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... adaptive, partnership, playing, constructive
Terminology:
Strategic vision, system approach, sources of uncertainty key competence, social and technical design, effective communicative capacities, creativity
Base method of power realization:
Procedure or / and partnership, supported in the agreement Researches showed that people leave managers and supervisors more often than they leave companies or jobs. It is not enough that the supervisor is well-liked or a nice person, starting with clear expectations of the employee, the supervisor has a critical role to play in retention. Anything the supervisor does to make an employee feel unvalued will contribute to turnover. Frequent employee complaints center on these areas. -- lack of clarity about expectations, -- lack of clarity about earning potential, -- lack of feedback about performance, -- failure to hold scheduled meetings, and -- failure to provide a framework within which the employee perceives he can succeed. The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention.
Does your organization solicit ideas and provide an environment in which people are comfortable providing feedback? If so, employees offer ideas, feel free to criticize and commit to continuous improvement. If not, they bite their tongues or find themselves constantly "in trouble" - until they leave. Talent and skill utilization is another environmental factor your key employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute far more than they currently do?
You just need to know their skills, talent and experience, and take the time to tap into it. As an example, in a small company, a manager pursued a new marketing plan and logo with the help of external consultants. An internal sales rep, with seven years of ad agency and logo development experience, repeatedly offered to help. His offer was ignored and he cited this as one reason why he quit his job. In fact, the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search.
Beating the competition: A practical guide to Benchmarking, Kaiser Associates, Vienna Virginia, 2003. Borins, Sandford. The New Public Management is Here to Stay. Canadian Public Administration. Spring 95, vol. 38 no. 1, p. 112 - 21. Cohen, Shawna & Cardinal, Nancy.
Style and drinks turning Ontario's liquor stores into adult entertainment centers. Marketing, Sept. 13 / 99. P. 30 - 1. 4. Observation of strategies offered by the interrogated companies and scientists. In the present conditions the companies should make all efforts on creation of competitive personnel management strategy. So experts from different companies were interrogated in order to define the best methods.
The interrogation which was carried out by company Talent Max showed, that 61 % of HR-directors from 56 firms rendering various financial services think, that in their organization management of talents is poor whereas 88 % find management of talents very important for the success achievement. For today only 18 % of HR-directors consider, that they achieved success in retention of talented people, and almost half of the interrogated admitted the use of programs on management of talents. Susan Pringle, the partner of company Talent Max states, that people understand the inconsistency of the monetary factor as the basic tool of motivation at hiring and retention of the personnel more and more. It is very easy for competitors to entice people motivated only with money. Development of world economy becomes the reason of shortage of the qualified labor worldwide.
The two thirds of British companies during interrogation declared, that training of the personnel is regarded as one of the most effective means of employees retention. Within the framework of the International interrogation of companies Grant Thornton owners 2005 (IBOS), 28 % of 6000 respondents said that their biggest problem for today is a hiring and retention of qualified personnel. Most sharply lack of qualified personnel employers of New Zealand felt - 50 %, on the second place there are employers of Russia - 45 %, Australians took the third place - 44 %. Shortage of the qualified employees is connected to growth of the population employment. The list of the countries with high employment of the population is headed with India and Netherlands. The unique countries in which decline of employment factor of the population is marked, are Mexico and Sweden.
Increase of demand for the personnel, in turn, resulted in that last year half of all owners of the companies concentrated on attraction and retention of the personnel. Marjorie Blanchard the co-author of the book The One Minute Manager Balances Work and Life considers that the majority of the American companies define the programs supporting balance between work and private life, as fitness-programs limited by training in a training hall or instructing on observance of sanitary rules. It is high time employer to think of what contribution they can make in vital balance and state of health of their employees I believe, the combination good health is closely connected to the work. I think that good health is connected to perfection, for example, with getting of new skills which each year add weight to your resume. It seems to me, that good health is directly connected to mutual relation in working collective, especially to the relations with the head. I agree what the state of health depends on fitness, but not only on it. , says Blanchard.
Last months the topic of life balance again drew the attention as the set of researches made rather horrifying picture of balance between professional and private life of employees of the American companies. According to research of Families and Work Institute, one third of Americans chronically overwork. Separate research of the Centre for Work-Life Policy showed, that 35 % of women and 48 % of men think, that they will appear in unprofitable position if make a choice for the benefit of any condition of work influencing life balance. It is a problem not only of the United States. In Great Britain 46 % of 30 years old workers are not satisfied with their life balance.
This is information of Employers Forum on Age uniting 170 companies. According to the interrogation which was carried out by the company Hudson Recruitment, 58 % of heads of Shanghai admitted, that they have to work more, than before. Sylvia Ann Hewlett, the President of the Life policy Centre in New York, gives as an example of a company the giant Ernst & Young which changed the corporate culture and got rid of negative perception of working conditions influencing the life balance choice. In the company the additional condition for heads on which the rating was formed was authorized. Heads should give the subordinates the variants of the conditions connected to life balance for their choice, for example, variant of a flexible work schedule. These ratings affected the bonuses paid at the end of year. 27 % of employees of company Ernst and Young now have flexible work schedule.
Jim Bird, the President of training company worklife balance. com, emphasizes the importance of skills on project management, skills on time - management and the personal responsibility during achievement of life balance. People should do it themselves; the companies may help with this question through granting of trainings on appropriate topics, Bird says. Having sold the problem of personnel selection, firm inevitably face with a problem of its retention, and for the enterprises of average scale this task is more important, than for large ones.
Principal causes on which people change a place of work, are either higher wages on a new place, or the opportunity of professional growth. Company Artezio analyzed all cases of dismissal of employees at own will and found out that the majority left during the absence of the projects interesting for them. Artezio sees the solution of the problem in training and improvement of professional skills of people in intervals between projects that promotes their professional development. If the reason of expert leaving consists in the greater salary on a new place one of means its retention is the compensating package including the premiums, the interest-free credit, apartment renting at the firms expense, payment for training, social insurance, health services, a free-of-charge meal at work, payment for trip up to the place of work, mobile communication, vacation for all family etc. But it is obvious, that any firm cant offer all these privileges. The original decision is offered by company Mirantis using a principle of "cafeteria." It consists in the following.
After revealing the needs of the personnel by the interrogation and drawing up of the list of all possible components of the package, employees are offered to choose from it something that is more important for them and actual according to the position they have: the higher the position, the more components the worker may choose. But thus there is a certain minimum for everyone, for example health services. Thus, everybody will be equally satisfied. Also among the basic ways of personnel motivation increase all the participants of round table recognized the creation of a friendly atmosphere in the staff that results in psychological comfort.
Braden, J. B. and C. D.
Kolstad. 1991. Measuring the Demand for Personnel Quality. Elsevier Science Publishers, Amsterdam, The Netherlands. Winsled, Edward A. , The Way Out, A Forecast of Coming Changes in American Business and Industry, (New York: 2001) 5. Conclusion Key employee retention is critical to the long term health and success of your business. Managers readily agree that retaining your best employees ensures customer satisfaction, product sales, satisfied coworkers and reporting staff, effective succession planning and deeply imbedded organizational knowledge and learning.
If managers can cite these facts so well, why do they behave in ways that so frequently encourage great employees to quit their jobs? Employee retention matters. Organizational issues such as training time and investment; lost knowledge; mourning, insecure coworkers and a costly candidate search aside, failing to retain a key employee is costly. Various estimates suggest that losing a middle manager costs an organization up to 100 percent of his salary. The loss of a senior executive is even more costly. Employee retention is one of the primary measures of the health of your organization.
If you are losing critical staff members, you can safely bet that other people in their departments are looking as well. Exit interviews with departing employees provide valuable information companies can use to retain remaining staff. It is important to learn their results. It is the significant source of data about the health of the organization.
Bibliography 1. Camp, R. (1989) Benchmarking: The search for industry best practices that lead to superior performance American Society for Quality Control, Quality Press, Milwaukee, Wis. 2000. 2. Beating the competition: A practical guide to Benchmarking, Kaiser Associates, Vienna Virginia, 2003. 3. Leadership through Quality: Implementing competitive Benchmarking, Xerox Corporation, Stamford Conn, 2005. 4. Borins, Sandford. The New Public Management is Here to Stay.
Canadian Public Administration. Spring 95, vol. 38 no. 1, p. 112 - 21. 5. Cohen, Shawna & Cardinal, Nancy. Style and drinks turning Ontario's liquor stores into adult entertainment centers.
Marketing, Sept. 13 / 99. P. 30 - 1. 6. Change Management: An Inside Job. The Economist, July 15, 2000 7. Hartung, G. C.
Institutionalized Excellence: Not Just More Pop Government Jargon? Public Management, July 2001. 8. Israel, Charles. Privatization Dues and Dont's: What the LCBO Union Fears in the Monopoly Going Private. Toronto Life, June 2002 9. Braden, J.
B. and C. D. Kolstad. 1991. Measuring the Demand for Personnel Quality.
Elsevier Science Publishers, Amsterdam, The Netherlands. 10. Winsled, Edward A. , The Way Out, A Forecast of Coming Changes in American Business and Industry, (New York: 2001) 11. Smith, Ann Silvia The strategies and principles of managing the personnel, New York 2003.
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Research essay sample on Qualified Personnel American Companies
