I Think Your Point Andy

| This is true but they should reconnect themselves so they can find out what is really going on with there employees, the hard backbone employees need to know that they are notice for there hard work and when mangerment does  surveys and needs assessment this shows the employees that the organzation is concern about there hard working employees.

The most effective questions tend to be behavioral, focusing on situations and experiences that the candidate is likely to face on the job, or that the candidate has faced in a prior position.

Some of the first questions that you get asked is about yourself and why you want to work for Oshkosh:

By discovering the reasons as to why employees leave the organisation, strategies for organisations to increase retention can then be identified (Mowday 1984).

Chern’s talent philosophy involves the retention and development of their employees. In a recent analysis of the turnover data, the executives learned that a disproportionate number of good sales associates had left the organization. These sales associates could have been potentially strong candidates for the department manager and assistant department manager positions. Chern’s uses supervisor recommendations and structured interviews to promote about 75 percent of their sales associates to department managers and assistant department managers. In the exit interviews the sales associates indicated that they were leaving because they didn’t feel there was the potential of reaching the managerial positions they wanted. This indicates that Chern’s efforts to communicate promotional opportunities and succession planning intentions to high-potential sales associates is not sufficient. Chern’s needs to improve their internal promotion practices to ensure high-potential sales associates are developed and retained or the managerial positions.

To opt out from the position if they can’t handle responsibility or the customer feedback

Q3: How satisfied are you with your career opportunities / work choices within the business?

I came in with some misconceptions that limited my scope until I learned more about my interviewee. The person that I interviewed was Joshua Johnson and he is an Electronics and Instrumentation Engineer. He currently works at a company in Plano, Texas that specializes in control systems. He graduated from college a few years ago and he has had a few jobs in the engineering industry. He actually got his degree from India and worked in many industries.

It’s extremely costly to hire new staff. The money saved by keeping the staff you currently have reflects in the company’s profits.

easy, it takes a long time to get your employees to the place where they want to work and are

The first area of need is employee relations. One option would be for James Sprague to call his sales representatives together, letting them know that he is aware of their bad will towards him and give them an ultimatum to get on board or to turn in

Laying off some people can discourage the rest of them and it will probably result in decreasing revenue

Many companies look to salaries and benefits as the first places to cut back when looking to make changes that involve cost-saving. When this happens, it is inevitable that some employees will leave the company to seek employment elsewhere. The employees that remain, whether they stay voluntarily or because they could not find employment elsewhere, are often resentful. Motivation decreases, taking job performance along with it. Employees lose their company loyalty and may even become angry enough to purposefully sabotage the company.

When it comes to most work places, employees begin to get comfortable. This happen to the fortune 500 companies and also the regular small businesses. I helped open a TGI Friday’s once, and everyone had to work hard, people had new ideals and concepts to make the transition easier on daily basis. Crew members was working so hard to find their place at the company, and just like a sports team that starts off with a 100 players and when the season starts, the roster only can hold 53 members. So the concept was the operation will retain only the best crew member that showed performance growth and skills. So after the roster was chosen, and the operation was on the way, I notice that staff wasn’t as motivated like the beginning of the selection process. The cook time begin to be long for customers, meals wasn’t prepared the proper way, and of all things, the competition was beginning to build down the street. The management team had to think of different tactics to keep employees motivated and also to keep the good employees from leaving and going to the competition.

Understanding the reasons people leave is the first real step in addressing the issues of retention and attraction. Once you have