Negotiated Remuneration

1. a. Initiatives for Becoming Employer of Choice

The first initiative is to embrace negotiated remuneration package hence suiting the individual. The initiative will be attractive to the staff as each staff member will give his inputs and concerns when the remuneration is being determined hence boosting their moral Explain why it would be attractive to staff. Here, there will be an effective performance culture. An employer of choice finds mechanisms for tying performance as well as the employees’ interest with those of the employers (Bellou, Rigopoulou and Kehagias 2015).

The other initiative will be availing an opportunity for growth by ensuring that employees have opportunities for development support both professionally and personally. Employees will have a feeling that they are motivated to endure to develop their respective skills as well as careers. Such employers provide performance development planning, internal as well as external opportunities for training, and career paths (Ahammad et al. 2016). The employees will be assigned jobs to assist them expand their respective desired skills. The staff needs development on a regular occasion so as to survive the competitive wars for the talented staff. The company must be an aggressive employer in order to attract people who function well in the environment.  

The other initiative will be to ensure that during recruitment, a diverse staff is recruited. All races need to be included in the organization as this boost the morale of every employer. Customers will even prefer such inclusive companies. Therefore, I will ensure that the organization considers diversity in its staff recruitment (Terera and Ngirande 2014).

The fourth initiative will be based on effective balance between work and life. Progressively more demanded by staff is work life balance ingenuities like supple scheduling selections. This allows the employees to work without distractions by family as well as life events along with needs happening outdoor workplace. These initiatives will minimize the workers’ stress as well as assist them achieve their life’s challenges while still working.  

1. Implementing Negotiated Remuneration

The negotiated remuneration is selected to answer this question. First to ensure a negotiated compensation, there has to be an effective performance culture. The organization will only be an employer of choice when it is able to get ways that effectively help tie to the performance and interest of employees with the employer’s interests (Cascio 2014). To implement this two was have been identified for implementation. This will be achieved by having a variable compensation system which ties rewards to performance as well as having a Job plan process that offers regular guidance and feedback.  

1. a. Retention Initiatives

The first strategy relates to working environment. The organization will create and maintain a workplace which attracts, retains as well as nourish good staff. This will include corporate mission development, culture as well as value systems that insist on a safe environment for work as well as crafting vibrant, rational as well as reliable operating procedures and policies. Environmental staff retention initiatives speak to 3 essential elements of workplace: ethics along with values substance upon which organization hinges, policies which deduce such values besides translate the values into daily activities along with physical environment where staff work. The entire goalmouth is to brand the organization a place where staff wish to join to render their labour hours. The specific initiatives will include clarifying the mission, generating a value statement, communicating positive feelings, remaining focused on customer, being fair as well as honest, promoting integrity, making fun, reducing number of meetings, non-toleration of subpar performance and maintaining workplace security.    

Growth Opportunities for Employees

The next initiative relates to employee relationship strategies. This will focus on how the organization treats staff and how the staff treat each other. Three basic initiatives will culminate to effective employee relationship. Giving the managers and supervisor ample of relationship training, asking staffs why they are working for the organization and given these information why staff work for organization, ask what they can do to be better in organization. The organization will use behavioural style assessment tools like DISC to assist staff better understand themselves as well as one another and communicate effectively. The organization will help staff set life goals as well as get attentive on where the staff want to go and helping them see how such goals align with organization’s goals as well as that they can accomplish them  by remaining with the organization. The organization will also get the family of the employee involved as much as possible.

The next initiative will relate to employee support strategies. This will focus on giving staff tool along equipment to accomplish their jobs. When staff feel they own what it is required to do the job, job gratification rises melodramatically. All staff support strategies stem from these 3 straightforward principles; employees want to shine, they also want sufficient assets to get their work done and individual require moral along with mental support from organization as well as management.

The next initiative relates to employee development as well as growth strategies. This speaks to personal as well as professional growth. Good staff are eager to develop new-fangled knowledge together with skills to enhance their respective value in the labour market as well as improve their individual self-esteem. This will be done by having education and training by organizing and structuring the training to sense for the organization and staff.

1. Implementing Growth Opportunities Initiative

The initiative selected here is ensuring growth among employees. To implement the training and education, the organization will take enough time to reconnoitre the diverse needs of staff as well as best mechanism to meet these needs. Training alongside education in this case, will involve in-house curriculum for skills training along with development, outdoor seminars together with workshops, paying for college as well as continuing education, CD/DVD, podcast as well as online learning, cross training, having staff present workshops in areas of expertise along with bringing in external experts to educate workers about subjects which affect their personal lives (Rampl 2014).

1. Communication Plan

Dear everyone

I have identified the effective initiatives to help the organization be an employer of choice and retain talented staff. First, we will ensure the organization becomes an employer of choice by adopting a negotiated remuneration approach. Here, we will be focusing on having an effective performance culture.  Second, we will be focusing on growth of our employees to retain them. Here, will be offering education and training. I urge everyone to give his or her input on these two initiatives to ensure successful implementation.

I will ensure that stakeholders have the opportunity to provide feedback and agreement as to the initiatives by giving them apple time to do research and consultation on the topic and then organize a one day workshop or seminar for the discussion.

1. Succession Plan for Two Key Staff Members

Diversity in Recruitment

The succession plan for two key staff members will ensure no gap is created. To achieve this, I will promote two members who have been working under the key staff members who would be leaving. They will be elevated two months before these two key members and will work in hand with them to learn the responsibilities.   Some of the skills gaps will include ability to manage team work, ability to solve problems and ability to manage change resistance.   The learning plan will include training, learning, mentoring and development to acquire skills and knowledge by calling for both internal and external experts to train these two successors (Taylor 2014).

Two staff are selected from the function room. The aspects of jobs will include effective communication, problem solving, change management and team management. The communication and change management will be taught by Mr. Smith, a communication consultant in the organization for a period of three days, team management and problem solving will be taught by Mrs. Ken for two days.   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. Question survey to gauge employee satisfaction
2. How would rate how it feels good around
3. How would this organization miss you if you were gone
4. How satisfied are you that you get the needed support to get job done
5. Do you get the enough opportunity for advancement
6. Do get the adequate compensation
7. Do you understand the vision, values and mission
8. Does the organization promote open-book management
9. Does the organization keeps information closely guided secret
10. Does value statement clarifies and supports a culture of openness
11. Does the organization give performance feedback
12. Does the organization encourage individuals to share information
13. Does the employee know how organization is doing in key areas like sales
14. Do you know where you stand in the marketplace
15. Do you have the knowledge of where the organization stand in the marketplace
16. Do you feel recognized in this organization
17. Do you feel respected in this organization
18. Do you feel your work-life balance is effective
19. Does the organization offer adequate positive relationships with co-workers
20. Do you think you are treated fairly in this organization
21. Do you feel fully involved in this organization

1. a.  Implementing Change in Communication Plan

The organization can change its way of communication based on this plan. To be an employer of choice, the firm should improve the way its shares information with employees. The information should include those from company financial progress and result to those success framework referenced above. The staff feel as if they are real member of the organization in the crowd since they know what is going on in the organization. With this communication strategy, the organization will have an advantage over competition (Goetsch and Davis 2014). The oraganizational will adopt effective tone that is set by the MD and CEO to drive culture. The organization will ensure there is consistency in messages being delivered irrespective of who is preparing it.

1. Method to Evaluate Effectiveness of Proposed Change

The effectiveness of this proposed improvements will be evaluated on the basis of consistency of the messages being delivered based on feedback. For example, once a message is sent to any stakeholder be it supplier or just communicating with employee, a call centre will be provided where follow-up is done and asking the message delivered (Elving et al. 2013).

1. a. Two Examples of Trends

The trend in labour market regulation has been witnessed. Significant reforms have been made in labour market and workplace relations systems. For example, simplified workplace agreement procedures as well as allowing wages and conditions to be effectively connected to productivity enhancement offer greater incentives for work along with creation of new jobs as well as helps many families with marginal labour force attachment to partake in paid labour.  

1. Impacts of Identified Trends on Meadow

Meadow will positively be impacted since it will get more labour willing to partake in the paid labour and hence will be able to retain more talented based on simplified agreements.

1. Methods to Overcome Negative Consequences

The organization can reduce the negative consequences like employee turnover by ensuring effective upskilling, improved communication, negotiated compensation, respect, and commitment, opportunity for growth, involvement and positive relationship with co-workers to explore the above lucrative opportunity (Baker 2014).  

References

Ahammad, M.F., Tarba, S.Y., Liu, Y. and Glaister, K.W., 2016. Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention. International Business Review, 25(1), pp.66-75.

Baker, T., 2014. Attracting and Retaining Talent: Becoming an Employer of Choice. Springer.

Bellou, V., Rigopoulou, I. and Kehagias, J., 2015. Employer of choice: does gender matter?. Gender in Management: An International Journal, 30(8), pp.613-634.

Cascio, W.F., 2014. Leveraging employer branding, performance management and human resource development to enhance employee retention.

Elving, W.J., Westhoff, J.J., Meeusen, K. and Schoonderbeek, J.W., 2013. The war for talent? The relevance of employer branding in job advertisements for becoming an employer of choice. Journal of Brand Management, 20(5), pp.355-373.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Rampl, L.V., 2014. How to become an employer of choice: transforming employer brand associations into employer first-choice brands. Journal of Marketing Management, 30(13-14), pp.1486-1504.

Taylor, S., 2014. Resourcing and talent management.

Terera, S.R. and Ngirande, H., 2014. The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), p.481.