High employee turnover is one of the most damaging things that can happen to a company’s bottom line or even its reputation (Lee, 2008). In the business case study described, I would be expected to ensure that my current operation is successful by minimizing the staff turnover so that I can qualify for the loan to expand it. This requires that I apply the most appropriate staffing methods, work on the demographic, and legal issues and strategies on employee attraction and retention (Lee, 2008).
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There are several types of staffing models that can be applied to the preschool care industry. Two of these include the social demographic trend model, which is based on the correlation with trends in population growth, as well as the demographic distribution in the area. The staffing is done with historical supply patterns, which are then used as a proxy for demand estimates. This model can benefit the organization by accounting for the diverse demographic trends and ensuring that all cultures and ethnic backgrounds are represented.
The second model is the professional judgment model, which is centered on the thinking of a leader based on his or her opinions developed after several years of experience in a given field. This model improves the effectiveness of staff in a company for the reason that the leader uses his or her experience to motivate and guide personnel, who would increase their levels of productivity (Hackman, 2006).
Taking into account the diversity issues involved, it would appear that the social demographic trend is the most effective, but in this case, I think that the professional judgment is the best. This is because, as a leader, I can make decisions and judgment in relation to all issues by taking into account various demographic circumstances, such as new families moving into the area. I can, therefore, combine the advantages of the various models to create a staffing ‘mix’ (Hackman, 2006).
Major potential legal issues
One of the legal issues that an organization can encounter is the fact that it could be sued by unsuccessful applicants who feel they have been discriminated against on the grounds that are not allowed in professional businesses, for example, for not being “diverse enough”. Although a leader would want to ensure diversity, he or she needs to ensure that he or she has the most qualified people for the job, and that people should not be given or denied a chance on the basis of race (Nemethy, 2011).
Accounting for diversity in the recruitment can also expose one to the risk of legal action from outsiders, such as equal or civil rights organizations, with regard to harassment and discrimination suits (Hackman, 2006). Given the uniqueness of the legal issues that diversity presents, it is in most cases best for an employer to engage a legal counsel in making decisions in relation to the matter.
To ensure I get the people with the right credentials and factors in demographics through a hiring process, I will use a method that would result in transparency. First, I will advertise the opportunities through media that can be accessed by people from various backgrounds. I would also make it clear from the start how many positions I intend to have filled with minority individuals.
When I shortlist candidates, I would inform them the requirements of the job and openly discuss their attitudes toward affirmative actions. Despite the intentions for promoting diversity, I would not hire anyone who would fail to pass the interview, irrespective of his or her race. At the end, I will shortlist based on racial ratios, but final contestants will all be judged by their performance outcomes.
Tasks to perform
The first task is to study the performances of various employees in specific tasks and determine who are the most difficult ones to train and the perfect workers That way, I can use them for a job description to encourage applicants who already possess them. Second, I would assess the current needs of the organization in relation to personnel. Based on this, I would specify in the application the roles that the new employees will need to fill.
Finally, I would consider the development plans I have for the organization. Given that I hope to expand my business, I would require staff with the capacity for creative thinking, innovation, and the capacity to work in a rapidly changing environment (Lee, 2008). I would update these parameters every time I need to recruit new staff This is because hiring employees should be seen as a means of improving the company’s performance and aligning the outside potential with internal needs.
Three methods to deal with high employee turnover and the availability of employees with required knowledge, skills, or abilities
The first method is to hire the right people from the start. Some employers tend to focus primarily on the qualification of the employees and assume that the most qualified person takes the job (Lee, 2008). In reality, when a position is advertised, most of those who are shortlisted are qualified for it.
Therefore, from that point, I would focus on vetting job recruits as carefully as possible to ensure that they have the right skills, and that they go well with the company’s managers and co-workers. However, when someone leaves, I will ensure that I fill his or her position with someone who was working under him or her in the firm (Downs, 2012). Through succession planning, I can use the departure to promote my staff and increase their morale since they will view an employee leaving from a positive perspective (Downs, 2012).
The second method is to ensure that employees have autonomy and a flexible schedule, which allow them to combine their personal and professional lives without having to make sacrifices for work. One of the leading causes of good employees leaving is a lack of concern for their wellbeing by employers. Whenever possible in my case, I will offer flexible schedules, and give them time off for their personal lives.
Third, employees can be retained and attracted when employers present themselves as caring parties that prioritize the welfare of their staff (Nemethy, 2011). Many employees tend to resign because they feel that their supervisors are harsh, unfair and/or disrespectful. To prevent this, I would ensure that I impress upon managers that I expect them to be courteous and to treat staff with dignity.
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These succession-planning methods are bound to be very beneficial to my business in several ways. By vetting staff based on their ability to fit in the organizational structure, I will not only reduce staff turnover, but will have enthusiastic workers (Downs, 2012).
The second method of giving employees autonomy and enhancing their flexibility will ultimately make them feel more independent and open-minded. As a result, this is bound to increase their creativity and innovation in a manner that they will come up with new ways of addressing challenges.
Making employees feel valued will also be highly beneficial to my business since it means that I can depend on them to work under minimum supervision and provide the best results in the circumstances. They will feel that they have an interest in the company’s growth since the more profit it makes, the more they also stand to gain.
Downs, J. (2012). Integrated talent management. Business Source Complete, 18(2), 51- 63.
Hackman, J. (2006). Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, 7(4), 83-87.
Lee, T. (2008). Understanding voluntary turnover: Path-specific job satisfaction effects and the importance of unsolicited job offers. Academy of Management Journal, 4(6), 251-278.
Nemethy, L. (2011). Business Exit Planning: Options, Value Enhancement, and Transaction Management for Business Owners. Hoboken, NJ: John Wiley & Sons.