Every employee loves incentives and rewards and they can be part of the tools that help keep engagement with your company. They can come in the form of cash bonuses, salary increases (and/or promotions) or prizes (tangible gifts). Generally, incentives are considered more like the carrot on the stick – achieve management’s stated goals and you receive the gift. Rewards on the other hand may be given ad hoc after an employee performs well above expectations, without any awareness of a potential recognition.
So which method can potentially help management achieve peak performance from their employees? In this blog we will only consider positive awards. Negative incentives (threats of termination or demotion, for example) will be saved for a future blog. And we aren’t talking about traditional holiday bonuses.
Let’s take a look at some of the various incentive options that could trigger an award, and the recommended award types:
Meet stated goals
Not recommended unless the team as a whole is well below plan/quota
Exceed stated goals
Yes – can be ongoing
Raise or bonus
One-off performance contest
Yes – occasional
Bonus or prize
Top producer for a period
Yes – ongoing
Special activity – e.g., best new idea, charity work, etc.
Yes – occasional
Recommends a new hire candidate
Yes – when candidate is hired
Unexpected performance above & beyond
Yes – as one achieves this designation
Bonus or prize
Random lottery game
Yes – occasional
Bonus or prize
How did I select specific award types depending on the activity?:
Permanent, used for rewarding ongoing or longer-term success.
Cash is king. When the achievement is one-time and high-value to the company. Everyone likes cash.
Fun, different, unexpected — when the employee’s special performance doesn’t necessarily impact company performance, and the award impacts general morale.
Many companies have a policy of posting available positions internally prior to seeking candidates in the open market. There are many advantages to this policy for both the organization and current employees. For employers, hiring from within can save time and money (i.e., recruiting fees). Additionally, the company already knows the potential internal candidate, lowering the risks of hiring a seemingly qualified candidate that was better at interviewing than actually performing the job at hand.
Recruiting from within the organization also shows employees that they have opportunities for growth within the company, helping to minimize the loss of quality workers that may feel unimportant or otherwise stagnant in their current role. Employees that are bored or generally not satisfied in their position are a clear flight risk.
It is common knowledge that training new hires is far more expensive and time consuming than training current employees.
So why not hire/promote from within? For one thing, it generally leaves a resource gap in the employee’s previous position. Stealing from Peter to feed Paul, as they say. For another, it can create animosity with the worker’s current co-workers, who may feel overlooked or forced to take on their colleague’s former responsibilities.
It is common knowledge that college educated persons are more likely to earn greater incomes during their careers than those without a degree. And there are certainly many lucrative careers that don’t require higher education. Plumbers, electricians, construction workers, and similar often don’t attend college, but rather have degrees or certifications from specialized vocational schools. For these workers, they have achieved the necessary higher level of education beyond high school to meet their career aspirations.
But what about high school graduates that, for various reasons, do not pursue college or other advanced education? The reasons for not continuing education are many:
- Financial constraints – though there are many low and no cost options, including community college and public universities, low interest loans, scholarships and grants, military service, work-study programs, etc.
- Family constraints – such as the burden of caring for small children, aged or sick parents, or other issues that bind the potential student to home – and night school may not be feasible.
- Poor or underperforming students – for instance scholastic underachievers who may require additional tutoring or other private services in order to qualify for minimum college acceptance standards.
- Language issues – foreign language speaking students lacking proper English Language Arts skills.
- Opportunities that don’t require college – such as entering into a family business.
- Lack of motivation or belief that one is not “college material”.
The last bullet is key to potential employers. When presented with a potential hire that appears to have the necessary skills, but lacks a college degree, employers are likely to dig into the candidates reasons for not pursuing (or not finishing) a degree program. Likely it will be some combination of the above reasons. The problem for the candidate is to not make excuses, but rather prepare reasonable and legitimate explanations, while firmly demonstrating the equivalency of their “life experiences”.
Most businesses grossly underestimate the true cost of turnover, and they pay the price when they allow strategic engagement and retention planning to fall by the wayside. Such initiatives are more than just good public relations. They create a culture in which employees stay with the company longer, are more productive at work and provide the priceless word-of-mouth and social media advertising that creates a high-quality employer brand.
Who Are Today’s Job Seekers and Why Are They Jumping Ship?
In a survey of more than 5,000 job seekers and 2,000 hiring managers, CareerBuilder’s 2015 Candidate Behavior Study made a startling discovery. Three out of four employees are open to or actively seeking a new position. While not all are sending out resumes during their time away from work, this figure represents the full extent of the population in danger of being wooed away by friendly recruiters looking for top talent through social media.
The study explored the impetus behind employees’ increasing willingness to take new positions. While the reasons vary from frustration with limited development opportunities to dissatisfaction with compensation and benefits, the underlying theme is low engagement. Employers are simply not offering the type of work environment and company culture that inspires staff members to stay.
Many corporate HR departments are enjoying the benefits of a robust HR Help Desk. Critical to HR is the ability to track every employee request or issue, while maintaining a comprehensive permanent record of each and every case. Equally critical is the means to provide consistent and accurate responses, and compliance with company SLA terms. HR Help Desk systems are designed specifically to provide those services and more.
Other systems, such as Talent Management applications, provide tools to ensure the smoothest recruiting, onboarding, training and development possible, as well as managing the full lifecycle of the employee’s tenure with the organization.
So what happens when the unthinkable occurs and an employee decides to leave? Especially a valued employee. While the wheels are already turning rapidly for the employees planned exit, unfortunately “rolling stones gather no moss”, as they say.
Encouraging employees to continue their education can increase your company’s profits, improve productivity and create more committed employees. Spending around $680 on education and training per employee returns an annual investment of around 6 percent, according to a study from the Association for Talent Development. Give your employees the tools they need to succeed by helping them choose the best options for their education. Here’s how to get started.
Create an employee action plan
Before talking with employees about their education goals, determine what type of support the company will offer. Consider implementing a tuition reimbursement program, paying for books or supporting specific degrees or areas of interest. Businesses that can’t afford a tuition reimbursement program but still want to support their employees’ education can offer a flexible schedule for classes and study time.
Next, sit down with your employees individually and figure out an education action plan that benefits both the company and them. Ask your employee to draft up a proposal of what type of courses or degrees would benefit their career and how they expect it to fold into their day-to-day responsibilities while helping them grow professionally. Create guidelines for how time away from work will be handled and whether employees must pay back fees if they stop taking classes.
If your employees seem unmotivated, they might be in a slump. Only 30 percent of workers in America are actively engaged in their jobs, according to a recent Gallup survey. The decline in employee engagement reportedly began in 2008 during the Great Recession, when job security and unpredictability were at the forefront of concern and positive attitudes plummeted.
Today, human resources departments understand more than ever that rewards and recognition can play a key role in helping businesses increase productivity and create an overall happier workplace.
Reclaim your workforce by implementing an innovative rewards program that includes compensation, gifting, recognition, and perks. Here are a few ways to get started!
Keeping top talent has become an increasing concern for HR, and it’s a challenge that’s expected to get more difficult, according to SHRM and others. Yet all too often, it’s only after the fact — during the exit interview and maybe not even then — that managers learn why departing employees are disgruntled.
“The only time the average manager thinks about retention is when she or he receives a resignation from an employee,” say B. Lynn Ware and Bruce Fern in their research report “The Challenge of Retaining Top Talent: The Workforce Attrition Crisis.” “We also found that most managers predictably attempt to talk departing employees out of leaving, trying to convince them that they are making a mistake.”
No business application can be all things to all people, but with the right team behind it, it can certainly come close. Rather than taking the “build it and they will come” strategy, successful software developers continually research their market and listen closely to what their customers and prospects are asking for.
You have spoken and LBi has listened. Whether your business is a 10 employee startup or a multinational conglomerate, LBi has an HR Case Management solution for you. From our LBi HR HelpDesk Free edition to the fully featured world-class LBi HR HelpDesk Enterprise, LBi has your business covered.
Designed explicitly for HR, and fully capable in virtually any industry, LBi’s 4 classes of HR HelpDesk cover every common client feature request from free and low cost online SaaS versions to in-the-box multi language support. Some clients desire the convenience and low cost of a cloud-based solution. We delivered. Larger and more security minded organizations still insist on dedicated server hosting or on-premises deployments. We delivered. Multi-language needs? How about 90 different language options via the new embedded Google Translate on-the-fly language translation service? We delivered.
Over the last decade, HR has gradually evolved from being a provider of administrative services into a service organization. HR today provides greater value for the business and delivers a breadth of automated people functions. As a result, HR technology, HR data systems, and HR resources are all now tasked with delivering valuable services for the entire enterprise organization.
HR no longer merely provides benefits administration. HR today is tasked with helping drive strategy, burnish the company brand, influence retention and recruiting, identify workplace trends, and more. For example, research from The Hackett Group, a global strategic business advisory and operations improvement consulting firm, found in 2013 that HR leaders were focusing on strategies for “process improvement, including cost reduction and standardization of processes, data, technology, and organizational culture; improving the effectiveness of talent management; obtaining more value from data to enable better decisions; and expanding the use of technology.”
Deloitte’s recent report, “Global Human Capital Trends 2015,” is a wake-up call for HR leaders who are paying attention. For starters, the report ranks learning and development as the third most important talent management challenge facing business this year (the most important challenge was culture and engagement, followed by leadership).
But while three times more companies rated learning and development as very important this year compared with 2014, only 40 percent of respondents rated their organizations as “ready” or “very ready” in learning and development in 2015. That compares with 75 percent in 2014.
What that means is that while we keep hearing about how rapidly business is changing and how HR is transforming, HR continues to fall further behind. HR leaders need to take stock and decide what role they’ll play and how they’ll deal with the changes.
One part of the problem is that HR is being inundated with data, and the C-suite is asking HR to step up and play a more strategic role. But often those skills are not necessarily in HR’s wheelhouse. More to the point, more data is rarely the answer.
Ok, we have all heard about Big Data. But we leave the techie stuff up to our highly skilled IT folks, in order to tame those massive volumes of information so we neophytes can make sense of it all. Enough has been written about the value of Big Data, so we won’t repeat the obvious here. The cold hard fact is that Big Data, when fully understood and properly analyzed, is a game changer for many HR organizations.
That’s just great when you have a fully staffed IT department waiting by the phone for you to call with a new analytics project request. Oh, they are busy right now? And maybe for the next few weeks or months? Sound familiar? Unfortunately, those of us that crave that big data analytics value proposition just didn’t graduate from college with a computer science degree. Humanities, psychology, business, accounting, maybe. I don’t know about you, but my form and analysis professor (music major here) never mentioned Big Data. Not once. Sonata Rondo form structure, yes. Big Data, no.
To be clear, serious analysis like that discussed in LBi’s recent whitepaper “The Power of HR Analytics in the Quantified Organization”, requires careful planning and execution. In order to answer tough questions such as “What drives high-performance sales teams?” “Who will be our best leaders?” “How can we change behavior to improve customer retention?”, we need IT to be all-in with HR. Big Data analytics in HR must encompass more and more non-HR data sets such as sales and supply chain data. Additionally, as the whitepaper suggests, by embedding these services within business process applications, real-time analytics with current data can readily accelerate management and executive decisions, thereby truly creating a competitive edge.
However, we may just occasionally be forced on our own to jump into the Big Data pile heap and figure it all out. It can be done. Trust me.
The answer lies in Microsoft Excel’s glorious Pivot Tables and Pivot Charts. Just one slightly techie skill. Not too much to ask.
What does the datafication of HR mean to you? What about for your organization? How do you think the role of HR technology has changed to meet the demands of the quantified organization? Which trends in HR technology do you think will have the next most immediate impact on HR practitioners, their organizations, and their employees?
How the datafication of HR fits into the quantified organization is the focus of a new paper from LBi Software in which several observers of the HCM space weigh in on this timely topic. In a nutshell, here are my thoughts on the subject, drawn from the paper’s conclusion:
- The first important thing for HR to have when it comes to using big data is a goal. Yet having a goal for big data — having a project, a hypothesis, a strategic business pain you want to understand more clearly — is probably the most overlooked element when an organization of any size sets out to develop its people data through new technology.
- The second important thing HR needs if it wants to fully leverage big data is the necessary tools to analyze the data from throughout the organization — not just from HR’s people data.
Without those two linchpins, the power of HR technology and its trends for the future will fall short of expectations.
LBi sought insight into what HR leaders ought to be thinking about when it comes to using more-powerful tools for gathering and analyzing data; how HR technology has evolved as part of the growing demand for people data to help drive business decisions; and what HR technology trends will have the most immediate impact in the datafied organization.
We reached out to five engaging and diverse industry thought leaders:
One of the hottest HR Shared Services products today is talent management software. Designed to manage the entire lifecycle of employee tenure within an organization, these solutions have become one of the most high-demand systems for corporations large and small. However, as they impact virtually every department within HR, from recruiting to benefits to payroll, etc., the decision timeframe for selection of the best-fit solution can be considerably protracted as many users are directly involved in the selection process. Additionally, the most comprehensive systems can be quite expensive, frequently requiring a longer term budget appropriation process.
For many organizations, the short-term solution is to continue with their current painfully inefficient paper intensive processes until a new system can be procured and implemented. There is, however, a viable alternative – LBi HR HelpDesk. As we have discussed in previous articles, HR HelpDesk is a productive and often necessary add-on to even the finest talent management systems, since HR case/ticket management is not generally a component of talent management suites.
- Training and Development
- Succession Planning
Yes, the very best Talent Management systems are designed to handle the complete lifecycle of your workforce. They connect and manage all of the stages of the employee’s career within the organization. Cradle to grave, as they say.
Or do they? Is there something missing here? Absolutely there is.
Let’s talk about that cradle to grave analogy. Mom and Dad plan to start a family – Recruitment. The big day comes and the bouncing baby is born – Onboarding. Teach the little one how to walk and talk – Performance. Potty training, manners, and formal education follow – Training and Development. College and career aspirations – Succession Planning. The little one finally leaves the nest – Offboarding.
That’s it, right? Wrong. What about all those endless hours of issues, problems, questions and general conversations that you have with Junior through the years? Why can’t I have the car keys? Can you raise my allowance? Can I go to Miami for Spring break with the gang? I am really mad at my brother!
Authors Marcus Buckingham and Curt Coffman wrote in their 1999 bestseller, First, Break All the Rules: What The World’s Greatest Managers Do Differently, that people don’t leave jobs, they leave managers. If anything, that statement rings more true today than ever before. And it’s even more sobering when you consider the most recent findings from Modern Survey, the employee engagement measurement company.
Modern Survey’s Spring 2013 National Engagement Study found that:
- Disengagement among U.S. workers is at its highest level since the company began conducting its twice-yearly study six years ago.
- Just over 1 in 3 employees feel that direct managers and supervisors are “most responsible” for engaging employees.
- Nearly 1 in 4 managers are, meanwhile, unfamiliar with the concept of employee engagement.
So, when someone leaves your organization, odds are good that the relationship between that person and his or her manager had at least something to do with it. How would HR know what those reasons were? More importantly, how would they know in time to change the course of events? How might the problems that one employee is having with a manager be affecting other employees?
Throwing a wider net, what else is going on among your employees that’s not readily visible on the surface but that could nonetheless be causing employee disengagement and, ultimately, be contributing to their decisions to leave? To begin to answer that question, think of all of the personal and professional issues in any employee’s life that might cause them to reach out to HR.
In an enterprise organization, HR is going to be contacted about employee concerns ranging from complaints about their managers to questions about paid time off. Or employees may need help resolving difficulties over, say, getting medical claims reimbursed or their sales bonuses accurately paid.
We’re not saying any one of those concerns in and of itself would lead to employee disengagement or cause someone to quit. But what if you could see where the common denominators lie? What if you could compare the issues affecting disengaged and terminating employees with those of their colleagues, other business units, or the entire company?
A fully featured, automated HR case management solution with robust and accessible analytics, like LBi HR HelpDesk, gives you the power to look back among HR cases of disaffected and exiting employees to get accurate and timely insight into their concerns and to see how those metrics compare with similar reports for other groups. You can track the same metrics against performance and productivity to determine how trends among exiting employees are affecting the bottom line.
From there, HR can be a more strategic business partner and proactively suggest changes in policies or processes. With a system like LBi HR HelpDesk, you have the tools to help managers positively affect employee engagement and to generate greater engagement among more front-line workers.
To learn more about how an automated HR help desk can help HR transform data into better workplace performance and up its strategic game, download our white paper “Stay Competitive: Use Your HR Help Desk to Drive and Measure Employee Engagement.”
Image source: CallMe! IQ
You probably wouldn’t think so, but Helen Keller had some advice for today’s HR leaders. “The only thing worse than being blind,” Keller wrote, “is having sight but no vision.”
Today, HR leaders in enterprise organizations often have access to huge piles of data. It sits before them, a sight to behold, a mountain of data compiled from reports and analytics. But do HR leaders gain vision from what they see?
Does HR get perceptions of who their employees are and what truly matters to them? Do they get fresh insight into how to better support talent management and their organizations’ learning and development systems, or where the opportunities for positive change lie?
That kind of vision can come with the incorporation of an automated HR case management system into a talent management solution or a learning and development strategy. With that combination, the enterprise HR leader can support the employee’s entire life cycle, from onboarding through career development and succession.
Sure, an enterprise talent management system — like a good learning and development system — will show you an employee’s defined goals and the training they’ve completed. But will they give you insight into the employee?
What if you could look at an employee’s talent management curve related to his or her historical interactions with HR … and do that at a glance? What if you could compare how your high and low performers differ in their concerns about such personal, ground-zero matters as the use of paid time off, out-of-network medical coverage, problems with an immediate manager, or any of dozens of other potential red-flag concerns?
And what if you could see how cohorts compare based on pay scale, demographics, or business unit? Now you’re talking about having a vision of what your workforce is all about. You gain actionable insight that empowers you to respond immediately and act strategically.
This kind of analysis becomes increasingly important when you further consider such diverse trends affecting American business as the continued increase in spending on learning and a rise in the number of employees working remotely. High-performing organizations look at the entire spectrum of talent management and development through the lens of HR interactions.
A fully featured automated HR case management solution that provides robust and accessible analytics, like LBi HR HelpDesk, turns seeing into insight through real-time tracking of transactional data across every department and system. Logistically, it’s a no-brainer: The best systems, including LBi HR HelpDesk, integrate seamlessly into most HRIS software and talent development applications.
To learn more about how an automated HR help desk can help HR transform data into better workplace performance and up its strategic game, download our white paper “Stay Competitive: Use Your HR Help Desk to Drive and Measure Employee Engagement.”
Image source: Ecribouille
If you’re in a competitive industry (and who isn’t today?), you need to know with confidence that your organization’s benefits and compensation plans are helping you find top talent and retain your best performers. But with the increasing complexity of plan designs, and with the rapidly changing demographics of the workforce, how do you gain the level of insight you need to know if your benefits are, in fact, hitting their marks?
Even more important, how can you get that awareness before your top people become disengaged? How can you proactively suggest revisions to your organization’s plan designs? And how can you do all of that with staff reductions in HR that continue to linger even as the economy begins to recover?
Employees’ attitudes toward their benefits usually only get serious consideration when annual enrollment looms near, or during exit interviews. As for how employees feel about their salary and compensation, those attitudes are usually assessed only during formal salary surveys or, again, in exit interviews. Neither option is optimal.
A fully featured, automated HR case management system like the LBi HR HelpDesk can give you continuous, real-time insight into how your employees feel about their benefits and their compensation packages. It can capture and categorize inquiries about everything from medical plan reimbursements, to changes in pay rates, to concerns about beneficiary coverage. And it can guide HR decision-makers through case management best practices to be able to better support your organization’s strategic initiatives.
LBi HR HelpDesk, for example, creates a centralized, continuously updated knowledge base that’s integrated with case management; you can share information across HR and your business units. The obvious benefit is that inquiries are resolved consistently and efficiently. The less obvious but equally significant advantage is gaining information to help make forward-looking HR decisions.
LBi HR HelpDesk gives you insight into problems with insurance carriers and benefits claims, flexible spending accounts (FSAs), and more. You can learn how easy or difficult it is for employees to change personal information or coverage. You can also evaluate their use of, or employee concerns over, workers’ compensation and other workplace-benefits issues.
The bottom line is that the LBi HR HelpDesk offers powerful benefits and compensation reporting and analytics that give a complete historical view of the interaction between HR and employees. This can identify what’s working, what’s not, and where you can suggest changes.
If you don’t know the term, a “frenemy” is the friend whose words or actions hurt you, regardless of whether you believe that’s their intention. A frenemy is the friend you ought to get rid of, but don’t. Why? Because as the Urban Dictionary puts it, “they’re nice, they’re good … you’ve had good times with them … they’re good people that you can count on to bring you down again sometime in the near future.”
Sound like some of your employees? Do you think they’re not hurting you every day? Maybe you think that because they’re not consistently underperforming or causing you grief, they’re not steadily eroding your bottom line. They are. They’re hurting the company through their own middling performance and because of their impact on colleagues.
In its trailblazing research, The Gallup Organization identifies three groups of employees: engaged, not engaged and actively disengaged. We’d argue that a frenemy is already actively disengaged. Because with employee engagement, as in life, there truly is no middle ground. As Anakin Skywalker says to Obi-Wan Kenobi in Star Wars Episode III: Revenge of the Sith, “If you’re not with me, then you’re my enemy.”
That includes the employee who’s on autopilot, the employee who’s along for the ride. That person, plain and simple, is a step away from becoming an “actively disengaged” employee.
And the damage wrought by a disengaged employee is staggering.
Curt Coffman, co-author of the Gallup-research-fueled books First, Break All the Rules and Follow This Path, describes the “actively disengaged” employee as a “CAVE dweller.” It’s an acronym for “consistently against virtually everything.” Coffman has written that, “Every day, actively disengaged employees tear down what their engaged co-workers are building.”
How much does that cost you?
Gallup research estimates that disengaged employees are costing the American economy as much as $350 billion a year in lost productivity. The organization’s most recent figures say 16 percent of the U.S. workforce is actively disengaged. That means slightly more than three of every 20 employees on your payroll are, at best, impeding the good of your engaged employees.
More to the point, Gallup says disengaged employees:
- Take more sick days and are tardy more often
- Undermine the work that more-engaged employees perform
- Cost each employer $3,400 to $10,000 in annual salary
- Miss deadlines and achieve poor sales
Indirectly, the cost of disengaged employees includes:
- Higher customer complaints, because disengaged employees become frustrated more easily and pass their cynicism and negativity to customers
- Turnover costs to train new employees when disengaged workers quit or influence colleagues to leave
Our last post shed light on three super-significant factors for influencing employee engagement in today’s shifting economy (trust, values and a purpose-driven mission) and where to look to discover employee dissatisfaction and concerns. The same solution — an automated HR help desk — can be leveraged to discover who your frenemies are, identify their concerns and recommend changes in policies, processes and management procedures.
You may not be able to turn a frenemy into an engaged employee. But you can point the ship in the right direction to keep other employees from becoming disengaged.
Image source: Roving Coach International
For a while, it seemed that American business was federally required to include something about employee engagement in every single human resources and talent management conference or publication. Then the recession hit.
Employee engagement took a back seat to nearly every other aspect of trying to navigate a successful business and do more with less. HR and its related operations were no exception. Then the economy began to recover — however slowly and unevenly — and employee engagement roared back as a hot topic.
Except now, the dialogue around employee engagement is more pointed and we have a lot more research to inform the conversation. What we’re all learning as a result is that most of what we assumed about what drives employee engagement was simply wrong.
For starters, didn’t we think that as the economy improved, employee engagement would rise? Wrong. In late 2011, an AON Hewitt poll of 5,700 global employers found that engagement levels through the third quarter of 2011 were about the same as the year before and were actually lower than in 2009 and 2008.
The report prompted one writer on staffing and recruiting trends to comment: “Unless employers change course and start listening to their employees, they may see a drop in productivity or increased absenteeism and turnover.”
But what do you listen to? How do you listen to your employees? These are the questions that are driving the new discussions around employee engagement.
Consider more recent research that included an empirical study of observations from 36,000 employees in 18 countries. This study identified three common denominators that, as the final report said, “give rise to a highly inspired group of super-engaged employees.” Those are, quite simply:
- A purpose-driven mission
We’d argue that those three factors should take any HR leader back to the same kind of questions we asked just a paragraph or two above. Where can you look to learn if your employees trust their managers and the company? How can you know if they respect and are aligned with the company’s values? What data exists to tell you if they feel they and the company are purpose-driven?
Look at it another way: Where can you look to see if employees are mistrustful, disagree with the company’s values or don’t feel they have a purpose-driven mission? The answer may be right in front of you. It may be in the tools and technology that HR has its disposal today, such as an automated HR help desk.
Think about it.
An HR case management system should be able to provide you with a wealth of insight into what employees are feeling and what they see as wrong with the company — from a complaint about a manager to a problem with the retirement savings plan. And a quality help desk will gather that information for you to mine while maintaining employees’ privacy and confidentiality.
Research shows employee engagement matters. Research also shows we know less than we thought about what that means. You can use all of the help you can get to help move the needle at your organization.
Image source: LRN ‘The How Report’
One of the hottest HCM business solutions today is Talent Management. At the 2011 HR Technology Conference & Exposition in Las Vegas Talent Management vendors outnumbered all other HCM vendor categories. Talent Management (TM) systems are designed to help companies manage the full life cycle of employees, from recruitment to onboarding to employee development to offboarding.
Unfortunately, what these powerful systems generally don’t do well is monitor individual employee satisfaction and general contentment during their tenure with the organization. Yes, the better systems manage performance and track employee growth; but what about confidential issues, employee disputes, embarrassing harassment situations, and other matters important to the employee but not on the radar of TM software?
Professionally and expeditiously managing these all-important events is in the dominion of the HR department, who may handle these cases very well individually while not necessarily recognizing potential patterns of employee issues. This is particularly true when specific HR representatives manage the help desk calls for specific locations. For instance, one company division or location prides itself on high employee retention while another similar facility struggles to keep the best workers. But what is the difference in these two similar business operations? They use the same talent management solution, the same HR system, and abide by the same HR policies. Additionally, management at the struggling location may not be able to pinpoint specific problems that are causing a higher degree of turnover.
So where does the answer lie? The answer can frequently be found in the history of employee interactions with HR personnel. However, without a system for collecting, archiving, retrieving and analyzing these interactions, it is virtually impossible to detect patterns of issues systemic within the organization that may lead to larger problems. Repeated questions about available Paid Time Off (PTO) days, dissatisfaction with company insurance plans, management disputes, work environment issues, and other potential red-flag cases cannot be uncovered by reviewing any individual employee record. Businesses need comprehensive HR Case Management software designed to filter through large databases of cases to recognize these patterns and understand the possible ramifications.
There are underlying common-themed personnel issues within an organization which can often directly suggest causes for more apparent concerns, such as employee retention problems, excess absences, or dips in productivity. Discovering those issues quickly and determining the potential consequences requires the right business solution – one that may not be found in even the best Talent Management systems. However, armed with the right information, management can put policies and procedures in place to mitigate problems before they become systemic. Automated Case Management Systems are designed to gather the right data points and provide exactly that type of powerful analysis.
When HR Help Desk / Case Management is incorporated into a comprehensive Talent Management strategy, the organization truly then provides the full lifecycle support for incoming employees, ultimately contributing to measurable performance gains. And the good news is the best Case Management systems, such as LBi HR HelpDesk, are designed to work seamlessly with both your HRIS software as well as the leading Talent Management applications.
In conclusion, for organizations planning to deploy end to end Talent Management systems, it would be prudent to evaluate the addition of an HR Help Desk / Case Management component to your solution map. Implementing an automated Case Management system will truly contribute to your project goals and add significant personnel performance benefits.