)
c) Narrative methods (essay, critical incidents good and bad, field reviews)
d) Management by Objectives MBO ~ employee sets goals + timeline, manager reviews they meet org’s objectives
e) Behaviorally Anchored Rating Scale (BARS) ~ behavior rating scale for each position (more accurate)

Question 52

Adult learning

Answer 52

Question 53

Leader Development Methods (review in Leader Development Strategies and Methods)

Answer 53

1) More challenging assignments
2) Risk Management
3) Hardship Testing
4) Real-Life Problem Solving in “Controlled” Environment
5) Training
6) Action Learning Leadership

Question 54

Occurs when traditionally higher-level leadership responsibilities are transferred to leaders at lower levels.

Answer 54

Task migration

This is partly a function of the trend toward flatter organizations, but it is also due to the greater frequency and complexities of challenges. What was typically handled by senior leaders in the past has been handed down to junior leaders so the former can focus on even more complex issues.

Question 55

Kirkpatrick’s Levels of Evaluation Methods

Answer 55

Question 56

3 items required for performance improvement plan

Answer 56

Immediate, significant & sustained