Employee Engagement

This document discusses employee onboarding and engagement in IT organizations. It defines onboarding as the process of acquiring necessary knowledge and skills to become an effective organizational member. It provides a model for onboarding and best practices such as orientation programs and monitoring progress. It also defines employee engagement as the level of commitment and involvement an employee has, and discusses its importance. Finally, it provides examples of companies that effectively implement onboarding and engagement strategies like Microsoft, IBM, and Zensar.

This document discusses measuring and maintaining employee engagement. It begins by examining the challenges in defining and measuring engagement, noting that some see it more as a feeling than something strictly quantifiable. It then reviews different engagement surveys and their focuses, such as levels of engagement or key drivers. The document warns that surveys only provide part of the picture and notes other approaches like those from positive psychology. Finally, it discusses measuring the impact of engagement initiatives and using engagement levels over time as a metric to assess success.

As a manager, keeping employees engaged is a major challenge but also opportunity. To achieve engagement, efforts must align with business strategy. The HR function is essential to define an engagement strategy aligned with organizational goals. There are many activities that can boost engagement, such as involving employees in business planning, knowledge sharing programs, learning opportunities, recognition of efforts, and encouraging career development.

There's a lot of nonsense talked about employee engagement and a lot of people think you can get it be throwing a few incentives around. They're wrong. Ultimately employee engagement is simply a choice. It's a choice between how you want your organisation to thrive. So ask yourself - do you want to engage your people or eliminate your people? It's up to you.

The document discusses employee engagement, defining it as the emotional commitment employees feel toward their organization and its goals. Engaged employees care about their work and company. It also discusses the need for engagement, noting research showing engaged employees perform better and are less likely to leave. The document provides suggestions for achieving engagement, such as providing variety, open communication, and celebrating successes. It also discusses measuring and improving engagement over time.

Slide presentation on how to attract, retain and motivate your workforce. http://www.chartcourse.com

The document discusses building talent pipelines and acquiring the right talent. It notes that human capital is now critical for organizational success and the chief talent officer is as important as the CEO. Companies must find the right balance of developing internal talent while also acquiring external talent. There is no single right strategy, as factors like an organization's needs, skills availability, and competitiveness must be considered. Both developing current employees and hiring new talent from outside are important for organizational growth.

The document provides a framework for designing effective onboarding programs that meet both employer and new hire needs, suggesting a balance of efficiency and empathy using a mix of online, group, and individual activities over an extended onboarding period from pre-hire through the first few weeks on the job. It contrasts the employer's focus on quickly getting new hires up to speed and compliant with the new hire's needs for belonging, support, and understanding expectations.

The document discusses using personality profiling techniques in recruitment and selection. It outlines the objectives of the course which are to give students hands-on experience with recruitment advertisements, profiling techniques, and different interviewing methods. The syllabus includes a comparative study of recruitment advertisements, an analysis of profiling techniques like personality, aptitude and competency, and a study of different interview modes. It also discusses how personality profiling can help assess a candidate's competence, personality traits, motivation and values to see if they are a good fit for the job and company culture.

The document outlines the 10 Cs of employee engagement according to an article by Gerard H. Seijts and Dan Crim. The 10 Cs are: connect, career, clarity, convey, congratulate, contribute, control, collaborate, credibility, and confidence. Leaders are encouraged to foster these 10 Cs to increase employee engagement by connecting with employees, providing career opportunities, communicating clearly, providing feedback, recognizing contributions, encouraging collaboration, maintaining credibility, giving employees control, and instilling confidence. Highly engaged employees are more productive and care about the company's success.

The document provides guidance on employer branding best practices. It discusses researching a company's current brand, competitors, and target talent. Stakeholders like marketing, employees, and leadership should partner to develop a unique branding message. Content like infographics and stories about employees can then be shared on social media and a careers page. Analytics should measure branding goals and success, and candidates should receive a positive experience to spread goodwill about the brand. Overall, the key is differentiating a company's authentic culture from competitors through original stories and employees.

This document discusses onboarding best practices for new employees. It defines onboarding as helping new hires acquire the necessary knowledge, skills, and behaviors to become effective members. A strong onboarding program offers many benefits like improved retention, productivity, and engagement. It recommends planning onboarding by integrating company goals and culture, outlining expectations, using technology for training, and involving managers. It also provides ways to measure the impact of onboarding through metrics like time to productivity, retention, and satisfaction.

The document summarizes an onboarding presentation about reducing employee confusion through effective onboarding programs. It begins with describing a typical orientation process, then discusses statistics showing the benefits of strategic onboarding over checklists or brief orientations. It provides Qualcomm's case example of developing a year-long onboarding program including pre-arrival materials, multi-day orientation, ongoing training, and mentorship to improve engagement, productivity, and retention.

The document discusses predicting employee attrition at a company. It begins with defining attrition and why companies should care about it due to replacement costs. The objectives are outlined as predicting drivers of attrition, potential attrition cases, and identifying weak areas to improve satisfaction and retention. Data on employees is described including demographics, job factors, and a target variable of attrition. Models are analyzed and decision trees show significant predictors as overtime, stock options, income, marital status, and work-life balance. Visualizations further illustrate relationships between these predictors and attrition rates.

The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.