answer09

You've been hired as an HR consultant to a troubled company. Massive turnover in key personnel has made it very difficult for the company to carry out new growth initiatives. How will you develop a recommendation for the firm?

I would first ask for some key documentation, and if it did not exist, I would begin to work to build it out. A useful tool would be a succession planning chart, which would allow for the reasonable replacement of key positions by other positions held in the organization. It would also allow for the awareness of which ositions would not be likely filled internally, which would allow the firm to focus resources towards headhunting, recruitment, and college graduates for positions that were not going to be filled by internal people. With a succession planning chart, it would be clear how we could begin to repair the missing key positions, while also potentially rewarding employees who have earned promotion.

I would also suggest getting the people who had left to participate in an exit survey, possibly separate from the exit interview, that would specifically target the coding of responses into the top reasons why people are leaving so that the remaining people who might also be thinking baout leaving could potentially be retained.

I would suggest taking the findings from the exit interviews and apply them as the basis for a climate survey for remaining emplyees as a way of assessing whether or not it was likely that more people were about to leave, and also to determine what could potentially be done not only to retain them, but to significantly improve their work and job commitment.

I might suggest a valence survey as a way of determining the most valued job characteristics and rewards for employees as a way of building a program meant to retain and develop employee confidence and commitment. I could promote using this as a way for the employer to implement path goal theory (clarifying tasks and ensuring rewards for performance) to improve motivation, and increase job commitment.

I might suggest 360 degree reviews as a way of giving employees a way to feedback about leader and organization performance, conditions, and reactions. Workers may not feel that they have a reactive voice in yearly reviews without this approach, and so they may just keep their feeling inside until they simply decide to leave.