A general discussion of employee engagement, specifically the engagement of millennial employees, which then discusses four policy recommendations for increasing engagement and advocates for the policy most appropriate.
American authors William Strauss and Neil Howe are widely credited for coining the term ‘Millennials’ in their 1991 book Generations. The term, which describes the generation of Americans born roughly between 1980 and 2000, has since been popularised on a global scale. Within a year from now the Millennials will make up 50 percent of the UK’s workforce.
In terms of retention, it’s a worrying statistic when you consider that Millennials are the most likely of all generations to say they will leave their company in the next 12 months if and when the job market improves.
In order to increase retention among Millennials and make your workplace one which gets the best of your workforce, it’s worth considering the following tips:
Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders
Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda.
Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The Employee Experience Engagement & Culture from the Bottom-UpYouEarnedIt
Build an employee engagement program that drives results.
Fancy employee perks. Employee wellness programs. Rewards and recognition — you name it, there's no shortage of initiatives to improve the employee experience.
But many of these efforts are falling flat.
There has been a shift in employee engagement, and companies with an outdated Employee Experience are missing the mark.
It's time to look at engagement from the bottom-up and build a culture that drives results.
Watch this webinar to learn:
- The main issues companies have with engagement
- A roadmap for improving key parts of the employee experience
- Tips, tactics, and best practices for building a better company culture
- Specific advice for incorporating managers and millennials
To request a demo, visit www.youearnedit.com/demo
American authors William Strauss and Neil Howe are widely credited for coining the term ‘Millennials’ in their 1991 book Generations. The term, which describes the generation of Americans born roughly between 1980 and 2000, has since been popularised on a global scale. Within a year from now the Millennials will make up 50 percent of the UK’s workforce.
In terms of retention, it’s a worrying statistic when you consider that Millennials are the most likely of all generations to say they will leave their company in the next 12 months if and when the job market improves.
In order to increase retention among Millennials and make your workplace one which gets the best of your workforce, it’s worth considering the following tips:
Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders
Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda.
Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The Employee Experience Engagement & Culture from the Bottom-UpYouEarnedIt
Build an employee engagement program that drives results.
Fancy employee perks. Employee wellness programs. Rewards and recognition — you name it, there's no shortage of initiatives to improve the employee experience.
But many of these efforts are falling flat.
There has been a shift in employee engagement, and companies with an outdated Employee Experience are missing the mark.
It's time to look at engagement from the bottom-up and build a culture that drives results.
Watch this webinar to learn:
- The main issues companies have with engagement
- A roadmap for improving key parts of the employee experience
- Tips, tactics, and best practices for building a better company culture
- Specific advice for incorporating managers and millennials
To request a demo, visit www.youearnedit.com/demo
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
Why Millennials Are Important At WorkplaceNipun Gupta
This is basically a presentation which cover the importance of millennials at the organisation or company and also how the organisation achieve the goals with the millennials.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Age diverse work groups are more productive!Joe Slade
According to the Bureau of Labor Statistics (BLS), age-diverse teams demonstrate both deep business experience and a network of friends and colleagues built over 3-5 decades. They also found that workers over 55 are more loyal. In 2016, workers above the age of 55 had a median tenure of more than ten years with an employer vs. 2.8 years for Millennials. We’re not knocking Millennials, just making sure you are aware of why skill sets are not always the answer.
When recruited and managed purposefully, multi-generational work forces are more productive and have less turnover than those in companies without age diversity.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Description:
2016 Glassdoor Summit
Katie Burke, VP Culture & Experience at Hubspot – Culture as a Competitive Business Advantage
https://www.youtube.com/watch?v=kT0ytbOI2mc
Dispatches From The New Economy: The Five Faces Of The On-Demand EconomyIntuit Inc.
From people determined to be their own boss, to those embracing the flexibility to do something they love, to workers finding a replacement for a traditional job – people working in the on-demand economy are just about as diverse as the labor market itself. A new report from Intuit Inc. and Emergent Research shows that there are a broad range of motivations – and differing levels of satisfaction – among five distinct groups of on-demand workers:
The Business Builders – primarily driven by the desire to be their own boss. They represent 22 percent of on-demand workers.
The Career Freelancers – happily building a career through independent work. They represent 20 percent of on-demand workers.
The Side Giggers – looking to find financial stability by supplementing existing income. They represent 26 percent of on-demand workers.
The Passionistas – looking for the flexibility to do something they love. They represent 18 percent of on-demand workers.
The Substituters – replacing a traditional job that is no longer available. They represent 14 percent of on-demand workers.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
Originally presented during EducationConnect 2014 on 10/28/14 in NYC, Margaret Douglas, Managing Director, Digital Marketing, Kellogg School of Management, presents their latest branding initiative.
This webinar with renowned Wharton professor and author Peter Cappelli, is the first in the NERETA series "National Jobs Crisis Brainstorming sessions." This webinar was hosted by NERETA in December, 21013. This webinar unravels the mysterious "skills gap" (does one really exist?)
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
This presentation introduces the concept of entrepreneurship as a solution to ending poverty as well as the Bootstrap Bootcamp Entrepreneurship Training Program.
Social networking has been part of the recruiting landscape for some time, but as prospective hires become employees, companies are using social tools to streamline work processes associated with onboarding new hires.
Companies are finding that by leveraging social technologies they can create communities for new employees that provide opportunities for learning, mentorship and peer identification quickly reducing training time and strengthening company culture at the same time.
During this session you’ll hear how companies are delivering gold-medal onboarding by:
Pre-distributing benefits and learning materials
Facilitating employee introductions and collaboration prior to new hire orientation
Pinpointing mentors and birds of a feather
Using 360º performance reviews and transparency of actions to provide true measure of employee success.
Talent attraction occurs when potential employees believe that your organization can provide them what they need to be happy.
Talent acquisition occurs when you prove those people that you can provide them with what they are looking for to be happy.
The question is, what makes professionals happy around the world?
10 Lessons for Building an Entrepreneurial Ecosystem in Your CommunitySean Griffin
I have spent the last 8 years living in Tulsa, Oklahoma after moving from my hometown of San Jose, California. Following a Mayoral appointment to Chair of Entrepreneurial Initiatives at the City of Tulsa in 2006, a small team of us began the process of actively building an entrepreneurial ecosystem. This Slidedeck shares some of the lessons I have learned from the process. Please feel free to contact me to learn more.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Do you know what benefit Millennial employees want 3 TIMES MORE than cash bonuses?
Millennials, or the Gen Y workforce born between 1982 and 2002, are success-oriented but can be very high maintenance. They don’t adapt to corporate cultures. Your company must be “Millennial-friendly” or risk a high turnover rate with this not-so-tolerant generation.
With mass Boomer retirement starting, and the smaller number of Gen X workers replacing them, smart employers are currently scrambling to determine not only how to recruit their next generation of young employees, but how to retain the Millennials they have now.
Join us as Lisa Orrell, author of 2 best-selling books, Millennials Incorporated and Millennials into Leadership, explains the eight critical retention requirements Millennials seek from an employer. Lisa’s insight is backed by recent research into the Millennial generation and her years of experience working with multi-generations in organizations large and small.
In this presentation you will learn:
What makes the Millennial worker tick?
Where do you find and recruit this next generation worker?
How can you motivate, inspire and retain your Millennial workers?
Learn how your company can keep its best & brightest future leaders.
For more on recruiting and retaining Gen Y workers, visit
http://www.monsterthinking.com
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
Why Millennials Are Important At WorkplaceNipun Gupta
This is basically a presentation which cover the importance of millennials at the organisation or company and also how the organisation achieve the goals with the millennials.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Age diverse work groups are more productive!Joe Slade
According to the Bureau of Labor Statistics (BLS), age-diverse teams demonstrate both deep business experience and a network of friends and colleagues built over 3-5 decades. They also found that workers over 55 are more loyal. In 2016, workers above the age of 55 had a median tenure of more than ten years with an employer vs. 2.8 years for Millennials. We’re not knocking Millennials, just making sure you are aware of why skill sets are not always the answer.
When recruited and managed purposefully, multi-generational work forces are more productive and have less turnover than those in companies without age diversity.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Description:
2016 Glassdoor Summit
Katie Burke, VP Culture & Experience at Hubspot – Culture as a Competitive Business Advantage
https://www.youtube.com/watch?v=kT0ytbOI2mc
Dispatches From The New Economy: The Five Faces Of The On-Demand EconomyIntuit Inc.
From people determined to be their own boss, to those embracing the flexibility to do something they love, to workers finding a replacement for a traditional job – people working in the on-demand economy are just about as diverse as the labor market itself. A new report from Intuit Inc. and Emergent Research shows that there are a broad range of motivations – and differing levels of satisfaction – among five distinct groups of on-demand workers:
The Business Builders – primarily driven by the desire to be their own boss. They represent 22 percent of on-demand workers.
The Career Freelancers – happily building a career through independent work. They represent 20 percent of on-demand workers.
The Side Giggers – looking to find financial stability by supplementing existing income. They represent 26 percent of on-demand workers.
The Passionistas – looking for the flexibility to do something they love. They represent 18 percent of on-demand workers.
The Substituters – replacing a traditional job that is no longer available. They represent 14 percent of on-demand workers.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
Originally presented during EducationConnect 2014 on 10/28/14 in NYC, Margaret Douglas, Managing Director, Digital Marketing, Kellogg School of Management, presents their latest branding initiative.
This webinar with renowned Wharton professor and author Peter Cappelli, is the first in the NERETA series "National Jobs Crisis Brainstorming sessions." This webinar was hosted by NERETA in December, 21013. This webinar unravels the mysterious "skills gap" (does one really exist?)
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
This presentation introduces the concept of entrepreneurship as a solution to ending poverty as well as the Bootstrap Bootcamp Entrepreneurship Training Program.
Social networking has been part of the recruiting landscape for some time, but as prospective hires become employees, companies are using social tools to streamline work processes associated with onboarding new hires.
Companies are finding that by leveraging social technologies they can create communities for new employees that provide opportunities for learning, mentorship and peer identification quickly reducing training time and strengthening company culture at the same time.
During this session you’ll hear how companies are delivering gold-medal onboarding by:
Pre-distributing benefits and learning materials
Facilitating employee introductions and collaboration prior to new hire orientation
Pinpointing mentors and birds of a feather
Using 360º performance reviews and transparency of actions to provide true measure of employee success.
Talent attraction occurs when potential employees believe that your organization can provide them what they need to be happy.
Talent acquisition occurs when you prove those people that you can provide them with what they are looking for to be happy.
The question is, what makes professionals happy around the world?
10 Lessons for Building an Entrepreneurial Ecosystem in Your CommunitySean Griffin
I have spent the last 8 years living in Tulsa, Oklahoma after moving from my hometown of San Jose, California. Following a Mayoral appointment to Chair of Entrepreneurial Initiatives at the City of Tulsa in 2006, a small team of us began the process of actively building an entrepreneurial ecosystem. This Slidedeck shares some of the lessons I have learned from the process. Please feel free to contact me to learn more.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Do you know what benefit Millennial employees want 3 TIMES MORE than cash bonuses?
Millennials, or the Gen Y workforce born between 1982 and 2002, are success-oriented but can be very high maintenance. They don’t adapt to corporate cultures. Your company must be “Millennial-friendly” or risk a high turnover rate with this not-so-tolerant generation.
With mass Boomer retirement starting, and the smaller number of Gen X workers replacing them, smart employers are currently scrambling to determine not only how to recruit their next generation of young employees, but how to retain the Millennials they have now.
Join us as Lisa Orrell, author of 2 best-selling books, Millennials Incorporated and Millennials into Leadership, explains the eight critical retention requirements Millennials seek from an employer. Lisa’s insight is backed by recent research into the Millennial generation and her years of experience working with multi-generations in organizations large and small.
In this presentation you will learn:
What makes the Millennial worker tick?
Where do you find and recruit this next generation worker?
How can you motivate, inspire and retain your Millennial workers?
Learn how your company can keep its best & brightest future leaders.
For more on recruiting and retaining Gen Y workers, visit
http://www.monsterthinking.com
Are you a millennial? Think you are different and you shouldn't work for every company? you gotta read this. iroopon's presentation on millennial at workplace.
In this presentation, we will share:
-statistics regarding the Millennial generation and their place in the global workforce
-the best mentoring models to offer Millennials
-strategies for effectively communicating with Millennials
-why embracing the Millennial generation is essential, that is if your organization wants to be successful
This eBook will cover common characteristics associated with millennials, how they react to the evolution of technology and interact with the world around them, the ways businesses need to adjust, and what this means for the future of work.
It is estimated that by the year 2014, 36% of the workforce will be composed of Millennials, rising to nearly 50% in 2020. Born between 1981 and 2000, Millennials are a generation of individuals raised with technology and motivated by progress. Unlike previous generations, these individuals are disrupting traditional business models and demanding products that connect them with the world. Speed, innovation and collaboration are the key tools needed by organizations in order to keep this generation engaged. This presentation will examine the factors that differentiate Millennials from other individuals, offer insight into the unprecedented impact this generation is having on the enterprise, and detail strategies that companies may employ to transform Millennials’ unique abilities into a competitive advantage in today’s workplace.
CEB presentation for Aug 25 Millennial Hiring and Management event.
The millennial generation makes up 35% of the workforce globally. By 2020, they will be 46% of the world's working population - 60% of them will be in Asia. It's more important than ever to understand millennials and develop a strategy to engage them, but how? How do companies make themselves appealing to this game-changing generation?
To find out, we are honored to invite experienced HR industry experts and millennials themselves to an interactive session, which will cover:
Millennials - who they really are
Why are millennials important to your company
What entices millennials to join a company
How to use social and digital channels to attract millennial talent
What’s the secret sauce of high retention rate among millennial employees
You will have a chance to listen to the following experts share their knowledge and experience, and interact with them and the millennials during the fireside chat and Q&A session.
Mandy Wong, Talent Brand Consultant, LinkedIn Talent Solutions
Kelvin Chua, Senior Executive Advisor, CEB
Bocco Chen, Senior Human Resources Manager, The Hong Kong Jockey Club
Delton Li, Head of Talent Acquisition - Personal Banking, Bank of China
(Hong Kong)
Angie Sung, Regional Talent Development Manager, Hilti Asia
Joyce Lai, Associate Consultant, Stanton Chase International
Identifying Millennials’ Attitudes and BehaviorsGen Re
Millennials are all around you, and they’re important to your business. However, it’s clear that this group - which numbers 2.5 billion globally - possesses specific attitudes and behaviors that call for a fresh approach to marketing financial services, especially when it comes to insurance products.
Read more from our series "Millennials in Insurance" at: www.genre.com/millennials
We Are Social's comprehensive new report covers internet, social media and mobile usage statistics from all over the world. It contains more than 350 infographics, including global snapshots, regional overviews, and in-depth profiles of 30 of the world's largest economies. For a more insightful analysis of these numbers, please visit http://bit.ly/SDMW2015
Selecting Candidates for Engagement and RetentionMonster
This PowerPoint deck will examine real ways to measure quality of hire and impact the value of talent on an organization.
Learn how to:
* Dispel myths on subjective recruitment measures
* Assess candidates for traits and competencies that are true identifiers of engaged employees within your organization
* Identify candidate’s fit within the organizational culture
* Provide best practices and low-cost tips to engage early and often.
* Discuss the generational differences in workplace concerns and about national trends in employee engagement.
A Study on Incentives, Rewards and Benefits in an OrganizationMasum Hussain
Workforce today is more articulate about their needs. Employees desire the best of everything – competitive salaries, comfortable & inspirational lifestyles, job security, career enhancement options, work-life balance, and so on. Competition for talent is ever increasing and organizations need to have well-defined philosophies and strategies to help them develop innovative ways of tapping intrinsic motivation of employees by engaging their hearts and minds. While many organisations are struggling to make sufficient progress in this direction, there are organizations that have institutionalized robust practices and effective processes in different people practice areas that go a long way in positively impacting employee perception. In this regard, two types of reward are identified, and they are intrinsic reward and extrinsic reward. Extant research showed that reward can affect job satisfaction and thereby employee performance, so this study proposes a new framework based on mediating role of job satisfaction. India’s Best Companies for Rewards and Recognition was conceptualized to recognize companies who are leading the way in the area of Rewards and Recognition for us learns from. Human resources are the most important among all the resources an organization owns. To retain efficient and experienced workforce in an organization is very crucial in overall performance of an organization. Motivated employees can help make an organization competitively more value added and profitable. The present study is an attempt to find out the major factors that motivate employees and it tells what is the relationship among reward, recognition and motivation while working within an organization. The data were collected from employees of diverse type of organizations to gain wide representation of sectoral composition. The participation in survey was voluntary and confidentiality of responses was ensured. The statistical analysis showed that different dimensions of work motivation and satisfaction are significantly correlated and reward and recognition have great impact on motivation of the employees. Implications of the study for managers and policy makers in the context of human resource practices have been discussed. Limitations and guidelines for future research are also provided.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Library and Information Centers Professionals Engagement: An Antecedent of Jo...RHIMRJ Journal
Library and Information Centers are increasingly recognizing the value of employee engagement – encompassing
volunteerism and employee giving – in bringing benefits to society and meeting the objectives of the organizations. Libraries
put more emphasis on the employee engagement aspect of community involvement; they can realize even stronger results. A
successful employee engagement strategy helps create a community at the workplace and not just a workforce. When
employees are effectively and positively engaged with their organization, they form an emotional connection with the company.
This affects their attitude towards their colleagues and the company‘s clients and improves customer satisfaction and
organizational welfare. The paper focuses on how LIS employee engagement is an antecedent of job involvement and what
should a company do to make the employees engaged. This paper also highlights on the various methods that can be practiced
in organizations for engaging the employees in productive work and creating an atmosphere of cooperation and trust between
them. The paper attempts to do an analysis of employee engagement strategies adopted by the organization on the basis of the
widely accepted Ten Cs Model of Employee Engagement.
International Journal of Human Resource Studies ISSN 2162-.docxmariuse18nolet
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 50
Determinants of Employee Motivation and its impact
on Knowledge Transfer and Job Satisfaction
Nida Zafar
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: [email protected]
Sana Ishaq
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: [email protected]
Shaista Shoukat
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: [email protected]
Muhammad Rizwan
Lecturer, Department of Management Sciences
The Islamia University of Bahawalpur, Pakistan
E-mail: [email protected]
Doi:10.5296/ ijhrs.v4i3.5874 URL: http://dx.doi.org/10.5296/ ijhrs.v4i3.5874
Abstract
This study specifically examines the impact of different variables like extrinsic reward (Pay),
intrinsic reward (Appreciation), training and expectancy on employee motivation and impact
of employee motivation on job satisfaction and knowledge transfer. The general purpose of
this study is to motivate employees. If employees are motivated, they will be satisfied by
their jobs and if they are satisfied by their job then they will work hard to attain
organizational goals and if goals are achieved then organization will get profit. The current
research is descriptive in its nature. We select the sample from different sectors in Pakistan.
We select the sample of 200 respondents from population for the collection of data and to
check the response of different employees. For this purpose, we structured a self-
administrated questionnaire and filled it from the right respondent for true results. We use
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 51
Regression analysis in this study. This analysis is very important to check the confidence of
the study from different respondents. Due to this analysis, we found that Pay and
Appreciation are not directly effecting the employee motivation. Job satisfaction also has no
direct link with employee motivation but training of employee, expectancy and knowledge
transfer have direct relationship with employee motivation. These three variables help a lot to
motivate an employee.
Keywords: Pay, Appreciation, Expectancy, Training, Job Satisfaction and Knowledge
Transfer.
1. Introduction
Now a day, because of competition in businesses, organizations are facing many challenges.
From these challenges, keeping their human resource is of most importance. Today, humans
are considered to be the most important resources of an organization. Employee motivation is
compulsory for getting efficiency. Motivation is a group of different items which effects
employee‟s behavior for getting required goal. Motivation is important to boost up employees
to perform well in long run and helps an organ.
Engagement & Retention of Millennial Employees - A Policy Advocacy Memo
1. ENGAGEMENT &
RETENTION OF MILLENNIAL
EMPLOYEES
April 7, 2014 Kayla Cruz- Florida International University
Policy Advocacy Memo
2. Problem Statement
Recent survey results indicate that employee
disengagement has a negative impact on both
employers and employees
For this reason, the development of effective HR
strategies will prove to be crucial, as the success of
organizations is highly dependent on their ability to
attract, engage, and retain top talent
The ability to effectively hire, retain, and engage talent
is the true competitive advantage of an organization
4. Employee Engagement Findings
Only one out of every five workers today is giving full
discretionary effort on the job
Put another way, almost four out of five workers are not
living up to their full potential or doing what it takes to
help their organizations succeed
This “engagement gap” poses serious risks for employers
because of the strong connection between employee
engagement and company financial performance
Source: Towers Perrin Global Workforce Study 2007-2008
5. Financial Impact of Engagement
The Towers Perrin
Global Workforce Study
cites a recent study in
which 50 global
companies were
reviewed over one year
to assess the financial
impact of employee
engagement
Source: Towers Perrin Global Workforce Study 2007-2008
6. Engagement & Retention
The Towers Perrin Global
Workforce Study reports
the following:
• 51% of engaged
employees have no
plans to leave their
employer
• 78% of disengaged
employees would
consider another offer,
are actively looking for
other jobs, or have
already made plans to
leave
Source: Towers Perrin Global Workforce Study 2007-2008
How Engagement Affects Retention
Engaged Disengaged
No Plans to Leave
Not Looking, But Would Consider Another Offer
Actively Looking For Another Job
Made Plans to Leave Current Job
Plan to Retire in the Next Few Years
39%
4%
2%
51%
15%
35%
28%
15%
7%5%
7. Employees Want to be Engaged
“…our respondents care deeply about the
world around them and generally feel positive
about their work, their jobs and their lives.
Most are looking to join and stay with a secure
organization that allows them to grow and
develop a career. And they’re willing to invest
more of themselves to help their company
succeed.”
Source: Towers Perrin Global Workforce Study 2007-2008
8. Engagement & Diversity
Source: Towers Perrin Global Workforce Study 2007-2008
Different employee groups = varying interests and
perceptions at differing points in their careers
Today’s organizations are conducting extensive research
on workforce views, needs, and perceptions to better
understand their employees
“This leads to a competitive edge in attracting, retaining
and engaging employees, as well as in channeling
employees’ energy and brain power most effectively”
10. Millennials Defined
“The American teens and twenty-somethings who
are making the passage into adulthood at the
start of a new millennium”
Roughly between the ages of 18-29
Born between early 1980s – early 2000s
Recent college graduates
Young professionals
Source: Pew Research Center, 2010
11. Millennial Workplace Values
1/2 of Millennials would rather have no job
than a job they hate
3/5 of Millennials feel that they will switch jobs
in less than 5 years
1/4 of Millennials say that they are completely
satisfied with their current job
Source: Red Tree Leadership & Development, 2012
13. Cost of Millennial Turnover
Survey of HR Professionals in various industries reported the
following:
87% of companies reported that it costs between $15,000 to
$25,000 to replace each millennial employee
30% of companies lost 15% or more of their millennial
employees in the past year
71% of companies reported that losing millennial employees
increases the workload and stress of current employees
56% of employers revealed that it takes between 3 and 7 weeks
to hire a fully productive millennial in a new role
Source: Millennial Branding & Beyond.com Cost of Millennial Retention Survey
14. Suggested Policy Alternatives
1
• Increased Salaries/Compensation
2
• Flexible Work Arrangements
3
• On-Boarding/Employee Development Initiatives
4
• Development of Employee Skills & Interest Databases
17. Alternative #1:
Increased Salaries/Compensation
Organizations can increase salaries/compensation
At time of initial base salary negotiation
At time of annual performance review
Focus on “Total Rewards” aka “Pay and Perks”
Compensation
Benefits
Paid Time Off
Retirement Plans
18. Increased Pay Attracts Employees…
Source: Towers Perrin Global Workforce Study 2007-2008
19. But it Doesn’t Retain Employees
Source: Towers Perrin Global Workforce Study 2007-2008
20. • Would involve a significant increase in the cost of
labor (Rating = 1)Cost
• May not prove to be effective as Millennials do not
rank competitive pay as the primary motivator for
increased engagement (Rating = 1)
Effectiveness
• Would not likely appeal to organizations as they
attempt to cut back on costs (Rating = 1)
Political
Feasibility
Evaluation of Alternative #1:
Increased Salaries/Compensation
21. New strategies regarding when, where, and how
work gets done:
Working from home
4-day work week
Limitless vacation time
Varied start & end times
Seek to meet the work/life balance that
employees desire
Alternative #2:
Flexible Work Arrangements
Source: HUMAN CAPITAL TRENDS SURVEY, 2014
23. • Not as costly as other alternatives
• May be costly in terms of wasted compensation if
employees are not truly working (Rating = 3)
Cost
• Would allow employees the work/life balance they
seek leading to higher engagement and longer
tenure with organizations (Rating = 2)
Effectiveness
• Some employers may not trust that work will be
completed at home
• Flexible work arrangements may not be feasible for
all job functions (Rating = 2)
Political
Feasibility
Evaluation of Alternative #2:
Flexible Work Arrangements
24. On-boarding initiatives strive to prepare
employees to succeed in their work environment
Employee orientation
Discussion of employer/employee expectations
Programs that discuss & promote workplace culture
Employee development
Focus on career growth and expansion of employee
skill sets
Alternative #3:
On-Boarding/Employee Development Initiatives
25. Problems With Traditional EDPs
• Tend to focus primarily on topics such as
resume building, networking, interview process,
etc. as opposed to specific technical skills1
• Don’t always provide opportunities to actually
implement the skills developed2
• Some organizations are making employee
development mandatory, which puts additional
stress on employees who may not be interested3
26. • Can be very costly
• Traditional employee training represents a $130 billion
global market (Rating = 2)
Cost
• Allows employees to learn and develop new skills, but
often fails to provide avenues for employees to put
new skills into practice (Rating = 3)
Effectiveness
• Initially may be politically feasible, but as time
passes, senior executives may become concerned with
effectiveness of programs due to high cost
(Rating = 3)
Political
Feasibility
Evaluation of Alternative #3:
On-Boarding/Employee Development Initiatives
27. Matching employee skills & interests with employer needs
What are employees good at?
What are employees interested in?
How can we use those skills & interests to benefit the
organization?
Employers can and should leverage Millennials’ inexperience &
desire to learn
Allowing them opportunities to develop various skills of interest
Encouraging stretch assignments (projects outside of their normal
job functions)
Providing opportunities to connect with professionals from various
fields
Alternative #4:
Development of Employee Skills & Interest Databases
28. Moving Away from Traditional EDPs
Source: PWC, Millennials at Work Survey, 2011
Creation of Skills
& Interest
Database would
allow for these
opportunities…
…and move away
from these
traditional
learning practices
Which of the following training/development opportunities would
you most value from an employer?
29. Millennials Want to Learn…
Source: Johnson Control’s Generation Y in the Workforce Report, 2010
Today’s employees value meaningful work and
learning opportunities
31. … And It’s In The Best Interest of Organizations
to Provide These Opportunities
People value workplaces that contribute to their personal
development as professionals
Millennial employees prefer working for companies that invest in
developing their capabilities and keeping their skill sets relevant
through constant learning and development opportunities
Talented people seek out opportunities to grow, and they will flock
to organizations that provide ample opportunities to do so
Severe impact on retention…
If people are developing more rapidly than they could anywhere
else, why would they leave?
32. • Not costly long-term
• Cost associated with initial set-up (Rating = 4)Cost
• Would allow employees to learn new skills, apply skills
already developed, and engage in meaningful work that
they enjoy (Rating = 4)
Effectiveness
• Likely to be embraced by administrators as it provides
value to the organization
• Efficient use of human capital resources
• Allows for additional completion of work (Rating = 4)
Political
Feasibility
Evaluation of Alternative #4:
Development of Employee Skills & Interest Database
33. Policy Analysis Matrix
Alternative 1
INCREASED
COMPENSATION
Alternative 2
FLEXIBLE WORK
ARRANGEMENTS
Alternative 3
EMPLOYEE
DEVELOPMENT
Alternative 4
SKILLS & INTEREST
DATABASE
COST 1 3 2 4
POLITICAL
FEASIBILITY 1
2 3 4
EFFECTIVENESS 1 2 3 4
TOTAL SCORE 3 7 8 12
Recommendation: Development of Employee Skills & Interest Database
Editor's Notes
https://www.youtube.com/watch?v=dSfDROxCuxI
One out of every five employees, for example, now cares for an elderly parent.Women, who tend to report a preference for more free time over more money, now make up nearly 60 percent of the US workforce. Men’s attitudes about long hours seem to have changed as well: 80 percent say they would like to work fewer hours
While most orga-nizations spend millions of dollars on training today, most are not sure exactly where this massive investment is spent or what results, if any, it delivers