What is effective about the slide presentation? ✓ Solved

In analyzing the presentation made by the MHRM Case Team at the Ohio State HR Invitational Case Competition, several effective elements stand out. Firstly, the team successfully articulated the challenge of high turnover rates among recent graduates within Pepsi. They effectively presented a clear problem statement, contextualizing it with relevant statistics and case studies, which helped in framing the discussion on retention strategies for Millennials—a generation that values meaning in their work and seeks transparent communication about career development.

The design of the slides contributed positively to their effectiveness. Visual aids, such as graphs and charts, succinctly illustrated data points, making it easier for the audience to grasp the critical aspects of turnover statistics and potential retention strategies. Additionally, the narrative structure of the presentation logically segmented the discussion into distinct areas, allowing for a focused analysis of different retention strategies, including total compensation, training, and unique leadership opportunities.

Moreover, the use of credible references and data from reputable organizations such as PricewaterhouseCoopers and Robert Half International lent authority to the team’s claims. By reinforcing their arguments with data, the presenters created a compelling case for the need to address employee turnover through innovative retention strategies tailored to Millennials' expectations.

What is ineffective?

While there were numerous effective aspects of the presentation, certain elements fell short. One key issue was the lack of engagement with the audience. The presentation appeared too formal, with the team relying heavily on reading from slides rather than interacting with the audience. This approach may have caused a disconnect, diminishing audience engagement and enthusiasm for the topic.

Furthermore, the presentation could benefit from a more thorough exploration of the cost implications of proposed retention strategies. Although some financial projections were included, assessing the return on investment in broader economic terms might have better highlighted the necessity of these initiatives. Phrasing strategies too broadly without specific actionable steps diminished the perceived feasibility of implementation.

Lastly, while the team provided a wide-ranging overview of topics, they may have sacrificed depth for breadth. Certain strategies, such as supervisor guidance and unique leadership development initiatives, could have been elaborated upon more comprehensively to demonstrate a clear pathway for implementation.

How does it address elements within a Balanced Scorecard and HR Scorecard framework?

The presentation does address elements within the Balanced Scorecard and HR Scorecard frameworks by focusing on key perspectives: financial, customer, internal processes, and learning and growth. From a financial perspective, the slide deck offered projected costs for implementing specific retention strategies and the potential savings from reduced turnover. This aligns with the Balanced Scorecard's emphasis on financial performance and value.

In terms of customer perspective, the team indicated that improving employee retention directly correlates with better customer service and satisfaction, as engaged employees often lead to enhanced customer experiences. This understanding aligns with the customer-centric approach of the Balanced Scorecard.

Internally, the presentation effectively illustrated the processes involved in talent development and retention strategies, showcasing how a structured approach could guide the implementation and assessment of initiatives. This relates to the internal processes dimension of both scorecards.

Finally, the learning and growth perspective was evident, as the team emphasized the importance of training and education for Millennials, linking these opportunities to higher engagement and retention. However, the lack of data on measuring the success of these learning initiatives left some areas unclear.

What was one of the key elements missing in the presentation?

One notable element missing from the presentation was a detailed analysis of the generational expectations and unique characteristics of Millennials beyond surface-level generalizations. Although the presentation acknowledged that Millennials value meaning and engagement, it did not dive deeply into how diverse individual perspectives might affect retention strategies or how these strategies might vary across different demographics within this generation.

In addressing the varying educational backgrounds, career aspirations, and personal values within the Millennial cohort, the presentation could have provided a more nuanced understanding of how to tailor Pepsico’s retention strategies to meet diverse employee needs. This additional depth could create more effective and inclusive strategies that not only appeal to Millennial workers but also resonate with the overarching goals of the organization.

Conclusion

In summary, the MHRM Case Team presented a well-structured discussion on the importance of retaining talented Millennial employees at PepsiCo. They effectively used engaging visual aids and leveraged relevant data to support their arguments. However, they missed opportunities for enhanced audience engagement and a more comprehensive financial analysis. Incorporating elements from the Balanced Scorecard also provided a solid foundation for their recommendations.

Looking forward, refining the presentation to engage the audience, expand on the analysis of costs and specific implementation steps, and delve deeper into the diverse elements of the Millennial demographic will better position PepsiCo to tackle employee retention challenges and foster a workforce in alignment with corporate objectives.

References

  • Brack, J. (2007). Maximizing Millennials in the Workplace. UNC Kenan-Flagler Business School. Retrieved from https://flagler.unc.edu/executive-development/custom-programs/~/media/DF1C11C056874DDAA1ED48662.ashx

  • Dhawan, E. (2012). The Gen-Y Workforce And The Workplace Are Out Of Sync. Forbes Online.

  • Ericksen, T. (2011). Meaning Is The New Money. Harvard Business Review Blog Network.

  • Ng, S.W., Schweitzer, L. & Lyons, S. (2010). New Generation, Great Expectations: A Field Study of the Millennial Generation. Journal of Business Psychology, 25.

  • PricewaterhouseCoopers (2008). Managing tomorrow’s people: Millennials at work – perspectives from a new generation.

  • PricewaterhouseCoopers (2011). Managing tomorrow’s people – Key findings. Retrieved from http://www.pwc.com/nextgen

  • PricewaterhouseCoopers (2013). PwC‘s NextGen: A global generational study. Retrieved from http://management-services/pdf/pwc-nextgen-study-2013.pdf

  • Robert Half International (2008). What Millennial Workers Want: How to Attract and Retain Gen Y Employees.

  • Stock-analysis.com (2014). PepsiCo Inc. (PEP) Financial indicators. Retrieved from http://www.stock-analysis.com/NYSE/Company/PepsiCo-Inc/DCF/Present-Value-of-FCFF

  • Galinsky, E., & Bond, J. (2008). Times Are Changing: The Future of Work Life Conflict in America. The Families and Work Institute.