Evaluating The Retention And Development Of Their Employees

Organizations are growing in size each and every day, which in turn creates a high demand for employees. This outcome, however, needs a systematic approach to determine the right employee for the right position. The process has become so large that organizations need specialized help from Human Resource Management (HRM) departments to ensure that the requirements of the position are met. Therefore, the HRM department provides the function of job analysis in order to select the right individual for the position. "Job analysis is a complex and vital part of every HRM program, as well as an important systematic process used within an organization to determine future members of the workforce." Job analysis

As per Jeff’s studies, some of the performance problems were due to the sales agent’s behavior the current employees complained about lack of appreciation, no job satisfaction, that the managers don’t keep realistic goals, found that past boss did better job. Taking all of the above into consideration, Don has to implement recruitment and selection strategy, which is smart and long term for hiring new sales agents along with the manager Ryan and the Human Resource department of the corporation. Don should build the strategy with care and attention to detail.

Administering test to promote internal employees is a change needed to the Tanglewood organizations promotion procedure. These measures would also need to be administered without regard to race, color, national origin, sex and disability (Heneman, Judge, & Kammeyer-Mueller, 2006, p. 356). Another measure on the test would be an evaluation of associates job performance and rating of their preferences for job rewards (Heneman, Judge, & Kammeyer-Mueller, 2006, p.

Summary: Even though the Regional Sales Manager position has a 30% amount leaving the company, they are not promoting within. The Managers has a high percent staying in the same position. There are no opportunities for higher positions in this company, and the turnover rate is continuing to rise.

There are special laws and regulations that will set the rules on how to manage records and clear retention schedules, but most state laws are usually who govern how long medical records will be retained. Regarding retention requirements, it all will be related to the organization’s needs. In a high risk facility the retention periods might be longer than in a small community hospital that is expected just to reach the minimum requirement, so regulations will provide specific time frames. The Texas Medical Board’s rule 165.1(b), directs physicians to retain medical records seven years, counting from the date of last treatment. In the case of a patient younger than 18 years old, these records are going to be kept until the patient reaches age 21, or for seven years after the last treatment, whichever is longer. Additionally, if the medical records are related to any civil, criminal, or administrative

The second pillar, destination healthcare employer, aims at recruiting high performers and improving employee retention. The current rate of turnover at Tuality is high compared to other Portland Metro counterparts and training is expensive. Other plans for retention include providing a market competitive wage and benefits package. High visibility recognition will be seen featured more in the coming years with the initiation of the President’s Award and other programs aimed at ensuring employees feel valued. Mr. Berman strongly feels that Tuality employees are its most valued resource and it is apparent in his first years as the CEO that he wishes to improve employee satisfaction. On the other side of high performers, however, low

Succession, in simple terms, refers to the concept of recruiting competent staff members to carry on the work of an organization (Titzer, Phillips, Tooley, Hall, & Shirey, 2013). With retirement of long-term staff members comes the need for new workers who can carry the torch. Part of succession planning is developing the leadership potential of prospective candidates. As important as succession planning is to the long-term wellbeing of an organization, many obstacles stand in the way of this being completed. These can include egotism, insecurity, failure to plan for the future, inadequate resources, lack of clear positions, and constant change (Titzer et al., 2013).

Research indicates that employers can increase employee retention, increase employee productivity, and reduce employee healthcare costs by implementing a workplace wellness program.

One causal chain could be new products introduced, cross sells, customer satisfaction, customer retention, and greater loan balances and/or deposit balances depending on the new products, and non-interest income depending on the new products. Cross selling is one of the best ways to introduce new products to existing and new customers. Once the customers have tried the new products, assuming they are satisfied with them, it is easier for the business to retain them as customers. This brings greater revenues for the business. The type of revenue would depend on what the new product has to offer the customer, whether it is a type of loan, a type of financial account (checking, savings, etc.), or another financial product, such as an investment type account.

During the recent past however, when the company became a more dominant global competitor and a publicly traded conglomerate, the numbers of employees leaving the firm have increased, generating adjacent problems of employee recruitment, training and retention. In other words, the major challenges currently faced by the company are related to talent management. At a more specific level, the issues refer to the following:

An assessment center is “a variety of testing techniques designed to allow candidates [or current employees] to demonstrate, under standardized conditions, the skills and abilities that are most essential for success in a given job” (qtd. in Coleman 3). Typical assessment center techniques include tests, structured interviews, in-basket exercises, leaderless group discussions, role plays, case studies, presentations, and writing samples (Campion 2014). The results of these techniques can be used for multiple human resource functions, including selection, placement, promotion, development, identifying early managerial talent, and managing succession (Gaugler et al. 493, Thornton III and Byham 3, Spychalski et al. 71). In addition, assessment centers can help organizations detect organizational deficiencies, inefficient procedures, and training deficiencies (Hale 18). The versatile nature of assessment centers makes them a beneficial tool for human resource management.

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.

For many years companies have depended on three basic tools, such as résumés, interviews and references to gather qualified candidates. These sources are commonly used in a day to day basis but have proven to be inadequate for consistently selecting good employees. When it comes to hiring and selecting you want to use productive tools to help determine the best decision possible. Using the incorrect tools to hire and test potential candidates causes employee turnover and retention. Companies need to understand what pre-employment assessments are and why they are effective. I will be discussing the best means of hiring and testing new employees. Exploring what other companies are doing in hiring and testing, accessing the positives and negatives of each, and lastly offering recommendations to our department.

The Indian Steel industry is almost 100 years old now. Till 1990, the Indian steel industry operated under a regulated environment with insulated markets and large-scale capacities reserved for the public sector. Production and prices were determined and regulated by the Government, while SAIL and Tata Steel were the main producers, the latter being the only private player. The industry took its first faltering steps in 1907 with the setup of the first integrated steel plant in Jamshedpur by TISCO. Since then the Indian steel industry has emerged as one of the core sectors in the Indian economy with a very significant impact on economic growth.

This paper discusses the relative impact of recruitment/selection, training, and development for organizational effectiveness. First, recruitment and selection is discussed. Job analysis is very important in the selection process because it provides a realistic job preview and it identifies relevant traits and abilities needed for the job. Furthermore, predictive validity of several selection methods are discussed from which work samples, GMA, tests, and structured interviews are appeared to be the best predictors of future job performance. Second, the impact of training on organizational effectiveness is discussed. Training design issues are discussed, and it is argued that training can increase organizational effectiveness