EMPLOYEE ATTACHMENT INVENTORY (EAI)
The EAI is a patented survey-based instrument administered at the 90th day of employment. Designed for measurement, intervention and strengthening Attachment. The EAI measures the emotional bond formed between your new employee and your organisation based on the four core Attachment perceptions of:
- Security
- Trust & Value
- Acceptance
- Belonging
Attachment is formed during the Critical Attachment Period (the first 120 days) impacting the risk of attrition, discretionary effort, and performance of your new talent within the first 12-18 months.
The Process
Key Benefits of the EAI:
- Reduces the risk of early attrition
- Supports open, honest and trust-based communication between the line manager and new employee
- Increases discretionary effort, contribution and performance of new employees
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Provides powerful trend reporting data and analysis
The 20 Drivers of Attachment
The EAI measures 20 drivers of Attachment and consists of a Survey and Consultative Feedback Report.
Recruitment & Selection
The level of efficiency and professionalism associated with the recruitment and selection process impacting the perception of operating standards and the value the new employer places on employees.
1. Recruitment & Selection
Pre-Employment
The way the new employee was encouraged to feel secure and excited about their new position and the strength of bond achieved between the moment of being offered the position and the date of commencement.
2. Pre-Employment
Orientation
The way the organisation welcomes the new employee for their first day or days of employment. Associated specifically with the initiation of key interpersonal relationships with their immediate team and where possible senior leaders. The way the organisation establishes the perception of personal space for the new employee and has prepared and issued agreed business tools and access. The orientation to the physical workplace and immediate surrounding environment.3. Orientation
Central Messages
The core common messages associated with the company's structure, mission, vision, direction, philosophy, values, and behaviours. The collective understanding of who the business is, where it is going and how it is to collectively behave and perform.4. Central Messages
Rotation
The managed process of ensuring the new employee has the opportunity to meet, be briefed by and initiate open communication and relationships with key business units both immediately upstream and downstream from their own business function. The same managed process relating to corporate service functions within the business.5. Rotation
Incremental Learning
Staged and progressive learning of skills as they apply to their new position, to the standard of competency required to achieve minimum performance within the Critical Attachment Period.6. Incremental Learning
Accuracy of Job Representation
The perceived difference between the ways the job was represented throughout the selection process compared to the first hand experience of the job being performed by the new employee. The degree to which the position was misrepresented either in the proportion of or types of duties performed.7. Accuracy of Job Representation
Manager Alignment & Accessibility
The frequency and nature of contact between the hiring manager and the new employee, allowing for the assessment of the values and behaviours of the manager and their alignment to the new employee's expectations and desired standards.8. Manager Alignment & Accessibility
Business Awareness
The awareness and understanding of the core business, history, products, services, customers, suppliers and competitors achieved in the Critical Attachment Period.9. Business Awareness
Performance Objectives
The understanding of the new employee about the expected performance levels relative to their phase of employment. The understanding of their contribution to the team, department and organisation performance goals.10. Performance Objectives
Learning Path
The understanding of the learning opportunities, formal and informal, internal and external, available to the new employee to support their career direction and progression within the business.11. Learning Path
Reasons for Joining
The experience during the Critical Attachment Period of the presence of desired conditions together with the absence of undesired conditions as identified by the new employee when initially accepting the position.12. Reasons for Joining
Personal Vision & Career Path
The achievement during the Critical Attachment Period of a personal vision for the new employee aligned to medium and long term career opportunities within the organisation.13. Personal Vision & Career Path
Senior Leadership
The perceived visibility, involvement and the confidence in those regarded as being responsible for the setting of strategy, objectives and high level management of the organisation.14. Senior Leadership
Work/Life Balance
The time, energy and emotional investment in work commitments relative to the out of work commitments experienced during the Critical Attachment Period compared to what was expected when accepting the position.15. Work/Life Balance
Co-Workers
The perceptions established during the Critical Attachment Period of the attitudes and behaviour of co-workers, both directed towards or generally observed by the new employee that has led to a sense of acceptance, belonging and trust.16. Co-Workers
Physical Work Environment & Resources
The perception of provision and quality of the physical environment and business resources including the building, workspace, business tools and general staff amenities believed to be employer obligations to the new employee.17. Physical Work Environment & Resources
Culture & Climate
The alignment of the new employee to the perceived collective beliefs, values and behaviours that underpin the organisation's social structure and that governs how employees coexist in the organisation.18. Culture & Climate
Systems & Processes
The understanding and competency achieved in the use of the key business systems and processes during the Critical Attachment Period (CAP) and the confidence the new employee holds in these.19. Systems & Processes
Safety & Behaviour
The perceived value the new employee believes the organisation places on individual employee safety at work and the understanding of the behaviours expected of them while at work in order to remain safe and achieve acceptable performance levels.20. Safety & Behaviour
Download our Sample EAI Feedback Report
The EAI Feedback Report and Action Plan
The EAI Feedback Report is a consultative report designed for the line manager to gain insights about their new employees on-boarding experience that promotes a two-way discussion with their new employee with a focus on specific drivers that are moderate or low in Attachment.
The EAI Feedback Report includes an Overall Attachment Score, individual Driver scores across the 20 Attachment Drivers that are measured, Observations, Recommendations and suggested Driver specific questions for the line manager to explore with their new employee during their one-on-one meeting.
The line manager and new employee will collectively work on an Action Plan during this meeting to address the gaps the new employee has identified during their on-boarding phase (the first 90 days) and before the end of the Critical Attachment Period (120 days) thereby reducing the risk of attrition and increasing the performance of their new talent.