✔️ [People] Employee Engagement & Retention

Question 1

Retention Rate

Answer 1

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

Question 2

Turnover Rate

Answer 2

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

Question 3

Blue Box

Answer 3

“🔐 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?”

Question 4

• 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

Answer 4

Behaviorally Anchored Rating Scale: (BARS)

Question 5

Blue Box

Answer 5

🔐 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.

Question 6

Blue Box

Answer 6

🔐 Make the business case for employee engagement strategies by demonstrating measurable outcomes related to the orgs goals.

Question 7

Blue Box

Answer 7

“🔐 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.”

Question 8

• Say - employees speak positively
  
  • Stay - employees have a sense of belonging
  • Strive - motivated and exert effort towards success in their job and org

Answer 8

Aon Hewitt Method to Employee Engagement

Question 9

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.

Answer 9

William Macey & Benjamin Schneider
Engagement theories

Question 10

Blue Box

Answer 10

“🔐 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”

Question 11

Increases the depth of a job by adding responsibility for planning, organizing, controlling, and evaluation. This is also known as vertical integration.

Answer 11

Job enrichment

Question 12

• personality-based elements that make someone predisposed to being engaged: naturally curious, etc.

Answer 12

Trait Engagement

Question 13

• influenced by workplace conditions or practices (such as being involved)

Answer 13

State Engagement

Question 14

• results in higher performance than the less engaged counterparts

Answer 14

Behavioral Engagement

Question 15

• usually negative. It’s when an employee has a facade of being engaged, but isn’t actually.

Answer 15

Transactional Engagement

Question 16

X survey questions are designed to elicit employee views related to specific issues, such as how work policies or practices are administered

Answer 16

Opinion Survey

Question 17

X surveys seek data on employee perceptions of the organization’s culture and image

Answer 17

Employee Attitude Survey

Question 18

X surveys examine employees’ levels of job satisfaction, commitment, and morale.

Answer 18

Engagement Survey

Question 19

Instruments that collect and assess information on employee engagement, satisfaction, and perceptions surrounding the work environment.

Answer 19

Surveys

Question 20

Tool used to provide a job applicant with honest, complete information about a job and the work environment.

Answer 20

RJP - Realistic Job Preview

Question 21

Employees’ emotional commitment to an organization, demonstrated by their willingness to put in discretionary effort to promote the organization’s effective functioning.

Answer 21

Employee Engagement

Question 22

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

Answer 22

Employee Life Cycle (ELC)

Question 23

Behaviors and results as defined by an organization to communicate the expectations of management.

Answer 23

Performance Standards

Question 24

Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so.

Answer 24

Stay Interview

Question 25

Process of measuring and evaluating an employee’s adherence to performance standards and providing feedback to the employee.

Answer 25

Performance Appraisal

Question 26

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

Answer 26

Performance management

Question 27

Physical, psychological, and social aspects of employee health.

Answer 27

Well-being

Question 28

Power resides with top-level management.

Employees have no involvement in the decision-making or goal-setting processes.

Answer 28

Authoritarian Organizational Culture

Answer 29

Mechanistic Organizational Culture

Question 30

Collaborative decision making and group problem solving are embraced.

Employees actively participate in the decision-making or goal-setting processes.

Answer 30

Participative Organizational Culture

Question 31

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.

Answer 31

Learning Organizational Culture

Question 32

Talent is championed.

Innovation, elevated performance, customer-centric strategies, relationships, communication, personalized employee experiences, and other characteristics are driven from the bottom up

Answer 32

High-performance Organizational Culture

Question 33

evaluates the costs of a lost employee due to voluntary or involuntary turnover

Answer 33

Revenue per employee

Question 34

focuses on employee engagement initiatives

Answer 34

Yield ratio

Question 35

monthly volunatry turnover rate

Answer 35

Average number of employees during the month)

x 100

Question 36

X cultures have fewer job boundaries, decision-making levels, and rules

Answer 36

organic org cultures

Question 37

the organization’s members embrace collaborative problem solving and decision making

Answer 37

participative org culture

Question 38

might pay less attention to the people aspects of the change and more attention to operational and financial results

Answer 38

market-oriented org culture