Workplace Insights

Employee Reasons for Staying Across Length of Intended Stay: An Analysis of Qualitative Data from Employee Interviews

Reasons employees stay in their jobs varies by the length of time the employee intends to stay with the organization. Furthermore, reasons employees
stay at their jobs varies significantly by company, so it’s important for each organization to understand the unique experiences of their employees. This
study takes a unique look at the reasons employees stay at their jobs and demonstrates the important of understanding this dimension of employee



Survey versus Interview: The Incremental Value of Qualitative Reasons in Predicting Short-term Intent to Leave

Current voice-of-employee survey practices must evolve to fully leverage modern day analytics capabilities. The new insights in this study proves that an open-ended methodology that asks employees about their attitudes, expectations and intents increases the power of predictive analytics and possibility of successful targeted interventions.



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Striving for Excellence: An Empirical of Scoring Approaches to 5-point Rating Scales

There are a many models and measurement approaches for employee engagement with little agreement in the literature or in practice as to the optimal model. There is a need for engagement measurement and scoring that is both valid with respect to predicting important business outcomes as well as actionable in indicating areas in the organization where improvements are likely to improve such outcomes.  This study shows why using a Net Excellence Score is the preferred scoring method over Mean Score, Percent Excellent or Percent Favorable.



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Work Institute Drivers Model: The Most Important Workplace Conditions for Engagement and Retention

Given the lack of agreement and limitations of the current engagement literature, the present study proposes a comprehensive model of engagement and retention. Within this model, an open-ended methodology allows employees to identify the workplace conditions most likely to drive engagement on an individual basis according to 4 key drivers: organization, manager, team and job. Using a sample of 29,114 workers, the present study investigates employee-generated reasons for ratings across organization and manager, specifically. Workplace conditions most likely to drive high and low ratings of organization and manager are summarized, though we found these conditions differed significantly across individuals and companies. It is recommended that organizations adopt such a model and methodology in order to optimize the validity of employee research results as a foundation for engagement and retention strategies that will yield the maximal return on investment. Future research to further investigate other drivers within the engagement model is warranted.

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The Importance of Voice of Employee Across Employment Stages

Given the increased importance of capturing voice of employee more frequently, this study evaluates current literature to establish the definition, value, and effective methodology of capturing employee voice across various stages of employment and at various points in time to address engagement and retention. This study defines formal employee voice applied to generally accepted stages of employment including the new hire stage, the productive employee stage and former employee stage. After reviewing the literature, we can conclude that capturing employee voice only once per year, such as through an engagement study, may not be sufficient. Organizations should request employee feedback at each stage of employment and at multiple points throughout the year to obtain data on workplace conditions that inform engagement and retention strategies.