Assessment: Talent retention and turnover is one of the key challenges facing today’s organisations. Your task is to conduct an analysis of employee retention in your organisation (or an organisation with which you are familiar). In analysing your chosen organisation’s retention practices, you need to:
consider the background of your organisation/industry
2m revenue
differentiation strategy - premier
35 staff
800 members - member centric club
Golf club and function centre
discuss the techniques used to manage voluntary turnover
Increased job satisfaction through supportive culture
pay and benefits - partially funded training linked to pay increases
provide recommendations for improving employee retention at your chosen organisation
critically assess benefits
critically assess weakness
critically assess benefits
critically assess weakness
manager
discuss the techniques used to manage involuntary turnover
warning/discipline procedures
casual contracts
critically assess weakness
critically assess benefits
critically assess weakness
critically assess benefits
critically assess weakness
pay and benefits
job structure
strategic
gives a broader pool of people available in the selection process
gives employee motivation to work towards something specific
reduces cost until people have needed skills
pay levels do not match strategic goals of premier service
only partial funding does not match 'premier' focus
partial funding for org required skills still puts burden on staff
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reasonable inexpensive but can be meaningful and memorable
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no consistency across org
critically assess benefits
reduce stress levels of staff
results in pleasant collegial environment
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due to siloed organisation employees do not get exposed to other managers
protects against poor selection
supports seasonality of industry
low engagement
low satisfaction
low job security
fair - principles of justice
can immediate reduce engagement
slow
pay above industry norm
fully funded training
permanent contract from beginning (90 day trial anyway)
address job under-load by cross departmental work
align hr practises with differentiation strategy
improve strategy dissemination throughout org
methods/examples
acknowledge birthdays
characteristics
dept. social events
open door policy
warmth and civility
competent and experienced
encourages a view of hospo as a career
extends to the way staff treat customers
very siloed org with depts. working to their own agendas
high rankings and long history
hospo dept
Challenges
open hrs expectations due to club environment
high level of service expectations v low level of wages
staffing for functions v day to day requirements
seasonality - leads to job/income insecurity
dead spots in day due to course usage leads to role under-load
management focus on tight wages %s
benefits
stats
turnover cost approx. $4k/position - total $53k 2017
90% turnover rate 2017 (down from 100% in 2016) - ind ave 40% 2014 / us 2016 70%
30% permanent / 70% casual
current 14 staff
primarily member based customers leading to high relationship building with customers
more day time work than some hospo
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turnover is was 85% voluntary in 2017
3 primary revenue streams
1m revenue / yr and growing
club events
external events
members day to day activity
level of turnover will negative impact on labour market reputation and lower employer attractiveness
career focus
offer PD opportunities beyond basic role training
work with local training institutes to identify candidates with career focus
results in lazy recruitment and selection processes
Partial funding ensures employee has vested interest
paid leave day for birthday