Question

PLEASE PROVIDE LONG RESPONSE WITH REFERENCES AND ALSO PLEASE POST NEW ANSWERS (DO NOT POST WHAT"VE BEEN POSTED HERE AND DO NOT COPY OTHER POSTS. IF YOU CAN'T POST A NEW ONE, KINDLY DISREGARD THIS, THIS IS VERY IMPORTANT, I NEED DIFFERENT RESPONSE)
This essay should incorporate many of the concepts learned throughout the semester. It is important that you answer each part of the question thoroughly and provide the information requested. Read the question carefully!! This is a 20 point essay – a one-page response will not be sufficient to fully answer all the components of the question and more than 4 pages is too much. Plan your response.

You have just signed on as the Manager of Human Resources for a large manufacturing company in the Chicago area. Your company manufactures parts to the automotive industry such as air duct assemblies for various models of new vehicles as well as to the secondary market for these same parts. Upon conducting an audit of HR initiatives and trying to understand the challenges you want to tackle, you find that the overall turnover rate for this company is 37%. You have not worked in this specific industry but you feel at first glance that this number is high. Based on this limited information that you have, lay out a strategy for addressing turnover. You should include the following in your answer:

1. Is the 37% turnover a cause for concern? How would you go about finding out this information? (5 points)

2. What additional data will you gather to learn more about the turnover in this organization? Remember that your readings discuss different types of turnover and this should be addressed in your answer along with any benefits of turnover. (5 points)

3. Assume that you find that the turnover is problematic. Particularly, you discover that the turnover for non-exempt staff is 42% - well over the total turnover for the organization. Prepare a strategy to suggest to the CEO for addressing this turnover, specifically addressing possible causes of the turnover and solutions related to those causes. You will need to think about many of the concepts we have discussed throughout this course in order to answer this question fully. (10 points)

Answer 1

1. Yes, 37 % turnover is a cause of concern. I would go about finding this information by comparing industry standards and market conditions in the given area over a period of time. If the turnover rate is much higher than the average industry turnover rate than it is cause for concern. Also, if the company is struggling to cope with such high turnover rate in terms of generating resources for hiring and recruitment which is affecting business performance and operations and rise in costs then it is a high turnover rate.

2. The additional data I will gather to learn more about the turnover in this organisation is the reasons for the turnover, roles and responsibilities of employees with high turnover ratios like their department and functions, their seniority levels and their skill levels and experience. It is required to check if the turnover are due to personal reasons or professional reasons, internal factors like dissatisfaction and conflicts or it is due to external factors like competition and better compensation or growth opportunities. The different types of turnover are voluntary turnover when the employees leave the job themselves, Involuntary turnover when the employees are asked to leave the job by employer, Functional turnover when an employee leaves due to low performance or mismatch of skills and dysfunctional turnover is the type of turnover when high performing employees leave the job for better opportunities.

The benefits of turnover are the company is able to hire agile talent as per the changing business needs and skills availability, it can lead to growth and innovation of the organisation as their is focus on improving performance and skills, better efficiency, there is less bureaucracy and complacency. The organisation has the chance to redefine its strategies after identifying any gaps in its processes and policies.

3. The strategy to suggest to deal for addressing this high turnover of non exempt staff is proper planning for hiring the staff with clear details of job description, compensation, benefits and scope for further career advancement. If the non exempt staff is leaving for reasons like lack of good compensation and benefits structure, the company can revise its compensation and benefits by considering the industry parameters and cost and benefit analysis of hiring new workforce and training them. The company can also implement a survey in the organisation for assessment of factors like job expectations, satisfaction levels, work environment and needs of the workers. It will help to frame a strategy to effectively deal with turnover and increase communication with the staff to share their problems and concerns so that corrective action can be taken timely. The other possible causes of turnover can be job insecurity. The company can plan a training and skill development program for the staff to improve their performance and provide them incentives for better productivity and longer working tenures with career growth opportunities. Company can increase the employee retention rates by providing better health care benefits, safety standards and flexible work policies.