Atha Corporation Presentation

Issues

The current goal of our company is clear to everyone that we aim at doubling the sales.

However, though a good goal, it seems to come with some negative implications on some of us

workers, while also posing new needs. Notably, job satisfaction rate seem to decline due to the

double sales requirements, making workforce retention somehow hard, while also it becomes

hard for new hirers to accept the current offers. This is evident from the observation that the

company has already lost two of members to competitors. Also, the company has issues with its

new hirers, after two already declined the current offers. Overall concerns include workload,

salaries, unequal compensation, and absence of employees’ benefits. This creates a need for

more appropriate approaches. The presentation develop a plan on solving the issues, while

suggesting a method for evaluating progress.

Rationale of the Plan

Managing workforce retention and promoting job satisfaction for new hirers’ calls for

strategic actions. One role of leaders in an organization are mandated is to ensure reduces

workforce turnover, hence seeking to promote their retention (Selden & Sowa, 2015). Maslow’s

motivation in the hierarchy of needs, indicated the need for leaders to satisfy fundamental needs

of the employees if retention is to be ensured (Huitt, 2007). Also, another role of leadership is

ensuring a successful recruitment. Therefore, developing a comprehensive employee retention

and good recruitment procedures are significantly important. The plan encompasses retention

and hiring techniques, which will play a role in retaining the current workforce and also in

attracting new employees, all vital to attainment of company double sale goals.
 I. Retention Approaches

Workforce retention is a significant approach towards improving workforce retention.

There are two critical measures the company should use to promote employees retentions.

The first approach is affording employees’ compensation, and the second is employees’

perks.

a. Compensation

Compensation in this case mean paying the employee cash for the work they have

accomplished (Frey, 2007). In this case, as the leaders of the company, there is a need that as

we seek to double our sales, we also re-consider our employees’ salaries for the added work.

In case the company current position does not allow salary addition, then the leadership can

think of using other compensation approaches such as bonuses, paid time leaves, retirement

plans, commission, or other incentives. Doing so will help ensure job satisfaction and

motivate the employees towards the company goal, without having to lose them.

b. Benefits

The second approach the company needs to use to increase the employees retention is to

afford benefits. Current complain is lack of benefits. Notably, Sengupta et al., (2012) indicates

that workers benefits in other words perks, are a major consideration for them when it comes to

employment. Workers mostly prefers jobs that afford them leaves, particularly the maternity

leave, without having to lose their jobs. If the company we could accommodate this approach, it

is almost a guarantee that we shall feel as workers significantly motivated and satisfied in the

current job.

II. Hiring
 The other issue noted in our company those in hiring. One of the positions in our current

organizational chart is the composition. However, this is not enough as our company seem to

lack some important hiring positions, including training and communication of the company

values and culture, which again are key to workers retention and motivation. This I feel then

ought to be included for new hires if current issues are to change.

a. Training

Breaugh (2013) indicate that Recruitment through trainings can play a vital role in

influencing turnover, and a realistic job preview promotes retention of the new hires. That said

then, it creates a need that the company the leaders organize a program in which new hires will

first get trained before getting into the job. This training can include highlighting of procedures

before getting into jobs, taking a walk to understand the company structure, and training on the

company vision, mission, and practices. This will play a vital role in promoting retention and job

satisfaction.

b. Communicating organizational values and culture

Another approach that will play a role in promoting workforce retention is first

communicating the organization values and culture (Killingsworth, 2012). This is critical in that

new hires who are not up to the task can leave the job before getting on board, while ensuring to

emphasize the expected behaviors of the new hires. Therefore, if we as the workers are trained

early concerning the company values and practices, it would mean that we are prepared before

getting on board both physically and mentally. This helps evade the possibility of leaving the

job, which would be in the case where we do not understand the culture and values.

Performance Measures
 Having developed a plan on how the company will play a role in retaining us as workers,

there is a need to suggest how progress and success shall be evaluated. There are two ways that I

suggest to be used. The first one is that leaders should assess the number of leaving employees

after the application of the plan during and compare it to the current situations. The second

approach is assessing the changes in the number of sales after the application of the plan.

Increased number of sales would show a motivated workforce, hence indicates job satisfaction,

which is vital to retention. Else is assessing the retention of the new hirers after their recruitment,

which should be high after plan execution. This metric will enable the company to explore the

effectiveness of the plan.