Employee engagement retention and career management

1. WELCOME
TO
OUR PRESENTATION

2. Presentation
On
EMPLOYEE ENGAGMENT, RENTION AND
MANAGING CAREERS
DEPARTMENT OF BBA
HUMEN RESOURCE
MANAGEMENT
MGT3125

3. EMPLOYEE ENGAGEMENT

4. CONTENT THAT I AM GOING TO DESCRIBE
IN EMPLOYEE ENGAGEMENT
 What is employee engagement?
 Types Of Employee.
 What influenced employee engagement.

5. What is employee engagement?
Employee engagement is a property of the
relationship between an organization and its
employees.
 Belief in the organization.
 Desire to work to make things better

6. What is employee engagement?
Cont…
 Understanding of business context.
 Respectful of, and helpful to, colleagues
 Willingness to ‘go the extra mile’
 Keeping up to date with developments in the
field.

7. What is employee engagement? Cont…
Engagement is the energy, passion, or ‘fire in the
belly’ employees have for their employer.

8. Types of employee?
According to Hocky(2000) people adapt to the
demands of work in three ways:
Engagement
Disengagement
Strain

9. Types of employee? Cont…
Engagement
working harder and deriving satisfaction
Disengagement
giving up and feeling bad about it

10. Types of employee? Cont…
Strain
working harder but with labor and attention

11. Employee Engagement Is Influenced
By:
 Employee perceptions of job importance.
 Employee clarity of job expectations.
 Career advancement/improvement opportunities
 Regular feedback and dialogue with superiors
 Quality of working relationships with peers,
superiors, and subordinates

12. CONTENT THAT I AM GOING TO DESCRIBE
IN EMPLOYEE ENGAGEMENT
 Why does it matter?
 Types of Engagement Activities.
 Importance of employee engagement.

13. Why does it matter?
COMPANIES WITH HIGH EMPLOYEE ENGAGEMENT
SAW
 13.2% IMPROVEMENT IN NET INCOME GROWTH.
 19.2% IMPROVEMENT IN OPERATING INCOME.
 27.8% IMPROVEMENT IN EARNINGS PER SHARE
Employee
engagement
Business
performance
( S o u r c e : I S R . 6 6 4 , 0 0 0 e m p l o y e e wo r l d
wi d e , o n e - y e a r s t u d y, 2 0 0 6 . )

14. Why does it matter? Cont…
COMPANIES WITH LOW EMPLOYEE
ENGAGEMENT SAW
 3.8% DECLINE IN NET INCOME .
 32.7% DECLINE IN NET INCOME GROWTH.
 11.2% DECLINE IN EPS.
( S o u r c e : I S R . 6 6 4 , 0 0 0 e m p l o y e e wo r l d
wi d e , o n e - y e a r s t u d y, 2 0 0 6 . )

15. Why does it matter? Cont…
Engaged employees:
 Perform up to 20% batter than less engaged
employees
 Are 87% less likely to leave the organization than
employees with low levels of engagement.
( S o u r c e : C L C . 5 0 , 0 0 0 e m p l o y e e s wo r l d wi d e , 2 0 0 4 )

16. Why does it matter? Cont…
Engaged employees:
 Are more innovative.
 Are more committed to customer satisfaction.
 Contribute more to their organization than less
engaged people.

17. Types of engagement activities
 Communication activities
 Reward schemes
 Activities to build the culture of the
organization
 Team building activities
 Leadership development activities

18. Importance of employee engagement
 employee engagement can help cause marketing.
 better engagement means better productivity.
 engaged employees are less likely to quit.
 engaged employees are positive.

19. Importance of employee
engagement. Cont…
 employees feel satisfied when they’re engaged..
 engaged employees are better communicators.
 engaged employees are more creative.

20. EMPLOYEE RETENTION
WHAT IS EMPLOYEE RETENTION?
 represented by a simple statistic
 attempt to retain employees

21. MANAGING EMPLOYEE TURNOVER
AND RETENTION
 Turnover rate
 Employees leave
 Firm-varies
 Among industries

22. COST OF TURNOVER
 New hire
 Training
 Lost sales
 Job errors
MANAGING EMPLOYEE TURNOVER AND
RETENTION (Cont…)

23. MANAGING EMPLOYEE TURNOVER AND
RETENTION (Cont…)
Managing voluntary turnover
 Identifying causes
 Dissatisfied
 Five Reasons
 Promotion
 Career development
 Pay
 Relationship with supervisor
 Work-life balance

24. MANAGING EMPLOYEE TURNOVER AND
RETENTION (Cont…)
Retention strategies for reducing voluntary
turnover
The manager
Understand
Retaining employee
Talent management issue
Retention strategies
Multifunctional

25. MANAGING EMPLOYEE TURNOVER AND
RETENTION (Cont…)
A comprehensive approach to retaining employees
 Selection
 Professional growth
 Provide career direction
 Meaningful work and ownership of goals
 Recognition and rewards
 Culture and environment
 Promote work—life balance
 Acknowledge achievements

26. A comprehensive approach to retaining
employees(Cont…)
Selection
 Start-up front
 The right employees
 Fedex
 Attitude surveys
 Review the results
 Address problems
 Raise for surveys

27. PROFESSIONAL GROWTH
 Inadequate career
 Professional development
 Employees to leave
 Provide
 Training
 Career development program
 Staying with company
As one expert says,
“Professionals who feel their company cares about their
development and progress are much more likely to stay."
A comprehensive approach to retaining
employees(Cont…)

28. A comprehensive approach to retaining
employees(Cont…)
Provide career direction
Discuss with employees
Career preferences
Prospects
Lay-out
Potential career plans

29. A comprehensive approach to retaining
employees(Cont…)
Meaningful work and ownership of goals
 Select the goal
 Making it clear
 Expectations
 Regarding
 Performance
 Responsibilities

30. A comprehensive approach to retaining
employees(Cont…)
Recognition and rewards
 Pay
 Benefits
 Need
 Appreciate
 Well-done

31. A comprehensive approach to retaining
employees(Cont…)
Culture and environment
Employee feel comfortable
Satisfied

32. A comprehensive approach to retaining
employees(Cont…)
Promote work—life balance
 Identified
 Two top benefits
 Flexible work arrangements
 Telecommuting
 Encourage
 Choose job

33. A comprehensive approach to retaining
employees(Cont…)
Acknowledge achievements
 Feel underappreciated
 Likely to leave
 Surveys
 Frequent recognition
 Accomplishments
 Effective
 Nonmonetary reward

34. Employee Retention Policy

35. There are different factors
which affect employee retention
 JOB SATISFACTION
 OFFICE CULTURE
 UNDERSTAND EMPLOYEE FINANCIAL PROBLEMS
 UNDERSTAND EMPLOYEE EXPECTATIONS FROM
EMPLOYER
 UNDERSTAND COMPETITIVE EMPLOYERS
 UNDERSTAND EMPLOYEE STRENGTH AND WEAKNESS

36. For Employee retention
Employer need to work on
 Effective performance review
 Talk employees periodically and get their feedback
 Motivate them
 Give them recognition
 Financial rewards
 Arrange training for new trends in market
 Offer Health insurance for employees and their family
 Offer official paid time out so that they can spend quality
time with family

37.  Arrange wellness programs
 Arrange official party for employees and their family
 Offer gift coupon/package on special occasion
 Arrange interesting events in Office
 Arrange picnic or interesting events outside the office
 Subscribe city events and offer to employees
For Employee retention Employer
need to work on (Cont….)

38.  Offer gym in office
 Provide best infrastructure in office
 Offer food facility in office
 Offer long term association bonus to employees
 Make sure employee maintain good relationship with boss/peers
 Arrange exit interview and try to understand exit reasons
For Employee retention Employer
need to work on (cont….)

39. CAREER MANAGEMENT

40. WHAT IS CAREER MANAGEMENT?
 It is a conscious planning of one’s Activates and
Engagements.
 Growth and financial stability.

41. MANAGING CAREERS
 The employee's role in career management
 Career planning workshops
 Provide career coaches
 Offer online programs
 Career oriented appraisals
 Gender issues in career development

42. The employee's role in career management
 Guide line of employee’s careers.
(Cont.)

43. Career planning workshops
 Self-assessment exercises, skills, interests, values.
(Cont.)

44. Provide career coaches
 Identify development needs and training, networking
opportunities.
(Cont.)

45. Offer online programs
 Career path and other information, developmental
activities around the employees needs.
(Cont.)

46. Career oriented appraisals
 Performance career interest and developmental
needs into coherent career plan.
(Cont.)

47. Gender issues in career development
 Women and men has equal development
(Cont.)

48. THE MANAGERS ROLE IN CAREER
DEVELOPMENT
IN ORDER TO DO THAT, ACCORDING TO DRUCKER,
MANAGERS NEED TO PERFORM FIVE FUNCTIONS:
1.SET OBJECTIVES
2.ORGANIZE TASKS
3.MOTIVATE AND COMMUNICATE
4.ESTABLISH TARGETS AND YARDSTICKS
5.DEVELOP PEOPLE

49. Set Objective
 Established the goals.
(Cont.)

50. Organize tasks
 Right roles for the right people.
(Cont.)

51. Motivate and communicate
 Motivate the employees and communicate with others.
(Cont.)

52. Establish targets and yardsticks
 Ensure the firm is moving in the right direction.
(Cont.)

53. Develop people
 Through finding and training.
(Cont.)

54. Name: RuksanaAkter Shammi
Id:2013210000224
Batch: 35

55. IMPROVING COACHING SKILLS
BUILDING YOUR COACHING SKILLS
BUILDING YOUR MENTORING SKILLS

56. IMPROVING COACHING SKILLS
Cont…
Building your coaching skills:
Coaching and mentoring require both analytical and
interpersonal skills.

57. IMPROVING COACHING SKILLS
Cont…
Building your mentoring skills:
Mentoring traditionally means having experienced senior
people advising, counseling, and guiding employees’
longer-term career development.

58. DECISION 1:
DECISION 2:
DECISION 3:
DECISION 4:
 SOURCE OF BIAS IN PROMOTION DEMOTION
 MANAGING TRANSFER
 MANAGING RETIREMENTS
MAKING PROMOTION DECISION

59. MAKING PROMOTION DECISION
Cont…
Decision 1: is seniority or competence the rule?
Probably the most important decision is whether to base promotion on
seniority or competence, or some combination of the two.
Decision2:how should we measure competence?
That defining and measuring past performance is relatively straightforward, but
promotions should require something more. you also need a valid procedure for
predicting the candidate’s future performance.

60. MAKING PROMOTION DECISION
Cont…
decision 3:is the process formal or informal?
Many firms have informer promotion process. They may or may not post open positions
and key managers may use their own “unpublished “criteria’s to make decisions.
decision 4: vertical, horizontal or other?
Several options are available. Organization have think about it that is the promotion
should be vertical, horizontal or other.

61. MAKING PROMOTION DECISION
Cont…
source of bias in promotion demotion: Women
and people of color still experience relatively less career progress
in organizations, and bias and more subtle barriers are often the
cause. , the bottom line seems to be that whether it’s bias or some
other reason, barriers still exist. Employers and supervisors need
to identify and abolish them.

62. MAKING PROMOTION
DECISION Cont…
managing transfer: Employers may transfer a worker to
vacate a position where he or she is no longer needed, to fill one
where he or she is needed, or more generally to find a better fit for
the employee within the firm.

63. BENEFITS TO THE ORGANIZATION
 Staffing inventories
 Staffing from within
 Peter principle
 Solving stuffing problems

64. BENEFITS TO THE ORGANIZATION
Cont…
 Satisfying employee needs
 Enhanced motivation
 Employment equity