Retention Challenge in Java Corp
Following the employees’ retention challenge in Java Corp, I am writing this memo to help the management in finding a solution. Having valuable employees will help Java Corp in several ways. First, such employees have the skills and experience that will allow them to contribute in significant ways to the company’s success. Second, retaining the best employees will help to create stability within the organization. Java Corp organization can use a variety of strategies to retain its valuable employees, including offering competitive salaries and benefits, balanced work-life balance, employee professional growth and development promotion, and appreciating employees’ contributions. There are a few different ways that an organization can make poor-performing employees better other than termination: introducing training and development opportunities and communicating clear goals to the employees.
Best Practices in Employees Engagement
Offering employees a competitive salary is one way to engage and retain the employees at Java Corp. Many top-performing employees are looking for ways to increase their earning potential, so meeting or exceeding their current salary is important. Additionally, showing appreciation for employees’ hard work through recognition and rewards can make them feel valued and appreciated. This can encourage them to stay with our company longer (Mabaso & Dlamini, 2018). Finally, providing opportunities for growth and development helps employees feel like they are constantly learning and improving their skillsets, both of which are highly desirable traits in the workforce. Allowing employees to take on new challenges and responsibilities not only makes them happier but will also enable Java Corp company to tap into their greater potential.
Retention Strategies Application
The key to any good employee retention strategy is to keep Java Corp employees happy and fulfilled in their roles. This means regular check-ins, opportunities for development and growth, and healthy work and life balance (Mabaso & Dlamini, 2018). The Java Corp’s employment goal is to provide the employees with the opportunity to grow and succeed in their careers while contributing to the success of the company. A competitive salary helps a company retain employees by providing them with the means to support themselves and their families. Additionally, a competitive salary shows employees that the company values them and is willing to invest in their future. Conversely, when employees feel appreciated, they are more likely to feel a sense of loyalty to the company and be less likely to leave (Mabaso & Dlamini, 2018). Lastly, when employees are given the opportunity to grow and develop their skills, they feel more invested in the company and are more likely to stay with the company for longer periods of time.
Voluntary and Involuntary Employee Turnover
Voluntary employee turnover is when employees leave the jobs of their own accord, whereas involuntary employee turnover is when employees are laid off or fired. Voluntary turnover is considered to be less serious because it generally happens for reasons that are within the employee’s control, such as not being satisfied with the job or company (Rubenstein et al., 2019). Involuntary turnover is often considered to be more serious because it can happen for reasons that are out of the employee’s control, such as performance issues. Either way, it is important for the human resource manager to keep track of both types of turnover and understand the reasons behind each instance. Following the reason for turnover is crucial so that human resource managers can arrange for training programs to make an employee more competent or rectify the issue making the employee resign.
Employees and Employers Using Progressive Discipline
Progressive discipline is a systematic way of managing employee misconduct. It is a way for employers to provide employees with clear expectations and guidelines and to give employees the opportunity to improve their behavior. The goal of progressive discipline is to support employee and organizational goals while also ensuring that employees are treated fairly (Mabaso & Dlamini, 2018). The steps in progressive discipline usually involve verbal warnings, written warnings, suspension, and termination. However, the steps may vary depending on the company’s policies and the severity of the offence. The management should always consult their human resources department or legal counsel when implementing progressive discipline policies. This will help protect the Java Corp from any potential legal challenges in its operations.
Termination Consideration Practical Analysis
When it comes to termination, there are a number of important ethical and legal considerations to take into account. First and foremost, it is crucial to ensure that any decision to terminate an employee is made fairly and objectively. There should be a clear rationale for why the person is being fired, based on their performance or conduct, and this rationale should be able to be communicated clearly to the individual. It is also important to ensure that the termination process itself is carried out in a respectful and professional manner (Rubenstein et al., 2019). The individual should be given adequate notice of their impending termination, and they should be given the opportunity to appeal or discuss the decision if they so choose.
It is crucial for Java Corp to take keen consideration in retaining valuable employees. However good maybe the employees, if they are not retained, then the company will not attain its goals. The high turnover rate and cases against Java Corp are all dangerous for the company’s success. High turnover rates due to involuntary termination leak out the organization’s success secrets. The lawsuits mean unlawful and unethical termination procedures by Java Corp. The company should start retaining valuable employees by appreciating employees and creating a better work environment. The organization should as well exercise termination with respect and professionalism to avoid lawsuits by employees.
Mabaso, C. M., & Dlamini, B. I. (2018). Total rewards and its effects on organizational commitment in higher education institutions. SA Journal of Human Resource Management, 16(1), 1-8. Web.
Rubenstein, A. L., Kammeyer‐Mueller, J. D., Wang, M., & Thundiyil, T. G. (2019). “Embedded” at hire? Predicting the voluntary and involuntary turnover of new employees. Journal of Organizational Behavior, 40(3), 342-359. Web.