• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Increasing Employee Retention with Work-Life Balance Case study.

Extracts from this document...

Introduction

´╗┐Creative Software Co Memo To: Angela Hall, Vice-President From: Dorothy Bolt, Director of Human Resources Date: May 1, 2012 Re: Increasing Retention with Family Friendly Resources and Work-Life Balance ________________ In the recent months, I have become concerned that many of our software engineers will leave the company due to personal and family needs. As you know, the majority of our software designers are women, many of whom have small children. This is great for our up-and-coming business, because these mothers know what young children respond to and learn best with. However, I am concerned that we do not have the necessary policies in place to retain this skilled labor force, and if given a better opportunity with a company that addresses their personal needs, our engineers may decide to leave. In the beginning stages of our company, I do not think that we can afford to have a high turnover rate. The main problem here is that we need to be sensitive to our employees? needs; we need to find a balance that ensures that they have the necessary resources to be able to take care of their families, as well as the necessary resources to be able to take care of their work. I believe that in order to address this risk, we must implement family-friendly policies, which would help to encourage a healthy work-life balance for our employees. ...read more.

Middle

2. Any employee that wants to work from home needs to take some form of training. An educational video on this subject would suffice. Any employee that does not perform well at home would have these privileges revoked. When the work-from-home solution does not work for an employee (not approved in time, the reasoning does not match the defined scenarios, etc), the flex-time solution would be the next best thing. Flex-Time means allowing our employees to work non-standard hours (other than 8am-5pm) with the goal of retaining the valuable skills of existing employees that may not be able to work the normal schedule (Ross). For this policy, approval is not necessarily required. The main point of the flex-time is that employees still work an eight hour day (or a 40 hour week), and are present during peak hours. There are three different kinds of flex-times (Ross), and we can use a combination of them all: 1. Peak-Hour Flex-Time ? employees still work an eight hour day, and are present during peak times, but instead of 8am-5pm, employees could work different times, such as 7am-4pm, or 9am-6pm. Basically this kind of flex-time is just shifting the schedule ahead or back by some amount of time. So, if an employee got to work at 7am, they would be justified in leaving at 4pm, since that is an eight hour day. ...read more.

Conclusion

3. Employees would need to take training in order to be approved for a job sharing situation. 4. Managers would have to carefully monitor performance throughout the sharing process in order to ensure high output. If the quality/quantity of work goes down with two people working the job, the job should not be shared. There are a lot of other controls that would need to be put in place, but they can be fleshed out later. The important thing here is that this would enable employees who do not want/need full time jobs to work only in the mornings, or only in the afternoons, so that they would be able to maintain a home life as well. The three policies that I have recommended are working from home, flex-time, and job sharing. I believe that a combination of all of these policies will ensure that we retain our valuable workforce and promote a healthy work-life balance. Since the majority of our software engineers are women (many with small children), these policies should be specifically tailored towards family life and making sure that our employees have the resources they need to be able to take care of their homes and families. If we do all of these things, our turnover rate will not go up, and we will retain our biggest asset. In the beginning stages of this organization, I believe that this is the most important thing we can do. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Google - Quality of Work Life

    And their researchers continue looking into ways to bring the entire world's information to people seeking answers because everyday more information is uploaded on the web.

  2. What kinds of interventions are typically used to manage 'stress' at work? How effective ...

    Although rather positive statements about the effectiveness of primary interventions are still being made in the academic literature (e.g. Cooper, Dewe and O'Driscoll, 2001), and they are virtually endemic in practitioner circles, a number of influential recent reviews seem to have contributed to an emerging view of such interventions as relatively ineffective.

  1. The purpose of our assignment was to conduct research on whether students who work ...

    The current class data was combined with the data from previous classes to provide a larger subject pool. This was all completed within 48 hours. The data were then collated to produce useable results. Table 1 Participant Demographic Information Demographic n.

  2. Employee turnover and key personnel retention; a review and analysis of Trident UK

    result its workforce has expanded from eighty employees to over a hundred and sixty over the last eighteen months. The last year alone has seen the organisation move to a new purpose built site as well as plan for expansion into the U.S., alongside this activity a great deal of strain and pressure has been placed on its workforce.

  1. HRM Case Study. FARASSOO International designs produces and markets computer peripherals and devices that ...

    Main focus concentrates on introductions, trainings, incentives and development of new talents. For many years it has been adhering to the principle of having both talented and virtue to select those talented and virtue to select those capable young and middle-aged leaders whom are well educated, enterprising and practical spirit

  2. J & W Plc high performance and employee involvement.

    The company had huge fund for personal development and training for the staff. All the staff got the chance to explain what they would have done if they are the managing director for the company. That really engages the staff to participate in decision making.

  1. Determining why Employee Job Satisfaction is Low

    You want to spend your time, money, and energy on programs, processes, and factors that will have a positive impact on employee satisfaction. A 2009 survey, by the Society for Human Resource Management (SHRM) looked at 24 factors that are regularly thought to relate to employee satisfaction.

  2. Lbour Relations Case Study - the Screen Actors Guild strike 2008-2009

    When this bargaining technique is used both sides will have to agree to use it. The goal of distributive bargaining is to win as much of the pie as possible which means that it is a win/lose situation because what one loses the other gains.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work