The Human Resource Management

The Success of Employee Retention

The success of every organization depends on employee retention. A high employee turnover rate raises an organization’s costs. If a corporation frequently trains its employees so that they simply quit before their time, there would be no advancement. In order to prevent employee attrition, a company should first identify the primary cause of the departure before resolving the situation. The primary reasons why employees leave Walt Disney World are to pursue promotions and better financial conditions. The two causes should be the main focus of efficient strategies for lowering this turnover. To begin with, the organization should organize with the human resource department, to offer a variety of benefits. Among the benefits to be offered should include; bonuses, health covers, paid leaves, flexible working hours as well as tuition funding These benefits should aim at reducing the employees’ expenses. Moreover, the benefits should have a significant value such that they can influence the employees’ perceptions about the organization. Since their perception is capable of influencing their decisions, it is, therefore, necessary for the organization to create and maintain a good perception. In this light then, an organization should strive to ensure that it keeps any promises that it makes in regards to providing benefits (Yazinski, 2009). It should also ensure the benefit packages are regularly reviewed and most preferably on an annual basis.

Valuing Employees

Secondly, besides not having chances of promoting its employees, Disney should ensure that her employees feel valued. Assuredly, a promotion might mean a higher pay, a title or even some form of recognition. These things might mean more to an employee even if they are not accompanied by a promotion. The higher pay is a reward to the employee for a job well done. The rewards should not only be in terms of cash but can also be in terms of recognition. However, this recognition should be earned but not given thereby promoting creative competitiveness. Such rewards are necessary as they send a message of their value to the employees. Additionally, these rewards are a powerful motivation tool and should, therefore, be awarded as soon as they are earned. For instance, a simple reward such as free lunch can motivate the employee for an entire month. Also, the company can include some paid vacations for their employees as an annual package. For these rewards to be effective, it is also important if the employees are involved when determining them. Consequently, the employees feel valued through the rewards and the recognitions as well as through the process of determining these rewards. For instance, the company should hold progress meetings that determine what rewards should be given to the employee. When the employees are well motivated, they focus their energy on becoming better rather than in looking for other places. Certainly, this will result in producing happy employees who do not have any reasons to leave (Yazinski, 2009).

Growth Opportunities and Career Paths

Thirdly, if employees have to stay in an organization, they must see growth opportunities within the organization. Job rotations are one of the amazing ways to expose employees to new challenges within the organization. The rotation may not just involve moving from one department to another but could also involve rotation of job responsibilities. The importance of such rotations is to provide employees with opportunities for new challenges. They may serve as an eye opener for the employee (Jones, 2014). Furthermore, the organization can organize training and workshop. Such training should be aimed at improving the employees’ understanding of their careers and awaiting opportunities. Moreover, it enhances their ability to make career based decision from an informed position. Consequently, employees are more likely to be committed to an organization once they believe that it is invested in them (Yazinski, 2009). The company can also develop career paths for their employees. It’s of the essence in providing a career direction that guides and shows the employees where they are headed (“The Wall Street Journal,” n.d.). For instance, the employees should be aware that after a certain period, they should move to a higher employment level after achieving some set objectives.

Workforce Optimization

Lastly, workforce optimization is necessary when reducing employee turnover. In this situation, the manager should strive to maximize performance, through introducing the required processes that enhance good working conditions, accountability and also ensuring that the right workforce is hired right from the beginning. Hiring the right workforce means that the organization should look for self-driven and goal oriented individuals. Such individuals will be more focused on their jobs and also quickly establish a connection with their jobs. They are also occupied with ways to increase their productivity rather than always complaining and looking for reasons to leave their jobs. During recruitment, Walt Disney could focus on individuals who are looking to utilize their skills, grow and also acquire more skills. Such workforce can be an asset in moving the company forward. They tend to take part in most matters of the organization including providing the required feedback to the organization. These individuals take their work seriously, delivering tangible results promptly. They are always looking for ways to make the organization better. More involved employees tend to be more satisfied as well as more committed to an organization (Satpathy, & Das, 2011).

References

“The Wall Street Journal.” How to Reduce Employee Turnover. The Wall Street Journal. Retrieved 21 April 2017, from http://guides.wsj.com/management/recruiting-hiring-and-firing/how-to-reduce-employee-turnover/

Jones, B. (2014). Disney Institute. Retrieved 21 April 2017, from https://disneyinstitute.com/blog/2014/07/slow-the-revolving-door-of-turnover-four-steps-to-an-employee-care-strategy-/281/

Satpathy, D., & Das, D. (2011). Review of Literature on Employee Turnover. Indian Journal of Applied Research, 4(2), 25-3. http://dx.doi.org/10.15373/2249555x/feb2014/94

Yazinski, S. (2009). Strategies for Retaining Employees and Minimizing Turnover. Hr.blr.com. Retrieved 21 April 2017, from https://hr.blr.com/whitepapers/Staffing-Training/Employee-Turnover/Strategies-for-Retaining-Employees-and-Minimizing-