Workforce Retention: Whatever gets Measured gets Done
Metrics to Facilitate Recruitment
Two, 2 reasons may be suggested, why whatever gets measured gets done. Firstly, it is a mark of value, which would be evidence that what is measured is important and needs to be done. Measurement would therefore make it easy to confirm that it has been done, or not. Measurement enables the tracking of events. Secondly following Thorndike, the only things that can be known for sure are those that can be measured. Assurances motivate action. And measurements dispel doubts, which tend to inhibit actions. If the people that are recruited into organizations are to stay therefore, the following two, 2 metrics need to be measured:
- Workforce engagement and
- Workforce retention
The Measure of Productivity and Leadership
While engagement measures the improvements that the workforce has recorded for themselves as people; retention evaluates belonging, according to the loyalty and faithfulness displayed by the workforce. Retention, and therefore belongingness, loyalty, and faithfulness would be responses that portray gratitude, for the improvements that have been benefitted. These two, 2 factors would then be inverses, related in a stimulus-response fashion. But the responses to stimuli, RES would be appropriate or not, RGT according to the accuracy of the perceived stimulus, for RES = RGT as perception improves. This measure of perception has been summarized in the productivity model as follows:
RES = RGT,
.................Nu → 4
.................Ps → 20%
The factor-Ps measures the person’s position, Ps on the Pareto 80-20 continuum. The 20%ters who do 80% of the work would constitute the leadership and domain experts in the professions. The factor-Nu measures the number of essential components of phenomena, Nu that a person is able to identify, of the five, 5 that are required by the perception model of mind, PMM. At the optimum, it would be sufficient to identify four, 4. These would define the work that needs to be done, from the beginning to the end; as well as the energy that is required to initiate, and conclude the work, respectively. The four, 4 elements would be represented on the series as follows:
3. Impulse, Initiate
2. Nature, End
1. Nurture, Beginning
4. Sustenance, Conclusion
This series operationalizes the following three, 3 principles of creativity:
- Waves, and
The Measure of Human Consistency
Recall that because of gravity, the human perception of reality, and therefore the perspective of phenomena, has been observed to be warped. These principles are designed to correct for the warp and approximate objectivity, f0 acceptably: Kluge? The measure of consistency, CSY establishes that the items have been selected correctly. In this case, two, 2 relativity averages are calculated, to predict the possibility of work accomplishment. Firstly, the square root of the multiple of the impulse and nurture factors is calculated; to measure the possibility of starting the work at all, for Nature1 = √ (Impulse x Nurture). And secondly, the square root of the multiple of the impulse and sustenance factors is calculated; to measure the possibility of accomplishment, for Nature2 = √ (Impulse x Sustenance). For consistency, both scores need to be equal, for Nature1 = Nature2. Then the possibility of starting would be the same as the possibility of accomplishment. This would be an observed characteristic of people who only start what they can finish. They would be predictable, and therefore characteristically loyal and faithful. Moreover, these are actually factors of belonging. To belong, it would be sufficient to have exerted the effort that is required to identify the four, 4 essentials.
What then would be the real perceived benefits of working with, which when satisfied, would oblige the workforce to the organization?
Motivation and the Human Resource Hierarchy
The answer to this question has necessitated another look at the concept of motivation. When perceived as momentum activation, motivation would imply the opportunity to prove skills that would previously have been acquired. A certain momentum ought to have been built, which would then be activated when given an opportunity. To the extent that the momentum has not been built therefore, the opportunity to do so would be sufficient for first time entrants into the labor force. This would be the opportunity to become domain experts and leaders in the profession.
Domain expertize would be a necessary requirement for appointment into management, which would be concerned essentially with the strategy to link the organization’s products with the demand. With these two, 2 skills, including domain expertize and strategy, the person would be equipped for entrepreneurship. This defines the growth path of the typical employee by the following four, 4 stages on the HR hierarchy from bottom up:
- Leadership and
This hierarchy ensures that the following three, 3 value types are optimized, at once:
- People value, C
- Organizational value, ROI
- Value of the business environment, EB
People have the opportunity to become leaders in their chosen professions, C. Organizations benefit from a leadership in the profession that is productive, making optimum return on investment, ROI. And the business environment, EB is not only liquefied, but populated with entrepreneurs of repute. These achievements would be evident in the observed consistency of the scores on the metrics in the following series:
The Measure of Workforce Retention
Thus the typical green horn gets into the organization as labor. They rise to become domain experts and leaders in their professions, which qualify them for promotion into management, and subsequent exit to become entrepreneurs. If they have belonged, it would be evident in two, 2 ways. Firstly, they would have made improvements to become domain experts; as evident in the score on the engagement metric, EnG. This would exceed 70%, for EnG ≥ 0.7. Secondly, the score on retention, RtN would be equivalently high; by at least one step above EnG for RtN > 0.8. This factor is measured as the ratio of the observed score on performance appraisal, ROIF on the expected score, ROIF’ for RtN = ROIF/ ROIF’.
The Measure of Employability
Workforce retention and workforce engagement are actually measures of predictability and sustainability respectively. Thus remunerations would be evaluated according to how predictable the person is, as well as their contributions to the sustenance of the organization. These are limiting factors that point to the needs of the workforce. And employability would be measured as the relativity average of EnG and RtN, for EmP = √ (EnG x RtN). In this case, it is the ability that is in focus. Only people who are consistent, CSY and have stored up sufficient energy for work, S are fit for employment, for ROIF’ = √ (CSY x S). This is an operationalization of the fundamental principle of the defunct socialist ideology as follows:
From each, according to their abilities
To each, according to their needs
The Measure of the Skill Gap
Given the measure of employ-ability, EmP’ the skill gap, SGP is determined. In this case, EmP’ is derived from the factors Pc and Rn, which are measured on the identity kit, Id-K. For this, the factor-√n is predicted. For the measure of actual employment, EmP however, the observed value of the factor-√n is used. Then the skill gap, SGP is evaluated as the ratio of EmP on EmP’; the observed, on the expected. EmP is a measure of full or under employment, evaluated uniquely against the person’s potential. The factors Pc and Rn measure intuition and rationality respectively as the capacities for phenomenological compression and formalization. √n measures the performance at task by the standard procedure. Thus given the phenomenological, the behavioral is determined; and given the thought pattern, Pc and Rn the behavior pattern, √n is determined, subject to discipline.
The discipline factor is summarized on the above three, 3 series, according to the consistency of the observed scores, CSY. In this case, a unique personality with power, Po stored up is passed through a system, an organization with a unique culture, OrgC; and comes off optimized with the power to make wealth, according to how engaged, EnG they have been. As a show of gratitude according to the capacity for retention, RtN they leave a mark on the organization, as measured on the bill of health index, BHI; as well as the business environment, EB. Specifically however, discipline is operationalized in the setting and meeting of targets.
Given the cost of materials, CM and the aim to double investments, the quantity of products that need to be made is determined; subject to the personnel, factory, logistics, and other costs. Then the quality of the workforce would be determined uniquely, to satisfy the capacity of the products, targeted at each personnel. If they have been disciplined, it would show in the quantity of entropy generated within the organization, EntG.