Discuss about a Case Study on Effectiveness of Employee Retention Policies In Sainsbury and Tesco?
Torchlight being one of the top high-tech communication companies, at present has become too much employee centric. With growth opportunities, the organization has decided to enrich their employee engagement policy. Keeping such motive in mind, the organization has thought of recruiting an HR specialist who would ensure staff retention and commitment. In this report, responsibilities, training, possible barriers and expected outcomes of employee engagement will be discussed. Theoretical justifications will be provided regarding psychological commitment, shared values, cultural norms, high performance and positive outcomes and work intensity for critical value oriented business, which are especially applicable for Torchlight.
Torchlight is a British organization that offers unique perspectives and bespoke solutions to their clients who face complex challenges. The organization is constantly dealing with performance, security and insight available for its clients through highest level of criminal justice, defense and national security expertise in i3ee to specific issues (Torchlightgroup.com, 2015). At present, the organization is quite concentrated in developing their human resource. The key organizational values are integrity, quality, discretion and agility. The organization makes differentiated approach in building strong and enduring partnerships with its clients. Their staffs are highly motivated and quite talented.
If cultural norms are considered, then it can be said that Opportunities for personal growth and Strong People Culture are the main driving force of an organization. Torchlight deals with decentralized human resource management. Different cultural background employees are engaged with the organization. In diversified workforce it is expected that everyone will make mistake but it is the organization that needs to extend time along with ample opportunities to make their employees learn from their mistakes and polish their performance (Hrcouncil.ca, 2015). Torchlight will be able to ensure better employee commitment when it will separate the person from mistake. Such activities will enrich employee commitment. Mistakes will be eradicated by training and development, which will require enough time. In this way, employees will get higher opportunities for personal growth. Personal growth will in turn increase job satisfaction and promotional planning, which will result in employee retention.
For example, Infosys, which is the information technology organization, does not follow hire and fire policy. It selects prospective candidates from top universities and trains them to gain knowledge in project management and advanced solutions (Khosla, 2014).
The organization culture must be strong enough to justify each of the employees. Antidotes such as realistic plan, “leadership which understands that things take longer than anyone expects”, “discuss and plan for what it means to set goals of inclusivity and diversity” and “learn from past experience how long things take”.
The intense performance factors of employee engagement are composed of two main drivers which are Physical and mental resource and High level of management Support. In order to maintain business critical values, physical and mental resources are to be ensured by the organization. From the part of organization, basic payment and monetary rewards have become too much traditional, and hence physical and mental resources are to be focused on. The physical resources such as workforce flexibility and mental resources such as cognitive behavioral therapy are the best suitable for employee satisfaction (Hrcouncil.ca, 2015). Such factors may be cost effective, but employees will get commitment and satisfaction to work ensuring staff retention.
Torchlight has seen huge demand for technological solutions in the forthcoming years. Thus, it is the best time for the organization to engage its employees through value sharing. It is the responsibility of the organization to train its employees and even through several meetings and seminars organization value will be shared ensuring high level of staff commitment (Acas.org.uk, 2015).
In order to ensure employee retention, line managers have to ensure psychological commitment among the employees, which can be earned through Rewards and recognition and Employee Health and well being.
For an organization, if employees are given adequate rewards time to time, then they will be surely motivated. If commitment is concerned, then it can be said that recognition is very much important to generate employee trust. Such activities can be ensured by monthly target achievement, innovative individual quality delivery and incentives. Basic payment has become quite normal, and commitment can be ensured when employees are given rewards (Gpt.com.au, 2015). Gift coupons, special achievement rewards and promotion are the ways that ensure recognition. Such activities are to be taken in concern by line managers as in turn these factors will result in motivating employees to perform more generating more revenue.
For example, Tesco being the retail giant has been able to achieve highest sales as staffs are too much rewards oriented. Staffs try to increase the amount of sales each month and thus exceed their basic target, and eventually they get rewards and recognition leading to staff commitment (Cole, 2012).
Health and well being are the intangible factors that ensure high employee engagement. Often it is found that employees are too much dissatisfied by organization as ‘medical claim’ is not provided to them (Hrcouncil.ca, 2015). Torchlight allows higher medical claim but it needs to increase the well being of employees through workplace flexibility such as “Bring Your Own Devices” and “full-paid work from home facility”. Line manager has to deal with flexible workplace so that employees feel ease in performing. Satisfaction through ease and comfort will result in higher revenue.
Staff can be retained when they have already achieved commitment. The possible ways by which retention can be ensured through communication are responsibilities and Continuous high performance. Performance can be ensured by High level of communication and employee involvement.
Commitment creates an employee to be responsible. When an employee is well coordinated with communicated values and culture they eventually become too much responsible in performance. Thus, it can be said that Torchlight will surely gain enough faith from human resource in future if they will impose reward and recognition, training and development and opportunities for personal growth.
High performance will be ensured when communication level is well adjusted both from top-to-bottom and bottom-to-top. Torchlight has a well hierarchical structure and hence opportunity is there to engage employees in solving their problems. In order to ensure best communication, organization has to allow employees to feel free in communicating with upper management within the structural framework (Nakamya, 2012).
Employees are often too much achievement oriented. At certain times it is found that employees are under ‘direct order’ from the management (Hrcouncil.ca, 2015). This creates communication gap. When employees are directed to work without taking any concern from them regarding their benefits and flexibility, eventually they get demotivated. Thus, Torchlight has to consider the employees under decision making process. This will ensure employee involvement, where they will be given opportunity to speak and display their concerns only by communication, leading to employee retention.
For example, IBM is too much employee centric as it is found that employees are given opportunity to speak after every six months in meetings. After every meeting, the most common concerns among the employees are taken into concern (Farh & Farh 2013, January). IBM has allowed BYOD as per flexible workforce for its human resource.
Torchlight is the value oriented organization, which is concentrated with factors such as integrity, quality, discretion and agility (Torchlightgroup.com, 2015). Honesty, transparency and fairness engage potentiality with commitment among the employees. When an organization shares peerless and resilient solutions, each of the employee has to get assistance regarding quality from the management. Timely value sharing will denote better commitment among employees. Job satisfaction can only be ensured when employees are well aware of the values of organization. As values are different for every organization, clients achieve best distinctive service from Torchlight. Thus, job satisfaction can be ensured when employees are commitment oriented, which can be ensured by shared values. Ultimately sharing of values will lead to satisfy mutual expectations among the employees.
Intense performance can be only expected by the organization when knowledge is shared among the individuals. As Torchlight is engaged in recruiting varying employees from differing backgrounds, hence culture has to be formed in such a way where high level of knowledge is shared among the individuals. If organization culture allows sharing knowledge and information, employees are able to gain more practical knowledge aiding to serve longer for the organization (Singh, 2013). As mutual expectations among the employees much depend on how one shares his method of performance with other, knowledge sharing will help in satisfying mutual expectation. For example, Apple Inc. is the organization, which is highly involved in sharing of information among every department. This organization has developed its best client base, customer recognition and employee retention as information is highly shared by peer-peer communication (Enslin & Schulz, 2014, September).
When the organization tries to ensure employee engagement, it is quite sure that financial part and security department will impose barrier. If rewards and recognition is to be ensured, then more operational expense will have to be endured by the organization. On the other hand, if workplace flexibility is ensured then more amount of technical security will need to be introduced. This may increase the cost of management. When outcomes are considered, then it can be found that with psychological commitment, shared values and cultural norms positive outcome will be seen by the organization. Employee retention will be found and quality service will be generated by the organization. Employees will feel more job security, better workplace, communicated hierarchy, freedom in performance and timely aware through information. Ultimately, the main motive of Torchlight is to enhance quality service and for that experienced candidates will need to be retained, which can be only ensured by the above factors. As the organization is about to extend its service for better opportunity through demand, human resource will serve the best when effective training and flexible culture is ensured through employee engagement policy.
From the report, it can be concluded that if employees are committed to work then they surely they can be retained. It is recommended that Torchlight primarily needs to focus on communication and culture. Employees need to have job satisfaction so that they will be retained for long. The basic payment may not be increased but incentive, medical claim, recognition, staff retirement benefit and health care plans has to be increased. Moreover, organization culture has to be increased. Torchlight is progressing and is having a huge demand, so human resource is to be retained so that quality service is provided in future. For satisfying employees operational expense will surely be increased, but the organization needs to spend some capital for that as it will generate more return. Employee engagement policy will deliver the best possible outcome for Torchlight in future. On the other hand, if such employees once leave, it will be a loss for the organization.
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