WELLESLEY, Mass., Jan. 28, 2014 /CNW/ - With global economic growth creating a new level of competition for talent, 2014 will require organizations to shift focus from merely filling jobs to engaging and retaining employees.
A Gallup study released in 2013 showed only 13% of employees worldwide were engaged whereas the vast majority of employees were either "not engaged" or "actively disengaged" in the workplace. This means that nearly 9 out 10 workers are either just going through the motions of their daily jobs or are actively looking for a new job. The research further states that engaged employees tend to be significantly more productive, less likely to leave, and deliver better quality of work, which can all be directly tied to the bottom line.
PI Worldwide, a leader in science-driven insights that help optimize the performance and potential of individuals, teams, and organizations, has compiled the following five best practices for organizations to maximize employee engagement and retain their top talent:
- Design Jobs with Growth Opportunities. People flourish in environments that support learning and development with continuous skill growth as part of the overall package. When creating job descriptions, articulate a clear path to promotion, opportunities to work on teams, to receive feedback from others, and to grow outside of the organization.
- Monitor Job Satisfaction. A robust and consistent finding in organizational psychology is that satisfied employees are less likely to leave. Monitor employee satisfaction with frequency using both quantitative and qualitative means.
- Maximize "Employee Embeddedness." Evaluate the level of connection each employee has with the organization and job, which includes fit into the workplace, richness of personal connections, and what a person would have to give up if they left. The more embedded the employee, the more likely they will stay.
- Manage Early Interactions. New impressions are formed fast and events that occur in the first hours and days can strongly predict turnover six to twelve months later. It is best to provide clear and early communication about culture and values, combined with frequent check-ins from multiple sources.
- Develop Great Leaders. Employees want leaders who are committed for the long haul and to their own personal growth. A significant predictor of employee longevity is the longevity of the employee's direct manager.
With significant projections regarding employee churn noted for the New Year, most companies will benefit by taking proactive steps to retain their valued employees – ultimately saving the company costly salary and training expenses. As trusted advisors for nearly 60 years, PI Worldwide and the experienced consultants at member firms have helped more than 8,000 organizations around the globe utilize workforce analytics to create high performing work environments that keep employees engaged and productive.
For more information about employee engagement best practices, data-driven workforce solutions and expert tips from Nancy Martini, President and CEO of PI Worldwide, please contact:
Davies Murphy Group, Inc.
About PI Worldwide
Trusted advisors to a global client base, PI Worldwide and the 400 experienced consultants at our 45 member firms change the way clients find the right people, develop leaders at all levels, and achieve growth goals. Founded in 1955, PI Worldwide pioneered a new approach, based on the Predictive Index® assessment, for optimizing the performance and potential of individuals, teams and organizations. The company offers a unique combination of behavior and skill assessments based on a proven methodology incorporating data, technology, knowledge, and business expertise. More than 8,000 clients drive dramatically better business results by leveraging our data-driven solutions in 142 countries. Learn more at www.piworldwide.com.
SOURCE: PI Worldwide
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