The War for Talent is as real today as its been for the last twenty years. In a wide variety of industries, the need for trained and experienced workers outpaces the supply. At the same time, more and more companies are realizing the strategic nature of their workforce, in some cases, the most solid competitive advantage they have in their marketplace.
Whether you call it employee satisfaction, morale, loyalty, commitment, happiness, or employee engagement, it usually comes down to the same question. Is your organization doing everything it takes to attract, motivate, and retain talent? Employee Hold’em offers an array of Talent Retention Solutions, including a suite of employee surveys:
- The Workforce Engagement Assessment: based on the model of workforce engagement outlined in Marc’s first book Workforce Engagement; Stratetgies to Attract, Motivate and Retain Talent, the WEA provides feedback on how employees feel about their relationship with their co-workers, boss, and the organization as a whole. Providing a roadmap for improvement based on the perceptions of your performance and the drivers of workforce engagement, the model of engagement has been used with hundreds of companies and millions of workers around the globe.
- The Workforce Engagement Index: Using the same model of workforce engagement as the full-featured assessment, the Workforce Engagement Index provides a “temperature check” of your workforce engagement and the perceptions your employees have about working at your organization.
- The Early Adverse Reaction Series: gathers information from at-risk or mission critical employees two to three times per year. These three to five minute online surveys provide feedback to human resource professionals and managers to action can be taken on individual employee concerns before turnover occurs. “Intervention triggers” in the survey allow for immediate action to be taken as necessary by human resources. or company personnel.
- The Exodus Series: Targeting the real reasons for turnover, Exodus surveys gather information from both the departing employee as well as their direct supervisor. Although employees will often give “money” as the main reason for their departure, the average increase in wages averages only two to three percent. In most cases, the old business adage is right on target: employees quit a boss, not a company.