Kenexa attracting retaining and engaging technology talent
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DESCRIPTIONWebinar attended with KeneXa
- 1. Attracting, Retaining and Engaging Technology Talent Presented by: Rena Rasch & Melissa Tessendorf June 14, 2012
- 2. Rena Rasch, Research ManagerKenexa High Performance Institute Rena Rasch is the manager of the Kenexa High Performance Institutes Minneapolis team, which she joined in 2008. She also manages the Institutes WorkTrends study, an annual employee opinion survey of over 35,000 workers in 29 countries around the world. Rena strives to provide empirically-based solutions to HR practitioners biggest questions. Topics of interest include employee engagement, generational differences in the workplace, trust in leadership, work-life balance and work stress, unionization intent, why employees join and leave their organizations, and many others. Rena will receive her Ph.D. in I/O psychology from the University of Minnesota in the summer of 2012.
- 3. Melissa Tessendorf, ClientRelationship Director, KenexaMelissa supports the Competency Solutions and Executive Compensationbusinesses and contributes to the organizations thought leadership activityand strategic direction. Prior to joining Kenexa, Melissa was Managing Directorof Professional Services Operations with Salary.com supporting the TalentManagement, Human Capital Management Consulting and Payroll groups.Melissa began her career in compensation as a consultant at BankBoston working with theWholesale Bank and Debt Capital Markets businesses. Continuing to build expertise inExecutive Compensation, she joined W.T. Haigh & Company, a boutique executivecompensation and human resources consulting firm in Cambridge, MA. As one of the firmsConsultants, Melissa was responsible for client relationships, design and implementation ofexecutive compensation and broader human resources plans and programs.
- 4. Agenda WorkTrends survey data and questions How do we attract US technology employees? How do we engage them? How do we retain them? Addressing Drivers with Competencies Competencies The Job Career Advancement Training and Development SummaryCopyright Kenexa High Performance Institute, 2012
- 5. WorkTrendsTM Survey Administered annually or bi-annually since 1984 In 2012 taken online by 33,500 full-time workers across 29 countries Currently includes over 200 questions about workplace issues, employee attitudes, management behaviors, and organizational practices Diverse sample of the working population across organizations, industries, job types, ages, gender, etc.Copyright Kenexa High Performance Institute, 2012
- 6. What are these US technology employees like? Technical jobs (e.g., medical technician, computer programmer, engineering technician) N = 1,210 57% in an IT-related department or role 46% have a bachelors degree, 19% have a graduate/professional degree All major industries represented, biggest industries are: Health Care Services (14%) Electronics and Computer Manufacturing (11%)Copyright Kenexa High Performance Institute, 2012
- 7. What questions did we ask them? Why did you join your current organization? (distribute 100 percentage points to these categories) Development and growth opportunities The job itself, including the type of work Id be doing, meaningfulness of my work, and work/life balance Organizations values and reputation Compensation, benefits and recognition The people I work with; my boss, coworkers and leaders Other work-related reasons Other personal reasons, such as spouse relocationCopyright Kenexa High Performance Institute, 2012
- 8. What questions did we ask them? Employee Engagement Pride - I am proud to tell people I work for my company. Satisfaction - Overall, I am extremely satisfied with my company as a place to work. Advocacy - I would gladly refer a good friend or family member to my company for employment. Commitment - I rarely think about looking for a new job with another company. Turnover Intentions - I am seriously considering leaving my organization within the next 12 months.Copyright Kenexa High Performance Institute, 2012
- 9. What questions did we ask them? We also asked about 22 other topics Career Advancement Process Formalization Compensation Quality Emphasis Control Over Work Recognition Cooperation Safe Work Environment CSR and Business Ethics Senior Leader Effectiveness Customer Orientation Training and Development Direct Manager Effectiveness Transparent Communication Diversity Work Life Balance Goals and Feedback Work Processes and Equipment Innovative Climate Work Stress Job Security WorkloadCopyright Kenexa High Performance Institute, 2012
- 10. How do we attract US technology employees? Why Join? 5% The job 6% 8% 30% Compensation Development 10% The Organization The People 15% Other Work-Related 26% Other PersonalCopyright Kenexa High Performance Institute, 2012
- 11. How do US technology employees compare to others? 35% 30% 25% The job Compensation Why Join? 20% Development The Organization 15% The People 10% Other Work-Related Other Personal 5% 0% Technical Clerical Sales ServiceCopyright Kenexa High Performance Institute, 2012
- 12. How do US technology employees differ by organizational level? 35% 30% 25% The job Compensation Why Join? 20% Development The Organization 15% Other work-related 10% The people Other personal 5% 0% Individual Supervisor ManagerCopyright Kenexa High Performance Institute, 2012
- 13. How do technology employees differ by market type? 35% 30% 25% The Job Compensation Why Join? 20% Development The Organization 15% Other work-related 10% The People Other personal 5% 0% Established Emerging Note: Established markets are the G7 (US, Canada, UK, France, Germany, Italy, and Japan) and emerging markets are the BRIC countries (Brazil, Russia, India, and China).Copyright Kenexa High Performance Institute, 2012
- 14. How do US technology employees differ by generation? 35% 30% 25% The Job Compensation Why Join? 20% Development Other Work-Related 15% The Organization 10% The People Other Personal 5% 0% Boomers Gen Xers Millennials Note: Baby boomers born between 1943 and 1960. Generation X born between 1961 and 1981. Millennials born 1982 and later.Copyright Kenexa High Performance Institute, 2012
- 15. Summary: How do we attract US technology employees? Why do they join? US technology employees joined their current organization primarily for the characteristics of the job and compensation, and to a lesser extent growth and development opportunities Compared to clerical and services workers, they put more emphasis on potential for growth and development Technology employees who are supervisors or managers place even more emphasis on growth and development Technology employees in emerging markets exhibit different profiles; more emphasis on pay and growth, less on the job Technology employees also vary by generation; Millennials place more emphasis on growth and developmentCopyright Kenexa High Performance Institute, 2012
- 16. How do we engage US technology employees? Career Advancement 8% Senior Leader Effectiveness 5% Recognition 4% Training and Development 4% Work Life Balance 4% CSR and B...
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