JOHN CARLO O.

MAGSINO

HRMGT-1101

POINTERS TO REVIEW

MODULE 5: RETENTION AND MOTIVATION

• Holding workers is a significant segment to a solid association. Losing a worker is

called turnover. Turnover can be over the top expensive to an association, which is
the reason it is essential to create maintenance intends to oversee turnover.

• Voluntary turnover will be turnover that is started by the worker, while automatic
turnover is started by the association for different reasons, for example,
nonperformance.

• Direct turnover costs and backhanded turnover expenses can incorporate the
expenses related with worker substitution, declining representative confidence, or
lost clients.

• Some of the reasons why representatives leave can incorporate a helpless match
among work and abilities, no development potential, pay imbalance among workers,
the reasonableness and correspondence style of the executives, and weighty
remaining tasks at hand.

• A high-performance work system (HPWS) is a set of systematic HR practices that

create an environment where the employee has greater involvement and
responsibility for the success of the organization. The overall company strategy
should impact the HPWS HR develops in regard to retention.

• Retention plans are developed to address employee turnover, resulting in a more

effective organization.

• The first step in developing a retention plan is to use exit interviews and/or surveys
to find out the satisfaction level of employees. Once you have the data, you can
begin to write the plan, making sure it is tied to the organizational objectives.
• A standardized and widely used measure of job satisfaction is the JDI survey, or
the Job Descriptive Index. While JDI was initially developed in 1969 at Bowling
Green State University, it has gone through extensive revisions, the most recent one
in 2009. JDI looks at five aspects of job satisfaction, including present job, present
pay, opportunities for promotion, supervision, and coworkers.[8]

• A retention plan normally consists of survey and exit interview analysis, any current
plans and strengths and weaknesses of those plans, the goal of the retention plan,
and finally, the specific strategies to be implemented.

• There are many motivation theories that attempt to explain people’s motivation or
lack of motivation at work.

• The Hawthorne considers were a progression of studies starting in 1927 that at first
took a gander at actual conditions yet discovered that individuals would in general be
more propelled when they felt thought about. The suggestions to maintenance are
clear, in that workers should feel thought about and created inside the association.

• Maslow's hypothesis on inspiration says that in the event that somebody as of now
has a need met, giving them something to address a greater amount of that issue
will at this point don't propel. Maslow isolated the requirements into physiological,
security, social, regard, and self-realization needs. Numerous organizations just
rouse dependent on the low-level requirements, for example, pay. Improvement of
preparing openings, for instance, can inspire workers on significant level self-
realization needs.

• Herzberg created inspirational speculations dependent on genuine inspiration

elements and cleanliness factors. Cleanliness factors are those things that are
normal in the work environment and will demotivate representatives when missing
however won't really inspire when present. On the off chance that supervisors
attempt to inspire just based on cleanliness factors, turnover can be high. Inspiration
on both of his elements is vital to a decent maintenance plan.

• McGregor's hypothesis on inspiration took a gander at directors' perspectives

toward representatives. He found that hypothesis X supervisors had all the more a
negative perspective on representatives, while hypothesis Y administrators had a
more sure view. Giving preparing to the directors in our association can be a key
maintenance procedure dependent on McGregor's hypothesis.

• The carrot-and-stick approach means you can get someone to do something by

prodding or by offering some incentive to motivate them to do the work. This theory
implies these are the only two methods to motivate, which of course, we know isn’t
true. The implication of this in our retention plan is such that we must utilize a variety
of methods to retain employees.

• Once you determine the employee’s level of satisfaction through exit interviews and
surveys and understand motivational theories, you can begin to develop specific
retention strategies.

• Of course, salary and benefits are a major component of retention strategies.

Consistent pay systems and transparent processes as to how raises occur must be
included in a retention plan (and compensation strategy).

• Training and development meets the higher level needs of the individual. Many
companies offer paid tuition programs, reimbursement programs, and in-house
training to increase the skills and knowledge of the employee.

• Performance appraisals provide an avenue for feedback and goal setting. They
also allow for employees to be recognized for their contributions.

• Succession plans allow employees to see how they can continue their career with
the organization, and they clearly detail what employees need to do to achieve
career growth, without leaving your organization.

• Flextime and working from home choices merit considering as an expansion to your
maintenance plan. These kinds of plans permit the worker adaptability when building
up their timetable and some control of their work. A few organizations likewise offer
paid or unpaid vacations following a specific number of years with the organization to
seek after close to home interests.

• Since one reason individuals are disappointed at their specific employment is a

direct result of the relationship with their administrator, giving in-house preparing to
all supervisory group individuals to assist them with turning out to be better
communicators and better chiefs can stream down to the worker level, making better
connections and bringing about better maintenance and less turnover.

• Reviewing company policies to ensure they are fair can contribute to better
retention. For example, how projects are assigned or the process for requesting
vacation time can contribute to dissatisfaction if the employee feels the processes
are not fair.

• Review the job design to ensure the employee is experiencing growth within their
job. Changing the job through empowerment or job enlargement to help the growth
of the employee can create better retention.

• Other, more unique ways of retaining employees might include offering services to
make the employee’s life easier, such as dry cleaning, daycare services, or on-site
yoga classes.

MODULE 6: TRAINING AND DEVELOPMENT

• Employee training and development is the framework for helping employees

develop their personal and organizational skills, knowledge, and abilities. Training is
important to employee retention.

• There are four stages in preparing that ought to happen. Representative direction
has the reason for inviting new workers into the association. A successful worker
direction can help diminish fire up costs, lessen nervousness for the representative,
decrease turnover, spare time for the manager and associates, and set desires and
perspectives.

• An in-house preparing program is any sort of program where the preparation is

conveyed by somebody who works for the organization. This could incorporate
administration or HR. Models may incorporate lewd behavior preparing or morals
preparing. In-house preparing can likewise incorporate segments explicit to a work,
for example, how to utilize a particular sort of programming. In-house preparing is
ordinarily done as a second and continuous advance in worker improvement.
• A coach type of preparing sets another representative with a prepared worker. This
is normally the third step in worker preparing. A guide program for preparing ought to
incorporate a formalized program and cycle.

• External training is any type of training not performed in-house; part of the last
training step, external training can also be ongoing. It can include sending
employees to conferences or seminars for leadership development or even paying
tuition for a class they want to take.

• There are several types of training we can provide for employees. In all situations,
a variety of training types will be used, depending on the type of job.

• Technical training addresses software or other programs that employees use while
working for the organization.

• Quality training is a type of training that familiarizes all employees with the means
to produce a good-quality product. The ISO sets the standard on quality for most
production and environmental situations. ISO training can be done in-house or
externally.

• Skills training focuses on the skills that the employee actually needs to know to
perform their job. A mentor can help with this kind of training.

• Soft skills are those that do not relate directly to our job but are important. Soft skills
training may train someone on how to better communicate and negotiate or provide
good customer service.

• Professional training is normally given externally and might be obtaining

certification or specific information needed about a profession to perform a job. For
example, tax accountants need to be up to date on tax laws; this type of training is
often external.

• Team training is a process that empowers teams to improve decision making,

problem solving, and team-development skills. Team training can help improve
communication and result in more productive businesses.

• To get someone ready to take on a management role, managerial training might be

given.
• Safety training is important to make sure an organization is meeting OSHA
standards. Safety training can also include disaster planning.

• Training delivery methods are important to consider, depending on the type of

training that needs to be performed.

• Most organizations do not use only one type of training delivery method; a
combination of many methods will be used.

• On-the-job coaching delivery method is a training delivery method in which an

employee is assigned to a more experienced employee or manager to learn the skills
needed for the job. This is similar to the mentor training delivery method, except a
mentor training method is less about skills training and more about ongoing
employee development.

• Brown bag lunch training delivery is normally informal and can involve personal
development as well as specific job-related skills.

• Web-based training is any type of training that is delivered using technology.

• There are numerous platforms that can be used for web-based training and
considerations, such as cost, when selecting a platform for use.

• A synchronous training method is used for web-based training and refers to

delivery that is led by a facilitator. An asynchronous training method is one that is
self-directed.

• Job shadowing is a delivery method consisting of on-the-job training and the

employee’s learning skills by watching someone more experienced.

• To motivate employees and allow them to develop new skills, job swapping training
delivery may be used. This occurs when two people change jobs for a set period of
time to learn new skills. With this method, it is likely that other methods will also be
used, too.

• Vestibule training delivery is also known as “near site” training. It normally happens
in a classroom, conference room, or lecture room and works well to deliver
orientations and some skills-based training. Many organizations also use vestibule
training for technical training, safety training, professional training, and quality
training.
• Since many companies operate overseas, providing training to those employees
with international assignments can better prepare them for living and working
abroad.

• There are a number of key considerations in developing a training program.

Training should not be handled casually but instead developed specifically to meet
the needs of the organization. This can be done by a needs assessment consisting
of three levels: organizational, occupational, and individual assessments.

• The first consideration is the delivery mode; depending on the type of training and
other factors, some modes might be better than others.

• Budget is a consideration in developing training. The cost of materials, but also the
cost of time, should be considered.

• The delivery style must take into account people’s individual learning styles. The
amount of lecture, discussion, role plays, and activities are considered part of
delivery style.

• The audience for the training is an important aspect when developing training. This
can allow the training to be better developed to meet the needs and the skills of a
particular group of people.

• The content obviously is an important consideration. Learning objectives and goals

for the training should be developed before content is developed.

• After content is developed, understanding the time constraints is an important

aspect. Will the training take one hour or a day to deliver? What is the time line
consideration in terms of when people should take the training?

• Letting people know when and where the training will take place is part of
communication.

• The final aspect of developing a training framework is to consider how it will be

measured. At the end, how will you know if the trainees learned what they needed to
learn?

• A career development process can help retain good employees. It involves creating
a specific program in which employee goals are identified and new training and
opportunities are identified and created to help the employee in the career
development process.