CR Wireless Retention Plan

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CR Wireless Retention Plan

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CR Wireless Retention Plan

  1. 1. CR Wireless Retaining Your Employees
  2. 2. Company Information <ul><li>CR Wireless sells AT&T Wireless phones. This is a very competitive industry. The company income comes from selling wireless phones and cell phone services and paging. The company has been around for about 11 years and is owned by Frank Grant. Frank had started the company and had only one location, and then he decided to add on more office locations where he could get more revenue for the company. </li></ul>
  3. 3. Getting the right talent <ul><li>This project looks at how to get the right talent and making change happen. </li></ul><ul><li>Second, this project looks at new ways of recruiting and keeping employees happy so that they stay. </li></ul>
  4. 4. Goal and Objectives <ul><li>The goal of this project was find ways of getting new talent and retaining employees at CR Wireless </li></ul><ul><li>The objectives are: </li></ul><ul><li>Create a metric system to get and retain talent. </li></ul><ul><li>Set up a system that matches jobs with applicants skill sets. </li></ul><ul><li>Define key leadership positions and requirements. </li></ul><ul><li>Identify high-potential candidates. </li></ul><ul><li>Assess employee readiness for new leadership roles. Provide training and development to fill the gap. </li></ul>
  5. 5. Management and Retention <ul><li>Monster.Com Survey </li></ul><ul><li>According to (L.Kursmark) 29 percent of the employees surveyed said that they &quot;did not like, respect or get along with their manager&quot; was a significant factor in their decision to leave. </li></ul><ul><li>What can be done: </li></ul><ul><li>Improve managers' leadership, communication and interpersonal skills through coaching, training and feedback. Rate these key skills in their evaluations, and tie compensation to performance. </li></ul><ul><li>Create a safe environment and process for employees to bring up concerns with their managers. Address problems quickly. </li></ul>
  6. 6. Rational for change <ul><li>The wireless retail business has always has always had a high turnover. </li></ul><ul><li>This results in more money being spent on training new hires constantly. </li></ul><ul><li>It has impacts the moral of other employees and lower productivity. </li></ul>
  7. 7. Getting HR Involved <ul><li>It is time to get HR involved in the roll of retaining talent. Currently they have a 40% turnover rate. They only use one website do to recruiting and no way tracking resumes or the progress on talent. </li></ul><ul><li>The new talent plan will: </li></ul><ul><li>Create new ways of thinking on how get talent. </li></ul><ul><li>Develop new ways of keeping talent at levels. </li></ul><ul><li>Increase productivity. </li></ul><ul><li>Create opportunities for employees to get promoted </li></ul>
  8. 8. Culture and Change in Cr Wireless Management <ul><li>Cr Wireless has a strong culture when it comes to training developing employees. </li></ul><ul><li>Change in the Management process will increase productivity and create more opportunities. The new process will use more of impact, effectiveness efficiency, for the management process </li></ul><ul><li>Change does not mean you change the whole culture of the company. It means that you make changes in areas that need to be changed. </li></ul>
  9. 9. The new talent management system <ul><li>Create skill sets will set HR recruiting for success </li></ul><ul><li>Review current employees on growth and potential </li></ul><ul><li>Set up a new training budget and continue to train coach and develop new employees. </li></ul>
  10. 10. New talent software system <ul><li>Advantages of system </li></ul><ul><li>System can be set up for the companies specific needs by selecting a certain pool of applicants </li></ul><ul><li>It ensures that EEO compliance so that all applicants are looked at. </li></ul><ul><li>Creates a better pool of talent. </li></ul>
  11. 11. Implementation of new talent system <ul><li>Communicate to all employees there will be a change in retaining and getting new talent. </li></ul><ul><li>Develop a training guide for new system that will match the vision of what the company objectives are. </li></ul><ul><li>Recognize success by rewarding employees with appreciation gift cards </li></ul>
  12. 12. Legal and Ethical issues <ul><li>Make sure that applicants are hired based on skill sets and not just to fill the EEO compliance. </li></ul><ul><li>Make sure that new software system complies with EEO compliance by using the 20/80 rule of compliance </li></ul>
  13. 13. Conclusion <ul><li>Communication between management is the key to the success of this new system. </li></ul><ul><li>Success implementation of the new system will have a big impact on the company as a whole. </li></ul><ul><li>Compliance of legal issues will be reviewed monthly by HR. </li></ul>
  14. 14. References <ul><li>(2008) Mystaffingpro retrieved from http://mystaffingpro.com/services/services.asp </li></ul><ul><li>ESS (2008) Retrieved from http://www.es2.com/ESSFront08.asp?ID=2 </li></ul><ul><li>(2008) Retrieved from: </li></ul><ul><li>http://www.halogensoftware.com/resources/glossary/talent-management-software/ </li></ul><ul><li>(1997) retrieved from: http://www.taleo.com/research/articles/strategic/what-talent-management-121.html </li></ul><ul><li>(1997) Payroll Costs Drives Workforce Management Strategy. Retrieved from: http://findarticles.com/p/articles/mi_pwwi/is_200705/ai_n19110933 </li></ul><ul><li>(1998) (Queens land public service) Retrieved from http://www.opsc.qld.gov.au/library/docs/resources/publications/Retention/AFocusOnPeople_WorkforceMgt.pdf </li></ul><ul><li>Allen, D (2007)SHRM (Retaining Talent) Retrieved from:http://www.shrm.org/foundation/RetainingTalent.pdf </li></ul><ul><li>Peters, Joe(2006)Management Strategies for the changing workforcehttp://www.scientificsearch.com/images/Spr06News.pdf </li></ul><ul><li>Oreilly, C ( People and organization culture) retrived from:http://web.mit.edu/bribri/www/15.347/1991OReilly_OCP.pdf </li></ul><ul><li>Rothrock.C and Gregory.D (2007) HOW CORPORATE CULTURE AFFECTS ORGANIZATIONAL VALUE </li></ul><ul><li>Davis, L (2007) Organizational Culture and Its Importance retrieved from </li></ul><ul><li>http://www.articlesbase.com/organizational-articles/organizational-culture-and-its-importance-88645.html </li></ul><ul><li>National Defence University Strategic (Leadership and Decision Making) Retrieved from: http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.html </li></ul><ul><li>Mystaffingpro (2008) retrieved from http://mystaffingpro.com/services/services </li></ul>
  15. 15. Reference (con’t) <ul><li>Ross, W (2004). Organizational Change through Influencing Individual Change </li></ul><ul><li>A behavior centric approach to change. Entarga (3), 1-13. [Electronic version] </li></ul><ul><li>Mauer. (1994, July). Why Resistance Matters. Mauer Consulting , 2. [Electronic version] </li></ul><ul><li>Tookpack Consulting LLC. (2005). Organization Change. Toolpack, 10 , 3. Retrieved May 1, 2005, from Toolpack Web site: www.toolpack.com/​change.html </li></ul><ul><li>Julie, S. ( 2006, 5 /31). Rebuilding The HR Department Image . Retrieved from PRWEB: http://www.prweb.com/releases/2006500/5/prweb391116.htm . </li></ul><ul><li>Accell team. (2007, 1/2). Employee Motivation, the Organizational Environment and Productivity. Retrieved from accell team human resources: http://www.accel-team.com/human_resources/hrm_08a.html </li></ul><ul><li>Donna,K D. H. a. M. M., SPHR. (2000, 6/2). Implementing A Human Resource System –Lessons Learned Retrieved from SHRM: http://www.shrm.org/hrtx/library_published/IC/CMS_000199.asap . </li></ul>
  16. 16. References (con’t) <ul><li>Jennifer, D (2001, 15/ 4). How to Implement Strategic Planning: Vision Statement, Mission Statement, Values. Retrieved from SHRM: http://www.shrm.org/hrresources/whitepapers_published/CMS_000296.asp . </li></ul><ul><li>SHRM. (2001, 8/2). Strategizing for HR. Retrieved from Kathryn Tyler, M.A: http://www.shrm.org/hrmagzine/2001index/0201/0201tler.asp . </li></ul><ul><li>Monster. com( L. Kursmark) Why good employees leave Retrieved from: http://hiring.monster.com/hr/hr-best-practices/workforce-management/employee-retention-strategies/why-good-employees-leave.aspx </li></ul>

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