Name:
Gita Safitri Ayuningtyas
Class:
1EA23
Employee
Engagement and
Its
Relationship to Talent Management
Effective talent
management policies and practices that demonstrate commitment to
human capital
result
in more engaged employees and lower turnover. Consequently, employee
engagement has a substantial impacton employee productivity and
talent retention. Employee engagement, in fact, can make or break the
bottom line. Employees
who
are most committed perform 20% better and are 87% less likely to
resign. In addition, the foundation for an engaged workforce is
established by the quality, depth and authenticity of communication
by HR and senior management to employees, as well as the quality of
supervision. The role of the manager as the most important enabler of
employee commitment to the job, organization andteams cannot be
overemphasized. Furthermore, when done well, practices that support
talent management also support employee engagement (e.g., work-life
balance programs—flex time, telecommuting, compressed workweeks,
reward programs, performance management systems).
Rewards and
recognition also help both to retain
talent
and to improve performance. A Carlson/ Gallup study on employee
engagement and business success showed that employees who were
extremely satisfied at work were four times more likely than
dissatisfied employees to have a formal measurement process in place
as well as receive regular recognition. Increasingly, organizations
are putting formal and informal reward programs in place. For
example, according to SHRM’s 2005 Reward Programs and Incentive
Compensation Survey Report, 84% of companies offer some form of
monetary and/or nonmonetary reward programs to employees. To be most
effective, however, organizations must regularly communicate to
employees about reward programs. Discussing reward programs as early
as during the interview process demonstrates that the organization
values its employees.
The process of
building employee engagement is ongoing. Beyond compensation and
benefits, employee engagement is best fostered through a meaningful
and emotionally enriching work experience. Effective employee
engagement—a mixture of tangible and intangible factors—fosters
an environment of stimulation, development, learning, support,
contribution and recognition. However, a recent study found that less
than one-fifth of employees were highly engaged, one-fifth of the
workforce was disengaged and about two-thirds were moderately
engaged. The impact of employee
dissatisfaction
varies, depending on work experience (e.g., overwhelming workloads,
distant and noncommunicative senior leadership, few developmental
opportunities). The risk is that moderately engaged employees may
move toward being disengaged. The opportunity and challenge for HR,
working with senior management, is to increase the strength of
employee engagement. Focus on engagement demands strong leadership, a
sense of shared destiny, autonomy, accountability and opportunities
for development and advancement. To better engage workers, companies
must work harder to inspire people and provide a sense of passion,
pride and mission. Ultimately, it is organizational culture that
determines employee engagement and retention of talent.
Aktive
to Passive :
- management policies and practices that demonstrate commitment to human capital
- Commitment is demonstrated by management policies and practices to human capital
- employee engagement has a substantial impacton employee productivity
- A substantial impacton employee productivity had by employee engagement
- The role of the manager as the most important enabler of employee commitment to the job
- The most important enabler of employee is commitmented by the role of the manager to the job
- practices that support talent management
- Talent management is supported by practices
- Rewards and recognition also help both to retain talent and to improve performance.
- Talent and to improve perfomence are to retained rewards and recognition also help both
- organization values its employees
- Employees are organizationed values
- intangible factors—fosters an environment of stimulation
- An environment of stimulation is intangible factors
- Focus on engagement demands strong leadership
- Strong leadership is demanded focus on engagement
- companies must work harder to inspire
- To Inspire had worked harder to companies
- organizational culture that determines employee engagement and retention of talent.
- Employee engagement and retention are determined by organizational culture of talent
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