c




  

 




 



   

 
  

 



  

  










As today in every organization retention of those employees who¶s KSAs is higher than other
has become really challenging task. However provided the favourable working environment
this might ease the issue to some extent.

Keeping in mind the various feedbacks and incidents that Loon experienced within a year in
the organization, he should try to adopt the following given strategy in order to retain and
boost the morale of key employees in the organization.

? 
 










 ¦t is very much important for Loon to understand all those factors that employees are not
satisfied with. The various factors includes their salaries and wages, Management plans
and policies, surplus or shortage of human resources etc.

ë? ½ 





 
 
Here the employees may have complaints regarding the working hours, benefits received,
mismatch of jobs, requirement of higher skilled programs due to rapid change in
technological developments etc. For example, if the employee doesn¶t see his growth in
the organisation in future, he would not be willing to stay with the organisation for a
longer period of time.

G?  


  



^ne of the main factors for the increase in the turnover was due to insecurity that
employees were experiencing due to larger downsizing because of downturn in the ¦T
market. Therefore Lee has to make a concrete strategy to tackle of such crisis so that its
employee won¶t have the feeling of insecurity. ^ne of the strategies could be instead of
 downsizing its they can go for rightsizing of its employees. This will further enhance their
productivity and make them feel more secure.

u? Œ
  





Today every employee looks into their future growth and career rather than the amount of
money they are paid. Lee could work on various training and development program for
their employee¶s growth in the organisation. Personal and professional growth could be
their primary motivating factor for working in the current organisation for longer period of
time.

£? ^






Since they are the key employees or the brain of an organisation, it is very important to
pay them appropriately. And also be sure that what another such organisation is offering in
terms of salary and benefits. We can be sure that if our compensation package is not
competitive, team members will find this out and look for employers who are willing to
offer more competitive compensation packages therefore it¶s very important to keep an
eye on their competitors.

? Ñ

^ne of the greatest factors to retain employee could be providing employee recognition
strategy. When an employee is being recognise for his or her hard work this will
ultimately boost confidence to work harder in future.

è? Ñ




Ñewards and incentives should also be given to the employees who work hard and who are
committed to the organisation.

ÿ? 0!" 







Lee should not be bias to a group of employees and unbiased to other. Therefore fair and
equitable treatment to all employees may boost the confidence of all levels of employees.


c
ë

#
     

 $½ 
 $%
    


   

 
  
 
      

 
 
 $% 
 

 




 
















"
 




& 













" 




 


 




#  




 
$% 


'













'









(  



‰o, the decision was not at all wise from the organisation. We can understand from the case
itself that when the organisation took such decision to downsize low performing employees it
also had an effect on employees who were doing extremely well. The decision to downsize
itself was blunder for the organisation because,

·? The organisation thought to recruit more capable employees but in doing so they did not
consider the cost that they will be incurring for their training programs. So rather if they
decide to identify those low performing employees and provide them an extensive
program for their improvement, ¦ think this would not cost as much as the cost incurred in
providing training for new recruits.

·? Secondly, even when this new recruits were employed it was seen that they were not
provided necessary training as a result whatever the firm delivered, was of very low
quality. The clients were not at all happy with their result.

Therefore if the organisation would have reacted so fiercely than ¦ am sure everything would
have been in place. And in future the organisation could more look into competitive
recruitment and selection strategy for its employees.
c
G

      ) *Œ ë       


 


 
 



ües, ¦ would definitely support Loo¶s MP^2 proposal. And it is because if we see the current
status of the organisation it really looks unstable. With limited experience employees they
cannot meet the demand of the market. Therefore Loon¶s program might prove very valuable
at this point of time. ¦f we adopt Loon¶ proposal we can have the following benefits:

? *

  




Since there is now very few key employees that holds the experience of working in the
organisation in delivering its services, its effectiveness soon might get lost. And there is
possible that these employees will also resign soon as the organisation might lose its
creditability. Therefore if this training is accepted then there is no threat for the
organisation future. They will have continuous flow of skilled labour learning from each
other every time. And this will ultimately erase the threat of employee¶s turnover because
the same work will be done by other colleagues.

ë? !

½
 

Team work will be enhanced and further new ideas will pop up. This will in turn lead to
delivering of quality services. They will not only be able to meet their individual goals but
also their organisational goals.

G? Π+


When the team work is enhanced this will ultimately have an impact on its productivity.
¦mproved productivity will lead to profitability. When an organisation is profitable there is
an immense scope of future growth.

u?  
%
 $



As there will be mixture of workers working in different teams there will flow of unique
ideas. Everybody might have different things to share. Taking into account everybody¶s
point and evaluating it could give rise to new and creative innovation.

£? 
 


When the organisation does well their employees will ultimately be satisfied with their
jobs and benefits. This will in turn reduce the labour turn over in the organisation further
attracting new pool of talents in the organisation.

? !

#
 


As employees move easily between diverse roles, the value of the internal talent market
increases because employees are armed with transferable skills and knowledge that can be
applied in many areas of the organization. This allows companies to become more agile
and to rapidly deploy workers to new projects or locations. This deployment is very useful
for employees also because now every employee wants to become a multi skill person,
because now our one skill can become meaningless anytime. So if you have given chance
to them for all these than that inspires and motives a lot to any employee.


è? 




When all workers are flexible and willing to teach one another, there need not be a specific
program for training new employees. ¦nstead the cost of training will be reduced to great
extent and profitability of the firm will increase. Today most of the firm spend a part of
money in such programs but if the program like MP^2 is adopted then i think the
organisation would be able to save a lot of money. After all it¶s said that the effectiveness
of the training can be seen only to 50% of employees who attended.
c
u


  
     
   
 
 


 







 



Well..thinley can you elobrate the following points. The question here says how
would you motivate the employees to accept the program

·? to making training programme more interesting

·? To give more preferences and prority to senior employess as they will be the mentor.
·? To provide extra incentives to the mentor
·? Make a program so much challenging that they wil be competiting as a group to one
another.
c
£

$   

 '
    
 
 





  *Œ ë
Œ




As Peter Drucker always said, o






 so does the
effectiveness of the MP^2 program also cannot be determined without the use of the
following tools. Various tools and technique use to measure the effectiveness of the program
can be discussed as follows:

Œ



Performance appraisal has a number of objectives and some of them are:
a. To review past performance;
b. To assess training needs;
c. To help develop individuals;
d. To audit the skills within an organizations;
e. To set targets for future performance;

Conducting performance appraisals on employee¶s performance is more than just a simple

checklist of Do¶s and Don¶ts. From the organizational perspective, sound performance
appraisals can assure that correct work is being done, work that assists in meeting department
goals. Therefore it can be said that the use of the program have really boost the overall
performance.
*
 

  

The effectiveness of the program also can be measured by looking at the labour turnover.
Before the turnover was very high and the quality of services were also very poor but if this
has changed drastically then we can directly point to the success of the programme.


%
 
We can measure the effectiveness of the program by client feedback. ¦f the client is satisfied
with the services provided and the time taken to deliver the services, than we can attribute the
success of the program vice versa. There is a balance between client expectation and level of
satisfaction in the sense the gap between them is narrowed to wider extent

%  

Survey can be conducted before the training program and after the program. The difference
can be determined. However if the difference is large than expected, then the training was
very effective. The difference could be of employee¶s productivity, employee¶s participation,
team work and the quality of services they deliver.

0


Feedback can also be one of the tools to be used for measuring the effectiveness of the
program. Here feedback could be from customers, employees and stakeholders. Based upon
this feedback Lee could further decide on to go with same program for next session or change
it.

,
 




Well we can also look on the yearly performance of the individuals and the organisation. ¦f
the performance has improved then the training can be further improved and be used in the
next year. However if the performance is either the same or declined compared to the
previous years than we have to drop this program and look for another strategy.

*

& ^-


Management by objectives (MB^ is a process that converts organizational objectives into
individual objectives. ¦t can be thought of as consisting of four steps: goal setting, action
planning, self-control, and periodic reviews. Therefore this will help to the greater extent to
measure the overall performance of the organisation. However this review should take place
at least two to three times a year.

Œ

! 

Periodically managers find it difficult to evaluate their subordinates¶ performance because

they are not working with them every day. Unfortunately, unless they have this information,
they may not be making an accurate assessment. ^ne of the easiest means is through peer
evaluations. Peer evaluations are conducted by employees¶ co-workers, people explicitly
familiar with the jobs involved mainly because they too are doing the same thing, they are the
ones most aware of co-workers¶ day to-day work behaviour and should be given the
opportunity to provide the management with some feedback.
Ñeferences:

http://www.therainmakergroupinc.com/add.asp?¦D=66
http://docs.google.com