UNIT 2: HUMAN RESOURCE MANAGEMENT

ACQUISITION & PLACEMENTS OF EMPLOYEES (10 SESSIONS) ·

1. Human Resource Planning- Objectives, Importance, HRP Process, tools and techniques of HRP,
Barriers to HRP Job ·
2. Job Analysis Process, Job Description, Job Specification, Job Design - Job Enrichment and
Enlargement, Job Evaluation ·
3. Recruitment & Selection - Sources of Recruitment · Selection Process · Employee Induction,
orientation & placement ·
4. Career planning and Succession planning ·
5. Employee Retention- Concept and strategies

2.1 HUMAN RESOURCE PLANNING

What is HR Planning?

• Human Resources planning is a process by which management determine how the organization
should move from its current manpower position to its desired manpower position.
• Through planning, management strives to have the right number and the right kinds of people, at the
right place, at the right time, doing things, which result in both organization and the individual
receiving maximum long-run benefits.
• It is four-phased process:
➢ The First Phase involves the gathering and analysis of data through manpower inventories
and forecasts,
➢ The Second Phase consists of establishing manpower objectives and policies and gaining top
management approval of these.
➢ The Third Phase involves designing and implementing plans promotions to enable the
organization to achieve its manpower objectives.
➢ The Fourth Phase in consumed with control and evaluation of manpower plans sent
programs to facilitate progress to benefits both the organization and the individual.
• The long run view means that gains may be sacrificed in the short run for the future grounds. The
planning process enables the organization to identify what its manpower needs is and what potential
manpower problems required current action. This leads too more effectively and efficient
performance.

HR Planning

•
In simple terms HR Planning is understood as the process of forecasting an organization’s future
demands and supply of the right type of people in right numbers.
• After this the HR Dept. can initiate the recruitment and selection process.
• It is called as Manpower Planning, Personnel Planning, or Employment Planning
HR Planning is made up of:

1. Recruitment, Selection and Placement

2. Training & Development
3. Retaining & Redeployment
4. Retention Plans
5. Downsizing Plan
2.2 JOB ANALYSIS PROCESS

JOB ANALYSIS & JOB DESIGN

A Job can be described as a group of tasks which is assigned to the individual employees for ensuring
achievement of the organizational goals. When this job is analyzed in terms of determination of the skills,
duties and knowledge required for completion of tasks, it is regarded as Job analysis. In the words of
Geisler (2006), the entire process of Human Resource Planning essentially involves four crucial aspects in
it:

▪ Forecasting of Manpower requirements

▪ Formulating Policies

▪ Implementing Policies Effectively, and

▪ Controlling or Monitoring the Policies for ensuring that the right kind of people in right numbers, are
selected for the right position and in right time.

A sound HRP process in an organization must be strategically aligned with the overall corporate strategy and
essentially depends on the availability of a robust HRIS for making accurate projections regarding the
manpower requirements and availability of information readily regarding crucial HR parameters.

Job Analysis Process

Job Analysis involves:

• Gathering information and

• Analysis of information of crucial information about a job.

In this analysis judgments are made on the data collected of a job. Job Analysis involves both Job
Description and Job Specification, which includes an assessment of the nature of the job as well as the
knowledge, skills and attitude of the jobholder. In other words, Job Description provides details regarding
the content of the job in a written format and Job specification is a written record of the qualities and
qualifications which a Jobholder should be having for handling a job.

The job analysis is useful in developing selection, training, and performance evaluation. Job analysis is the
process of studying and collecting information about the responsibilities and operations of a given job.
Specifically, job analysis involves the steps:

▪ Analyzing the Job interrelationship with the organizational strategies and vision.

▪ Determining the Uses of Job Analysis like Recruitment & Selection, Compensation, Training &
Development, etc.

▪ Identification of Job which would be analyzed

▪ Collection of Data for Job Analysis through observation, Interviews and Questionnaire
Administration.

▪ Preparing the Job Description which is essentially a written account of the job.

▪ Preparing the Job Specifications which should essentially provide details regarding the specific skills,
qualities and qualifications which a job holder should possess.
 ▪ Reviewing and updating the information ideally in every three years and the interrelationship
collecting job information.

Job Design

1. Job Rotation: Job rotation is the practice of moving employees between jobs in an organization.
These rotations are mainly linear that means that they happen between jobs on the same level and are
not considered promotions. They are also often temporary with people moving back to their original
job after a certain time.

Rotating jobs has a number of key benefits that we will cover later in more detail, think for instance
of; starting a new job is exciting and challenging, it reduces boredom, stimulates motivation, helps to
assess person-job fit, and it’s a great way to acquire new knowledge and competencies through
practicing different jobs.

2. Job Enlargement: The definition of job enlargement is adding additional activities within the same
level to an existing role. This means that a person will do more, different activities in their current
job. For example, an employee who will now also manage her own planning where this was formerly
done by her manager.
3. Job Enrichment: Job enrichment is a process of adding tasks to existing jobs to make them more
motivating. Examples of job enrichment include adding extra tasks (also called job enlargement),
increasing skill variety, adding meaning to jobs, creating autonomy, and giving feedback.
4. Job Simplification: Work or job simplification is the process of removing tasks from existing roles
in order to make them more focused. The objective of work simplification is to develop improved
work methods that maximize output while minimizing expenditure and cost.
5. Job Evaluation: Job evaluation is a systematic process of assessing the value of jobs in an
organization in order to determine the worth of individual jobs and the compensation to be paid to
employees who hold those jobs. The purpose of job evaluation is to ensure that employees are paid
fairly for the work they do. Job evaluation can be used to set pay grades for jobs, to determine the
starting salary for a new employee, to award salary increases, and to determine the amount of a
bonus.
2.3 RECRUITMENT & SELECTION

RECRUITMENT & SELECTION:

Recruitment:

The recruitment process trends to involve the following stages: Finding the candidate with the best skills,
experience, and personality to fit the job. Collecting and reviewing resumes; conducting job interviews;

• A process of actively searching and hiring applicants for a job role is known as recruitment.

• It is an activity to boost the candidate pool.

• In recruitment, we advertise the job role and encourage the candidates to apply. This increases the
pool of candidates

• There is no contractual relation in the recruitment process.

Types of Recruitment

Recruitment is of 2 types

1. Internal Recruitment - is a recruitment which takes place within the concern or organization.
Internal sources of recruitment are readily available to an organization. Internal sources are primarily
three –

• Transfers,

• Promotions and

• Re-employment of ex-employees.

Internal recruitment may lead to increase in employee’s productivity as their motivation level increases. It
also saves time, money and efforts. But a drawback of internal recruitment is that it limits the organization
from inducting new blood. Also, not all the manpower requirements can be met through internal recruitment.
Hiring from outside has to be done.

Internal sources are primarily 3

a. Transfers

b. Promotions (through Internal Job Postings) and

c. Re-employment of ex-employees - Re-employment of ex-employees is one of the internal

sources of recruitment in which employees can be invited and appointed to fill vacancies in
the concern. There are situations when ex-employees provide unsolicited applications also.

2. External Recruitment - External sources of recruitment have to be solicited from outside the
organization. External sources are external to a concern. But it involves lot of time and money. The
external sources of recruitment include - Employment at factory gate, advertisements, employment
exchanges, employment agencies, educational institutes, labour contractors, recommendations etc.

a. Employment at Factory Level - This a source of external recruitment in which the

applications for vacancies are presented on bulletin boards outside the Factory or at the Gate.
This kind of recruitment is applicable generally where factory workers are to be appointed.
 There are people who keep on soliciting jobs from one place to another. These applicants are
called as unsolicited applicants. These types of workers apply on their own for their job. For
this kind of recruitment workers have a tendency to shift from one factory to another and
therefore they are called as “badli” workers.

b. Advertisement - It is an external source which has got an important place in recruitment

procedure. The biggest advantage of advertisement is that it covers a wide area of market and
scattered applicants can get information from advertisements. Medium used is Newspapers
and Television.

c. Employment Exchanges - There are certain Employment exchanges which are run by
government. Most of the government undertakings and concerns employ people through such
exchanges. Now-a-days recruitment in government agencies has become compulsory through
employment exchange.

d. Employment Agencies - There are certain professional organizations which look towards
recruitment and employment of people, i.e. these private agencies run by private individuals
supply required manpower to needy concerns.

e. Educational Institutions - There are certain professional Institutions which serves as an

external source for recruiting fresh graduates from these institutes. This kind of recruitment
done through such educational institutions, is called as Campus Recruitment. They have
special recruitment cells which helps in providing jobs to fresh candidates.

f. Recommendations - There are certain people who have experience in a particular area. They
enjoy goodwill and a stand in the company. There are certain vacancies which are filled by
recommendations of such people. The biggest drawback of this source is that the company
has to rely totally on such people which can later on prove to be inefficient.

g. Labour Contractors - These are the specialist people who supply manpower to the Factory
or Manufacturing plants. Through these contractors, workers are appointed on contract basis,
i.e. for a particular time period. Under conditions when these contractors leave the
organization, such people who are appointed have to also leave the concern.

2.4 SELECTION PROCESS

Selection Procedure- The selection procedure consists of several stages / processes.

1. Receipt and Scrutiny of Applications- Whenever there is a vacancy, it is advertised or enquiry is

made from the suitable sources and applications are received from the candidates. Everyone who
applied for a job in an organization may not possess the necessary qualifications or experience for it.
Candidates with insufficient qualification or experience should be eliminated from the list of those
who have to be called for preliminary interview.

2. Preliminary Interview- The object of preliminary interview is to see if an applicant appears to be

physically and mentally suitable for the job. Questions put to a candidate during such an interview
are of general and definite nature and mostly concerned with his qualification, experience interest
etc. Candidates who pass the preliminary interview are asked to fill up a blank application form
designed by an organization.
 3. Blank Application Forms- The successful candidates in preliminary interviews are supplied the
application blank to get a written record of applications. (i) Identifying information –such as name,
address etc. (ii) Personal informationsuch as age, birth place, marital status, citizenship etc. (iii)
Information regarding education and experience.(iv) Expected salaries and allowances (v)
Information regarding community activities etc. Such information helps the management in
screening out the undesirable applicants and in maintaining the record for the future.

4. Employment Test- Test serves as an important device in the process of selection. These are aimed at
measuring such skills and abilities in a worker which will help him in performing his job well.
Employment test are widely used for judging the applicant’s suitability for the job. There are many
types of tests, such as: (a) Performance test (b) Aptitude test (c) Intelligence test (d) Practical test (e)
Personality test (f) Medical test (g) Psychological test etc.

5. Employment Interview-Perhaps this is the most complex and difficult part of the selection process.
“An interview is a face to face oral, observational and personal appraisal method” (Jucius Michael)
The purpose of interview is to determine the suitability of the applicant for the job and of the job for
the applicant. It is conducted by HRM in a friendly atmosphere and candidate must be made to feel at
ease. In any selection process, interview may be of various kinds such as-(a) Direct or indirect
interview (b) Patterned interview (c) Stress interview (d) Systematic interview (e) Panel interview (f)
Group interview.

6. Reference Check- If the applicant crosses all the above hurdles, an investigation may be made on
the references supplied by the applicant regarding his past employment, education, character,
personal reputation etc. Referees may be called upon on telephone / mail / personal visit. Some extra
information can also be recorded by asking the questions from referees.

7. Medical Examination- It is conducted after the final decision has been made to select the candidate.
The medical examination will eliminate an applicant whose health is below the standard or one who
is medically unfit. This is important because a person of poor health may generally be absent from
work and the training given to him may go waste. A thorough physical examination is essential to be
sure that the candidate is able to handle the job efficiently.

8. Final Selection and Appointment Letter- When a candidate successfully over comes all the hurdles
in the above procedure, he would be declared selected. An appointment letter will be given to him
mentioning the terms of appointment, pay scales, post on which selected etc.

Employee Induction, Orientation & Placement

1. INDUCTION

Induction is designed to provide a new employee with the information he needs to function comfortably and
effectively in the organisation. Inductions may be viewed as the socialising process by which organisation
seeks to make an individual its agent for the achievement of its objectives and the individual seeks to make
an agency of the organisation the achievement of his personal goals.

A few definitions of induction are written below:

According to Michael Armstrong, “Induction is the process of receiving and welcoming employees when
they first join a company and giving them the basic information they need to settle down quickly and happily
and start work.”
According to Edwin B. Flippo “Induction is the welcoming process to make the new employee feel at
home and generate in him a feeling of belongingness to the organisation.”

Thus, after selecting compatible personnel the organisation must communicate to the new employee its
philosophy, policies, customs and practices. The new employee is handed over a rulebook, policy manuals,
progress reports, company booklets and documents containing company information which are
informational in nature. It is the responsibility of the HR department to execute the induction programme.
Planned induction helps the new employee, creates a good attitude, reduces labour turnover and the
employee feels at home right from the very beginning.

Types of Induction Programme

According to a classification, induction programmes may be of following types:

A. Informal or Unplanned Induction: It is generally done by the small scale units. This may be simply an
introduction to the new entrant about the job and organisation. It can be conducted by the immediate job
supervisor or by an experienced employee.

B. Formal or Planned Induction: It is usually carried out by the large size organisation to integrate the
newcomer into the organisation. It is carefully designed to introduce the newcomer to his job, colleagues and
organisation. Accordingly, the contents of the formal induction programme cover the following various
aspects:

• The company, its mission, goals, rules, policies, practices, history and products, process of
production and major operations involved in his job;

• The significance of Job, job training and job hazards;

• Employee’s own department and job and how they fit into the organisation, methods of reporting,
tardiness absenteeism;

• Terms and conditions of service, hours of work and overtime, employee benefits, holidays and
vacations, amenities, and welfare facilities;

• Organizational Structure- functions of the various departments;

• Social benefits, grievance procedure and rules of discipline;

• Follow-up interviews at the end of 3 or 6 months with a view to finding out how the new employee is
getting along;

• Opportunities, promotions, transfers and job stabilisation

Phases of Induction Programme

The socialisation process may take months hence the induction programme can be divided into following
four phases:

1. Phase one: Familiarizing workers by providing expectations and product training.

2. Phase two: Providing training sessions on the company’s history, strategy, policies, and benefits.

3. Phase three: Putting the employee on the job for first three months and focusing on training of
employee about the market, its customers, and business plans.
 4. Phase four: It carries on through at least six months and consists of interim reviews and feedback.

2. ORIENTATION

Orientation is the process of introducing new employees to their work environment and to the company. This
process typically includes an overview of the company’s history, culture, and mission, as well as a tour of
the workplace. New employees are also typically given a overview of their job duties and expectations.
Orientation helps new employees become familiar with their new surroundings and feel prepared to start
working.

1. General Orientation: It is conducted by the personnel department. This type of induction is general;
it gives the necessary general information about the history and operations of the organization, the
purpose of this is to build employee’s pride and interest in the organisation. Information is also given
on specific employee services, such as social benefits, pension, health and welfare plans, safety
programmes, etc.

2. Specific Orientation: It is conducted by the job supervisor. This type of induction is specific in
nature and requires skill on the part of the foreman. The employee is oriented his department or place
of work, introduced to other employees of the department, informed about the organisation’s specific
practices and customs (such as lunch timings and length of rest periods, the work dress etc). The
purpose of this induction is to enable an employee to adjust himself in his work environment.

3. Follow-up Orientation: It takes place within one week to six months from the time of the initial
hiring and orientation. It is conducted either by a foreman or a human resource specialist. Its purpose
is to find out whether the employee is satisfied or unsatisfied with the work place, how he feels about
his fellow workers, how he feels about his boss, and whether he has any suggestions for
improvement in organization. The interviewer records the answers as well as his own comments on
the employee progress. At the same time, the immediate supervisor does an evaluation of the
employee about his strong and weak points. Through personal talks, guidance and counselling,
efforts are made to remove the difficulties.

Key differences between Induction and Orientation

1. Purpose: Induction is the process of introducing new employees to the company, its culture, policies,
and procedures. Orientation is the process of providing new employees with information about the
company, its products, services, and the job they will be performing.

2. Timing: Induction typically happens at the beginning of an employee's tenure with a company, while
orientation may happen at any point during an employee's tenure.

3. Length: Induction is generally a longer process than orientation, as it covers more topics and may
involve multiple meetings or sessions.

4. Audience: Induction is typically intended for new employees, while orientation may be intended for
new employees, as well as existing employees who are transitioning to a new role or department.

5. Delivery: Induction is often delivered through a combination of in-person and online training, while
orientation may be delivered through a variety of methods such as in-person training, online training,
and self-paced training.
 6. Content: Induction covers a wide range of topics, such as company culture, policies, and procedures,
while orientation typically focuses on job-specific information such as job duties, company products
and services, and company expectations.

7. Formality: Induction is generally a formal process, with structured training sessions and evaluations,
while orientation may be more informal, with employees receiving information in a less structured
way.

8. Goals: The goal of induction is to ensure that new employees feel welcome, informed, and prepared
to contribute to the company's success. The goal of orientation is to provide new employees with the
information they need to be successful in their new role.

9. Evaluation: Induction may involve formal evaluations of the employee's understanding and retention
of the information presented during the induction process, while orientation may not include formal
evaluations.

3. PLACEMENT

Placement is a process of assigning a specific job to each of the selected candidates. It involves assigning a
specific rank and responsibility to an individual. It implies matching the requirements of a job with the
qualifications of the candidate. Placement is understood assigning jobs to the selected candidates.

In the words of Pigors and Myers, “Placement is the determination of the job to which an accepted
candidate is to be assigned and his assignment to that job.

In other words placement is concerned with the sending of newly selected personnel to some department for
work. It is also concerned with the assignment of authority and responsibility to the new comer in the
organisation.

A well placed employee will be an asset to the organization. Proper placement makes the employee happy
and reduces absenteeism and labour turnover. Proper placement increases morale and efficiency of the
employees and builds a good relation with the employer.

2.4 CAREER PLANNING AND SUCCESSION PLANNING

Career Planning is the process through which an individual selects the goals of his work life and finds ways
to reach the goals. The more we understand the process, though, the more control we have in managing our
careers.

Steps in Career Planning

1. Self-Assessment: Identify your vision, values, interests, skills, traits and abilities. It will help you
decide what you want from your next career move.

2. Explore your Occupational Options: This stage is useful in deciding between different fields to
pursue. What better way to explore career options than to meet with someone working in the field? It
entails meeting with people in different positions or industries that you are interested in and asking
them questions about their job. This is also the first step in starting to build a professional network.

3. Determine Your Job Target: After you have looked at your options by doing career exploration and
field research, it is time to make a decision and set some goals. The components of this decision are
called your Job Target. Your Job Target is the specific industry and position you choose to pursue. It
 may also include geographic location. Your Job Target can change as you gain more experience and
knowledge about yourself.

4. Build Your Credentials and Resume: This stage is ongoing and the more you build your
credentials, the better your resume becomes. A great resume leads to interviews and offers. The best
ways to build your credentials and knowledge are by:

• Doing internships related to your Job Target

• Taking classes and attending seminars related to your Job Target

• Reading books, journals, and magazines related to your Job Target

• Joining professional associations or clubs on campus related to your Job Target

5. Prepare for Your Job Search: This stage requires researching companies and organizations you
want to work for and establishing if your friends, family, or the Career Center have any leads there.
Learn to write calling scripts and develop tactics for approaching employers other than looking at
advertisements (which seldom bring quick results). You will also need to get organized by starting a
job search binder where all your activities are logged and new information is kept. In addition, it is
crucial to educate yourself regarding interviewing and salary negotiations before you meet
employers.

6. Launch Your Job Search: There are many activities involved in launching your job search. Writing
a targeted resume is important to show employers how your skills relate to their specific needs. Set
aside the time to make calls, write cover letters and thank you letters, conduct interviews, and do
research.

Succession Planning

Succession Planning is a process that tends to spot and develop the employees that can occupy the key
positions in the organization, when they become vacant.

Succession planning is the process of selecting and developing key talent to ensure the continuity of critical
roles. It’s about identifying top performers and potential leaders and mentoring and developing them so they
can advance in the organization and move into top-level roles.

Employees get promoted, move companies, and retire every day. That’s why you need to have a good plan
in place to ensure positions are filled by people equipped to do the job.
A Four-Step Succession Planning Process

Once the two preconditions are met, you can put your succession planning process in motion. The four-step
process is based on the succession planning model we discussed above. The key process steps are:

1. Talent development

2. Identification of leadership talent

3. Leadership development

4. Succession decision

1. Talent Development: The succession planning process starts with regular talent development. Many
organizations have talent development programs where high-potential employees receive training,
different tasks, and challenging assignments. Relevant talent management activities focus on career
planning and job rotation to gain more experience and develop leadership competencies.

2. Identification of Leadership Talent: During talent development programs, not everyone will
succeed, which is why you need to continuously monitor and evaluate the participants. Those who
aren’t suitable to fill critical leadership positions may be great candidates for low or middle-
management positions.

3. Leadership Development: In this stage, those identified as having strong leadership potential are
developed further. This differs from your average talent development. Future leaders are invited to
internal courses and workshops. They are encouraged to develop closer connections with
organization leaders, as this will make them more effective in their future roles.

4. Succession Decision: Based on the previous steps, you can create a succession matrix
(organizational structure). In this matrix, you map potential successors for each function.
2.5 EMPLOYEE RETENTION

What is the Concept of Employee Retention?

• Employee retention is a phenomenon where employees choose to stay on with their current company
and don’t actively seek other job prospects.

• The opposite of retention is turnover, where employees leave the company for a variety of reasons.

• Retention is defined as the process by which a company ensures that its employees don’t quit their
jobs.

• Every company and industry has a varying retention rate, which indicates the percentage of
employees who remained with the organization during a fixed period.

Strategies for Employee Retention:

1. Onboarding and Orientation

Every new employee should be set up for success from the start. Your onboarding (induction) process should
teach new employees not only about the job but also about the company culture and how they can contribute
to and thrive in it. Don’t hold back on on this critical first step.

2. Mentorship Programs

Pairing a new employee with a mentor is a great component to add to your extended onboarding process,
especially in a remote work environment. Mentors can welcome newcomers into the company, offer
guidance and be a sounding board. But don’t limit mentorship opportunities to new employees. Your
existing staff — and your overall employee retention outlook and team’s job satisfaction — can significantly
benefit from mentor-mentee relationships.

3. Employee Compensation

It’s essential for companies to pay their employees competitive compensation, which means employers need
to evaluate and adjust salaries regularly. Even if your business can’t increase pay right now, consider
whether you could provide other forms of compensation, such as bonuses. Don’t forget about improving
health care benefits and retirement plans, which can help raise employees’ job satisfaction, too.

4. Perks

Perks can make your workplace stand out to potential new hires and re-engage current staff while boosting
employee morale. According to research for our Salary Guide, flexible schedules and remote work options
are the perks many professionals value most.

5. Wellness Offerings

Keeping employees fit — mentally, physically and financially — is just good business. Many leading
employers expanded and improved their wellness offerings during 2021 and 2022, amid the pandemic, to
help support employees and prioritize their well-being. Stress management programs, retirement planning
services and reimbursement for fitness classes are just some examples of what your business might consider
providing to employees in 2023 and beyond.
 6. Communication

The shift to hybrid and remote work has underscored the importance of good workplace communication.
Your direct reports, whether they work on-site or remotely, should feel they can come to you with ideas,
questions and concerns at any time. And as a leader, you need to make sure you’re doing your part to help
promote timely, constructive and positive communication across the entire team. Make sure you proactively
connect with each team member on a regular basis, too, to get a sense of their workload and job satisfaction.

7. Continuous Feedback on Performance

Many employers are abandoning the annual performance review in favour of more frequent meetings with
team members. In these one-on-one meetings, talk with your employees about their short- and long-term
professional goals, deliver constructive feedback, and help them visualize their future with the company.
While you should never make promises you can’t keep, talk through potential career advancement scenarios
together and lay out a realistic plan for reaching those goals.

8. Training and development

As part of providing continuous feedback on performance, you can help employees identify areas for
professional growth, such as the need to learn new skills. Up-skilling your employees is especially important
today as technology continues to change how we work. When people up-skill, they gain new abilities and
competencies as business requirements evolve.

Make it a priority to invest in your workers’ professional development. Give them time to attend virtual
conferences, provide tuition reimbursement or pay for continuing education. Also, don’t forget
about Succession Planning, which can be a highly effective method for advancing professional
development and building leadership skills.

9. Work-Life Balance

What message is your time management sending to employees? Do you expect staff to be available around
the clock? A healthy work-life balance is essential to job satisfaction. People need to know their managers
understand they have lives outside of work — and recognize that maintaining balance can be even more
challenging when working from home. Encourage employees to set boundaries and take their vacation time.
And if late nights are necessary to wrap up a project, consider giving them extra time off to compensate.

10. Flexible Work Arrangements

Many companies understand that even though they have reopened their offices, some of their employees still
prefer to work remotely, at least part-time. Not having that option might even spur employees to resign.
A recent Robert Half survey found that 56 percent of employees said remote work improved morale and
overall work-life balance.

So think sooner than later about what you can offer employees if remote work on a permanent basis isn’t an
option – such as Compressed Workweek; Flexitime; or maybe a Partial Telecommuting option. All of the
above can help relieve stress for your team — and boost employee retention.