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Human Resource retention
Strategy and A case study


            Pranav Kumar Ojha,
               Mba 3rd sem, MONIRBA
Introduction

‘Employee retention is a process in which the employees
are encouraged to remain with the organization for the
maximum period of time or until the completion of the
project. Employee retention is beneficial for the
organization as well as the employee’.
Retention

Fundamental changes are taking place in the work force
and the workplace that promise to radically alter the way
companies relate to their employees

 Hiring and retaining good employees have become the
chief concerns of nearly every company in every industry.

Retention is all the more important because of the severe
competition among employers for qualified workers.
The fierce competition for qualified
 workers results from a number of
 workplace trends, including-
 A robust economy
 Shift in how people view their careers
 Changes in the unspoken "contract“
  between employer and employee”.
 A new generation of workers
 Changes in social mores
 Life balance
Retention tools for Changing times:

1. Offer Compensation – Attractive And Competitive.

Fair compensation alone does not guarantee employee loyalty, but offering
below-market salaries makes it much more likely that employees will look for
greener pastures. Go for Employee Engagement Surveys / ESS, to find out
what perks, benefits and forms of compensation other than money will help
keep them motivated.

2. Benefits Need To Be Quantified And Qualitative.

Although benefits are not a key reason why employees stick with a company,
the benefits you offer can't be markedly worse than those offered by your
competitors and like minded industries. Eg Medical insurances, Corporate
Credit cards and Discount Coupons
Retention tools for Changing times:

3. Train your front-line, managers and administrators.

It can't be said repeatedly that people stay or leave because of their bosses
and not the companies. Improve managers' leadership, communication and
interpersonal skills through coaching, training and feedback . Harp upon the
competencies and substantially invest in human capital irrespective of ROI.


4. Roles and responsibilities needs to be dovetailed.

Make sure your employees know what is expected of them every day, every
month and every year, what types of decisions they are allowed to make on
their own, and to whom they are supposed to report. Provide clear vision, and
consistent communication, teamwork and respect for human capital' efforts.
Retention tools for Changing times:

5. Enhancement, Advancement And Progression Opportunities.

To foster employee loyalty, implement a career ladder and make sure
employees know what they must do to earn and go in for progression. A clear
professional development plan gives employees an incentive to stick around.
Do away with you Performance Management System if it has turned to NOVA
(Non Value Added Activity) and go in for instant performance rewards. Think
out of the box!
6. Offer retention bonus.

Employee longevity typically is rewarded with an annual raise and mandatory
vacation time after three, five or ten years. But why not offer other seniority-
based rewards such as a paid membership in the employee's professional
association after one year, a paid membership to a local etc.
Retention tools for Changing times:

7. Retention strategies implementation needs to have a process owner.

Measure your turnover rate and identify a process owner responsible for
containing it. If customer returns, in-house rejections and non-confirming
products can have a process owner as a countermeasure why not a process
owner for implementation of retention strategies?


8. Go in for Employee Engagement Practices.

 You won't know what's wrong... or what's right … unless you practice. To
check the pulse of your organization, conduct employee satisfaction surveys on
a regular basis. Go in for its analysis and implementation. One idea: Ask
employees what they want more of and what they want less of – Capture Voice
of Employees
Retention tools for Changing times:

9. Teamwork And Cross Functional Teams.

It takes effort to build an effective team, but the result is greater productivity,
better use of resources, improved customer service and increased morale. Give
great emphasis on cross functional approach as it endorses acceptance and
accountability,


10. Fun Is Must.

Celebrate successes and recognize when milestones are reached. Buffet
lunches, birthday parties, employee picnics and creative contests will help
remind people why an organization is a great place to work. Include fun
elements at work like Parties, bashes, outings, picnics etc
Retention tools for Changing times:

11.Transparency in communication.

 Employees are more loyal to a company when they believe management or
those at the helm of affairs keep them informed about key issues. That means
that you regularly keep our people up to date with important events affecting
the company. If November was good, let them know, and while you're at it, tell
them what you expect to happen in December.

12. Encourage higher learning.

Create opportunities for your key performers and technologists to grow and
learn. Encourage every employee to learn at least one new thing every week,
and you'll create a work force that is excited, motivated and committed.
Retention tools for Changing times:

13. Develop an effective induction program.

Implement a formal orientation program that's at least a week long and
includes a thorough overview of every area of your department and an
introduction to other departments

14. Value your employees.

Recognize outstanding achievements promptly and publicly, but also
take time to commend on the many small contributions your staff
makes every day to the organization's vision, mission and growth. DO
NOT FORGET — THESE ARE THE PEOPLE WHO MAKE YOU
LOOK GOOD!
Conclusion
•As they say, happiness can be contagious. So make sure the work place is a
happy one, which every employee would love to spend time. Human resources
department along with senior management must take steps to make sure of
this.

•Effective human resource management must be practiced at both strategic
and day-to-day levels. HR management practices must reflect company policy
as to how it will manage and relate to its employees.
• The HR strategy should evolve from a transactional support role to partnering
in the organizations business strategy. HR must take steps to be aware of
employee problems and try to solve them, creatively.
CASE STUDY

      Failure of employee
     retention strategies of
        Baytech Plastics
General introduction of
organization
   Baytech engineers, manufactures,
    finishes and assembles high-quality,
    custom-molded plastic components
    for domestic and international
    markets. Located in Midland, Ontario,
    Baytech operates in the midst of the
    largest plastic producing area of
    North America
Customers of the Baytech Plastics
Ltd.
   Baytech’s customers include
    manufacturers of household
    appliances, telecommunications
    equipment, electrical and electronic
    equipment, business machines and
    automotive components, and many
    others. Baytech ships throughout North
    America and the world.
Sucess story of Bytech Plastics
   Baytech Plastics has experienced
    considerable success since it was founded
    in 1953, and has responded well to
    changing market conditions. About four
    years ago, Baytech went through a major
    crisis when it lost about 30% of their
    business due to a customer
    bankruptcy. In the last several years
    however, sales have doubled, and they
    have completely recovered from the loss.
work force in Baytech plastics
 Baytech employs 260 people and
  manufactures from two facilities in
  Midland, Ontario. Baytech’s hourly
  employees are unionized with the
  Union of Needletrades, Industrial and
  Textile Employees (UNITE).
 Baytech employs a high ratio of
  engineering support staff relative to its
  competition. In fact, Baytech’s
  emphasis on centralization aspect of
  decision making.
work force in Baytech plastics
   On the salary side, Baytech’s sales group
    consists of technical-sales people, such as
    mechanical engineering technologists from
    college. Their engineering group consists of
    process, tool and program technologists.
    General office staff, human resources, and
    supervisory staff complete the salary group.
    The hourly group consists of moulders and
    technicians, set up people, the quality group,
    maintenance and tool room technicians.
Work Force In Baytech Plastics
   Taking advantage of seasonal contract
    opportunities, Baytech has also, for the
    past two years, added 50 employees
    who work between July and
Decision making in Baytech Plastics
   Policies are determined by top level
    managers, which causes
    dissatisfaction among employees
    although it has given profitable
    results to the organization for a long
    time.
Employee Retention is crucial.
   For Baytech owner/president Anton
    Mudde, the rationale for their particular
    approach is obvious-It just makes sense. I
    don’t think we could live with turnover. If
    you have high turnover, you can’t have
    consistency of product quality and customer
    service. And in this day and age, that’s a
    must. Part of our success has been picking
    up programs where people/companies
    haven’t done that. They haven’t been
    successful in maintaining customer service,
    delivery and quality.
Turnover is a major issue

   Baytech’s turnover runs at a rate of
    around 35 to 40 percent, and is a
    serious problem for the company.
    Management attributes this
    turnover performance to many
    factors in which the centralization
    and least opportunity to employees
    in decision making are main
    reasons.
Programs and Initiatives
Affecting Employee Retention
 Baytech’s HR group monitors
  compensation levels in the area, and in
  the plastics sector specifically through
  CPIA surveys, to benchmark and offer
  competitive and better than average
  wages. The company also has a pension
  plan, health and dental benefits.
 Baytech has also introduced an innovative
  type of pay-for-performance bonus
  system it calls “rewards for success”.
Corporate values

   Baytech’s commitment to communications is
    at the centre of its approach to employee
    retention. For Anton Mudde, there are
    three words that sum up that approach:
    “fairness, communication and recognition”.
    Baytech may not have a formalized
    employee retention strategy, but its human
    resource practices are always guided by
    these principles.
 
Questions-

1. What is/are the reason/reasons of high
   employee turnover of this organization?
2. What are the suggestions you would give
   to Mr. Baytech owner/president Anton
   Mudde to bring equilibrium between
   centralization and decentralization in the
   organization?
3. Will the participative decision making not
   be able to bring better principles in the
   organization?
4. What did you learn from this case of
   Baytech plastics Ltd. ?
Answers
Q 1-What is the reason of high employee
 turnover of this organization?
Answer- Non-Participative decision making
 is the main reason of high employee
 turn-over.
Answers
Q 2-What are the suggestions you would give to
 Mr. Baytech owner/president Anton Mudde to
 bring equilibrium between centralization and
 decentralization in the organization?
Answer- Although the centralization in this
 organization had been giving positive results for a
 long time, even than the degree of centralization
 in the organization should be increased,
 otherwise the organization my face difficulty in
 the future. And the organization may face a huge
 loss in the future.
Answers
Q 3- Will the participative decision making
 not be able to bring better principles in
 the organization?
Answer- It can bring better rules, values
 as well as principles in organization. But
 the level of participation should be as for
 the need of the organization. It will also
 be able in enhancing employee-employer
 relation in the organization.
Answers
Q 4- What did you learn from this case of
 Baytech plastics Ltd. ?
Answer- I learn that an organization may so
 many employee welfare services, but in
 absence of participative decision making.
 Employees feel dishearten and they do
 not accept organization as their own.
References
   Books :
     Human Resource Management by K Aswathappa.
     Human Resource Planning- Deepak Kumar Bhattacharya.
     Designing and managing Human Resource System- Pareek and Rao.
     Human Resource Management –Bardwell and Holden.
     Handbook of Human Resource administration- Joseph J. Famularo.
     Retention CPSC Final Report June28 - 7 case studies2 oct 7 04


   Web :
     Wikipedia
     Rediff.com
     www.google.co.in
     ec.europa.eu
THANK YOU
       Sir
       And
All the Listeners
Any Query
 1-8- pranav
 9- 12 Varsha
 13-20 pranav
 21-31 Varsha

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Retention strategies

  • 1. Human Resource retention Strategy and A case study Pranav Kumar Ojha, Mba 3rd sem, MONIRBA
  • 2. Introduction ‘Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as the employee’.
  • 3. Retention Fundamental changes are taking place in the work force and the workplace that promise to radically alter the way companies relate to their employees  Hiring and retaining good employees have become the chief concerns of nearly every company in every industry. Retention is all the more important because of the severe competition among employers for qualified workers.
  • 4. The fierce competition for qualified workers results from a number of workplace trends, including-  A robust economy  Shift in how people view their careers  Changes in the unspoken "contract“ between employer and employee”.  A new generation of workers  Changes in social mores  Life balance
  • 5. Retention tools for Changing times: 1. Offer Compensation – Attractive And Competitive. Fair compensation alone does not guarantee employee loyalty, but offering below-market salaries makes it much more likely that employees will look for greener pastures. Go for Employee Engagement Surveys / ESS, to find out what perks, benefits and forms of compensation other than money will help keep them motivated. 2. Benefits Need To Be Quantified And Qualitative. Although benefits are not a key reason why employees stick with a company, the benefits you offer can't be markedly worse than those offered by your competitors and like minded industries. Eg Medical insurances, Corporate Credit cards and Discount Coupons
  • 6. Retention tools for Changing times: 3. Train your front-line, managers and administrators. It can't be said repeatedly that people stay or leave because of their bosses and not the companies. Improve managers' leadership, communication and interpersonal skills through coaching, training and feedback . Harp upon the competencies and substantially invest in human capital irrespective of ROI. 4. Roles and responsibilities needs to be dovetailed. Make sure your employees know what is expected of them every day, every month and every year, what types of decisions they are allowed to make on their own, and to whom they are supposed to report. Provide clear vision, and consistent communication, teamwork and respect for human capital' efforts.
  • 7. Retention tools for Changing times: 5. Enhancement, Advancement And Progression Opportunities. To foster employee loyalty, implement a career ladder and make sure employees know what they must do to earn and go in for progression. A clear professional development plan gives employees an incentive to stick around. Do away with you Performance Management System if it has turned to NOVA (Non Value Added Activity) and go in for instant performance rewards. Think out of the box! 6. Offer retention bonus. Employee longevity typically is rewarded with an annual raise and mandatory vacation time after three, five or ten years. But why not offer other seniority- based rewards such as a paid membership in the employee's professional association after one year, a paid membership to a local etc.
  • 8. Retention tools for Changing times: 7. Retention strategies implementation needs to have a process owner. Measure your turnover rate and identify a process owner responsible for containing it. If customer returns, in-house rejections and non-confirming products can have a process owner as a countermeasure why not a process owner for implementation of retention strategies? 8. Go in for Employee Engagement Practices. You won't know what's wrong... or what's right … unless you practice. To check the pulse of your organization, conduct employee satisfaction surveys on a regular basis. Go in for its analysis and implementation. One idea: Ask employees what they want more of and what they want less of – Capture Voice of Employees
  • 9. Retention tools for Changing times: 9. Teamwork And Cross Functional Teams. It takes effort to build an effective team, but the result is greater productivity, better use of resources, improved customer service and increased morale. Give great emphasis on cross functional approach as it endorses acceptance and accountability, 10. Fun Is Must. Celebrate successes and recognize when milestones are reached. Buffet lunches, birthday parties, employee picnics and creative contests will help remind people why an organization is a great place to work. Include fun elements at work like Parties, bashes, outings, picnics etc
  • 10. Retention tools for Changing times: 11.Transparency in communication. Employees are more loyal to a company when they believe management or those at the helm of affairs keep them informed about key issues. That means that you regularly keep our people up to date with important events affecting the company. If November was good, let them know, and while you're at it, tell them what you expect to happen in December. 12. Encourage higher learning. Create opportunities for your key performers and technologists to grow and learn. Encourage every employee to learn at least one new thing every week, and you'll create a work force that is excited, motivated and committed.
  • 11. Retention tools for Changing times: 13. Develop an effective induction program. Implement a formal orientation program that's at least a week long and includes a thorough overview of every area of your department and an introduction to other departments 14. Value your employees. Recognize outstanding achievements promptly and publicly, but also take time to commend on the many small contributions your staff makes every day to the organization's vision, mission and growth. DO NOT FORGET — THESE ARE THE PEOPLE WHO MAKE YOU LOOK GOOD!
  • 12. Conclusion •As they say, happiness can be contagious. So make sure the work place is a happy one, which every employee would love to spend time. Human resources department along with senior management must take steps to make sure of this. •Effective human resource management must be practiced at both strategic and day-to-day levels. HR management practices must reflect company policy as to how it will manage and relate to its employees. • The HR strategy should evolve from a transactional support role to partnering in the organizations business strategy. HR must take steps to be aware of employee problems and try to solve them, creatively.
  • 13. CASE STUDY Failure of employee retention strategies of Baytech Plastics
  • 14. General introduction of organization  Baytech engineers, manufactures, finishes and assembles high-quality, custom-molded plastic components for domestic and international markets. Located in Midland, Ontario, Baytech operates in the midst of the largest plastic producing area of North America
  • 15. Customers of the Baytech Plastics Ltd.  Baytech’s customers include manufacturers of household appliances, telecommunications equipment, electrical and electronic equipment, business machines and automotive components, and many others. Baytech ships throughout North America and the world.
  • 16. Sucess story of Bytech Plastics  Baytech Plastics has experienced considerable success since it was founded in 1953, and has responded well to changing market conditions. About four years ago, Baytech went through a major crisis when it lost about 30% of their business due to a customer bankruptcy. In the last several years however, sales have doubled, and they have completely recovered from the loss.
  • 17. work force in Baytech plastics  Baytech employs 260 people and manufactures from two facilities in Midland, Ontario. Baytech’s hourly employees are unionized with the Union of Needletrades, Industrial and Textile Employees (UNITE).  Baytech employs a high ratio of engineering support staff relative to its competition. In fact, Baytech’s emphasis on centralization aspect of decision making.
  • 18. work force in Baytech plastics  On the salary side, Baytech’s sales group consists of technical-sales people, such as mechanical engineering technologists from college. Their engineering group consists of process, tool and program technologists. General office staff, human resources, and supervisory staff complete the salary group. The hourly group consists of moulders and technicians, set up people, the quality group, maintenance and tool room technicians.
  • 19. Work Force In Baytech Plastics  Taking advantage of seasonal contract opportunities, Baytech has also, for the past two years, added 50 employees who work between July and
  • 20. Decision making in Baytech Plastics  Policies are determined by top level managers, which causes dissatisfaction among employees although it has given profitable results to the organization for a long time.
  • 21. Employee Retention is crucial.  For Baytech owner/president Anton Mudde, the rationale for their particular approach is obvious-It just makes sense. I don’t think we could live with turnover. If you have high turnover, you can’t have consistency of product quality and customer service. And in this day and age, that’s a must. Part of our success has been picking up programs where people/companies haven’t done that. They haven’t been successful in maintaining customer service, delivery and quality.
  • 22. Turnover is a major issue  Baytech’s turnover runs at a rate of around 35 to 40 percent, and is a serious problem for the company. Management attributes this turnover performance to many factors in which the centralization and least opportunity to employees in decision making are main reasons.
  • 23. Programs and Initiatives Affecting Employee Retention  Baytech’s HR group monitors compensation levels in the area, and in the plastics sector specifically through CPIA surveys, to benchmark and offer competitive and better than average wages. The company also has a pension plan, health and dental benefits.  Baytech has also introduced an innovative type of pay-for-performance bonus system it calls “rewards for success”.
  • 24. Corporate values  Baytech’s commitment to communications is at the centre of its approach to employee retention. For Anton Mudde, there are three words that sum up that approach: “fairness, communication and recognition”. Baytech may not have a formalized employee retention strategy, but its human resource practices are always guided by these principles.  
  • 25. Questions- 1. What is/are the reason/reasons of high employee turnover of this organization? 2. What are the suggestions you would give to Mr. Baytech owner/president Anton Mudde to bring equilibrium between centralization and decentralization in the organization? 3. Will the participative decision making not be able to bring better principles in the organization? 4. What did you learn from this case of Baytech plastics Ltd. ?
  • 26. Answers Q 1-What is the reason of high employee turnover of this organization? Answer- Non-Participative decision making is the main reason of high employee turn-over.
  • 27. Answers Q 2-What are the suggestions you would give to Mr. Baytech owner/president Anton Mudde to bring equilibrium between centralization and decentralization in the organization? Answer- Although the centralization in this organization had been giving positive results for a long time, even than the degree of centralization in the organization should be increased, otherwise the organization my face difficulty in the future. And the organization may face a huge loss in the future.
  • 28. Answers Q 3- Will the participative decision making not be able to bring better principles in the organization? Answer- It can bring better rules, values as well as principles in organization. But the level of participation should be as for the need of the organization. It will also be able in enhancing employee-employer relation in the organization.
  • 29. Answers Q 4- What did you learn from this case of Baytech plastics Ltd. ? Answer- I learn that an organization may so many employee welfare services, but in absence of participative decision making. Employees feel dishearten and they do not accept organization as their own.
  • 30. References  Books :  Human Resource Management by K Aswathappa.  Human Resource Planning- Deepak Kumar Bhattacharya.  Designing and managing Human Resource System- Pareek and Rao.  Human Resource Management –Bardwell and Holden.  Handbook of Human Resource administration- Joseph J. Famularo.  Retention CPSC Final Report June28 - 7 case studies2 oct 7 04  Web :  Wikipedia  Rediff.com  www.google.co.in  ec.europa.eu
  • 31. THANK YOU Sir And All the Listeners
  • 33.  1-8- pranav  9- 12 Varsha  13-20 pranav  21-31 Varsha