HRMG2020 Employee Engagement and Retention PDF

CLO 3: Analyze employee productivity, engagement, and retention techniques to gain the competitive advantage in the industry H R M G 2 0 2 0 - CLO 3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3: Analyze employee produ...

CLO 3: Analyze employee productivity, engagement, and retention techniques to gain the competitive advantage in the industry H R M G 2 0 2 0 - CLO 3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3: Analyze employee productivity, engagement, and retention techniques to gain the competitive advantage in the industry CLO 3.1 Analyze employee productivity and how to influence competitive advantage 3.1.1 Describe the connections between positive employee relations, productivity, and innovation 3.2 Discuss employee engagement 3.2.1 Distinguish between employee involvement, participation, and voice 3.2.2 Describe current communications models relevant to the development of positive employee relations 3.2.3 Discuss methods to improve employee engagement 3.2.4 Describe approaches that may be used to measure employee engagement 3.3 Explain employee retention techniques 3.3.1 Discuss the roles counseling and coaching employees play in increasing worker productivity 3.3.2 Identify the foundations of a fair and just disciplinary process 3.3.3 Describe the steps involved to manage and employee’s dismissal HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Vocabulary Productivity Passion Pyramid Innovation Upwards Communication Participation Downwards Communication Voice Code of Conduct Counselling Performance Appraisal Coaching EOS Engagement Survey Active Listening Disengaged Progressive Corrective Measures Hewitt’s Engagement Model Employee Appeal Process HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3.1 Analyze employee productivity and how to influence competitive advantage HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Productivity and Competitive Advantage? It has never been more important for managers to step up their efforts. Good employee relations result in lower turnover and higher productivity. 3.2.1 ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE Employee Productivity  Employee productivity can be defined as the amount of work (or output) produced by an employee in a specific period of time.  As a manager, it’s important to understand how long it takes your teammates to complete specific tasks, and if there are any roadblocks or distractions along the way that you could help them overcome.  Productivity in the workplace will often translate into  good customer service,  healthier work relationships, and  motivated employees. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Competitive Advantage HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Goal: Improve Better your compan bottom y growth line potential Better Customer Service HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3.2 Discuss employee engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Check these facts: Only 42% of U.S. employees look forward to coming to work, compared to 84% of those recognized by Fortune 100 as “The Best Companies to Work For.” Fortune 100 (requires registration) 65% of employees are looking for a new job. PwC The World Health Organization has codified a new type of health condition that threatens the health of employees. “Chronic workplace stress that has not been successfully managed” is the WHO official diagnosis. O.C. Tanner 60% of workers report being stressed all or most of their time at worked. ( Udemy) 86% of millennials say they would stay in their current job if the company offered career training and development. Workers who give their managers a low rating are four times more likely to be interviewing for other positions than those who don’t. (TINYPulse) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Employee Engagement Employee engagement is the emotional commitment the employee has to the organization and its goals. Employee engagement drives performance HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Categories in Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Engaged  The employee works with passion  Highly motivated and ready to go the extra step  Focused and keen to take up challenges  Exhibits a problem-solving attitude HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Not Engaged  Usually sleepwalking through the day  Low energy and passion in their tasks  Putting in hours instead of energy HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Actively Disengaged  Frequent complaints about given tasks  Actively trying to demoralize co-workers  Lack of enthusiasm  Failure to take responsibility for own actions  Actively undermining co-workers and sabotaging projects HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Cost of Disengaged Workforce 1. Effect on Work 2. Effect on Co-Workers 3. Effect on Customers 4. Effects on Productivity 5. Effect on Company Performance 6. Effect on Personal Life of Employee HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Benefits of Employee Engagement An engaged workforce form an emotional connect with the organization that helps them 1. Go the Extra Mile to Achieve Individual and Company Success 2. Innovate at Workplace 3. Attract customers and employees 4. Become Evangelists of the company, its product and processes 5. Infuse energy and positivity at workplace. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Process of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Elements of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Dimensions of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Phases of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Characteristics of Engaged Workforce HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Key Players in Enhancing Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Drivers of Employee Engagement 1. Work/Job Role Employees must see a link between their role and the larger organization goal. 2. Work Environment/Organization Culture 3. Rewards and Recognition 4. Learning and Training Oppurtunities 5. Performance Management An effective performance management system contributes positively to employee engagement. 6. Leadership 7. Other Factors - lear and open communication, quality of interaction with peers, collaboration HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Scenarios SCENARIO 1 SCENARIO 2 You have to discipline a friend for 28. An employee has complained being late. You have been working to you that their supervisor finds fault together for 4 years – and have gone in everything that they do. In fact, to each other’s weddings, been over their supervisor also contradicts what for dinner and have become very they have said when they trained the good friends. But, your friend has a employee. tendency to be one hour late to work every day. This is unacceptable, and What do you say to both the other teammates have started to supervisor AND the employee? complain. How would this affect engagement? What do you say to your friend? How would this relate to engagement? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Why is Employee Engagement Important? https://www.youtube.com/watch?v=KZjKY9I6UYE HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Why Should You Measure Engagement? “Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” – Anne M. Mulcahy, former CEO of Xerox HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Communication The process by which information is transmitted and understood between two or more people Effective Communication Transmitting intended meaning – the audience understands what you are trying to say HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Why is it important to communicate with employees? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Why? Positive employer-employee relationship Employees feel they are appreciated and involved Provides a voice to employees HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Differentiate between upward and downward communication systems DOWNWARD COMMUNICATION UPWARD COMMUNICATION Communication Communication Formal flowing from higher flowing from Formal level management to employees (down the employees up to hierarchy) management (up the hierarchy) Company Suggestions newsletters, systems, employee surveys, information manager- booklets, employee electronic meetings, communication organization Informal Communication can also be horizontal – flows complaint systems (often) across the same levels in the organization (between same level employees) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Communication Mechanisms 1. Top-down communication 2. Employee handbooks 3. Suggestions systems 4. Employee opinion surveys HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 1. Top-Down Communication *same as downward communication Company newsletters, information booklets, electronic communication, business plans, annual reports HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 2. Employee Handbook Statement of policies, guidelines and procedures of the company Outlines company expectations Conduct and Discipline Policies Information about pay, benefits, performance appraisal guidelines, promotion policies HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Code of Conduct/ Ethics Performan ce Promotion Appraisal Policy Guidelines Topics of Employee Handbook Pay and Mission Benefits and Vision Details statement Equal Opportunit y Statement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3. Employee Suggestion Systems (EOS) What is an Employee Suggestion System (EOS)? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Benefits of Employee Suggestion Systems  Allows greater participation for  Employee empowerment everyone  Allows shy people a chance to  Improved Attitudes participate  Reduction of turnover  Employee enlargement and  Reduced tardiness and enrichment absenteeism  Employee motivation and  Less employee problems and belongingness anger  Creates a caring climate  More efficient and effective implementation of initiatives and  Gives a sense of ownership tasks HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 4. Employee Opinion Surveys HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Employee Survey Objectives ◦To measure the satisfaction level of the employee of the organization ◦To study the organizations culture and style ◦To find out what are the most important factors required for the organization ◦To find out what factors make the employees feel happy and proud to work for the organization HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Opinion Surveys It is extremely important for organizations to take this process seriously If employees are being asked for their input and feedback they expect to see results and/or appropriate action being taken If they never see results they will feel it is a waste of time and stop providing feedback – which will in turn have a negative impact on the employee- employer relationship HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Role of HR in Communication Encouraging two-way communication Maintaining open communication with supervisors/managers and employees Continually updating employee handbooks Implementing (and effectively using) suggestion systems Communicating results of employee HRMG2020 - CLO3 - EMPLOYEE opinion ENGAGEMENT AND RETENTIONsurveys CLO 3.3 Diagnose employee retention techniques HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Activity : Post –it Notes What are some reasons why employees do not perform well? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Basic Reasons Why Employees Do Not Perform Well Lack of Skills: This is mainly an employer responsibility — the need to supply training or learning opportunities. Use when: Personal Issues: Employee responsibility — needs to take charge of life Never had training Substance abuse Needs practice Emotional health Know about the skill, but can't apply Physical health Lack of Information: This is also an employer responsibility — need Lifestyle to supply information or train how to use or collect readily available information. Does not know expectations Environmental Issues: Employer Responsibility — redesign is needed. Does not have current data Unrealistic standards Cannot apply information Poor work station design Motivational Issues: Employer and employee jointly responsible — requires mutual discussion. Inadequate tools available Things and people that make work punishing (feels they are working in a hostile environment) Process needs improved Personal attitudes and issues HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Employee Coaching versus Employee Counseling COACHING COUNSELING Focus on goals/tasks Focus on employee ◦ Identify their goals behaviour/performance ◦ Identify ways to achieve them Employees behaviour may ◦ Identify what is working for them directly impact their and what they need to improve performance, but it may also impact the performance or ◦ Identify a plan of action morale of the team as a whole. Counselling is done when the employees behaviour is affecting the performance of the team. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Coaching or Counseling Activity For the following scenarios – would you use coaching or counseling? WHY? 1. Maryam is having trouble using the new computer system to complete her budget reports. 2. Abdulla was late for work 2 days last week. 3. Sara has a very busy job with many tasks. She has trouble managing all of them. 4. Hamad missed 5 days of work in January. His manager spoke to him about it, but his behaviour has not changed. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION What competencies are required to counsel and coach your employees? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Competencies required to Counsel and Coach Employees Active Listening Skills Supportive (5 elements – Communicatio Respect Leadership Learner Guide, n page 45) Analytical Motivation Positivity HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Active Listening Skills Active Listening Skills Supervisors should receive training in active listening skills. These skills, which are especially valuable in counseling sessions (but equally valuable overall), involve listening for meaning—making a conscious effort to understand the total message being sent. It is important that supervisors are trained in the ability to understand, interpret, and paraphrase what message the employee is sending particularly in the counseling session in which a problem has been identified and the employee (and perhaps the supervisor) may be exhibiting defensive behaviours. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Active Listening Skills There are five elements to active listening: Pay attention by giving the speaker your undivided attention and acknowledge the message by looking at the speaker directly and putting aside distracting thoughts. Indicate to the speaker that you are listening by using non-verbal communication to convey your attention, including nodding and facial expressions. Provide positive feedback by paraphrasing what has been said and asking questions to clarify points made by the employee. Summarize what the employee has told you. Defer judgment by allowing the employee to finish, and do not interrupt with arguments. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Respond appropriately by being respectful and indicating that you are  The 7 Key Steps for the Counseling Conversation 1. Describe the counselling issue 2. Explain why this is an issue – linking to any company policy or rule 3. Ask for their side of the story 4. Ask for their ideas to resolve it 5. Ask what you can do to help 6. Agree on actions steps and put their ideas into practice 7. Set a review date Remember to take notes the whole time – Document, Document, Document! HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Scenarios SCENARIO 1 SCENARIO 2 You have an employee that has You have an employee who terrible breath and rotten teeth. He is “auctions” off pieces of his office in customer service and his manager equipment (i.e. stapler, markers) to has complained to you that nothing other employees and makes a bit of he does has changed this employee’s cash for his evenings out with teeth-brushing habits. friends. What do you say to the employee? What do you do? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Role HR professionals have in counseling and coaching Maintain open, two-way communication with all employees Training managers/supervisors in employee counseling and coaching Training and development sessions for employees to develop needed skills for self-efficacy and responsibility Ensuring HR supports all managers and employees Ensure Employee Relations (and all HR) strategies are aligned to promote a positive problem-solving environment 3.3.1 HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. If two people commit the same misconduct, they should receive the same level of discipline. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. Discipline should always be progressive HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. Employees cannot be disciplined or terminated for things they do when they are off duty. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. If an employee is disciplined, it must be in writing. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. As long as you have investigated and gotten all the information from managers, witnesses, etc., you don’t need to meet with the employee first before deciding on disciplinary action. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION The Foundations of a Fair and Just Disciplinary Process Three foundations of a fair and just disciplinary process: 1. Clear Set of Rules and Regulations 2. System of Progressive Corrective Measures 3. Employee Appeal Process HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Foundation 2: System of Progressive Corrective Measures Three pillars of a fair and just disciplinary process: Progressive Corrective Measures The use of stronger and stronger measures for repeated offences Process Steps Actual steps will vary from organization to organization Example: Verbal warning Written warning (recorded in file) Suspension Termination HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Foundation 2: System of Progressive Discipline Factors to consider when deciding on Corrective Measure Degree of policy breach (how serious was it?) Seriousness of consequences (how serious was the outcome?) Was the behavior repetitive or a one time occurrence? Was the employee singled out? Were there others involved? Aggravating/mitigating factors (become more severe/less severe) Past practice (what has the employer done in the past?) What is the employee’s service record? Was the employee remorseful? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Foundation 3: Employee Appeal Process Employee Appeal Process Employee can discuss the discipline situation with a higher level or neutral party Why should organizations have an employee appeal process? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Activity – Brainstorm in groups Question 1 When would an employer use discipline? What type of employee behaviours would lead to disciplinary action? Question 2 Sort these behaviours to decide what level of disciplinary action would be appropriate (verbal warning, written warning, suspension, termination) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  When to use Employee Discipline? Attendance ◦ Late for work ◦ Abuse of leave ◦ Leaving work without permission Work Performance ◦ Negligence (carelessness) ◦ Failing to carry out instructions HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  When to use Employee Discipline? DURING WORK HOURS AFTER WORK HOURS ◦ Appearance ◦ Impact of actions on employer’s reputation ◦ Obscene language ◦ Criminal offences ◦ Horseplay, fighting, assault ◦ Criminal offences Personal Behavior ◦ Under the influence of drugs or alcohol HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  When to use Employee Discipline? INSUBORDINATION (NOT DOING LEGITIMATE GROUNDS FOR WHAT YOUR MANAGER REQUIRES) REFUSING ◦ Direct request from Manager to Employee ◦ Personal safety ◦ Employee must understand the request ◦ Illegal act ◦ Employee refuses to obey request ◦ Unreasonable request ◦ Employee is cautioned of the consequences of refusing to obey HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3.3.2  Employee Discipline Non-punitive (corrective) ◦ Main focus is NOT to punish Focused on improving future behaviour, attitude and/or performance Encourage employee to accept the problem and take responsibility ◦Improve self-efficacy HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Progressive Penalties HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3.3.2 Writing a warning Letter! HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3.3.2  Employee Dismissal Managers should be trained in dismissal and legal considerations Terms ◦ Just Cause ◦ Wrongful Dismissal ◦ Constructive Dismissal HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Dismissal In ACTION! HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Steps for Dismissal meeting 1. Prepare and rehearse 2. Consider the process from the employee’s perspective 3. Get to the point quickly 4. Select appropriate time and place 5. Be prepared – have all required information 6. Make sure the terminated employee’s duties are covered 7. If necessary, have security available HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Employee Discipline – Roles and Responsibilities Role of HR: ◦ Assisting managers with the process (they take the lead) ◦ Ensure consistency with employees ◦ Assist with documentation (critical for challenges, lawsuits, grievances, etc.) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  Employee Discipline – Effective Conversations  Clear and concise language with facts  Describe impact of poor behaviour  Create a conversation rather than scolding  Offer resources for improvement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION  The Role of HR department in the Employee Discipline/Dismissal Process Ensure Employee Relations (and all HR) strategies are aligned with the employee discipline process Ensure organization has a fair and just disciplinary process Train supervisors and HR department in the dismissal process ◦ Guidelines and steps ◦ Documentation for discipline ◦ Recording evidence not impressions ◦ Preparing checklists for all property ◦ Changing security codes and locks ◦ How to inform other employees about others’ dismissal HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION