Question

You have recently accepted a position as Human Resource Director for Jupiter Industries, a multi-national organization operating across 5 business segments, specifically, industrial valves and controls, plastics, fire suppression equipment, electronic components, and specialized medical products. Jupiter Industries has established worldwide headquarters in Bremen, Germany, and has groups located in the Americas, Europe, Asia and Pacific Rim countries. The MENA group is the most recently formed division within the Jupiter organization, and is composed of various concentric businesses that fit into one of the five organizational business segments, all of which have been acquired over the past two years in both the Middle East region (Saudi Arabia, UAE, Oman, Bahrain, and Jordan) as well as North Africa (Egypt, Morocco, Tunisia, and Algeria). You will be working at the MENA headquarters located in Manama, Bahrain and will be responsible for all divisions located in the MENA (Middle East, North Africa) region. You will report directly to the VP of Operations in Manama, with dotted-line reporting responsibility to Chief Human Resources Officer (CHRO) in Bremen. Specifically, you are being tasked with establishing Human Resource policy and practice in regard to strategic collaboration with divisional heads, utilizing HRIS systems in addressing areas such as recruitment and retention, training and development, performance management programs, compensation management, employee benefit programs and employee relations, including motivational programs, incentive programs, and disciplinary procedures. You will be working on policies and procedures that can be utilized throughout the region, to bring some semblance of order and uniformity in dealing with strategic HR employee programs. After a thoughtful review of current HR programs for the region, you will prepare a report for the VP of Operations and CHRO and distribute to all division heads, formulating your HR strategic goals across all HR areas of responsibility, highlighting recommendations for improving the overall impact of these programs on talent management initiatives including attraction and retention of top talent and the methodologies used to do so. This report will be inclusive of all Human Resource functions and provide both strategic and operational goals of the desired outcomes and, the means or “how” to reach these deliverables.

Considering employee retention, how would you make a convincing argument to senior management at Jupiter of the escalating costs of employee turnover. Give details. Explain how to conduct exit interviews and why this gathered information can be utilized to identify issues and reduce turnover. Considering the core activities associated with HR, which activities can be leveraged to promote employee retention strategies? (Example: Compensation & Benefits, Career Development, etc.) Describe how employee engagement goes beyond simple job satisfaction

Answer 1

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Considering employee retention, how would you make a convincing argument to senior management at Jupiter of the escalating costs of employee turnover. Give details?

The rising employee turnover can lead to escalating costs for the organization because when an employee leaves the organisation, a recruitment and selection process is started again which leads to costs to the company. Taking interviews and selecting the right candidate can be time consuming and the same time could be spent somewhere else making profitable decisions. Similarly, the selected employees are require induction and other sort of training which costs money and resources for the organization. As more employees leave organization, the cost of replacing them increases as well.

Explain how to conduct exit interviews and why this gathered information can be utilized to identify issues and reduce turnover.

It is extremely important to conduct formal exit interviews for employees who chose to leave the organisation because these views and opinions of these employees can help the organization in finding out the reason for increasing turnover rate. The exit interviews should focus on the factors that triggered employees to take the decision to quit. Knowing these factors will help the management in identifying the factors that make it easier for employees to leave the organization and start working for other companies.

Considering the core activities associated with HR, which activities can be leveraged to promote employee retention strategies?

There are various HR activities that can be altered to promote employee retention strategies. Employees can be encouraged to continue working for the organization by providing better compensation packages and fair pays which are competitive in the market. It is also important to note that employees are now more focused towards career development and prefer jobs that allow them to develop their career through promotions and skill development. Employees can be retained by giving them training for soft and technical skills. Employees can be retained through increasing employee engagement and satisfaction by acknowledging them and appreciating them continually for good performance.

Describe how employee engagement goes beyond simple job satisfaction?

Employee engagement is a wide concept and job satisfaction can be referred to as a product of job satisfaction. By improving employee engagement, an employer can increase the probability of job satisfaction of employees. Employee engagement is giving employees opportunities to give their views, opinions and feedback. They are made part of operational decisions of the organization. When employees feel acknowledged, valued and appreciated, they become satisfied with their jobs.

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