Report on Employee Retention. Why do employees stay with a company?
|
|
- Maud Gardner
- 7 years ago
- Views:
Transcription
1 Report on Employee Retention Why do employees stay with a company? Prepared for Professor J. Vogel St. Joseph s College Patchogue, New York Prepared by John F. Rossi
2 Table of Contents Summary 1 Introduction 3 Methods Used 6 Analysis 8 Limitations of Study 11 Conclusions and Recommendations 14 Appendix A - Employee Retention Survey and Response Percentiles 19 Appendix B - Summary of Collected Data 22 Appendix C - Scoring Profiles 26 Appendix D - Weighted index of scores by all respondents for all statements 32 Appendix E - Top Responses for Each Analysis Group 33 THE INFORMATION CONTAINED HEREIN IS THE INTELLECTUAL PROPERTY OF THE AUTHOR. NO PORTION OF THIS DOCUMENT MAY BE REPRODUCED, COPIED OR CONVEYED IN ANY FORM OR MEDIA TYPE; KNOWN OR UNKNOWN WITHOUT THE EXPRESS WRITTEN CONSENT OF JOHN F. ROSSI. COPYRIGHT JOHN F. ROSSI THE INFORMATION CONTAINED HEREIN IS NOT INTENDED FOR GENERAL RELEASE.
3 John F. Rossi Rossi 1 Professor Vogel Business Research Seminar in Organizational Management April 1, 2000 Employee Retention: Why do employees stay with a company? Summary During the Spring of 2000, a study was undertaken to determine the reasons why workers desire to remain employed by an organization. Without regard to sex, race, education or economic status, the researcher endeavored to discover those other types of satisfaction that are most often sought by employees. If people seek more than pure economic reward from the working environment, it might then be possible to create a profile that could be used to reduce or eliminate undesired employee turnover. To accomplish this research, a one page survey was distributed to capture the feelings of workers concerning twenty dimensions of their work environment. Some of these dimensions being under the total or partial control of the employee. Still others would find the employee having little or no control. Next, each individual responding to the survey would be asked whether they expected to be employed by their current organization in three years. Finally, each respondent is asked to clarify how long they had already served with the organization, whether it had been profitable in the prior year, how many people are employed by the organization and if they managed or supervised other employees.
4 Rossi 2 Responses were collected from individuals in various settings. To broaden the scope of responses the researcher developed the survey in both paper and electronic formats. Using traditional collection methods and the Internet, one hundred and fourteen surveys were assembled and analyzed. Indeed the results of this analysis reveal support for the theory of profiling as a method of lowering undesired employee attrition. With continued study, this theory could become a beneficial reality in the workplace.
5 Rossi 3 Introduction As the Bull Market of the 1990 s continues to rage into the next millennium, employers across the United States are finding it increasingly difficult to attract the qualified employees necessary to occupy the plentiful positions available in their individual corporations. To cope with this shortage, some employers have developed creative employment incentive programs. Others have cultivated labor in new and sometimes foreign markets. Many have resorted to the use of technology as a means of diminishing the severity of the shortage on their individual organization. Perhaps the best method of filling important vacancies is to insure that current qualified employees remain a part of the corporation. After all, current employees are a known factor. They a familiar with the internal workings of the organization. They have been previously trained in the use of the many methods and systems used by the organization and they have established the formal and informal networks that are required to help them remain productive within the context of the organization. Further, there are no recruitment costs associated with retaining a current employee. The research conducted for this report endeavors to discover those personal internal factors that motivate the employee to remain with an organization. A customized survey was created to accomplish this research. Each person taking the survey was asked to rank how true certain statements where in their individual circumstance. The survey then made specific queries concerning the number of employees in the respondents company, the number of years that the respondent
6 Rossi 4 was employed by the company, the profitability of the company during the previous year and whether the respondent functioned in a managerial or supervisory capacity. The answers provided by the many respondents where then analyzed in an attempt to develop a motivational profile which could be adapted to assist a corporation in determining which employees are at risk for departure within the following three years. There were a total of twenty-one statements listed on the survey. These included seventeen affirmative statements, such as, I work for a great company and There is room to grow. Three non-affirmative statements that are intermingled with the affirmative statements, so as to maintain a more even tone in the total survey. Finally, the respondent must react to the statement, I will be with this company in three years. An analysis of the percentile responses to this survey are presented in Appendix A of this report. The individual completing the survey is at first instructed to consider why they stay with a company. They are then asked to rank each statement on a scale of 1 to 5. Where 1 means that the statement is less true in their case and 5 indicates that the statement is more true. Together the statements listed on the survey are intended to capture the respondents reaction to different dimensions of their individual working environment. These dimensions include items over which the respondent will exercise most, some or little control. A job dimension for which a respondent is likely to have the most control is found in the statement, The commute is easy. In this instance a respondent faced with an undesirable commute can choose to cope with the commute, relocate,
7 Rossi 5 change the method of commuting or perhaps find a different job closer to home. Consider the statement, My job matches what I do best. Here the company and the respondent must interact to determine how this person can use their natural strengths to be most productive within the current context of the organization. A job dimension over which the majority of respondents will normally have little control is noted in the statement, This company has a clear mission and positive values. The dimensions viewed by the survey touch upon many aspects of the employment environment. When classed together they group into the larger categories of compensation and benefits, interpersonal relationships, personal growth and external factors. While each individual will have a customized mix among the dimensions, individuals having like intentions to stay with or leave the corporation, would be expected to exhibit similar behaviors in their individual responses to the survey. If this is true, an organization would have the ability to positively intervene with those essential employees exhibiting behaviors that tend to indicate that they are contemplating a jobs change. It may also be possible to determine those employees who are too far gone to retain. In these cases, the organization might determine to minimize any negative impact these individuals are having on other employees in the organization.
8 Rossi 6 Methods Used This study relies entirely on primary data collected in the form of a single page self directed survey distributed using traditional collection methods as well as being collected via the Internet in an electronic format. It is a cross-sectional study, attempting to capture responses from several demographic groups of employed American workers. All survey responses were tabulated and entered separately into spreadsheet and database programs. These entries were cross referenced to capture and eliminate systematic recording errors. After having been cross referenced all entries were then again audited to ensure the accurate recording of the collected data and to eliminate the possibility of analysis errors resulting from this type of system fault. It is important to note that due to time and budget constraints, random sampling techniques could not be utilized. For the same reasons, non-respondents have not been accounted for in this study. The survey itself is designed to be highly structured and self directed. This was considered to be the best method of obtaining and recording the honest perceptions of respondents. Additionally, statements appearing on the survey were designed to take an extreme position to which the respondent would react. The researcher aspired to mitigate the effect of respondents who might otherwise
9 themselves take the extreme position and skew the scoring of their individual Rossi 7 perceptions relative to one another. All responses were collected with the intention of providing absolute anonymity for the respondents. This was a simple manner when using the paper form of the survey. However, the electronic form of the survey relied on to deliver responses to the researcher. To maintain the anonymous nature of the study for these individuals, electronic responses were recorded onto paper forms. The transcription of responses was verified for accuracy. The original was then deleted to protect the privacy of the respondent.
10 Analysis Rossi 8 In analyzing the results of the survey, the researcher first grouped all surveys based on how each respondent reacted to the statement, I will be with this company in three years. Respondents scoring either 4 or 5, More True, became one group (4/5 Group). Those scoring 1 or 2, Less True, became a second (1/2 Group). Finally surveys scoring 3 were assembled into a third analysis group (3 Group). A summary of the collected data for the three analysis groups appears in Appendix B. Each survey statement was analyzed and response percentiles were calculated for each analysis group. The five statements answered most often as being either more true or less true in each group were separated from the total responses. These statements are listed for each group in Tables 1 through 6 of Appendix E. Surprisingly three statements consistently appear among the top five, More True, responses for all three groups. These statements are: (S4) I need the benefits (S6) I control how my work is accomplished, and, (S14) What I do is important to the company. Of the 54 respondents in the 4/5 group, 49 (90%) also scored at least two of these three statements as a 4 or 5. In the 3 group 19 of the 23 (82.6%) scored in this manner. Among the 1/2 group only 40% of the 37 respondents scored at least two of these three statements at the 4 or 5 level. Among all three groups two statements appear consistently in the top five responses for statements ranked as, Less True, by respondents. These include: (S18) I cannot earn this much elsewhere, and,
11 (S20) The atmosphere is relaxed. Rossi 9 As there seemed to be minimal like patterning among all response scoring in each analysis group, it was decided to analyze the number of times that each respondent scored 1,2,3,4 or 5 for each statement on the survey form. When the survey responses are analyzed in this manner, it is discovered that individual respondents in each group tended to have similar response patterns. Individuals in the 4/5 Group tended to respond to more statements with a 4 or 5 and less with a 1,2 or 3. Among the 3 Group, these individuals tended to have a relatively equal number of statements scored as 3,4 or 5 and fewer scored 1 or 2. Within the 1/2 group, more statements were scored as 1 or 2 and less were scored as 3, 4 or 5. Scoring Profiles based on the respondents scoring of statement 21, have been graphed and appear in Appendix C. A combined weighted analysis of scoring for all survey statements appears in Appendix D. Weighting of responses was desired to ascertain the relative importance of each statement across all responses. Having completed the rudimentary analysis of the survey statements, attention was next given to the questions appearing on the survey. The questions, Approximately how many people work for this company? and Was the company profitable last year?, did not appear to affect how the respondent reacted to the statement, I will be with this company in three years. In the case of the question, How many years have you worked for this company?, there appears a correlation between time with a company and appearance in any of the three analysis groups. The greater the number of years with a company, the more likely that a respondent
12 would be in the 4/5 group. Indeed respondents in the 1/2 group tended to have Rossi 10 the least time with the organization. The population in the 4/5 and 3 analysis groups tended to be evenly split on the question, Do you manage or supervise others? However in the 1/2 group, 70.3% of the respondents answered Yes. Analysis Group Approximate # of employees # of years with this company Profitable last year Manage or Supervise others 4/ (Average) 300 (Mode) 400 (Median) 8.7 (Average) 5.0 (Mode) 8.0 (Median) 68.5% (Yes) 13.0% (No) 18.5% (N/A) 53.7% (Yes) 46.3% (No) (Average) 3000 (Mode) 500 (Median) 7.8 (Average) 3.0 (Mode) 4.0 (Median) 78.3% (Yes) 13.0% (No) 8.7% (N/A) 52.2% (Yes) 47.8% (No) ½ (Average) 300 (Mode) 350 (Median) 5.7 (Average) 1.0 (Mode) 3.0 (Median) 83.8% (Yes) 16.2% (No) 0.0% (N/A) 70.3% (Yes) 29.7% (No) Table 1 - Question responses for each analysis group
13 Limitations of Study Rossi 11 While every attempt has been made to compile and validate the collected data, certain limitations exist which must now be examined. The single greatest limitation placed on this project has been the restricted period available for data collection and continued study. For this reason only 114 completed surveys have been collected for this project. This constitutes a limited sample size from which to perform analysis. The surveys themselves were collected from three sources. These include: Students of the St. Joseph's College New York Accelerated Weekend Bachelors of Organizational Management program. These students tend to be more career oriented and are likely more motivated than would be members of the general population. A large percentage of individuals in this group manage or supervise others. This group accounts for 60 of the 114 (~55.26%) responses collected. Internet based employment bulletin boards and randomly selected addresses. Typical internet users tend to be from middle & upper economic groups. They are also more often from White(non-Hispanic) segments of the general population. The bulletin boards available on the internet site, were used to solicit responses for this project. This site is designed to attract mostly women. Also, one of the bulletin board forums on this site was selected precisely because it catered to Black Females. 33 (~28.94%) responses where generated by individuals in these groups. The
14 Rossi 12 geographic region of the these respondents is unknown. It is taken for granted that at least some of these responses arrived from geographic areas other than New York and the Northeast U.S. but this cannot be verified. A sampling of residents of the town of Central Islip, New York. This town has a population that is predominantly upper lower and lower middle economic blue and white collar workers. However only 18 (~15.78%) responses were received from this group. A minimum of 78 (68.42%) of the 114 responses were generated in the Long Island, New York area. Long Island is a generally affluent suburb of New York City in the Northeast of the United States. There is a high probability that the majority of responses are from individuals having a middle class and white collar status. The survey used for this project made no attempt to distinguish the age, sex, education, location, or economic status of any of the respondents. It is possible that the sample may not be reflective of the demographics of the general U.S. population. Due to the limited time, scope and budget of this research effort, it will not be possible to track respondents over the next several years. As this is the case, the researcher will have no opportunity to determine whether respondents have remained with or departed from their current company during the next three years. Finally, the unusual state of the U.S. economy may have a euphoric effect on answers provided by respondents. As the unemployment rate in the United States is
15 Rossi 13 at historic lows, many people may for the first time have the opportunity to be less concerned with the pure economics of working. Therefore, their responses might be atypical during less advantaged economic periods. Without the ability to survey similar groups during other economic cycles, it will not be possible to determine if the current conditions are stimulating respondents higher order needs and desires.
16 Conclusions and Recommendations Rossi 14 The research performed for this report indicates that factors beyond mere economic reward, do indeed influence the decision of an employee to remain with an organization. There is also evidence to support the theory of profiling as a practical device in determining which employees are at risk for departure from the organization. In reviewing the responses of those who participated in the survey, several themes were consistent among the various analysis groups. Many respondents believed that they could earn more by joining other organizations. Despite this, they still responded favorably to the notion that they would remain with their current employer. There seemed a strong need in all analysis groups to feel that what they did at work was important to the organization. Also, personal autonomy in accomplishing tasks was very significant. In a practical sense, properly training managers to promote these beliefs, should have a significant impact on the psyche of every employee. A considerable number of respondents felt that the workplace was not relaxed. Maybe this meant that the pace was too furious, or that the work space was somehow lacking. Perhaps they had an overbearing co-worker or supervisor. Considering the number of hours most people spend in the workplace, it seems obvious that this would be an important dimension for many, if not, most people. From a practical standpoint, every company can take simple steps to create an environment that is more favorable to the employees ability to perform well.
17 Rossi 15 Most surprising in this study, was the fact that the majority of those indicating the strongest desire to leave the organization were individuals who manage or supervise others? Respondents in this group were least likely to think that they work for a great company. Many indicated that their company was less likely to have a clear mission and positive values. These are factors over which the organization exercises significant control. Most respondents in this group felt they could earn more elsewhere. They also felt it less true that there was room for them to grow in the organization. A person in this group was the least likely to feel that their work matched their best abilities. In viewing these responses, it seems more obvious why people fall into this analysis group. Most of those in this group seem fixated on fulfilling their personal higher order needs. This group clearly had the most muted unenthusiastic responses. This study confirms that the longer a person is with an organization, the more likely they are to want to stay with that organization. The number of years with the company dropped in order from the highest scoring analysis group to the lowest. This characteristic of each group may explain why respondents desire to remain with an organization over the long term. It stands to reason that the longer someone is with a company the more competent they are likely to be in their position. This alone could permit individuals to focus on more personal than economic needs. Driving down the time required for an individual to feel most competent in their job would seem to be in the best interests of both employee and employer. The researcher found it most alarming that nearly 3/4 of respondents felt that they needed the benefits supplied to them by their organization. There was an
18 Rossi 16 almost manic reaction by respondents to this statement. Only about twenty percent of the individuals indicated that this was less true for them. Why this particular perception exists, should be thoroughly studied. This is particularly the case in the small business setting where an organization may not have the resources required to present a robust benefit package to current or prospective employee. This is also very troubling as it speaks to the dependence individuals feel with regard to benefits. It would seem from these responses that benefits such as medical insurance, are well beyond the reach of most workers. This has great potential to harm employers, because the group scoring highest on the statement "I need the benefits" was also the group most likely to indicate a desire to stay with the organization. It is possible that a change or reduction in benefits could have a tremendous effect on the perceptions of these employees. The cost implications of this are disturbing. When considering the twenty dimensions of the workplace examined in this research study, it is safe to conclude that altering even a few of an employees perceptions can help increase the desire to stay with the organization. The proper training of managers and supervisors to recognize the profile of each individual, coupled with training in how to turn around perceptions that the organization controls can considerably improve retention efforts. It is very unlikely that a current employee would honestly complete the survey used for this report for their current employer. However, understanding the dimensions which motivate retention, it is possible for an organization to create mechanisms to help each manager capture this important information while there is still time to positively intervene.
19 Rossi 17
20 Appendixes Rossi 18
21 Rossi 19 Appendix A - Employee Retention Survey and Response Percentiles Please take a moment to consider why you stay with a company. Next, read each statement and indicate how true the statement is in your case. Place an X in the box to the right of the statement which best describes how the statement applies to you. All survey responses will be kept in the strictest confidence. Statement Less True <<< More True >>> (S1) I work for a great company. 6.1% 14.9% 32.5% 30.7% 15.8% (S2) This company has a clear mission and positive values. 7.0% 14.0% 25.4% 32.5% 21.1% (S3) My job is exciting. 10.5% 14.9% 32.5% 27.2% 14.9% (S4) I need the benefits. 13.3% 8.0% 13.3% 22.1% 43.4% (S5) My effort is appreciated. 11.4% 8.8% 27.2% 30.7% 21.9% (S6) I control how my work is accomplished. 4.4% 7.0% 18.4% 36.0% 34.2% (S7) Work life and home life are easily balanced. 11.4% 15.8% 34.2% 23.7% 14.9% (S8) My job matches what I do best. 11.4% 19.3% 21.1% 25.4% 22.8% (S9) The people I work with are very professional. 8.8% 23.0% 29.2% 24.8% 14.2% (S10) My coworkers are wonderful. 4.4% 13.2% 34.2% 31.6% 16.7% (S11) I really like my boss. 14.9% 12.3% 25.4% 36.0% 11.4% (S12) I live paycheck to paycheck. 17.5% 24.6% 20.2% 14.9% 22.8% (S13) There is room to grow. 19.3% 21.1% 12.3% 28.1% 19.3% (S14) What I do is important to the company. 3.5% 5.3% 19.3% 38.6% 33.3% (S15) The commute is easy. 13.2% 8.8% 17.5% 22.8% 37.7% (S16) My compensation is fair and reflects my efforts. 16.7% 15.8% 27.2% 28.9% 11.4% (S17) The fringe benefits are more than adequate. 11.5% 18.6% 31.9% 21.2% 16.8% (S18) I can not earn this much elsewhere. 27.2% 23.7% 22.8% 16.7% 9.6% (S19) My job is secure. 7.9% 14.0% 27.2% 31.6% 19.3% (S20) The atmosphere is relaxed. 15.8% 22.8% 26.3% 20.2% 14.9% (S21) I will be with this company in three years. 21.1% 12.3% 19.3% 23.7% 23.7% Approximately how many people work for this company? Average=10641 Median=400 Mode=300 How many years have you worked for this company? Average=8.36 Median=5 Mode=1 Was this company profitable last year? (Y or N) Yes=75.44% No=13.16% N/A=11.4% Do you manage or supervise others? (Y or N) Yes=58.77% No=39.47% N/A=1.75%
22 Rossi 20 Percentage responses to each statement based on the score provided 100% 90% 80% Percentage this response 70% 60% 50% 40% 30% 20% 10% 0% S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Statement 5's 4's 3's 2's 1's
23 Rossi 21 Average, Standard Deviation, Median and Mode for Statements 1 to Value S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Statement Average Standard Deviation Median Mode
24 Appendix B - Summary of Collected Data Rossi 22 Table 1: Indicated below are the percentage of responses for each statement when the respondent answered either 4 or 5 to the statement I will be with this company in three years. Less True (1 or 2) S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt % Yes or AVG % No or MODE More True (4 or 5) % N/A or Table 1 Table 2: Indicated below are the percentage of responses for each statement when the respondent answered 3 to the statement I will be with this company in three years. Less True (1 or 2) S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt MEDIAN % Yes or AVG % No or MODE More True (4 or 5) % N/A or Table 2 Table 3: Indicated below are the percentage of responses for each statement when the respondent answered 1 or 2 to the statement I will be with this company in three years. Less True (1 or 2) S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt MEDIAN % Yes or % No or MODE More True (4 or 5) % N/A or Table 3 AVG MEDIAN
25 Rossi 23 Percentage responses for all statements when the respondent scored either 1 or 2 to statement % 90% 80% 70% percentage 60% 50% 40% 30% 20% 10% 0% S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Statement Less True (1 or 2) 3 More True (4 or 5)
26 Rossi 24 Percentage responses for all statements when the respondent scored 3 to statement % 90% 80% 70% Percentage 60% 50% 40% 30% 20% 10% 0% S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Statement Less True (1 or 2) 3 More True (4 or 5)
27 Rossi 25 Percentage responses for all statements when the respondent scored either 4 or 5 for statement % 90% 80% 70% Percentage 60% 50% 40% 30% 20% 10% 0% S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Statement Less True (1 or 2) 3 More True (4 or 5)
28 Appendix C -Scoring Profiles Rossi 26 Average number of responses at each scoring level by score for the statement, "I will be with this company in three years Number of statement response # of 5's # of 4's # of 3's # of 2's # of 1's Level of statement responses S21=5 S21=4 S21=3 S21=2 S21=1
29 Rossi 27 Scoring profile when the respondent scored 5 to the statement, 'I will be with this company in three years" # of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
30 Rossi 28 Scoring profile when the respondent scored 4 to the statement, 'I will be with this company in three years" # of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
31 Rossi 29 Scoring profile when the respondent scored 3 to the statement, 'I will be with this company in three years" # of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
32 Rossi 30 Scoring profile when the respondent scored 2 to the statement, 'I will be with this company in three years" # of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
33 Rossi 31 Scoring profile when the respondent scored 1 to the statement, 'I will be with this company in three years" # of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
34 Appendix D Rossi 32 Weighted index of scores by all respondents for all statements (S20) The atmosphere is relaxed. 4.3 (S19) My job is secure. 4.9 (S18) I can not earn this much elsewhere. 3.7 (S17) The fringe benefits are more than adequate. (S16) My compensation is fair and reflects my efforts (S15) The commute is easy. 5.3 (S14) What I do is important to the company. 5.7 (S13) There is room to grow. 4.4 (S12) I live paycheck to paycheck. 4.4 Question (S11) I really like my boss. (S10) My coworkers are wonderful (S9) The people I work with are very professional. 4.5 (S8) My job matches what I do best. 4.8 (S7) Work life and home life are easily balanced. 4.6 (S6) I control how my work is accomplished. 5.6 (S5) My effort is appreciated. 5.0 (S4) I need the benefits. 5.4 (S3) My job is exciting. 4.6 (S2) This company has a clear mission and positive values. (S1) I work for a great company Score
35 Appendix E - Top responses for each analysis group Rossi 33 S6 I Control how my work is accomplished. 87.0% S14 What I do is important to the company. 81.5% S4 I need the benefits. 77.8% S1 I work for a great company. 72.2% S15 The commute is easy. 70.4% Table 1 - Statements answered most often as Most True among those scoring 4 or 5 to statement 21, "I will be with this company in three years. S12 I live paycheck to paycheck. 44.4% S18 I cannot earn this much elsewhere. 37.0% S13 There is room to grow. 29.6% S20 The atmosphere is relaxed. 25.9% S8/ S9 My job matches what I do best. The people I work with are very professional. 22.2% Table 2 - Statements answered most often as Less True among those scoring 4 or 5 to statement 21, "I will be with this company in three years. S14 What I do is important to the company. 78.3% S6 I Control how my work is accomplished. 69.6% S2 The company has a clear mission and positive values. 65.2% S8 My job matches what I do best. 56.5% S4 I need the benefits. 56.5% Table 3 - Statements answered most often as Most True among those scoring 3 to statement 21, "I will be with this company in three years.
36 Rossi 34 S18 I cannot earn this much elsewhere. 56.5% S20 The atmosphere is relaxed. 47.8% S12 I live paycheck to paycheck. 39.1% S16 My compensation is fair and reflects my efforts. 34.8% S9 The people I work with are very professional. 34.8% Table 4 - Statements answered most often as Less True among those scoring 3 to statement 21, "I will be with this company in three years. S4 I need the benefits. 51.4% S14 What I do is important to the company. 54.1% S6 I Control how my work is accomplished. 45.9% S10 My coworkers are wonderful. 43.2% S5 My effort is appreciated. 37.8% Table 5 - Statements answered most often as Most True among those scoring 1 or 2 to statement 21, "I will be with this company in three years. S18 I cannot earn this much elsewhere. 64.9% S13 There is room to grow. 62.2% S20 The atmosphere is relaxed. 51.4% S17 The fringe benefits are more than adequate. 48.6% S16 My Compensation is fair and reflects my efforts. 48.6% Table 6 - Statements answered most often as Less True among those scoring 1 or 2 to statement 21, "I will be with this company in three years.
Optimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationDIFFERING WORKPLACE PERCEPTIONS OF FEMALE GRADUATES
DIFFERING WORKPLACE PERCEPTIONS OF FEMALE GRADUATES Frederick J. DeCasperis, Ed.D Department of Marketing & Management Siena College decasperis@siena.edu ABSTRACT Female students under the age of 25 when
More informationRecruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed?
Contents What is the recruitment and retention strategy? 2 How was it developed? 2 Newcastle story where were we? 2 Newcastle story where are we now? 3 Grow your own scheme 4 Progression 4 NQSW support
More informationINSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY
INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:
More informationEmployee Engagement Survey 2015. Nova Scotia Government-wide Report
Employee Engagement Survey 2015 Nova Scotia Government-wide Report Employee Engagement Survey 2015 This summary report provides information on the state of employee engagement in the Nova Scotia public
More informationTurnover. Defining Turnover
Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee
More informationNHS Staff Management and Health Service Quality
NHS Staff Management and Health Service Quality Michael West 1 and Jeremy Dawson 2 1 Lancaster University Management School and The Work Foundation 2 Aston Business School Foreword This report draws on
More informationFYI HIRING. Recruiting Strategies
FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,
More informationBUSINESS SCHOOL STUDENTS CAREER PERCEPTIONS AND CHOICE DECISIONS
David F. Miller Center for Retailing Education and Research Developing Tomorrow s Retail Leaders BUSINESS SCHOOL STUDENTS CAREER PERCEPTIONS AND CHOICE DECISIONS About the David F. Miller Center for Retailing
More informationWHITE PAPER: Optimizing Employee Recognition Programs
WHITE PAPER: Optimizing Employee Recognition Programs The current economic slowdown has made it increasingly difficult for companies to reward their employees with raises in salary and bonuses. Corporations
More informationHalifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures
Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures February 2014 P a g e 2 Halifax Regional Municipality (HRM) A Performance Review of the Administration
More information360-Degree Assessment: An Overview
360-Degree Assessment: An Overview United States Office of Personnel Management Performance Management and Incentive Awards Division This material was developed with the assistance of Human Technology,
More informationCandidate Motivation & Behavior in the Agricultural Industry
Candidate Motivation & Behavior in the Agricultural Industry 2014 Survey Results & Analysis agcareers@agcareerscom wwwagcareerscom 8009298975 Table of Contents I Executive Summary 2 II Demographics 3 III
More informationTable 1: Number of students enrolled in the program in Fall, 2011 (approximate numbers)
Program: Department: MBA Human Resource Management CBA Table 1: Number of students enrolled in the program in Fall, 2011 (approximate numbers) MBA Concentration (Program) # students Human Resource Management
More informationSample Satisfaction Surveys
Continuous Quality Improvement Tool Kit Sample Satisfaction Surveys Page 15 Emergency Services Satisfaction Survey [Organization] strives to treat all clients with dignity, respect and fairness. We also
More informationresearch Rewards Communication and Pay Secrecy A Survey of Policies, Practices and Effectiveness
Rewards Communication and Pay Secrecy A Survey of Policies, Practices and Effectiveness research A report by WorldatWork Dow Scott, Ph.D. Loyola University Richard Sperling Tom McMillen Bill Bowbin Hay
More informationPrepared for: Your Company Month/Year
Prepared for: Your Company Month/Year This sample is a condensed version showing selections from an actual 4Cs Comprehensive Employee Survey Analysis report and balloons explaining the main features of
More informationu Field Experience Handbook for Supervising Library Media Teacher or Teacher Librarian
u Field Experience Handbook for Supervising Library Media Teacher or Teacher Librarian Revised 2010 Dear Supervising Teacher Librarian: Thank you for your willingness to have a student perform fieldwork
More informationTAXREP 01/16 (ICAEW REP 02/16)
TAXREP 01/16 (ICAEW REP 02/16) January 2016 ICAEW research survey: HMRC Customer Service Standards 2015 Results of the ICAEW 2015 research survey among ICAEW smaller agents about HMRC service standards.
More informationA COMPARATIVE STUDY OF WORKFORCE DIVERSITY IN SERVICE AND MANUFACTURING SECTORS IN INDIA
IMPACT: International Journal of Research in Business Management (IMPACT: IJRBM) ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2, Issue 3, Mar 2014, 1-8 Impact Journals A COMPARATIVE STUDY OF WORKFORCE DIVERSITY
More informationNORTHERN ILLINOIS UNIVERSITY. College: College of Business. Department: Inter-Departmental. Program: Master of Business Administration
NORTHERN ILLINOIS UNIVERSITY College: College of Business Department: Inter-Departmental Program: Master of Business Administration CIP Code: 52.0201 Northern Illinois University s M.B.A. program follows
More informationOrganizational Application Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness
Applied H.R.M. Research, 2003, Volume 8, Number 2, pages 63-72 Organizational Application Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness Sunil Ramlall, Ph.D. University
More informationWINNING THE TALENT WAR ON THE HOME FRONT A GUIDE TO RETAINING TALENT USING REWARDS AND RECOGNITION
EXECUTIVE SUMMARY WINNING THE TALENT WAR ON THE HOME FRONT A GUIDE TO RETAINING TALENT USING REWARDS AND RECOGNITION In his book, War Memoirs, former British Prime Minister Lloyd George opined, the home
More informationTHE BEHAVIORAL-BASED INTERVIEW
THE BEHAVIORAL-BASED INTERVIEW When interviewing candidates for a position at your facility, it is important to remember that it is important to ask questions beyond what can be found on a Curriculum Vitae.
More informationInterviewing Tips for Managers
One of the keys to successful recruitment and retention is the interviewing process. Developing a plan from initiating the search through to selection will enhance your chance for success. The purpose
More informationCHANGING HRM PRACTICES WITH SPECIAL REFERENCE TO RETENTION POLICIES AT TCS
CHANGING HRM PRACTICES WITH SPECIAL REFERENCE TO RETENTION POLICIES AT TCS Ms. Ruchita Petkar Asst. Professor ATSS CBSCA, Chinchwad, Pune Dr. Suhas Sahasrabudhe Principal CSIT, Shahu Nagar, Pune Abstract:
More informationSAMPLE INTERVIEW QUESTIONS
SAMPLE INTERVIEW QUESTIONS Interviews and interview styles vary greatly, so the best way to prepare is to practice answering a broad range of questions. For other great interview strategies, see our Successful
More informationThe Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook
Insightlink Communications 80 South Lake Ave. Suite 680 Pasadena, CA 91101 USA w w w.insightlink.com - Tel: 866.802.8095 - Email: info@insightlink.com This guide is designed as a workbook to enable HR
More informationTalent Management. Terry Meyer. November 2005 ALL RIGHTS RESERVED COPYRIGHT
Talent Management Terry Meyer November 2005 ALL RIGHTS RESERVED COPYRIGHT Disclaimer Publication or other use of this document by any unauthorised person is strictly prohibited. The views expressed in
More informationCHAPTER 1 INTRODUCTION. This chapter will focus on background of the study, briefly state the research problem,
CHAPTER 1 INTRODUCTION This chapter will focus on background of the study, briefly state the research problem, question and objective, and finally address the scope and organization of study. 1.1 Introduction
More informationPosition Title: Management Info Chief. Working Title: Technical Project Management Section Chief
Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission
More informationCALCULATIONS & STATISTICS
CALCULATIONS & STATISTICS CALCULATION OF SCORES Conversion of 1-5 scale to 0-100 scores When you look at your report, you will notice that the scores are reported on a 0-100 scale, even though respondents
More informationGuide to creating a great workplace. Creating a Positive Candidate & New- Hire Experience
01 Guide to creating a great workplace Creating a Positive Candidate & New- Hire Experience Introduction Creating a positive candidate and new-hire experience has become an essential part of attracting
More information2014 CFPB annual employee survey
2014 CFPB annual employee survey December 2014 Introduction Interpretation of results More than 83 percent of the CFPB employee population responded to the third annual employee survey conducted by the
More informationThree Levels of Process Improvement
Overview Three Levels of Process Improvement Bob Curtice Be careful, you might get what you wish for, or so the saying goes. The same applies to a business process improvement effort. Looked at simplistically,
More informationPatient Responsibility in Health Care: An AARP Bulletin Survey
Patient Responsibility in Health Care: An AARP Bulletin Survey May 2011 Patient Responsibility in Health Care: An AARP Bulletin Survey Data Collected by SSRS Report Prepared by Teresa A. Keenan, Ph.D.
More informationAnalysis of State of Vermont. Employee Engagement Survey Results 2013. January 2014
Analysis of State of Vermont Employee Engagement Survey Results 2013 January 2014 Prepared by: Douglas Pine, Ph.D. Vermont Department of Human Resources Table of Contents Introduction... 5 Methodology...
More informationCHAPTER 4 DATA ANALYSIS AND INTERPRETATION
47 CHAPTER 4 DATA ANALYSIS AND INTERPRETATION 4.1 INTRODUCTION The methodology described in the previous chapter provided the baseline for datagathering. In this chapter, the presentation of data is systematically
More informationThe Office of Public Services Reform The Drivers of Satisfaction with Public Services
The Office of Public Services Reform The Drivers of Satisfaction with Public Services Research Study Conducted for the Office of Public Services Reform April - May 2004 Contents Introduction 1 Executive
More information360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com
60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.
More informationThe Work Environment for Tenure-Track/Tenured Faculty at the University of Maryland. ADVANCE Research and Evaluation Report for CMNS
The Work Environment for Tenure-Track/Tenured Faculty at the University of Maryland ADVANCE Research and Evaluation Report for by KerryAnn O Meara, Associate Professor, Higher Education Co-PI for Research
More informationHigh-Impact Succession Management
High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for
More informationInterviewing Strategies & Tips. Career Center For Vocation & Development
Interviewing Strategies & Tips Career Center For Vocation & Development Before the Interview A job interview is an opportunity to showcase your strengths, experience, and interest in the position for which
More informationBarriers & Incentives to Obtaining a Bachelor of Science Degree in Nursing
Southern Adventist Univeristy KnowledgeExchange@Southern Graduate Research Projects Nursing 4-2011 Barriers & Incentives to Obtaining a Bachelor of Science Degree in Nursing Tiffany Boring Brianna Burnette
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are
More informationCITY OF DAYTON HUMAN RELATIONS COUNCIL AFFIRMATIVE ACTION ASSURANCE (AAA) FORM
CITY OF DAYTON HUMAN RELATIONS COUNCIL AFFIRMATIVE ACTION ASSURANCE (AAA) FORM The City of Dayton requires an Affirmative Action Assurance form approved by the Human Relations Council for all entities
More informationControl Environment Questionnaire
Control Environment Questionnaire Internal Control Questionnaire Question Yes No N/A Remarks INTEGRITY AND ETHICAL VALUES Management must convey the message that integrity and ethical values cannot be
More informationNUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational
More informationThe Use of Social Media by Electronics Design Engineers
The Use of Social Media by Electronics Design Engineers A Study by the University of Chichester and Napier Partnership Limited August 2009 ABSTRACT This joint project between Napier and the University
More information2016 Asset Management & Maintenance Priorities Survey
2016 Asset Management & Maintenance Priorities Survey An Original Study from 2016 Asset Management & Maintenance Priorities Survey Copyright 2016 Assetivity Pty Ltd. All Rights Reserved. Published by Assetivity
More information1. LEADERSHIP 90 INFORMATION & ANALYSIS STRATEGIC QUALITY PLANNING 4. HUMAN RESOURCE DEVELOPMENT & MANAGEMENT 150
MANAGEMENT EFFECTIVENESS If you are interested in achieving quality management, service excellence and customer satisfaction, this is the audit used by Ritz Carlton to earn the national quality award.
More informationPersonal Branding. Our survey reveals the performance drivers for Brand YOU. June 2012
Personal Branding Our survey reveals the performance drivers for Brand YOU. June 2012 Views of all management levels, professional and technical employees and team members. Methodology Branding can be
More informationPosition Classification Standard for Management and Program Clerical and Assistance Series, GS-0344
Position Classification Standard for Management and Program Clerical and Assistance Series, GS-0344 Table of Contents SERIES DEFINITION... 2 EXCLUSIONS... 2 OCCUPATIONAL INFORMATION... 3 TITLES... 6 EVALUATING
More informationSAMPLE INTERVIEW QUESTIONS
SAMPLE INTERVIEW QUESTIONS Before you start an interview, make sure you have a clear picture of the criteria and standards of performance that will make or break the job, and limit your questions to those
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationNMSU Administration and Finance 2014. 215 - Custodial Services/Solid Waste and Recycling
REPORT ID: 1514 Introduction & Survey Framework... 1 Organization Profile & Survey Administration... 2 Overall Score & Participation... 3 Construct Analysis... 4 Areas of Strength... 5 Areas of Concern...
More informationAssessing Employee Satisfaction at the Zimbabwe Open University
Assessing Employee Satisfaction at the Zimbabwe Open University Daniel Ndudzo Zimbabwe Open University, Harare, Zimbabwe ABSTRACT This study assesses employee satisfaction at the Zimbabwe Open University.
More informationSurvey Research. Classifying surveys on the basis of their scope and their focus gives four categories:
Survey Research Types of Surveys Surveys are classified according to their focus and scope (census and sample surveys) or according to the time frame for data collection (longitudinal and cross-sectional
More informationPerformance Management Handbook. City of American Canyon
Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core
More informationSUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL
SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment
More informationSalaries of HIM Professionals
Salaries of HIM Professionals DATA FOR DECISIONS: THE HIM WORKFORCE AND WORKPLACE Salaries of HIM Professionals This workforce research study is funded through AHIMA's Foundation of Research and Education
More informationIACBE Annual Report For Academic Year: 2012-2013
IACBE Annual Report For Academic Year: 2012-2013 Mission of the School of Business: Student Learning Information for Accounting (BBA) Program Intended Student Learning Outcomes for the Accounting Program
More informationTHE COMPENSATION FUNCTION UP CLOSE QUARTER 1, 2003; VOLUME 3 REVISED: QUARTER 2, 2007
THE COMPENSATION FUNCTION UP CLOSE QUARTER 1, 2003; VOLUME 3 REVISED: QUARTER 2, 2007 The compensation professional s role is one of the most diverse within an organization. It touches all employees; manages
More informationFourth Quarter 2014 Published by HRO Today Magazine in Cooperation with Yoh Recruitment Process Outsourcing
THE EMPLOYEE WELL BEING STUDY Fourth Quarter 2014 Published by HRO Today Magazine in Cooperation with Yoh Recruitment Process Outsourcing Background The Employee Well Being Study Beginning with the Third
More informationIT Recruiting Practices as Retention Predictors: Can Recruiters Make a Difference to Potential IT Employees?
Association for Information Systems AIS Electronic Library (AISeL) AMCIS 2004 Proceedings Americas Conference on Information Systems (AMCIS) 12-31-2004 : Can Recruiters Make a Difference to Potential IT
More informationEmployee Performance Review. Reference Guide
Employee Performance Review Reference Guide Oklahoma Baptist University Office of Human Resources March 2005 TABLE OF CONTENTS Why Review?... 1 The Ratings... 1 Managerial Elements... 1 Leadership...
More informationUNC Leadership Survey 2012: Women in Business
UNC Leadership Survey 2012: Women in Business Quantitative Report UNC Kenan-Flagler Business School Executive Development 2013 Table of Contents Introduction 3 How to Read This Report 4 Key Findings 5
More informationChapter 2. Sociological Investigation
Chapter 2 Sociological Investigation I. The Basics of Sociological Investigation. A. Sociological investigation begins with two key requirements: 1. Apply the sociological perspective. 2. Be curious and
More informationCloud Computing Survey Perception of the companies. DPDP - Macedonia
Cloud Computing Survey Perception of the companies DPDP - Macedonia Survey regarding the awareness of the companies in relation to Cloud computing in Macedonia Executive summary The survey was conducted
More informationEducation Module for Health Record Practice. Module 7 - Administration and Management of the Health Record Department
Education Module for Health Record Practice Module 7 - Administration and Management of the Health Record Department The health record officer must meet the leadership challenge in his/her quest to develop
More informationIdentifying and Developing Leaders in House: The LaGuardia Community College Leadership Development Program
1 Identifying and Developing Leaders in House: The LaGuardia Community College Leadership Development Program Raymond J. Carozza, Executive Director, Human Resources Nila Bhaumik, Professional Development
More informationStudent s Guide To Interviewing..
Student s Guide To Interviewing.. Provided by: Linda Thurman, Faculty Associate for The Office of Student Professional Development and Success, The W S Lee College of Engineering. lthurman@uncc.edu 704-687-4415
More information15 Most Typically Used Interview Questions and Answers
15 Most Typically Used Interview Questions and Answers According to the reports made in thousands of job interviews, done at ninety seven big companies in the United States, we selected the 15 most commonly
More informationHow To Write A Personal Essay
Leading a Guided Conversation A guided conversation provides a way to conduct an informal assessment of the ministry of the church. Though not as scientifically reliable as a thoroughly validated survey
More informationCONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE
CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE This book was developed by James H. Saylor Copyright 2006. All rights reserved. Printed in the United States of America. Except as
More informationGerman Language Teaching and Teacher Training at Colleges and Universities in the US
German Language Teaching and Teacher Training at Colleges and Universities in the US Summary of Results of Online Survey Conducted Between April 7-24, 2003 By Megan Brenn-White May 2003 The survey was
More informationSample NSAC Research Ethics Board Submission
Sample NSAC Research Ethics Board Submission The following is a sample REB submission and may be used to get a general idea of how an ethics submission should be written. Please note though that each ethics
More informationProblems arising from streaming mathematics students in Australian Christian secondary schools: To stream or not to stream?
Problems arising from streaming mathematics students in Australian Christian secondary schools: To stream or not to stream? TEACH R Peter Kilgour Executive Director, Seventh-day Adventist Schools (Greater
More informationORGANIZATIONAL BEHAVIOR
Overview ORGANIZATIONAL BEHAVIOR Lesson 2 In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have
More informationPotential Interview Questions
Potential Interview Questions Listed below are some questions commonly asked by employers during interviews along with some hints about how to best answer each question. Outline or write out your responses
More informationWhy Healthcare Leaders Need to Take a New Look at Diversity in Their Organizations
Why Healthcare Leaders Need to Take a New Look at Diversity in Their Organizations Division of Member Services, Research American College of Healthcare Executives CEO Circle White Paper Fall 2015 Introduction
More informationA Survey of Needs and Services for Postsecondary Nontraditional Students
A Survey of Needs and Services for Postsecondary Nontraditional Students Part I: A Survey of Postsecondary Nontraditional Students What is a nontraditional student? You have been asked to participate in
More informationChief Executive Officers in United States Hospitals: A Reexamination of Workforce Demographics and Educational Issues
Southern Illinois University Carbondale OpenSIUC Articles Health Care Management 2013 Chief Executive Officers in United States Hospitals: A Reexamination of Workforce Demographics and Educational Issues
More informationThe P s and Q s of Performance Reviews PARTICIPANT WORKBOOK
The P s and Q s of Performance Reviews PARTICIPANT WORKBOOK All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including
More informationWomen s Leadership Development Survey
Europe survey report Women s Leadership Development Survey Most employers in Europe lack a strategy for developing women leaders, Mercer survey shows Despite efforts among organisations in Europe to achieve
More information2015 Michigan Department of Health and Human Services Adult Medicaid Health Plan CAHPS Report
2015 State of Michigan Department of Health and Human Services 2015 Michigan Department of Health and Human Services Adult Medicaid Health Plan CAHPS Report September 2015 Draft Draft 3133 East Camelback
More informationSTUDENT SATISFACTION REPORT (STUDENT OPINION SURVEY) SPRING
STUDENT SATISFACTION REPORT (STUDENT OPINION SURVEY) SPRING 2008 LANE COLLEGE Prepared by: The Office of Institutional Research & Effectiveness October 28, 2008 Executive Summary Lane College 2008 Student
More informationHuman Resources Department
Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment
More informationCOMPETENCY ACC LEVEL PCC LEVEL MCC LEVEL 1. Ethics and Standards
ICF CORE COMPETENCIES RATING LEVELS Adapted from the Minimum Skills Requirements documents for each credential level (Includes will-not-receive-passing-score criteria- gray background) COMPETENCY ACC LEVEL
More informationKey skills for developing employability
Key skills for developing employability First published 2001 6.00 Qualifications and Curriculum Authority 2001 ISBN 1 85838 481 8 Reproduction, storage, adaption or translation, in any form or by any means,
More informationDepartment of Human Resource Management
Department of Human Resource Management I. Internal Scan Introduction The Department of Human Resource Management (DHRM) is the central human resource agency for the executive branch of Utah State government.
More informationPerformance Appraisal and it s Effectiveness in Modern Business Scenarios
Performance Appraisal and it s Effectiveness in Modern Business Scenarios Punam Singh* *Assistant Professor, Department of Social Work, Sardar Patel University, Vallabh Vidhyanagar, Anand, Gujarat, INDIA.
More informationCOM Job Search Manual Job Offers
JOB OFFERS ISSUES OF COMPENSATION AND NEGOTIATION The last work of your job search deals with determining your fair market value in your field and to your hiring organization. With this knowledge, you
More informationAre They the Same Thing? An ADP White Paper
Employee Satisfaction vs. Employee Engagement: Are They the Same Thing? An ADP White Paper Executive Summary There continues to be a lot of confusion in the HR industry around employee satisfaction and
More informationWhen you hear the word engagement, you
EXECUTIVE FORUM EMPLOYEE ENGAGEMENT: BEYOND THE FAD AND INTO THE EXECUTIVE SUITE Theresa M. Welbourne When you hear the word engagement, you might think of long-term commitment, marriage, diamonds, family,
More informationChange. Each of these themes will be discussed below. Employees
Becoming a Diverse Law Firm Why it is Important, and the Skills Necessary to be Effective in an Increasingly Diverse Environment By Dr. William Guillory The most compelling question about diversity a law
More informationMarketing Negotiated Benefits and Employment Attributes For Recruitment and Retention
Marketing Negotiated Benefits and Employment Attributes For Recruitment and Retention Memorandums of Understanding (MOU) provide employment terms and conditions for employee groups and are negotiated periodically.
More informationPrinciples of Adult Learning
Principles of Adult Learning Adapted from John Goodlad ADULTS PREFER LEARNING SITUATIONS WHICH: 1. ARE PRACTICAL AND PROBLEM-CENTERED, SO... Give overviews, summaries, examples, & use stories to link theory
More informationIRS Oversight Board 2014 Taxpayer Attitude Survey DECEMBER 2014
IRS Oversight Board 14 Taxpayer Attitude Survey DECEMBER 14 The Internal Revenue Service (IRS) Oversight Board was created by Congress under the IRS Restructuring and Reform Act of 1998. The Oversight
More informationThe Coaching Panel. A review of coaches and coaching in 2014
The Coaching Panel A review of coaches and coaching in 2014 1 Headlines Coaches and coaching The core of the coaching workforce comes from the 35-55 age group but it is kept alive by a steady stream of
More information