EmployER Engagement by Thomas Mahan

Author:Thomas Mahan
Language: eng
Format: epub
Publisher: Indigo River Publishing
Published: 2020-10-22T14:15:51+00:00

An organization starves itself into nonexistence when it fails to ask, listen, and communicate to the sustaining source of productivity: the workforce.

Thinking Engagement and Retention Is a Human Resource Department Responsibility

Attraction, recruitment, engagement, and retention. We get it. It sounds like they go together. They don’t. Typically imbedded as an HR department responsibility is the requirement to support the organization by making sure there are enough proficient and engaged people to do the work that needs to be done. HR departments define and classify jobs, nurture a pipeline of applicants, interview for fit, and either hire or recommend and refer to business-unit decision makers. These days, however, for some misguided reason, HR departments have assumed or been assigned additional responsibility for engagement and retention. This is a mistake.

Line and operational managers must own retention and engagement. Organizations must hold direct supervisors accountable, including for creating and managing the organizational conditions aligned with employee preferences, expectations, and intents.

Holding operational managers accountable for retention will change manager behavior and increase retention.

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