ISO/TS 30438:2024 人的資源管理 | ページ 2

Foreword

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This document was prepared by Technical Committee ISO/TC 260, Human resource management.

Introduction

Employee engagement is a rapidly developing field of study that is increasingly critical to the effective management of human resources within an organization. This document has been created to provide guidance for those wishing to develop metrics through which desired degrees of engagement can be established, tracked, and monitored. Effective metrics used for employee engagement complement, support and reinforce several other areas of human resource management.

Employee engagement is a result of the experience that a person has at work and how it affects them. The degree of employee engagement influences many organizational measurements such as productivity and performance, absenteeism, accidents, retention rate, and even individual productivity and health. A high degree of employee engagement can positively influence these metrics and conversely a low degree of employee engagement can negatively influence these metrics.’

Thus, employee engagement is part of a holistic system of workplace environment, often referred to as culture. In ISO 30414, employee engagement is included as a sub-set of organizational culture metrics.

Typically, metrics are developed for and used by multiple stakeholders. This document is related to the United Nations Sustainable Development Goal 8, Decent Work and Economic Growth, and is intended to be used by:

• organizational governance bodies and leaders;
• people with HR expertise;
• managers;
• entrepreneurs;
• individuals in the workforce and their representatives;
• professional and trade bodies;
• academics and other professionals interested in employee engagement;
• developers of related standards.

Employee engagement is driven by several factors. An effective system of metrics should be able to inform the relationship between conditions and antecedents and outcomes being observed. Without this linkage, corrective action required to change the outcome cannot be identified.

Additionally, lack of engagement can be related to a part of the work environment that is not in the control of the directly responsible leader or manager. Effective engagement metrics should clearly show related factors that can be linked back to specific accountability.

1 Scope

This document provides recommendations on how to measure individual employee engagement and whether to aggregate this data to an enterprise view. It demonstrates how the use of a strategic framework for employee engagement determines the key aspects that drive employee engagement, and how a framework of metrics can be developed that link positive or negative outcomes to one or more of the strategic drivers, to link cause and effect.

The document also demonstrates the linkage between individual engagement and the role and performance of management at all levels to understand and manage the conditions that impact actual engagement. It demonstrates the complexity and interconnectedness of values, behaviours, processes, systems, and relationships that create a system of inter-dependency responsible for the achievement of optimum employee engagement.

2 Normative references

The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 30400, ISO 30414, and ISO 23326 apply.

ISO and IEC maintain terminology databases for use in standardization at the following addresses:

Bibliography