Employee Turnover and Training

Train people well enough so they can leave, treat them well enough so they don’t want to.
—Richard Branson
Review the following scenario of Emily and consider the potential consequences for companies where stories like hers (or worse) are commonplace:
Shortly after graduating from college, Emily Evans started a new job in an office downtown. After Emily spent the first few days completing paperwork and getting familiar with the layout of the company, a colleague who worked in the same position began acting as her mentor, explaining the expectations and guiding her on how to perform her job. After a few weeks, Emily felt comfortable with her job and expressed her enthusiasm to her mentor, who only responded with a feigned smile. After a few months, Emily had a general sense of other teams’ responsibilities and she felt comfortable in her own position, which was a good thing because her mentor had left for another company. After a year, she had a solid understanding of the entire company’s objectives because she periodically worked with other teams; however, she started to become dissatisfied with the working environment and the lack of opportunities for her to grow within the company. After two years of being stuck in the same position, Emily became a mentor for a new recruit. When he told her how excited he was to start his new position, she could only return that same expression that was given to her 2 years prior. Emily realized the significance of her reaction and began updating her résumé the next day.
In this Discussion, you will identify a real company that has experienced employee turnover issues. Then, you will describe those issues, explain how you would address them from an HR perspective, and explain what recommendations you would bring to the company’s leadership.
To prepare for this paper:
Review this week’s Learning Resources, focusing on those related to employee turnover.
Identify a company that has experienced issues with turnover to use as an example for this Discussion. Preferably, choose a company that you are familiar with, such as one where you have previously worked or currently work. If you do not have a good example from your personal experience, locate an example through an article or news story.
Note: If using a real company from your personal experience, be sure to use fictitious names for the company and people involved in your description.
Review the Academic Writing Expectations for 2000/3000-Level Courses, provided in this week’s Learning Resources.

Post a 150- to 225-word (2- to 3-paragraph) illustration of how you would address employee turnover issues from an HR perspective. In your illustration, do the following:
Describe the company you identified and the issues it experienced with employee turnover. What were some possible causes of those issues?
Explain the specific approach you would take to address the issues from an HR perspective.
Explain what recommendations you would make to the company’s leadership if you were in an HR role.
To support your response, be sure to reference at least one properly cited scholarly source.

Required Resources
Developing Accurate Job Descriptions
An organization’s most valuable asset is its people. An HR professional is charged with finding the appropriate people who possess the knowledge, skills, and abilities, as well as attitudes, that contribute to success. The first step in the process is to conduct a job analysis and create or enhance the job descriptions that serve as the guideposts for the hiring process. Using these resources, you will explore how to find the right people through accurate job descriptions.

Human Resources Professional Group. (n.d.). Needs analysis. Retrieved June 24, 2019, from http://www.hrpg.com/resources/HRPGnewsletters/needsAnalysis.php

Time Estimate: 4 minutes

Lussier, R. N., & Hendon, J. R. (2017). Fundamentals of human resource management: Functions, applications, skill development. Thousand Oaks, CA: SAGE.
Fundamentals of Human Resource Management: Functions, Applications, Skill Development, by Lussier, R.; Hendon, J. Copyright 2017 by Sage Publications. Reprinted by permission of Sage Publications via the Copyright Clearance Center.
Chapter 4, “Matching Employees and Jobs: Job Analysis and Design” (pp. 84–92)
Time Estimate: 18 minutes

When creating job descriptions, focus on ‘essential functions’ employees really perform. (2010). The HR Specialist: Pennsylvania Employment Law, 5(6), 3.
Note: You will access this article from the Walden Library databases.

Time Estimate: 2 minutes
Attracting and Developing Talent
After appropriate job descriptions are established, the next phase of the hiring process is to attract the appropriate talent. Through these resources, you will examine tools and techniques that HR professionals can use to meet this objective. After attracting new employees, it is equally important to develop their knowledge and skills for growth. Think of creative approaches to attracting and developing talent as you review these resources.
Basso, P., & Pittman, A. (2017). Recruiting and retaining talent: Working your way upstream. Policy & Practice, 75(3), 18–21 and 32–33.
Note: You will access this article from the Walden Library databases.

Time Estimate: 10 minutes
Spofford, C. (2017). Make the business case for talent management: Seven best practice strategies. Workforce Solutions Review, 8(1), 16–19.
Note: You will access this article from the Walden Library databases.

Time Estimate: 8 minutes

Sullivan, J. (2017). 12 innovative recruiting strategies that savvy companies are using. Retrieved from https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2017/12-innovative-recruiting-strategies-that-savvy-companies-are-usi

Time Estimate: 10 minutes

Wodarz, N. (2018). Social media: New strategies for talent management. School Business Affairs, 84(4), 12–15.
Note: You will access this article from the Walden Library databases.

Time Estimate: 4 minutes
Employee Retention and Turnover
Turnover can be costly. HR professionals must consider the time that was spent on the initial hiring process, the costs of training and development programs, and separating employees’ loss of productivity. HR professionals can help reduce turnover costs by fostering an environment that lends itself to retention. As you go through these resources, focus on the dollar values associated with turnover and what actions may be implemented to strengthen retention.

HR360Inc. (2015, September 9). Minimizing the cost of employee turnover [Video file]. Retrieved from https://www.youtube.com/watch?v=BP_cSA9UhH0

Note: The approximate length of this media piece is 4 minutes.

Lean Systems. (2017). What’s the real cost of employee turnover? [Blog post]. Retrieved from https://www.leansystems.co/blog/2017/12/1/cost-of-employee-turnover

Time Estimate: 13 minutes

Liberman, K. (2016). Employee engagement & satisfaction done right. Credit Union Management, 39(4), 20–22.
Note: You will access this article from the Walden Library databases