The past is often said to be the best predictor of the future. In planning and forecasting for future labor needs, based on gaps in employment levels due to advancements, demotions, or exiting employees within a company, a review of a Markov Analysis chart can reflect areas of opportunity for the organization based on past employment movements (Dartmouth, n.d.). The Doortodoor Sports Equipment Company is unique in their industry, being in the only company to sell door to door. However, this tactic as well as other HR practices could be examined to determine if changes employed increase retention or improve internal promotions. A review of the Markov Analysis for the Doortoodoor Sports Equipment Company will now be considered.
Internal Labor Market
In reviewing the Markov Analysis for Doortodoor Sports Equipment Company, several conclusions can be derived from the data. The numbers reflect retention rates or job stability, promotion, demotion, transfer, and turnover rates for the organization.
Job Stability
Doortodoor Sports Equipment Company retains a higher percentage of employees in their Sales Part-Time (SP) and Assistant Sales Manager (ASM) positions. The company retains 60% of their SPs and 80% of their ASMs. While the organization retains 70% of their Regional Sales Managers (RSM), they lose 30% in turnover. The retention rate for RSMs is high, but the total number of employees in this position within the company is lower than other job categories resulting in the highest turnover rates in the company. The job category with the total highest exit rate is the Sales Full-Time (SF) category. The employees retained in this category amount to 50%. Within this category however, 10% of the employees trans...
... middle of paper ...
...he Markov Analysis along with company practices can help achieve improved performance in staffing practices in the future.
Works Cited
Craik, D. (2004). Promoting the art of demotion. Retrieved from http://www.theguardian.com/money/2004/apr/26/careers.theguardian
Dartmouth. (n.d.). Chapter 11: Markov chains. Retrieved from http://www.dartmouth.edu/~chance/teaching_aids/books_articles/probability_book/Chapter11.pdf
Heathfield, S. (2014). Transfer at work is a career opportunity. Retrieved from http://humanresources.about.com/od/glossaryt/g/transfer.htm
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing organizations (7th ed.). New York, NY: McGraw-Hill.
Robertson, T. (2014). Reasons for the high turnover rate of sales personnel. Retrieved from http://smallbusiness.chron.com/reasons-high-turnover-rate-sales-personnel-15715.html
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
11. Kathryn M. Bartol & David C. Martin, Management 3rd edition (Boston, Massachusetts Burr Ridge, Illinois Dubuque, Iowa Madison, Wisconsin New York, New York San Francisco, California St. Louis, Missouri 1998),
...dule 3 – Workforce planning and employment [Blackboard ecourse]. In MGT 570 – Managing Human Resources (pp. 1-6). Greenwood Village, CO: Author.
Economic growth and employee turnover is one of the most critical issue facing corporate leaders today. As a result there is a shortage of skilled workers. We have explored several aspects of the workforce stability. The employee retention issue continues in the face of unprecedented churning in the employment market. Human Resource Managers are provided with a wide range of tools to control employee turnover. Workforce stability can be a HR Manager’s competitive advantage in these turbulent times. This is one of the hottest topics for corporate leaders in all fields in the United States and globally.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Scenario: A specific department within an organization has a high turnover rate; employees of this department have a shorter average tenure than those of other departments in the company. Skilled workers are leaving and the worker population contains a high percentage of novice workers.
Without understand the negative impacts of turnover, a company may be placing itself in a position that will ultimately lead to their demise. We are going to solve our problems and set our company on the path to success, a success that is not only reflected in our bottom line but also our employees’ morale.
Heneman, Judge, & Kammeyer-Mueller (2012) discuss the logic of prediction when selecting candidates for a position. Past performance predicts future performance; so in assessing candidates, it is essential to review past actions in order to get a feel for the applicant’s potential future performance (Heneman, Judge, & Kammeyer-Mueller, 2012). This is why is it also crucial to ensure in the recruitment phase, that the position has been accurately analyzed, that proper KSAOs have been assigned to a position, and that the KSAOs are adequately able to be assessed. There are numerous tools available for the assessment of a predictor of a candidates potential including the basic interview, simple assessments, job previews, and reference or background screenings. The idea is that if these skills are accurately assessed or screened for, then the candidates past performance is likely to extend to the future position (Heneman, Judge, & Kammeyer-Mueller, 2012). The selection plan dictates which performance predictors will be assessed to rate the presence of KSAOs required for a position (Heneman, Judge, & Kammeyer-Mueller, 2012).
Moreover, the company has placed great significance on open and honest communications with the employees on many levels. Even more, leadership expected a plan that would utilize all human assets in a way that would support the organization’s attitude in servicing customers and employees. As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, brining in the best possible employees, and retaining each on a high
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing organizations (7th ed.). New York, NY: McGraw-Hill.
I personally believe that no organization can stand without staffing. Staffing is necessary in every organization because of
2. Kinicki, Angelo, Williams, Brian Management, a practical introduction, Second Edition. New York, New York, McGraw-Hill 2006/2003
...he most successful and the least successful practices. This will provide a futuristic set of information that will potential establish the most effective options of prevention for any impending or potential staffing issues.
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)
Hargreaves, A. 2007. Five flaws of staff development and the future beyond. Journal of Staff Development 28: 37-38.