A better way to learn from exiting employees.

Transcription

1 THERE S A BETTER WAY TO CONDUCT EMPLOYEE EXIT SURVEYS. A WAY THAT PINPOINTS THE PUSH AND PULL FORCES BEHIND AN EMPLOYEE S DECISION TO PART WAYS WITH THE ORGANISATION. A WAY THAT HIGHLIGHTS NOT ONLY THE REASONS FOR GOING, BUT ALSO THE REASONS FOR STAYING. A WAY THAT ENGAGES THE MANAGER IN THE PROCESS SO THAT THEY CAN INDIRECTLY CREATE A BETTER WORKPLACE EXPERIENCE FOR CURRENT/FUTURE EMPLOYEES. THE EMPLOYEE DETACHMENT INVENTORY (EDI) IS THE NEW STANDARD IN EMPLOYEE EXIT MEASURES. IT PROVIDES HR PROFESSIONALS WITH VALUABLE INSIGHTS INTO THE PERCEPTIONS HELD BY EXITING EMPLOYEES. BUT WHY SHOULD WE CARE? THEY RE LEAVING AFTERALL. WE SHOULD CARE BECAUSE DEPARTING EMPLOYEES CAN BE VALUABLE ASSETS TO THE ORGANISATION; THEY TOO REFLECT AN ORGANISATION S BRAND AND CAN IMPACT THE QUALITY OF CANDIDATES ATTRACTED TO THE BUSINESS. ORGANISATIONS SPEND SO MUCH TIME AND EFFORT TRYING TO MARKET THEIR BRAND; IT ONLY TAKES A HANDFUL OF INFLUENTIAL EX-EMPLOYEES TO PULL IT APART. REGARDLESS OF WHAT LED TO THEIR DECISION TO LEAVE, ORGANISATIONS WHO TREAT DEPARTING EMPLOYEES WITH FAIRNESS AND RESPECT DURING THE EXIT PHASE ARE GENERALLY HELD IN HIGH REGARD BY EXISTING EMPLOYEES. AS A HR PROFESSION, THE TIME HAS COME FOR US TO SHIFT OUR THINKING IN WHAT IT MEANS TO CONDUCT A MEANINGFUL EXIT PROCESS, ONE THAT DELIVERS VALUE TO THE BUSINESS, IMPROVES OUR BRAND AND CREATES A TALENT POOL OF BOOMERANG EMPLOYEES WHO CAN SOME DAY RETURN TO THE WORKPLACE BRINGING A WHOLE NEW SET OF SKILLS AND EXPERIENCES. IF THIS ISN T THE POINT OF CONDUCTING AN EXIT MEASURE THEN WE RE MERELY GOING THROUGH THE MOTIONS. A better way to learn from exiting employees. Employee Detachment Inventory (EDI) Sork HC 2012 Page 1

2 OVERVIEW The Employee Detachment Inventory (EDI) provides Human Resource professionals with an objective methodology for measuring the perceptions of departing employees. It measures the degree to which various aspects of the employment experience led to their ultimate decision to leave the organisation. The EDI consists of an online Exit Survey (completed by both Manager & Employee) and EDI Feedback Report. The Report is designed for use and interpretation by the HR Consultant to guide a targeted interview with the Employee and Manager Debrief. THE EDI FRAMEWORK The EDI Framework consists of 3 Clusters which are broken down into Drivers : Personal Impact Position Resources, Systems & Equipment Security & Safety Reward & Recognition Self Actualising & Fulfilment Capability Achievement Growth & Development Sustainability & Balance Influence & Culture what within the role directly impacted the employee s satisfaction including Extrinsic motivators. Intrinsic motivators -The way the employee is able to achieve satisfaction and fulfilment in their role. The EDI can be used as a stand-alone exit measure or in conjunction with your existing interview process. Colleagues Manager Senior Leadership Organisation Behavioural and cultural influences that impact on the employment experience. Each Driver contains a set of Elements. These are linked closely to the survey questions which allow us to pinpoint the real reasons behind their departure, and the extent to which it impacted the decision. Page 2

3 WHY TRADITIONAL EXIT SURVEYS AREN T ENOUGH Traditional Exit Surveys are often one sided; they seek feedback from the exiting employee and do little to engage the Manager in the process. The EDI seeks feedback from both the existing Employee and the Manager. It s important to know the reasons why an Employee decides to leave, but it s equally important for the Manager to understand the extent to which each driver had an impact on this decision. In other words, the comparison of response between Employee and Manager (to the same set of questions) enables the Manager to identify the gaps in their perceived view of how satisfied the Employee was in the role, compared with their actual satisfaction ratings. This comparison is not designed to help the Manager to salvage the relationship; it s designed to help them gain an awareness of the issues their remaining and future team members may also be experiencing. The goal of this process is to help Manager s to achieve higher levels of engagement, retention and performance from your existing/future employees, by learning from their exiting Employees. Note: The power of the EDI is in surveying the manager. If for any reason the manager is unable to participate, a report will be produced with the employee s data only - a Perception Gap analysis won t be produced. THE EDI EXIT SURVEY The EDI Survey is completed by the exiting Employee and Manager. It contains 64 questions and should take no more than 10 minutes to complete. The questions are general and require a response based on a fixed rating scale. This makes it easy for both Employee and Manager to respond to each item, without having to write lengthy sentences. We also allow for Verbatim Comments at the end of the Employee Survey which caters for those who have something extra to share. THE EDI FEEDBACK REPORT The EDI Feedback Report contains a high level Dashboard Overview of each driver, along with detailed scoring per Element. It s within the Element scoring that the HR Consultant gains valuable information on the degree to which each part of the employment experience either Engaged or Detached the employee. Engagement drivers are pull forces; these are the reasons for wanting to stay. Detachment drivers are push forces; these are the reasons for wanting to leave. An Engagement/Detachment perception, though it may not be based in rational thinking or direct experience, is the measure of an individuals thinking and feeling at a specific point in time. Page 3

4 THE BUSINESS CASE FOR USING THE EMPLOYEE DETACHMENT INVENTORY 01. The EDI pinpoints and uncovers the real reasons for departure. The EDI is comprehensive and covers all aspects of the employment experience. By gathering this information in an online survey, using a rating scale, we re able to produce a detailed report which can be used as a basis for further exploration with the Employee, or as a standalone measure to drive improvements in the business. 02. The EDI helps Managers to hear what their existing team members may not be telling them. If the Manager discovers the Employee is leaving due to XYZ (factors that also impact the existing team members) then the Manager has an opportunity to step in and improve this factor so that it doesn t become a reason why other valued team members also decide to exit. 03. Good exit practice enhances your employer brand. Exiting employees represent your Employer Brand; it s therefore critical that this process is conducted in a fair and respectful manner. When conducted well, this process gives exiting employees the chance to leave on a positive note, with good relationships and mutual respect. It s a good idea to invite departing employees to join the company s social media channels as advocates for the brand, and to stay connected in general. 04. Opportunity for Knowledge Transfer. From the date of resignation to the date of departure, the organisation has a window of opportunity (generally up to 30 days) to capture and transfer knowledge from the exiting employee to remaining team members and/or their replacement. By conducting a professional exit process, the departing employee is more likely to want to share their knowledge, and this is because human beings generally seek cooperation and avoid confrontation - we are geared neurologically geared this way. This is particularly critical for roles in which significant intellectual and relationship capital is about the walk out the door. 05. EDI as a Management Development Tool. Feedback can be a powerful learning process and when Managers are in tune with their people, they are in a better position to create an engaging work environment where people want to stay and grow with the business. Page 4

5 PRICING PACKAGES We have a package option to suit all business sizes, which makes the EDI an affordable exit tool that is accessible for all. Simply select the package option that best reflects your anticipated annual turnover rate. Option x EDI ($150 AUD per credit $15,000) Option 2 50 x EDI ($175 AUD per credit $8,750) Option 3 20 x EDI ($195 AUD per credit $3,900) Option 4 10 x EDI ($250 AUD per credit $2,500) Option 5 1 x EDI ($295 AUD per credit $295) Note: For orders of 100+ units please enquire for pricing. Optional EDI Trend Reports can be produced at no extra charge; we simply deduct 2 credit points to generate this Report on request, with 48 hours notice. Pricing excludes GST. Credits to be used within 12 months of purchase. Please refer to our full Terms of Service. IMPLEMENTATION Single Point of Contact To facilitate a seamless order process, please nominate a single point of contact from within your HR department to co-ordinate and submit employee data to Sork HC. This is usually a HR Officer/Administrator. EDI Nomination Spreadsheet We will create a dedicated EDI Nomination Spreadsheet with pre-defined data cuts for you to populate and submit the moment an Employee hands in their resignation. This gives us time to set up the Survey links, and time for the Employee & Manager to complete the Survey ideally whilst the Employee is still onsite. Report Turnaround Time Within 48 hours of Survey completion, the EDI Feedback Report will be produced and ed as a pdf document to the central point of contact for internal distribution to the Manager. Both the Manager and Employee will receive 2 auto reminders; if the Manager does not respond we will produce the Report with the Employee data only. Survey Credits/Top Ups We will let you know when they re running low on credits so you can top them up as required. Page 5

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7 CONTACT US To receive a Sample EDI Feedback Report, please contact Shiraz Papas on or Shiraz@SorkHC.com.au Sork HC are also the creators and patent holders of the Employee Attachment Inventory (EAI), a talent retention instrument that is applied to the onboarding process. Please contact us for more information. EMPLOYEE DETACHMENT INVENTORY (EDI) Employee Detachment Inventory (EDI) Sork HC 2012 Page 7