METHODS OF DATA

COLLECTION FOR MAPPING

by
AFSAL
1DA16MBA01
1. OBSERVATION :
The analyst carefully observes the job holder at work and records what he
or she does, how she or he does, and how much time is needed for
completion of a given task.

MERITS
•A simple method
•Data collected is accurate
•Useful for observable physical
activities involved works –
Computer programmers etc.
DEMERITS
•A time consuming method
•Not applicable to jobs which
involve high proportion of
unobservable mental activities
•Also some jobs do not have
complete and easily observable job
cycles

The analyst needs to be trained to carefully observe and record the

competence of job incumbent and training analyst is an additional cost.
Applicable to : Repetitive, Short cycle, Unskilled and Semi skilled jobs
Note : Better results will be available when the observation method is used
along with other methods of job analysis.
Methodology : The analyst observes the individual on the job during a
complete work cycle. Then he interviews to get additional information from
the individual.
Results : Data collected may be grouped under
Knowledge : Abilities
Skills : Aptitudes
Trails : Personal Stability, Behavior
Motives : Impact on performance at work
These are components of a job which are reflected in behavior
that are observable in a work place.
2. REPERTORY GRID :
Methodology : Individual is asked to write on separate cards names of at
least six people whom he / she supervises or works with.
He separates the cards into two groups :
(1) Who are good at work
(2) Who are less efficient
The cards are shuffled and job holder asked to pick one from the pile & one
from the other. He has to describe the ways in which the two are similar to
each other & different to the third. This process generates a list of attributes.
Job holder is asked to describe the behavioral indicators that made it
possible to distinguish the good & less efficient. By this method the
company can identify
# Core competencies and
# Superior performance competencies
Useful to companies :
- Who are in the introductory stage
• To identify key success factors.
- Who are in the maturity stage
• Where change management becomes critical
Application :
This methodology is very much applied to findout the competitors who are
threat to business; for example with excellent distribution network –
Distribution is the element in this case.
The process starts with the company to two other organizations whom it
things can pose a threat to it in the future.
This is done to level the element in this case these findings are prioritized
grouped to ultimately.
Identity the – Core competencies of the competitors. Also the team is able
to apply this techniques to
Identify the – superior ;- Average & Low performers thus, the
competencies stand revealed.
3. CRITICAL INCIDENCE TECHNIQUE :
Employees past performance is critically examined by the later. Here the
key behavior is identified which made a difference either doing that job
effectively or not effectively. Specific behavior is under focus in this method
instead of assessing individuals attributes of personality or stating trait
characteristics like ”Intelligent”, Integrity”, Courageous” etc. These become
qualified by actions or behavior which are attributed to such traits.

Advantages
•Learning from past experience /
behavior
•Needed competencies can be
analysed & inferred
•Specific behaviors are stated
Limitations
•Rater has to maintain continuous
record of behavior throughout the
year
•Comparison become difficult
4. EXPERT PANELS :
In this method a team or panel of experts is constituted to identify the
competencies required in the organization.

The experts are:

•Top Management representatives (Strategic decision makers)
•Experts from different functional background who have a fair idea of the
nature of tasks performed in each function.
•Representatives from human resources department.

The panel goes into the details of critical behaviors needed for successful
performance in each job or a group of jobs. The business strategy and the
expected behavior for achieving the desired results is studied and
documented. The panel could start with a list of standard competencies and
arrive at modifications needed.
 SURVEY
• The methods involved in survey data collection are any of a number of
ways in which data can be collected for a statistical survey. These are
methods that are used to collect information from a sample of individuals
in a systematic way.
• A survey is a data collection tool used to gather information about
individuals. Surveys are commonly used in psychology research to collect
self-report data from study participants. A survey may focus on factual
information about individuals, or it might aim to obtain the opinions of
the survey takers.
• Survey research is one of the most important areas of measurement in
applied social research. The board area of survey research encompasses
any measurement procedures that involve asking questions of
respondents.
 Advantages of Surveys

1. High Representativeness
Surveys provide a high level of general capability in representing a large population. Due to
the usual huge number of people who answers survey, the data being gathered possess a better
description of the relative characteristics of the general population involved in the study. As
compared to other methods of data gathering, surveys are able to extract data that are near to
the exact attributes of the larger population.
2. Low Costs
When conducting surveys, you only need to pay for the production of survey questionnaires.
If you need a larger sample of the general population, you can allot an incentive in cash or kind,
which can be as low as $2 per person. On the other hand, other data gathering methods such
as focus groups and personal interviews require researchers to pay more.
3. Convenient Data Gathering
Surveys can be administered to the participants through a variety of ways. The
questionnaires can simply be sent via e-mail or fax, or can be administered through the
Internet. Nowadays, the online survey method has been the most popular way of gathering
data from target participants. Aside from the convenience of data gathering, researchers are
able to collect data from people around the globe.
4. Good Statistical Significance
Because of the high representativeness brought about by the survey method, it is often
easier to find statistically significant results than other data gathering methods.
Multiple variables can also be effectively analyzed using surveys.
5. Little or No Observer Subjectivity
Surveys are ideal for scientific research studies because they provide all the participants
with a standardized stimulus. With such high reliability obtained, the researcher’s
own biases are eliminated.
6. Precise Results
As questions in the survey should undergo careful scrutiny and standardization, they
provide uniform definitions to all the subjects who are to answer the questionnaires.
Thus, there is a greater precision in terms of measuring the data gathered.
 Disadvantages of Surveys

1. Inflexible Design
The survey that was used by the researcher from the very beginning, as well as the method of
administering it, cannot be changed all throughout the process of data gathering. Although this
inflexibility can be viewed as a weakness of the survey method, this can also be a strength
considering the fact that preciseness and fairness can both be exercised in the study.
2. Not Ideal for Controversial Issues
Questions that bear controversies may not be precisely answered by the participants because
of the probably difficulty of recalling the information related to them. The truth behind these
controversies may not be relieved as accurately as when using alternative data gathering
methods such as face-to-face interviews and focus groups.
3. Possible Inappropriateness of Questions
Questions in surveys are always standardized before administering them to the subjects. The
researcher is therefore forced to create questions that are general enough to accommodate the
general population. However, these general questions may not be as appropriate for all the
participants as they should be.
A good example of this situation is administering a survey which focuses on affective variables,
or variables that deal with emotions.
 AUTOMATED EXPERT SYSTEM
• Expert systems, in research discipline of Artificial Intelligence (AI), is a computer systems that
emulates the cognitive skills of human experts to guide users thorough complex decision-
making processes . Expert systems could be as simple as creating a selection-aid tool for users
to make the most appropriate selection, such as choosing a digital camera based on technical
features, price, user expertise level, etc. Moreover, it can get as complex as requiring to be
developed by a professional team and can include evaluation of possible different solutions
with varying level of confidence. These more complex systems are widely used in medical
diagnostic applications and customer service relations.
• Expert systems might contain large amount of information, which could be extended and/or
updated in time as more data or information become available. However, due to expert
systems being created by rules and facts, it does not learn from mistakes, and therefore user
feedback and an ongoing development process is needed.
 THE APPLICATIONS OF EXPERT SYSTEMS

• Diagnosis and Troubleshooting of Devices and Systems of All Kinds

This class comprises systems that deduce faults and suggest corrective actions for a
malfunctioning device or process. Medical diagnosis was one of the first knowledge
areas to which ES technology was applied (for example, see Shortliffe 1976), but
diagnosis of engineered systems quickly surpassed medical diagnosis. There are
probably more diagnostic applications of ES than any other type. The diagnostic
problem can be stated in the abstract as: given the evidence presenting itself, what is
the underlying problem/reason/cause?
• Planning and Scheduling
Systems that fall into this class analyze a set of one or more potentially complex
and interacting goals in order to determine a set of actions to achieve those goals,
and/or provide a detailed temporal ordering of those actions, taking into account
personnel, materiel, and other constraints. This class has great commercial
potential, which has been recognized. Examples involve airline scheduling of
flights, personnel, and gates; manufacturing job-shop scheduling; and
manufacturing process planning.
Configuration of Manufactured Objects from Subassemblies
Configuration, whereby a solution to a problem is synthesized from a given set of elements related by a set
of constraints, is historically one of the most important of expert system applications. Configuration
applications were pioneered by computer companies as a means of facilitating the manufacture of semi-
custom minicomputers (McDermott 1981). The technique has found its way into use in many different
industries, for example, modular home building, manufacturing, and other problems involving complex
engineering design and manufacturing.
Financial Decision Making
The financial services industry has been a vigorous user of expert system techniques. Advisory programs
have been created to assist bankers in determining whether to make loans to businesses and individuals.
Insurance companies have used expert systems to assess the risk presented by the customer and to
determine a price for the insurance. A typical application in the financial markets is in foreign exchange
trading.
Knowledge Publishing
This is a relatively new, but also potentially explosive area. The primary function of the expert system is to
deliver knowledge that is relevant to the user's problem, in the context of the user's problem. The two most
widely distributed expert systems in the world are in this category. The first is an advisor which counsels a
user on appropriate grammatical usage in a text. The second is a tax advisor that accompanies a tax
preparation program and advises the user on tax strategy, tactics, and individual tax policy.
Process Monitoring and Control
Systems falling in this class analyze real-time data from physical devices with the goal of noticing anomalies,
predicting trends, and controlling for both optimality and failure correction. Examples of real-time systems
that actively monitor processes can be found in the steel making and oil refining industries.
Design and Manufacturing
These systems assist in the design of physical devices and processes, ranging from high-level
conceptual design of abstract entities all the way to factory floor configuration of manufacturing
processes.
 JOB TASK ANALYSIS
The Job Task Analysis (JTA) is the most widely accepted and nationally used process for determining valid job content
and employment requirements. It is used to: ♦ Construct accurate and valid Job Descriptions. ♦ Define valid and
defensible position duties and responsibilities.
• Systematic identification of the fundamental elements of a job, and examination of knowledge and skills required
for the job's performance. This information is used in human resource management for developing institutional
objectives, training programs, and evaluation tools. See also activity analysis, job analysis, and performance analysis.

There are numerous types of task analysis but among the most common techniques are:
• Cognitive Task Analysis is centered on understanding endeavors that require judgment, memory, focus and decision-
making and problem-solving.
• Hierarchical Task Analysis is concentrated on decomposing a high-level job subtasks.
Though there are several methods of collecting job analysis information yet choosing the one or a combination of
more than one method depends upon the needs and requirements of organization and the objectives of the job
analysis process. Typically, all the methods focus on collecting the basic job-related information but when used in
combination may bring out the hidden or overlooked information and prove to be great tools for creating a perfect
job-candidate fit.
Selecting an appropriate job analysis method depends on the structure of the organization, hierarchical levels,
nature of job and responsibilities and duties involved in it. So, before executing any method, all advantages and
disadvantages should be analyzed because the data collected through this process serves a great deal and helps
organizations cope with current market trends, organizational changes, high attrition rate and many other day-to-
day problems.
 Job Analysis Methods

Observation Method: A job analyst observes an employee and records all his performed and non-performed task, fulfilled and un-fulfilled
responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to
handle challenges and risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the most difficult one.
Why? Let’s Discover.
It is due to the fact that every person has his own way of observing things. Different people think different and interpret the findings in
different ways. Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be
avoided by proper training of job analyst or whoever will be conducting the job analysis process.
This particular method includes three techniques: direct observation, Work Methods Analysis and Critical Incident Technique. The first method
includes direct observation and recording of behaviour of an employee in different situations. The second involves the study of time and motion
and is specially used for assembly-line or factory workers. The third one is about identifying the work behaviours that result in performance.
Interview Method: In this method, an employee is interviewed so that he or she comes up with their own working styles, problems faced by
them, use of particular skills and techniques while performing their job and insecurities and fears about their careers.
This method helps interviewer know what exactly an employee thinks about his or her own job and responsibilities involved in it. It involves
analysis of job by employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview
should be carefully decided. And to avoid errors, it is always good to interview more than one individual to get a pool of responses. Then it can be
generalized and used for the whole group.
Questionnaire Method: Another commonly used job analysis method is getting the questionnaires filled from employees, their superiors and
managers. However, this method also suffers from personal biasness. A great care should be takes while framing questions for different grades of
employees.
In order to get the true job-related info, management should effectively communicate it to the staff that data collected will be used for their
own good. It is very important to ensure them that it won’t be used against them in anyway. If it is not done properly, it will be a sheer wastage of
time, money and human resources.
These are some of the most common methods of job analysis. However, there are several other specialized methods including task inventory,
job element method, competency profiling, technical conference, threshold traits analysis system and a combination of these methods. While
choosing a method, HR managers need to consider time, cost and human efforts included in conducting the process.
 Advantages of Job Analysis

• Provides First Hand Job-Related Information: The job analysis process provides with valuable job-related
data that helps managers and job analyst the duties and responsibilities of a particular job, risks and
hazards involved in it, skills and abilities required to perform the job and other related info.
• Helps in Creating Right Job-Employee Fit: This is one of the most crucial management activities. Filling the
right person in a right job vacancy is a test of skills, understanding and competencies of HR managers. Job
Analysis helps them understand what type of employee will be suitable to deliver a specific job
successfully.
• Helps in Establishing Effective Hiring Practices: Who is to be filled where and when? Who to target and
how for a specific job opening? Job analysis process gives answers to all these questions and helps
managers in creating, establishing and maintaining effective hiring practices.
• Guides through Performance Evaluation and Appraisal Processes: Job Analysis helps managers evaluating
the performance of employees by comparing the standard or desired output with delivered or actual
output. On these bases, they appraise their performances. The process helps in deciding whom to
promote and when. It also guides managers in understanding the skill gaps so that right person can be fit
at that particular place in order to get desired output.
Helps in Analyzing Training & Development Needs: The process of job analysis gives answer to following questions:
• Who to impart training
• When to impart training
• What should be the content of training
• What should be the type of training: behavioural or technical
• Who will conduct training
Helps in Deciding Compensation Package for a Specific Job: A genuine and unbiased process of job analysis helps
managers in determining the appropriate compensation package and benefits and allowances for a particular job. This is
done on the basis of responsibilities and hazards involved in a job.
 Disadvantages of Job Analysis

• Time Consuming: The biggest disadvantage of Job Analysis process is that it is very time consuming.
It is a major limitation especially when jobs change frequently.
• Involves Personal Biasness: If the observer or job analyst is an employee of the same organization,
the process may involve his or her personal likes and dislikes. This is a major hindrance in collecting
genuine and accurate data.
• Source of Data is Extremely Small: Because of small sample size, the source of collecting data is
extremely small. Therefore, information collected from few individuals needs to be standardized.
• Involves Lots of Human Efforts: The process involves lots of human efforts. As every job carries
different information and there is no set pattern, customized information is to be collected for
different jobs. The process needs to be conducted separately for collecting and recording job-
related data.
• Job Analyst May Not Possess Appropriate Skills: If job analyst is not aware of the objective of job
analysis process or does not possess appropriate skills to conduct the process, it is a sheer wastage
of company’s resources. He or she needs to be trained in order to get authentic data.
• Mental Abilities Can not be Directly Observed: Last but not the least, mental abilities such as
intellect, emotional characteristics, knowledge, aptitude, psychic and endurance are intangible
things that can not be observed or measured directly. People act differently in different situations.
Therefore, general standards can not be set for mental abilities.
 Behavioral event interview
• Behavioral Event Interviewing (BEI) is a technique that asks the candidate to describe a situation or an
experience they had in a previous job. Responses may not be as polished as the traditional type of
question because they cannot be rehearsed ahead of time.
• Behavioural interviewing is based on the assumption that past behaviour is the best predictor of
future behaviour. Before entering into any job interview -behavioural or otherwise - an interviewer must
identify what skills and competencies are required to perform this role.
• Behavioural Event Interview (BEI) is a structured form of interview designed typically for selection of
candidates for a job. The technique is based on the assumption that to predict future behaviour can be
best based on knowledge of past Behaviour.
There are questions such as:
• How did you deal in your past job with this situation…?
• Describe a situation when you…
• Describe a difficult problem that you tried to solve..
 Consider the following to keep your behavioural interviews on
track:

• Questions must be designed with behaviour in mind. Behavioural interviewing is certainly the best predictor
of future behaviour, but if we don’t design the questions correctly, the information we receive may not enable
better decision making. Even if you think your behavioural questions are designed perfectly, consider whether
they will elicit the behaviour you are seeking to measure.
• Don’t ask leading questions. If you tell the candidate what you are trying to discern before you ask the actual
question, it’s like giving them the answer on a test. For example, making a statement like, “Team work is very
important here” before you ask a question about a candidate’s work experience on a group project is a bit
leading. They already know what you are assessing.  Try to stick to questions without leading with qualifying
statements.
• The interviewer must still control the interview. Asking this level of open-ended questions (questions that
require a thoughtful answer beyond a simple yes or no) can send you “down a rabbit hole” in many situations.
Candidates are nervous in interview situations and have a tendency to ramble on or focus on details that are
not relevant to the information you are seeking. You must be able to re-focus the discussion and stay on track.
• The storytelling technique is another excellent way for an interviewer to relay information to a candidate.
Candidates, like anyone else, have a tendency to hear what they want to hear as opposed to what you intend
them to hear. If you want to make a point they will remember, consider telling anecdotal stories that will help a
candidate truly understand what the position is about and what kinds of results you are looking for.
• All in all, behavioural interviews are still one of the greatest leaps forward in the history of recruitment, but
that doesn’t eliminate the responsibilities that come along with conducting this type of interview. When using
behavioural interviewing techniques, be direct and upfront to ensure a quality interview.
Developing Competency Model
From Raw Data
 Defining which competencies are necessary
for success in your organization
• Ensure that your people demonstrate sufficient
expertise.
• Recruit and select new staff more effectively.
• Evaluate performance more effectively.
• Identify skill and competency gaps more efficiently.
• Provide more customized training and professional
development.
• Plan sufficiently for succession.
• Make change management processes work more
efficiently.
 Many companies use ‘competencies.’ These are
the integrated knowledge, skills, judgment, and
attributes that people need to perform a job
effectively. Some people think formal education
is a reliable measure.
 Design Principles of a Competency
Framework
• Use a pre-set list of common, standard
competencies, and then customize it to the
specific needs of your organization.
• Use outside consultants to develop the
framework for you.
• Create a general organizational framework,
and use it as the basis for other frameworks as
needed.
Three Principles are critical when designing a
competency framework
• Involve the people doing the work : These
frameworks should not be developed solely by HR
people, who don’t always know what each job
actually involves.
• Communicate : People tend to get nervous about
performance issues. The more you communicate in
advance, the easier your implementation will be.
• Use relevant competencies : Ensure that the
competencies you include apply to all roles covered
by the framework.
 Developing the framework
• Step one - Prepare
• Step two - Collect Information
• Step three - Build the Framework
• Step Four - Implement
 Step one - Prepare
• Define the purpose : Before you start analyzing
jobs, and figuring out what each role needs for
success, make sure you look at the purpose for
creating the framework.
• Create a competency framework team :
Include people from all areas of your business
that will use the framework. Where possible,
aim to represent the diversity of your
organization.
 Step two- Collect Information
• Observe : Watch people while they’re performing
their roles.
• Interview people : Talk to every person
individually, choose a sample of people to
interview, or conduct a group interview.
• Create a questionnaire : A survey is an efficient
way to gather data.
• Analyze the work : Which behaviors are used to
perform the jobs covered by the framework?
 Step three- Build the Framework
• Group the statements : Ask Your team members to
read through the behavior statements, and group
them into piles.
• Create the subgroups : Break down each of the larger
piles into subcategories of related behaviors.
• Refine the subgroups : For each of the larger
categories, define the subgroups even further.
• Identify and name the competencies : Ask your team
to identify a specific competency to represent each of
the smaller subgroups of behaviors.
 Step Four- Implement
• Link to business objectives : Make connections between
individual competencies and organization goals an values
as much as possible.
• Reward the competencies : Check that your policies and
practices support and reward the competencies identified.
• Provide coaching and training : Make sure there’s
adequate coaching and training available.
• Keep it simple : Make the framework as simple as possible.
• Communicate : Most importantly, treat the
implementation as you would any other change initiative.
 Topic:
CONTENT ANALYSIS OF VERBAL
BEHAVIOUR
 Content Analysis

It consists of identifying the contents or themes

represented by the clusters of incidents and
conducting “retranslation” exercises during which
the analyst or other respondents sort the incidents
into content dimensions or categories. These steps
help to identify incidents that are judged to
represent dimensions of the behavior being
considered.
It presents a history of the use of content analysis in
psychology and describes the development of CA scales.
The variety of verbal communications to which CA is
applicable is also considered. Issues of reliability and
validity were considered in a survey of the literature on a
sample of 10 relatively well-developed CA scales. Some of
the theoretical and practical advantages of the technique
over other methods of assessing psychological states are
also examined, as well as some of its problems and
limitations. Information about available CA scales is
included. Applications of CA in personality, developmental,
and social psychology are considered, together with others
in clinical, community, and health psychology.
 Content analysis of verbal behaviour
The content analysis of language is a method of assessing what
people say or write about in speech or texts and how strongly they
may feel about their subject matter. Content analysis is a
quantitative, in that it is based on a tally of occurrences of particular
words, construction , concepts, or other linguistic phenomena in the
input material. The basic tally may be transformed in a variety of
ways, but lies at the heart of such analysis techniques.
By focusing on relationships & attitudes, content analysis can be
flexible with respect to specific work combination & grammatical
relationship & the process may include transformation of basic
tallies with respect to the number of words examined, which
enables the comparisons of content analysis scores with an
individual over time and across individuals.
It also states that a distinction must be made between
language in its abstract aspect and language in its
physical aspect. This distinguish is implied in such pairs
of terms as language and object language, code and
message , and systems of habits.
The physical of language consists of actual verbal
statements and it is primarily concerned with meanings.
Whereas linguistic analysis is concerned with the
properties of language as a code of transmission of
communication.
 Problems in content Analysis

One of the basic problems in psychology is that of

obtaining precise measurements of the kind and
intensity of psychological experiences. Almost
everyone believes that he knows and can speak
authoritatively about the presence or absence of his
own psychological states. In fact, most of us assert
we can distinguish quite accurately between subtle
differences in the intensity of our emotional states, or
attitudes from another.
There have been adverse criticisms of psychoanalysis
and its solutions to problem of what individuals are
really thinking and feeling. One type of criticism hinges
on the matter of theoretical preferences and a
reservation about the scientific usefulness of
psychological state of man. The behavior and learning
theory model.
For eg; Focuses on behavior and learning theory
response and so forth, and it avoids consideration of
psychological constructs of inner , subjective states.
This model may approach such constructs through what
is called response class.
How to Acquire and Retain

Talent in Industries
1. Offer A Better Work Culture:
In places like Silicon Valley where competition for great
employees is fierce, a cool snack bar and a basketball court just
won’t cut it: the next company may be upping your offer with
personalized chef services and lessons from NBA pros. While
that stuff is a great bonus for employees, what retains people
long term is not cool perks but a corporate culture that
empowers each individual employee and lets employees obtain
meaning from their work. This means placing more emphasis on
individual employees, keeping them engaged and challenged,
and recognizing them for their hard work. Since 43% of exiting
employees report not feeling recognized at work, it’s clear that
recognition goes a long way in creating a great work culture.
When people are recognizing each other, work becomes more
about camaraderie and teamwork and less about competition
and individual accomplishment.
2. Take Time To Assess Fit:

Just because an employee has an impressive resume does

not necessarily mean they’ll be the right fit for your job.
Even if you’re facing a mass exodus of employees, don’t
rush to hire. If you hire the wrong people, you may face
another cycle of quick exits from your new employees.
Take the time while interviewing candidates to make sure
they’re a good fit and will thrive within your team. Have
them meet your people and interact with them, and make
sure you can see them working together in the future.
3. Accommodate People’s Scheduling Needs:

Companies like Apple, Cisco, Xerox, and American

Airlines know that in order to retain great talent, you have
to accommodate employees’ personal schedules as well as
their work schedules. This is especially relevant for
working parents or employees experiencing family crises.
Letting employees telecommute allows people to work
while still attending to their personal needs. And thanks to
the Internet and social media, telecommuting is easier than
ever. It’s especially relevant in high-turnover industries
where savvy competitors are likely to offer employees
flexible hours and telecommuting options.
4. Offer A Growth Environment:

Make it clear to employees that your company is an

environment where they can grow long term. Help
them develop networks within the company to further
their career as well as their immediate job. Help your
employees identify a mentor within the organization,
whether it’s you or someone else, who will help them
get to the next level in their career. That way,
employees know the company is committed to their
success and will be more loyal when other
opportunities come knocking.
5. Give Employees Direct Feedback:

Direct, timely feedback goes a long way in helping to

retain employees. When employees know where they
stand, they’ll feel more confident in their jobs and will
be more likely to innovate and push the envelope. And
when they’re in an environment where they feel
comfortable being creative and trying new things,
they’ll be less likely to leave.