✔️ [People] Employee Engagement & Retention Flashcards
Retention Rate
number of employees who remain employed over a period of time
———(over)—-
number of employees in the start of the measured time
x100
- Doesn’t include people who join during that time period
* Useful to show stability
Turnover Rate
number of seperations during the period
———(over)—-
average number of employees during measured period
x100
* tracks departures of employees who joined and left during the perio
Blue Box
“🔐 A starting point in evaluating retention is understanding employee turnover - the number of employees leaving, why they leave, and the impact those departures have on the org’s productivity and overall performance. To better understand employee turnover, some questions to ask include:
* What is the current turnover rate?
* How does it compare to previous years?
* How does it compare to the industry?
* How much is turnover costing the org?
* Who is leaving?
* What impact does turnover have on the morale of employees who stay?”
- Designed to overcome the problems of category rating by describing examples of desirable and undesirable behavior
- Outstanding, satisfactory, unsatisfactory
- The BARS method was designed to overcome the problems of category rating by describing examples of desirable and undesirable behavior
Behaviorally Anchored Rating Scale: (BARS)
Blue Box
🔐 An organizations strategic plan is advanced by creating an environment that promotes positive relations between employees and management, that seeks to balance the needs of employees with those of the organization, and that is marked by greater employee engagement.
Blue Box
🔐 Make the business case for employee engagement strategies by demonstrating measurable outcomes related to the orgs goals.
Blue Box
“🔐 Once survey results have been analyzed, the org must take action based on the information recieved and must do so in a way that employees recognize the action that’s being taken.
Employee engagement surveys can actually be harmful to EE levels if they are not properly handled. Employees who feel that an org is just going through the motions and disregarding the feedback collected can beocme even less engaged. These employees may refuse to participate in future surveys, potentially causing increasingly large issues to be missed during the future survey process.”
- Say - employees speak positively
- Stay - employees have a sense of belonging
- Strive - motivated and exert effort towards success in their job and org
Aon Hewitt Method to Employee Engagement
1- Trait Engagement:
* personality-based elements that make someone predisposed to being engaged: naturally curious, etc.
2- State Engagement:
* influenced by workplace conditions or practices (such as being involved)
3- Behavioral Engagement:
* results in higher performance than the less engaged counterparts
Transactional Engagement:
* usually negative. It’s when an employee has a facade of being engaged, but isn’t actually.
William Macey & Benjamin Schneider
Engagement theories
Blue Box
“🔐 Performance management standards should be objective, measurable, realistic, and stated clearly in writing or recorded. The standards should be written in terms of specific measures that will be used to appriase performance. Measures of employee performance:
* Quality: how well the work is performed
* Quantity: how much work is produced
* Timeliness: how quickly, when, or by what date the work is produced
* Cost-effectiveness: dollar savings to the org within a budget”
Increases the depth of a job by adding responsibility for planning, organizing, controlling, and evaluation. This is also known as vertical integration.
Job enrichment
- personality-based elements that make someone predisposed to being engaged: naturally curious, etc.
Trait Engagement
- influenced by workplace conditions or practices (such as being involved)
State Engagement
- results in higher performance than the less engaged counterparts
Behavioral Engagement
- usually negative. It’s when an employee has a facade of being engaged, but isn’t actually.
Transactional Engagement
X survey questions are designed to elicit employee views related to specific issues, such as how work policies or practices are administered
Opinion Survey
X surveys seek data on employee perceptions of the organization’s culture and image
Employee Attitude Survey
X surveys examine employees’ levels of job satisfaction, commitment, and morale.
Engagement Survey
Instruments that collect and assess information on employee engagement, satisfaction, and perceptions surrounding the work environment.
Surveys
Tool used to provide a job applicant with honest, complete information about a job and the work environment.
RJP - Realistic Job Preview
Employees’ emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization’s effective functioning.
Employee Engagement
Activities associated with an employee’s tenure in an organization.
Employee Life Cycle (ELC)
Behaviors and results as defined by an organization to communicate the expectations of management.
Performance Standards
Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so.
Stay Interview
Process of measuring and evaluating an employee’s adherence to performance standards and providing feedback to the employee.
Performance Appraisal
Tools, activities, and processes that an organization uses to manage, maintain, and/or improve the job performance of employees.
Performance management
Physical, psychological, and social aspects of employee health.
Well-being
Power resides with top-level management.
Employees have no involvement in the decision-making or goal-setting processes.
Authoritarian Organizational Culture
Mechanistic Organizational Culture
Collaborative decision making and group problem solving are embraced.
Employees actively participate in the decision-making or goal-setting processes.
Participative Organizational 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; employees have space to experiment and take certain risks.
Learning Organizational Culture
Talent is championed.
Innovation, elevated performance, customer-centric strategies, relationships, communication, personalized employee experiences, and other characteristics are driven from the bottom up
High-performance Organizational Culture
evaluates the costs of a lost employee due to voluntary or involuntary turnover
Revenue per employee
focuses on employee engagement initiatives
Yield ratio
monthly volunatry turnover rate
Average number of employees during the month)
x 100
X cultures have fewer job boundaries, decision-making levels, and rules
organic org cultures
the organization’s members embrace collaborative problem solving and decision making
participative org culture
might pay less attention to the people aspects of the change and more attention to operational and financial results
market-oriented org culture
