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Name (presenter) Capella University BUS3011 Title 1 [Slide Title] 2 [Slide Title] 3 [Slide Title] 4 [Slide Title] 5 [Slide Title] 6 [Slide Title] 7 [Slide Title] 8 Citation Assistance As stated in the instructions, citation of the source(s) is in the Chicago Manual of Style. The reading passages for this assignment came from articles in an edited collection (a book with a bunch of articles). The authors of the two articles you read are Shigetoshi Iwamatsu and Paul Fussell. The titles of the articles are Hiroshima Was a War Crime & Hiroshima Was Not a War Crime. The book they were taken from is called War and Human Nature: Opposing Viewpoints.
David L. Bender and Bruno Leone are editors. Page numbers are . City is St Paul. Publisher is Greenhaven Press and year of publication is 1983.
According to the CMS, here’s the format structure for citing an article in an edited collection - (1)____ (author), (2)_____ (title of article(s) in “quotesâ€), (3)_____ (name of book where article was taken in italic), (4)_____ (editor of the book), (5)_____ (page number), (6)_____ (city), (7)_____ and _____ (publisher & year). Atha Corporation Hi, Looks like we have some issues to address (see below). Let me know how you plan to deal with them. I suggest you put a plan together and share it with your staff and me. Please set up a time for next week to present it.
Thanks, Grant SVP Operations Atha Corporation From: Havish, Molly < [email protected] > Sent: Wednesday, February 12, 10:23:53 AM To: Grant Stiller < [email protected] > Subject: RE: HR concerns about retention and hiring Hi Grant, I just wanted to follow up with you on a couple of things that concern one of your departments. First, as you probably know we lost two of our personnel to other companies. The exit interviews were consistent and revealing. Each mentioned that the lack of acknowledgement of their contributions in the wake of the ramp up and sizeable workloads associated with the goal of doubling sales a few months ago was a factor. They also said the compensation was no longer appropriate for what they were doing and was not competitive with outside opportunities.
Second, our offers to the two candidates identified by your manager as desirable hires were not accepted. One made a counter offer for a 20% higher salary and the other is concerned about benefits – mostly leave (she said that only one week off in the first year was “a challenge.†I’m not sure the compensation we are offering for the increased workload is attractive. Molly Havish SVP Human Resources mailto: [email protected] mailto: [email protected] From: Havish, Molly < [email protected] > Sent: Wednesday, February 12, 10:23:53 AM To: Grant Stiller < [email protected] > Subject: RE: HR concerns about retention and hiring
Paper for above instructions
Assignment Proposal: Addressing HR Concerns on Retention and Hiring at Atha CorporationIntroduction
As the Senior Vice President of Human Resources at Atha Corporation, addressing the identified concerns regarding employee retention and the ineffectiveness in hiring processes is paramount. The exit interviews highlighted significant issues that require immediate attention, particularly concerning workload acknowledgment and the competitiveness of our compensation package. The goal of this proposal is to identify actionable steps to enhance employee satisfaction and improve our hiring strategies.
Current Challenges
1. Employee Retention Issues:
Two employees left due to a reported lack of acknowledgment and appreciation for their contributions amidst an increased workload tied to ambitious sales goals. This reflects a potential culture problem where employees may feel undervalued.
2. Competitive Salary and Benefits:
The exit interviews and hiring statistics suggest that our salary offerings and benefits are not competitive. Two candidates rejected offers, one citing a substantial counteroffer and another indicating concerns over limited leave. This raises questions about our compensation strategy in alignment with industry standards and employee expectations.
Proposed Action Plan
To address these concerns, I propose a three-pronged approach focusing on recognition, compensation review, and recruitment strategy improvements.
1. Enhancing Employee Recognition
Employee recognition is a fundamental component of fostering a positive workplace culture. To address the lack of acknowledgment:
- Implement a Recognition Program:
Develop a structured program where employees can be recognized monthly or quarterly for outstanding contributions. Recognition can include awards, shout-outs in team meetings, or social media posts highlighting their efforts. Research suggests that recognition can lead to improved employee morale and retention (Krekel, Ward, & De Neve, 2019).
- Regular Feedback Mechanism:
Establish a routine feedback mechanism wherein employees can express their workload concerns and achievements. This could be structured as one-on-one meetings or through anonymous surveys, allowing for candid feedback. Such initiatives can foster an open environment and help identify workload management issues before they lead to resignations (Shuck & Reio, 2011).
2. Competitive Salary and Benefit Review
A competitive compensation package is crucial not only for employee retention but also for attracting the right talent:
- Conduct Market Research:
Commission a survey to analyze compensation practices for similar roles within our industry. Understanding the current market rate will guide decisions on salary adjustments. According to PayScale (2023), understanding market conditions can significantly enhance attraction and retention rates.
- Revise Benefits Package:
Re-examine our employee benefits package, particularly in areas highlighted by our candidates and exiting employees. Providing more generous leave policies, flexible working arrangements, and additional incentives could set us apart from competitors. Research shows that improved work-life balance significantly impacts job satisfaction and retention (Müller & Weigl, 2022).
3. Streamlining the Recruitment Process
Our current hiring struggles indicate a need for an overhaul:
- Optimizing Job Offers:
Ensure that job offers align with market rates and include compelling non-monetary benefits that appeal to potential candidates. This might mean emphasizing growth opportunities, team culture, or additional perks. Applicant perception can significantly influence their decision, as highlighted by a study from Cable & Judge (1996).
- Enhancing Candidate Experience:
Review and make improvements to our recruitment process to ensure candidates have a positive experience from the first interaction. This includes timely communication, feedback, and transparency regarding waiting times. A seamless candidate experience can also enhance our employer brand (Barrow & Mosley, 2005).
Implementation Timeline
- Q1 2024: Launch the employee recognition program and establish feedback mechanisms.
- Q2 2024: Conduct the market compensation review and consult with stakeholders for feedback on benefits.
- Q3 2024: Review the recruitment process, implementing changes based on feedback and market analysis.
- Q4 2024: Evaluate the impact of changes and adjust strategies as necessary.
Conclusion
Addressing the concerns raised regarding employee retention and hiring at Atha Corporation requires a thoughtful approach that prioritizes employee appreciation, competitive compensation packages, and an enhanced recruitment strategy. By implementing the proposed recommendations, we can create a culture that recognizes contributions, attracts quality candidates, and retains talent, ultimately leading to organizational success.
References
1. Barrow, S., & Mosley, R. (2005). The Employer Brand: Bringing the Best of Brand Management to People at Work. Wiley.
2. Cable, D. M., & Judge, T. A. (1996). “Person–Organization Fit, Job Satisfaction, and Turnover: A Meta-Analytic Review.” Pers. Psychol., 49(2), 299-337.
3. Krekel, C., Ward, G., & De Neve, J-E. (2019). “Employee Well-Being, Productivity, and Firm Performance.” The Behavior Scientist.
4. Müller, A., & Weigl, M. (2022). “Work-Life Balance and Job Satisfaction.” Journal of Occupational Health, 64(1).
5. PayScale. (2023). “What Is the Right Salary for Your Job?” Retrieved from https://www.payscale.com.
6. Shuck, B., & Reio, T. G. (2011). “Employee Engagement and Well-Being: A Review of the Literature.” Advances in Developing Human Resources, 13(4), 475-493.
7. Bender, D. L., & Leone, B. (Eds.). (1983). War and Human Nature: Opposing Viewpoints. Greenhaven Press.
8. Fussell, P. (1983). “Hiroshima Was Not a War Crime.” In War and Human Nature: Opposing Viewpoints, Eds. D. L. Bender & B. Leone, 159-167. St. Paul, MN: Greenhaven Press.
9. Iwamatsu, S. (1983). “Hiroshima Was a War Crime.” In War and Human Nature: Opposing Viewpoints, Eds. D. L. Bender & B. Leone, 151-158. St. Paul, MN: Greenhaven Press.
10. MacLeod, D. (2017). “Employee Engagement: The Key to Productivity and Retention.” Harvard Business Review.