Module 4 discussion Bus411

Module 4 Overview

Selecting the right employees for the job is an important factor in managing human resources but retaining good employees is an equally important part of the process. Employee separation costs can be quite extensive for an organization regardless if the separation is voluntary or involuntary. Separation costs could include factors such as; the cost of conducting a talent search to replace an employee, the cost of lawsuits, costs of signing bonuses or moving expenses to attract good employees and the cost of morale caused by heavier workloads on existing employees when another employee leaves and the cost of lost opportunity when work is lost due to inadequate staffing.

Motivating employees in the right way can have an impact on employee morale in the workplace, employee retention and ultimately organizational effectiveness. Some employees are most motivated by compensation, benefits and fair pay while others are more motivated by recognition for their contributions or schedule flexibility. It is important to understand each employee’s motivation factors and create an environment where optimal performance is achieved. This typically happens when employees feel they are recognized for their contributions and are motivated and satisfied with their work environment.

Clear job definitions, equal treatment and fair pay are all factors in keeping employees engaged and performing well. Many companies monitor job satisfaction through confidential surveys designed to measure factors such as whether or not the employee feels their job is meaningful and whether or not their employees are satisfied and likely to stay with the company. These types of surveys can also uncover current or potential issues that if addressed, could support employee retention.

Juanita’s World part 6

When Juanita visited with Melissa, the previous HR manager, she felt Melissa was a bit evasive on issues like hiring, firing, and retaining employees and volunteers. It is Day 6 since her hire start date and already she has received two notices of resignation from key personnel. She was hoping that she could analyze the situation before trying to implement solutions. But, Rich, her boss, is applying a lot of pressure because his boss seems to be applying pressure on him.

Although she did not know the two people very well, she did conduct exit interviews. Much of what she was told fit with what she sensed about training and development, compensation, recognition, and career development. Both individuals seemed genuinely committed to the mission of the organization, but expressed frustration with people they work with due to their incompetence and also with the organization, due to its unwillingness to invest in its employees.

As Juanita considers a short-term strategy she considers that it may be best in the short-term to voluntarily separate individuals who are unwilling to perform and replace them with new hires who exhibit an interest in development. As she considers the implications she is certain she will get significant “push back” from Rich and other more tenured managers. Plus, she knows that the organization falls under some federal guidelines for what they can and cannot do.

In preparation for making this issue a priority with an actionable tactical plan, she knows she must be fair, above reproach, and demonstrate grace in order to preserve the dignity of the workers and to attempt to build a system of accountability.

Juanita’s World part 7

As part of Juanita’s plan to revise her organizations hiring and retention practices she decides to focus on issues that could differentiate their organization from others that have a similar mission.

From her interviews she has learned that most employees who voluntarily separate move to other humanitarian organizations that include employee recognition and some basic benefits. As part of her plan Juanita hopes to convince Rich that they can revamp the entire compensation system to better reward high performance employees and yet continue to hold the costs down to fit the current budget. She feels Rich will think this will be disruptive to the sense of security that employees have but she is convinced that they have been balancing the scales of justice in terms of work output for the small compensation they receive.

At the end of the day Juanita believes pay has been based on equality rather than equity. She believes if performance is to improve they must pay competitively for those who they want to retain.