Turnover Case Study: Storck, A German Candy Company
1534 Words7 Pages
Storck is a German family owned candy company with chocolate brands like merci Finest Selection, Toffifee and Knoppers. Like most German companies, there are numerous rules, procedures, regulations and processes. The existence of these things and their strict and consistent application, together with the rigid consequences are in stark contrast to a lot of other cultures. It leaves little to no room for flexibility and individual determination.
Despite this, Storck employees around the world are very loyal to its employer and tend to work for the company for a long time. Although Storck Netherlands is a small subsidiary with only seventeen employees, the same story here. Most people have worked for the company their ‘whole life’.
There is only one exception to the rule; the Dutch sales team. This department has seen a high turnover in staff over the last 5 years. Sales divisions in general tend to see more people movement, but a family company like Storck is not comfortable with the current resignation rate.
Generally salespeople are ego-driven individuals, who are sometimes difficult to manage as they want a high level of independence. Since Storck is managed firmly top down with little empowerment, it creates conflicts between the sales team and sales/general management. At the moment the team at Storck suffers from these irritation and struggles. As a result, some of the salespeople feel frustrated and could start to look for more suitable work situations outside the organization.
This paper assumes a relationship might be found between the MBTI profiles within the team - in combination with the organizational culture of Storck - and the large staff turnover in the sales department.
Furthermore, how ...
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...ding in his resignation and leaving a vacancy behind. The current model in use is to find a replacement and business as usual again.
Management should accommodate a more learning model and act on the changeable variables instead of the actions. Both sales team and management should actually start to create understanding and acceptance towards each other. Currently everyone communicates and reacts on the outside. Every remark or email can possibly result in more irritation and frustration, because “the bucket is full”. With MBTI profiling and discussing them openly amongst the team, the inside will come more to the surface. Resulting in more acceptance for every personality type and behaviour in the team. In doing so, the culture of Storck will not have a reinforcing effect anymore.
The ultimate pay-off: a solid foundation for working together harmoniously!