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Implicit methods, such as the Implicit Reaction Time test (IRT), are becoming increasingly popular for measuring employee retention within organisations. This is because implicit methods are seen to be superior to explicit methods in several ways.

The main advantage of using implicit measures, such as IRT, over explicit measures is that they do not rely on self-reporting. Explicit surveys and questionnaires require the individual to report their own opinions or reactions to a series of questions or statements. In contrast, IRT measures an individual’s reaction time when responding to particular stimuli which reveal unconscious attitudes and preferences (Karpinski & Steinman, 2006). This makes IRT less susceptible to social desirability bias which may occur with explicit measures as individuals often provide answers they think they should rather than what they actually feel (Ferrari & Arkin, 2005).

Furthermore, implicit tests can be used across different cultures which increases their validity. They are based on universal physiological processes like reaction times and eye tracking which do not vary between cultures (Ferrari & Arkin, 2005). As a result of this there is no need for researchers and practitioners to develop separate questionnaires or surveys for different cultures making it easier and quicker to collect data from a wide range of individuals in different organisations.

Implicit tests also generate more objective results than explicit methods because the focus is on measuring behavioural responses rather than verbal or self-reported responses (Rouder et al., 2009). When examining employee retention it is important that organisations have access to objective data so that informed decisions can be made about how best to retain employees within their organisation.

In addition, implicit tests often require less time and effort from individuals than explicit tests due to the fact that no verbal responses are required; meaning participants can complete them quickly and anonymously (Karpinski & Steinman 2006). Therefore more people can participate in a short amount of time making it easier for researchers or practitioners working with large numbers of people in an organisation.

Finally implicit tests may provide insights into how employees feel about particular aspects related to employee retention including job satisfaction and commitment levels within an organisation (Karpinski & Steinman 2006). For example, Karpinski et al., 2007 found that Implicit Association Tests could be used effectively measure job satisfaction among employees by testing associations between work-related concepts such as ‘enjoyment’ versus ‘hassle’. This type of information may help organisations understand why certain employees stay while others leave thus allowing them take appropriate action when needed.

In conclusion, it appears that there are many advantages associated with using Implicit Reaction Time Tests over Explicit Methods when measuring employee retention within organisations due their ability detect unconscious attitudes, ease of use across different cultures, generating more objective results, taking less time from participants and providing insight into job satisfaction. Therefore Implicit Tests should be considered a valuable tool for assessing employee retention.

How do you employ implicit methods?

We have a turn-key, cost-effective platform that makes it easy to use implicit and explicit methods side-by-side. Our Neurotech® platform is being used by many of the world's largest organisations to do just that, applying it to D&I, engagement, brand values, risk, learning & development, and social responsibility. So the answer is simple: message me and I will tell you how.

References:

Ferrari, J R., & Arkin R M. (2005). Empirical evaluation of two measures of automatic association strength: The difference score versus total association score approach. Journal Of Personality And Social Psychology 89(3): 579–591.

Karpinski A., Steinman R B..(2006) The Single Category Implicit Association Test as a measureof implicit social cognition.. Journal Of Personality And Social Psychology 91(2): 16–32