John has been working for the company for 2 years. He is highly skilled and performs well when working. John often completes his assignments; however, he has significant work-related issues: He arrives 5 to 10 minutes late to work each day; he has been disruptive and disrespectful to his fellow teammates and supervisor; and he has periodically disappeared for lengthy periods of time during the day. In spite of the work-related issues, John has received satisfactory to above-average performance ratings over the past 2 years. John recently complained to HR about a perceived safety issue. John was confronted by his supervisor Bill about nonwork issues, such as hanging out in a maintenance closet to rest. During the discussion, John became upset, so Bill has come to HR for assistance in terminating John.
Discuss retention and separation options for the employee using the scenario. Address the following:
o Discuss retention initiatives and select the ideal initiative to address the situation described within the scenario. Explain your choice.
o Address the issue of employee conduct and develop a progressive discipline policy for the employee.
o Should the employee in question fail to abide by the policies, what are the best practices for exercising employee separations
The response addresses the queries posted in 1353 words with references.
//As per the directions, in the paper we have described various retention initiatives and a retention initiative which should be used to address the given situation has been explained. Further, a progressive discipline policy has been developed to address the given situation. Finally, the best practices to exercise employee separation have been described.//
All the retention initiatives adopted by the organizations revolve around three basic factors - the key employees who contribute towards the creation of revenues, the effect of their leaving the organization, and the measures that an organization would take to keep them on board. Theoretically, all the retention initiatives are taken are based on the reasons on which employees leave. But very often, they are not according to the real reasons, and therefore, are ineffective (Sears, 2003). For example, if employees are leaving because they have not been given the credit for the work done, then the organization usually resorts to 'pay for performance' program; if the reason is management's insensitivity then employee surveys are being conducted; in case of lack of communication with the supervisor, recognition programs are devised; and if the reason is lack of learning, then the orientation program is improved (Finnegan & Finnegan, 2009). A retention initiative would be successful only if the factors related to the employee turnover are addressed in the context of the concerned employees. Therefore, firstly, it must be understood that the actual reason behind the employees' turnover (Sears, 2003).
Reasons for Employee Turnover
There are four main reasons why an employee leaves an organization. They are - reasons related to 'pull-type', reasons related to 'push-type', reasons which cannot be avoided, and the circumstances where the firm is responsible for the employee turnover.
Pull Factors - When the employee gets attracted by the benefits offered by some other employer which may include higher salary, better benefit plans, better growth opportunities, flexible working hours, etc. In order to deal with such a situation, a retention initiative should focus on discovering ...
In this solution we have described various retention initiatives and a retention initiative which should be used to address the given situation. Further, a progressive discipline policy has been developed to address the given situation. Finally, the best practices to exercise employee separation have been described. The response addresses the queries posted in 1353 words with references.