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Staffing System and Retention Management

Organization StrategyHR and Staffing StrategyStaffing Policies and ProgramsStaffing System and Retention ManagementSupport ActivitiesLegal compliancePlanningJob analysisCore Staffing ActivitiesRecruitment: External, internalSelection:Measurement, external, internalEmployment:Decision making, final matchOrganizationMissionGoals and ObjectivesStaffing Organizations Model14-2Introduction Even the best recruitment and selection system in the world will be of little value to an organization if the new employees leave their jobs soon after being hired. Therefore, the establishment of effective system for retaining employees is critical part of the staffing process. Turnover and Its CausesNature of problemTypes of turnoverCauses of turnover

Nature of the ProblemEmployee retention can contribute to organizational effectivenessTurnover is not only costly but may be beneficial.Focus of retention strategiesNumber of employees retained andWho is retainedApproach to retention managementGather and analyze employees reasons for leavingTypes of TurnoverTypes of Employee Turnover:VoluntaryInvoluntary

Types of TurnoverVoluntary:is broken down into avoidable and unavoidable turnover.Avoidable - Could be preventedTry to prevent for high value employees by certain organization actions like pay raise or new job assignment.Do not try to prevent for low value employees.Unavoidable - Could not be prevented like (retirement, health problems).Types of Employee Turnover -Voluntary -- Employee Initiated

Types of TurnoverInvoluntaryDischargeIt is aimed at the individual employee, due to discipline and/or job performance problems.DownsizingMay occur as permanent or temporary employees layoffs.Typically targets groups of employees .It occurs as part of an organizational cost- reduction program.

Types of Employee Turnover -Involuntary -- Organization Initiated

Causes of Turnover: VoluntaryCauses of Voluntary TurnoverBehavior of leaving preceded by intention to quit.Factors affecting intention to quitDesirability of leavingOften results from a poor person/job match orPerson/organization match Ease of leavingRepresents lack of barriers to leaving and, being able to likely find a new jobAvailable alternativesDepends on other job options both internal andoutside organization14-11

Causes of Turnover: Involuntary

Discharge turnoverMismatch between job requirements and KSAOsEmployee fails to follow rules and proceduresUnacceptable job performanceDownsizing turnoverMismatch in staffing levels which leads to an overstaffing situationFactors related to overstaffingLack of forecasting and planning Inaccuracies in forecasting and planningUnanticipated changes in labor demand and/or supply14-12Measurement of Turnover:Reasons for Leaving Important to determine, record, and track reasonswhy employees leaveToolsExit interviewsFormal, planned interviews with departing employeesPostexit surveysSurveys sent to employees soon after their last dayEmployee satisfaction surveysSurveys of current employees to discover sources of dissatisfaction which may become reasons for leavingResults can provide information to pre-empt turnoverMost Effective Retention Initiatives

Guidelines for Increasing Job Satisfaction and RetentionExtrinsic rewards

Rewards must be meaningful and uniqueRewards must match individual preferencesLink rewards to retention behaviorsLink rewards to performance

Intrinsic rewards

Assign employees to jobs that meet their needsProvide clear communicationDesign fair reward allocation systemsEnsure supervisors provide a positive environmentProvide programs to enhance work-life balance

Other Guidelines for Increasing Job Satisfaction and RetentionProvide organization-specific trainingCombine training strategy with a selection strategy focused on assessing and selecting general KSAOsApproaches to make internal alternatives more desirable than outside alternatives:Internal staffingEncourage employees to seek internal job opportunitiesProvide attractive internal options

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