Employee Engagement and Retention | Kelly Global Workforce Index | Knowledge Hub
Employee Engagement and Retention
This third instalment of the 2013 Kelly Global Workforce Index, on the topic of Employee Engagement and Retention, looks in some depth at the employee-employer relationship, including issues such as employee loyalty, happiness and commitment to the job. It also examines views about the employer’s reputation as a preferred place to work, and the circumstances under which employees explore alternative jobs and careers.
The latest findings reveal a quarter of Irish employees moved jobs for personal growth and advancement, whilst others looked for a better work/life balance, with only 24% seeking better compensation or benefits. Once in their new role, a fifth found the job differed from what they expected, whilst many found the work less challenging than they were led to believe it would be, suggesting that employees are being mis-sold jobs by prospective employers. As a result, a staggering 70% of employees report they are now looking to change jobs again in the next year.
The role of the line manager hugely impacts an employee’s level of job satisfaction, with 65% of people polled citing it had a significant impact on their level of engagement with their job.
“Employee retention will become an increasing challenge for employers as we move out of the recession. As we move into a more candidate driven market, this trend is likely to accelerate. Our findings indicate that this problem is being exacerbated by the misrepresentation of job role or company culture at the interview stage, leading to the dissatisfaction of new hires. Meanwhile, employee engagement is proving equally challenging. Now, more than ever before, we’re seeing the role of the individual line manager proving critical in determining the happiness and success of each employee in the workplace.”
The findings of the survey point to some solutions in solving the issue of an unhappy workforce. Employers should ensure they are pitching the role at the right level, providing employees with a slight stretch in the role, rather than looking for a perfect match. They need to be mindful of offering better opportunities for training, as well as highlighting each employee’s goals and responsibilities clearly at the outset.
The Kelly Global Workforce Index 2013
The 2013 Kelly Global Workforce Index (KGWI) brings work and workplace insights sourced from more than 120,000 respondents, from 31 countries across the Americas, EMEA and APAC regions. It takes the form of an annual survey that canvasses a wide spectrum of opinions on issues impacting the contemporary workplace, with a particular focus on the perspectives from different generations, industries, occupations and skill sets.