Please enable JavaScript.

Coggle requires JavaScript to display documents.

EMPLOYEE ENGAGEMENT & RETENTION, EE: Refer to activities aims to …

- - - - Vigor nghị lực: Show high levels of energy & invest effort into their work
      - Dedication: Strongly involved in their work & have a sense of pride and enthusiasm about it
      - Absorption thấm nhuần: Are fully concentrated on and completely engrossed in their work
    - - Trait engagement describes the inherent personality-based elements that make an individual predisposed to being engaged
      - State engagement is influenced by workplace conditions or practices (for example, task variety, opportunities to participate in work decisions) that can be improved through organizational interventions directly under management’s control.
      - Behavioral engagement is evident in the effort employees put into their jobs, which leads to greater value, creating higher performance
  - - - Organizational Culture and Performance Traits
      - Day-to-Day Work Characteristics
      - Manager Characteristics
    - - Supporting employee growth
        
        Autonomy and empowerment
        
        Development
        
        Feedback, praise, and recognition
      - Interpersonal style and integrity
        
        Individual interest
        
        Availability
        
        Personal manner
        
        Ethics
      - Monitoring direction
        
        Reviewing and guiding
        
        Clarifying expectations
        
        Managing time and resources
        
        Following processes and procedures
- - - - Employee opinion surveys: tend 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.
      - Employee engagement surveys: focus on employees’ level of job satisfaction, commitment, and morale; they can also be used to determine employees’ perceptions of company culture. Survey questions or statements should explicitly link to business objectives
    - - Provide a direct means of assessing employee engagement and satisfaction that would otherwise be unreported
      - Improve employee relations by signaling to employees that their views are considered important.
      - Increase levels of employee trust—if results are acted upon.
      - Improve the satisfaction levels of customers—happy employees can translate to happy customers.
      - Detect early warning signs of workforce problems and/or sources of conflict.
    - - Timeline: should be a plan and a general time line in place for the entire process, from start to finish, before launching an employee survey
      - To deliver their promised benefits
        
        Aware of the purpose of the survey
        
        Surveyed about significant areas
        
        Guaranteed confidentiality and anonymity
        
        Given feedback on the results.
      - Communicating results
        
        should also be broken down for each business unit to allow individual managers to make changes that will truly affect engagement levels
        
        line managers communicate survey results to their own employees and create action plans to respond to survey recommendations
      - Determining Actions
        
        must do so in such a way that employees recognize that action is being taken.
    - - Advantage: Higher response rates, No surveys being “lost in the mail.”, Increased and/or improved responses, Quicker results, Current viewing of up-to-the-minute results (via password-protected access), eliminate bias, Ease and flexibility in analyzing data.
      - Disadvantage: all access, accurate & up-to-date email, pilot testing, run out open-ended question, virus-checking, server must be seured
- - - - a clear picture of what a job will be like if the applicant is hired.
      - 3 primary objectives:
        
        To provide as much information as possible to decide the suitability for the job
        
        Org 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
    - - A company can shorten the time to performance and integration and also increase EE and retention.
      - goal is to bring the new employee up to speed and integrated into the organization appropriately and as soon as possible without rushing the process.
    - - Reward:
        
        more transactional which superior performance can be exchanged
        
        Financial: year-end bonus, spot award, prize
        
        Non-financial: public or private recognition, opportunities, Greater autonomy or access to resource, WLB benefits
      - Recognition:
        
        addresses employees’ psychological needs (giải quyết nhu cầu tâm lý của NV)—the desire for approval and distinction, for growth and advancement
        
        tied to organizational values do better than other programs
        
        form of the recognition should have significance for the recipient.
        
        HR roles:
        
        Promote a strategic recognition program.
        
        Tie recognition programs to corporate values.
        
        Encourage corporate spending on employee recognition.
        
        Reinforcement of desired behaviors:
        
        Positive: Adding something desired
        
        Negative: Removing something not desired
- - - - Aligning Performance to Organizational Values and Goals
        
        Performance goals should reflect the values
        
        Individual performance goals --> individual effort to the success of org's strategy
      - Performance Standards
        
        should be objective, measurable, realistic, and stated clearly in writing (or otherwise recorded)
        
        should be written in terms of specific measures that will be used to appraise performance. Include Quality, quantity, Timeliness, Cost-Effectiveness
      - Employee Performance and Behaviors
        Translate the organization’s business goals, objectives, and performance standards to individual employee goals
        :check:foster a high-performance workplace by:
        
        Demonstrating executive-level support
        
        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.
      - Evaluating Performance Management Programs
        
        Track completion of training among the system users.
        
        Track completion of performance management activities.
        
        manager periodically review of performance standards to ensure continued validity.
        
        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.
  - - - Category rating methods: appraiser marks an employee’s level of performance on a designated form
        
        Graphic scale: Simple to use, quantitative rating # unclear standard
        
        Checklist
        
        Forced choice
      - Comparative methods: appraiser directly compares the performance of each employee with that of the others
        
        Ranking: Simple to use # Cause disagreement or unfair
        
        Paired-comparision
        
        Forced distribution: forces a predetermined number of people # depend on adequacy of the original choice of cutoff points.
      - Narrative method: appraiser submits written narrative performance appraisals
        
        Essay: describing the performance
        
        Critical Incident (record of employee actions): Right and wrong performance, evaluate on an ongoing basic # time-consuming
        
        Field review: HR interview manager of each performer --> rating --> share to manager
      - MBO
        tied to jointly agreed-upon performance objectives. # time-consuming
      - Behaviorally anchored rating scale (BARS)
        
        overcome the problems of category rating by describing examples of desirable and undesirable behavior
        
        works best in situations where many employees are performing the same tasks
        
        Behavioral “anchors” are very accurate # difficult to develop
    - - :green_cross:Halo/horn effect: employee is extremely competent in one area and is therefore rated high in all categories :red_cross: Contrast effect: rating is based on how his or her performance compares to that of another employee instead of on objective performance standards.
      - :green_cross:Primacy: appraiser gives more weight to the employee’s earlier performance :red_cross: Recency: appraiser gives more weight to recent occurrences
      - Bias: appraiser’s values, beliefs, or prejudices distort bóp méo ratings
      - Varying, similar to me, sampling error sai số lấy mẫu (chỉ đánh giá trên các bằng chứng)
      - :green_cross:Leniency hoan dung: Appraisers who do not want to give low scores :red_cross: /Strictness: appraisers may be reluctant to give high ratings :red_cross: Central tendency khuynh hướng: appraiser rates all employees within a narrow range