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Objective 3B-Educational EntryManaging and Measuring Employee RetentionBrenda MummertMcDaniel CollegeManaging and Measuring Employee RetentionTo fulfill my requirement for objective 3, the use of various assessment techniques to inform decisions about individuals and organizations, I am submitting an educational entry with an artifact on managing and measuring employee retention. Three peers and I researched different organizations and their methods of retaining employees. Select Medical Rehabilitation Services, Gilchrest Hospital, Snyder’s of Hanover and Engage Direct Mail were a few of the organizations that we researched. These companies valued their employees and were looking at ways to retain star employees, and believed that engagement was the key to employee retention.Select Medical was having difficulty with keeping their employees engaged while at work. They saw a need to reevaluate their current practices to determine how to better engage employees while on the job, after receiving a turnover and retention report, in 2010. Select Medical’s current trend was using the FRESH*20, which was patterned after the Gallup Q12. The FRESH*20 is a twenty question survey given to Select Medical employees to address the concerns of engagement. The survey covered six areas: teamwork, quality, learning environment management involvement, respect/reputation in the community, and self-involvement.Gilchrist Hospice Care was losing employees and needed to find a way to retain them. Through exit interviews, they discovered employees were unhappy and unengaged. Gilchrist found that employees wanted to feel connected and recognized for their work. They came up with the “Tip of the Week” program to keep employees informed. The Sunflower campaign started as a way of recognizing employees, which employees thought was an honorable achievement to obtain.There are many ways to measure employee engagement. The Gallup Q12 is a survey for measuring employee engagement, derived from hundreds of focus groups and interviews with employees from a variety of industries. There are 12 questions asked to employees; which helps management determine engagement. The Gallup Group defines the following for engagement: Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Non-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. Actively Disengaged employees are not just unhappy at work; they are busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish (Thackray, 2005).Research by Gallup showed that engaged employees are more productive, more customer-focused, and more likely to withstand temptations to leave (Harter, Schmidt, Killham & Agrawal, 2009).Employees like to feel as if they are valued, just like at Gilchrist Hospice Care. Pace, (2013) discussed how employees crave the opportunities to put their skills to use, to further develop those skills and to learn new ones. Employees like to know that their contributions are valued and that their ideas may be implemented into practices. It makes them feel proud of their accomplishments and more connected to the organization.Mentoring and training programs are a confirmed method for generating interest and commitment to stay with a company. Both have been known to help businesses develop a more skilled workforce (AccountingWEB, 2011). Through training programs, individuals have the potential for growth within their organizations. Snyder’s-Lance, Incorporated has seen significant results through their supervisory development programs. Individuals who express interest in becoming a supervisor are given the opportunity to go through an intense development program which teaches them supervisory skills. There is an 85% success rate in hiring the individuals into a supervisor position once the program is completed. The other 15% determine early in the program that being a supervisor really was not for them. This program is retaining quality employees and promoting them into supervisory roles for Snyder’s-Lance, Incorporated.In addition to employee engagement, organizations must also effectively measure retention by looking at turnover rates and retention. Turnover measures the employees who leave a company for various reasons and retention measures the employees who stay. While companies like to retain key employees, there are those employees whose needs are not being met and leave. Companies need to determine whether it is profitable to retain employees and further develop them than to have them leave and hire someone else. Human Resources managers need to identify a dollar value of investment for each employee and calculate the minimum time they should be retained, for the organization to see return on investment (ROI). A retention matrix can help assist in measuring employee retention. Retention rates measure what is wanted rather then what is undesirable (Waldman & Arora, 2004). The retention matrix that was used in this submitted artifact looked at the number of employees, involuntary terminations and voluntary terminations. It allowed Select Medical Rehabilitation Services to see where they were with retention, what areas they still needed to work on to achieve employee engagement and their target retention goals.My artifact submitted on Managing and Retaining Employee Retention, clearly demonstrates my competency in using various assessment techniques to inform decisions about individuals and organizations. I am familiar with how to research current methods used in corporate businesses through attending the Hanover Area Human Resource Associations (HAHRA) monthly meetings, having on line access to the Society in Human Resource Management (SHRM), and through Talent Management and HR Magazine’s. I also have the ability to incorporate new methods in the workplace. As a human resource professional, I am able to continue to inform my organization about changes and give recommendations along with a prognosis when warranted, within Snyder’s-Lance, Incorporated.ReferencesAccounting WEB, (2011, February1). Employers offer training, flexible schedules, mentoring to attract, retain staff. Retrieved from: , J., Schmidt, F., Killham, E., & Agrawal, S., (2009). Q12 meta-analysis: the relationship between engagement at work and organizational outcomes. Washington, DC: Gallup, Inc. Pace, A. (2013). The importance of being known: relationship building and employee engagement go hand-in-hand. T&D Magazine 67(1), 24. Retrieved from: Academic OneFile.Thackray, J. (2012, January 31). The Gallup Q12. Retrieved from:, J., & Arora S. (2004). Measuring retention rather than turnover: A different and complementary HR calculus. Human Resources Planning, 27(3), 6-9. Retrieved from EBSCOhost. ................
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