The document is a project report analyzing occupational health and safety issues at a company. It identifies three key issues: 1) a large rise in reported injuries without being able to identify the causes, 2) no defined pattern of injuries making the issues hard to diagnose, and 3) the safety supervisor spending significant time managing the return-to-work program without clear guidelines. It provides recommendations to analyze injury data to identify causes, revise safety plans and equipment, and establish a dedicated return-to-work manager and fund.
BIZGrowth Strategies - Workforce & Talent Optimization Special EditionCBIZ, Inc.
Amid today’s economic uncertainty, we know you need strategies and solutions that will help your business thrive. With workforce and talent concerns running high for employers across the nation, our experts developed these articles with those critical issues top of mind. We offer fresh insights designed to attract, retain, engage and motivate your employees — all while protecting your bottom line and managing emerging risks. Articles include:
- Unlock Success with Effective Performance Management
- How Employers Can Benefit from Financial Wellbeing Programs
- How to Talk About Hard Decisions During a Recession
- Cost-Effective Health Plan Perks to Consider in 2023
- 3 HR Strategies to Recession-Proof Your Organization
- Responding to Employment Practices Liability (EPL) Claims
- Versatility — Important in Life & Life Insurance
Running head IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTI.docxjoellemurphey
Running head: IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
Table of Contents
Page Number
Executive summary………………………………………………………………………………. 2
Chapter 1 Problem Definition, Background to the Study…………………………………………4
Chapter 2 Literature Review……………………………………………………………………12
Chapter 3 Research Methodology……………………………………………………………....19
Chapter 4 Data Analysis Future…………………………………………………………………22
Chapter 5 Summary, Conclusions, and Recommendations Future ……………………………..28
Terminology and Definitions Page
References Pages……………………………………………………………………………..31-35
Appendix A Permission to Conduct Study
Appendix B Consent Form (Anonymous Survey, Informal
Interview or Formal Interview)
Appendix C Survey/Interview Questions
Executive Summary
The purpose of this study and research will be is to show the flaws in the current logistics process and to develop a positive reinforcement for employees in the automotive sector. In doing so, the employees will develop a comfortable attitude in adjusting to the changes in the layout of how the company’s foundation is built and how that foundation’s usefulness is a major contributing factor to the overall success of the business, especially considering the fact that the automotive sector has at least one hundred thousand employees. Creating this survey offered the opportunity to find out what the root cause is of why employees are not reporting to work either on time, or at all. This methodology will be used to elaborate the data compiled in the company’s daily, weekly, monthly, and yearly reports. These same reports describe and display the hourly needs of employees, lost hour cases, vacation, personal time off, rehabilitation and training in the facility.
The company believes that with the proper resources in the production environment, and along with reliability, simplicity, and fundamental training skills there can definitely be a major change in the way employee retention can be improved. The company also agrees that they have a mutual obligation to sustain a foundation by incorporating a trustworthy dedicated program while leading the necessary awareness of training. The major conclusions drawn were that the observations and experiences of the data displayed will provide one the company with the knowledge to seek ways to reduce and eventually eliminate lost hours worked that occur in the workplace. The goal is to change the perception of the employees so they may by getting them to assist using suggestion programs in the hopes of future success.
Currently, the most important recommendationsare is that the automakers continue with the internal process implemented at this time. Further Additional research indicated that based on ...
Running head REASSESSMENT AND ADJUSTMENT .docxtodd581
Running head: REASSESSMENT AND ADJUSTMENT 1
REASSESSMENT AND ADJUSTMENT 2
Reassessment and Adjustment
Name
Prof
Institution
Reassessment and Adjustment
When downsizing the workforce, it is very imperative for employers to remain proactive by looking into both the long-term goals and problems. One of the modifications to the solutions that I can make based on the reassessment is ensuring strategic downsizing such that the numbers of employees who remain in the organization are adequate so that their productivity meets supply effectively. The business should downsize all the poor performing employees and retain those with a remarkable performance. The business should be transparent enough and explain to the employees the reason for downsizing so that they can remain positive and engaged in the transition process (Cooper, Pandey, & Quick, 2012). Strategic downsizing will assist the business to meet the customer's demand for products.
Strategic downsizing of the employees will help the company to retain its suppliers since the level of productivity will not decline. There will thus be lower chances of suppliers trying to argue that the company is in a financial turmoil and doubt its ability to pay them. If the business retains good performing employees, the level of output will effectively meet demand in the market, and it will thus be easy to retain customers. The business will have adequate resources to pay its suppliers while avoiding the expenses of switching from one supplier to another, helping it to compete effectively in the market and maintaining a good relationship with suppliers.
The local community is an important aspect of the stakeholders in an organization. Strategic downsizing will not affect the relationship between a business and society since the business can meet the needs of its customers effectively. The business will also have a good relationship with the employees in the community because the employee clearly understands the reason for downsizing and this reduces the chances of any rumors that are likely to cause distraction and worry in the community (Gandolfi, 2006). The organization will thus be in a position to retain a good relationship with the community.
References
Cooper, C., Pandey, A. & Quick, J. (2012). Downsizing: is less still more. Cambridge: Cambridge University Press.
Gandolfi, F. (2006). Corporate downsizing demystified: a scholarly analysis of a business phenomenon. Hyderabad, India: ICFAI University Press.
Running Head: IMPACT IDENTIFICATION 1
IMPACT IDENTIFICATION 2
Impact Identification
Name
Institution
Impact Identification
Oftentimes, b.
Do It Right: A Safety Incentive Platform GuideWorkStride
Incentivizing and rewarding workers for safe behaviors is proven to be effective in improving workplace safety. However, there are times when these programs cause more harm than good. How do you know what type of program will work and be compliant with OSHA regulations?
Common Labor Shortage Risks & Tips to Mitigate Your ExposuresCBIZ, Inc.
No industry is safe from the risks of the current labor market. Employee shortages can influence multiple liabilities, but a proactive strategy can help protect your organization. In this article, learn measures to minimize labor shortage liability risks across all industries, as well as influential industry risks for construction, manufacturing and trucking.
BIZGrowth Strategies - The Great Resignation Special EditionCBIZ, Inc.
The Great Resignation continues to plague organizations across the country. It has exacerbated a host of employer challenges, including attraction, retention and engagement of top talent, as well as mitigating new risks. Our experts have developed these articles and linked resources to help your organization combat the mass employee exodus.
BIZGrowth Strategies - Workforce & Talent Optimization Special EditionCBIZ, Inc.
Amid today’s economic uncertainty, we know you need strategies and solutions that will help your business thrive. With workforce and talent concerns running high for employers across the nation, our experts developed these articles with those critical issues top of mind. We offer fresh insights designed to attract, retain, engage and motivate your employees — all while protecting your bottom line and managing emerging risks. Articles include:
- Unlock Success with Effective Performance Management
- How Employers Can Benefit from Financial Wellbeing Programs
- How to Talk About Hard Decisions During a Recession
- Cost-Effective Health Plan Perks to Consider in 2023
- 3 HR Strategies to Recession-Proof Your Organization
- Responding to Employment Practices Liability (EPL) Claims
- Versatility — Important in Life & Life Insurance
Running head IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTI.docxjoellemurphey
Running head: IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
Table of Contents
Page Number
Executive summary………………………………………………………………………………. 2
Chapter 1 Problem Definition, Background to the Study…………………………………………4
Chapter 2 Literature Review……………………………………………………………………12
Chapter 3 Research Methodology……………………………………………………………....19
Chapter 4 Data Analysis Future…………………………………………………………………22
Chapter 5 Summary, Conclusions, and Recommendations Future ……………………………..28
Terminology and Definitions Page
References Pages……………………………………………………………………………..31-35
Appendix A Permission to Conduct Study
Appendix B Consent Form (Anonymous Survey, Informal
Interview or Formal Interview)
Appendix C Survey/Interview Questions
Executive Summary
The purpose of this study and research will be is to show the flaws in the current logistics process and to develop a positive reinforcement for employees in the automotive sector. In doing so, the employees will develop a comfortable attitude in adjusting to the changes in the layout of how the company’s foundation is built and how that foundation’s usefulness is a major contributing factor to the overall success of the business, especially considering the fact that the automotive sector has at least one hundred thousand employees. Creating this survey offered the opportunity to find out what the root cause is of why employees are not reporting to work either on time, or at all. This methodology will be used to elaborate the data compiled in the company’s daily, weekly, monthly, and yearly reports. These same reports describe and display the hourly needs of employees, lost hour cases, vacation, personal time off, rehabilitation and training in the facility.
The company believes that with the proper resources in the production environment, and along with reliability, simplicity, and fundamental training skills there can definitely be a major change in the way employee retention can be improved. The company also agrees that they have a mutual obligation to sustain a foundation by incorporating a trustworthy dedicated program while leading the necessary awareness of training. The major conclusions drawn were that the observations and experiences of the data displayed will provide one the company with the knowledge to seek ways to reduce and eventually eliminate lost hours worked that occur in the workplace. The goal is to change the perception of the employees so they may by getting them to assist using suggestion programs in the hopes of future success.
Currently, the most important recommendationsare is that the automakers continue with the internal process implemented at this time. Further Additional research indicated that based on ...
Running head REASSESSMENT AND ADJUSTMENT .docxtodd581
Running head: REASSESSMENT AND ADJUSTMENT 1
REASSESSMENT AND ADJUSTMENT 2
Reassessment and Adjustment
Name
Prof
Institution
Reassessment and Adjustment
When downsizing the workforce, it is very imperative for employers to remain proactive by looking into both the long-term goals and problems. One of the modifications to the solutions that I can make based on the reassessment is ensuring strategic downsizing such that the numbers of employees who remain in the organization are adequate so that their productivity meets supply effectively. The business should downsize all the poor performing employees and retain those with a remarkable performance. The business should be transparent enough and explain to the employees the reason for downsizing so that they can remain positive and engaged in the transition process (Cooper, Pandey, & Quick, 2012). Strategic downsizing will assist the business to meet the customer's demand for products.
Strategic downsizing of the employees will help the company to retain its suppliers since the level of productivity will not decline. There will thus be lower chances of suppliers trying to argue that the company is in a financial turmoil and doubt its ability to pay them. If the business retains good performing employees, the level of output will effectively meet demand in the market, and it will thus be easy to retain customers. The business will have adequate resources to pay its suppliers while avoiding the expenses of switching from one supplier to another, helping it to compete effectively in the market and maintaining a good relationship with suppliers.
The local community is an important aspect of the stakeholders in an organization. Strategic downsizing will not affect the relationship between a business and society since the business can meet the needs of its customers effectively. The business will also have a good relationship with the employees in the community because the employee clearly understands the reason for downsizing and this reduces the chances of any rumors that are likely to cause distraction and worry in the community (Gandolfi, 2006). The organization will thus be in a position to retain a good relationship with the community.
References
Cooper, C., Pandey, A. & Quick, J. (2012). Downsizing: is less still more. Cambridge: Cambridge University Press.
Gandolfi, F. (2006). Corporate downsizing demystified: a scholarly analysis of a business phenomenon. Hyderabad, India: ICFAI University Press.
Running Head: IMPACT IDENTIFICATION 1
IMPACT IDENTIFICATION 2
Impact Identification
Name
Institution
Impact Identification
Oftentimes, b.
Do It Right: A Safety Incentive Platform GuideWorkStride
Incentivizing and rewarding workers for safe behaviors is proven to be effective in improving workplace safety. However, there are times when these programs cause more harm than good. How do you know what type of program will work and be compliant with OSHA regulations?
Common Labor Shortage Risks & Tips to Mitigate Your ExposuresCBIZ, Inc.
No industry is safe from the risks of the current labor market. Employee shortages can influence multiple liabilities, but a proactive strategy can help protect your organization. In this article, learn measures to minimize labor shortage liability risks across all industries, as well as influential industry risks for construction, manufacturing and trucking.
BIZGrowth Strategies - The Great Resignation Special EditionCBIZ, Inc.
The Great Resignation continues to plague organizations across the country. It has exacerbated a host of employer challenges, including attraction, retention and engagement of top talent, as well as mitigating new risks. Our experts have developed these articles and linked resources to help your organization combat the mass employee exodus.
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
A deep appreciation for ergonomics is at the core of Humanscale. Ergonomics is the study of how to improve efficiency and comfort in a work place. Correct ergonomic design helps to reduce discomfort at work, which increases job satisfaction, productivity and well-being – and reduces costs to the organization in the long run. All of Humanscale’s work tools were created to be intuitive and adjust effortlessly to the user. We consult with our team of in-house ergonomists on every project to ensure our products are the most comfortable available. Please use the links below to find out more about our Humanscale Consulting Services and read some advice from our experts on how to use ergonomics to create a more comfortable place to work:
Running Head: PAID TIME OFFS 1
PAID TIME OFFS 9
Paid Time off (PTO) Policies
Jesse Heineken
Human Resource Management & Talent Development
September 4, 2013
Jesse, take the a moment and review the comments and markups and instructions for this assignment. Your work is below with a breakdown of your points.
Dr. Dale
As the HR Director, respond to the following issues:
· Identify any additional information you would need to recommend a solution, and explain where you would likely find that information.
· Discuss any issues you would likely encounter if you were to merge the PTO system to a traditional leave system. Explain which issues would be difficult to solve and why.
· Explain any problems you see with leaving the two systems in place, and identify which system would be assigned for new employees.
· Make a recommendation for one common PTO system. Explain your system and why you think this system is the best system for the company.
Assignment 2: Case study—Paid Time Off (PTO) Policies
PTO policies have become good tools for HR staff to use in terms of organizational incentives. Use the Argosy University online library and your textbooks to read about PTO policies. Now, let us go back to Company A and Company B from Module 1.
While reviewing the information from the two merged companies, the HR Director has found out that each company has two different PTO policies.
Company A has a PTO system in which employees are given 30 days of paid time off each year, which accumulates at the rate of 2.5 days a month. Under this policy, vacation and sick leave are all rolled into one paid leave and any absence whether scheduled, such as vacation, or unscheduled, such as sick leave, are taken from the accumulated leave the employee has earned.
Company B has a more traditional leave system in which employees are given 12 days of vacation, 10 days of sick leave and 10 holidays. The company is closed on those holidays. Vacation is accumulated at a day per month. Sick leave has an unlimited accumulation, but unlike vacation would not be paid out upon termination of employment.
Since the employees of the merged company will be working side by side, the HR Director has asked you to review the situation and make recommendations for a solution.
Instructions:
As the HR Director, respond to the following issues:
· Identify any additional information you would need to recommend a solution, and explain where you would likely find that information.
· Discuss any issues you would likely encounter if you were to merge the PTO system to a traditional leave system. Explain which issues would be difficult to solve and why.
· Explain any problems you see with leaving the two systems in place, and identify which system would be assigned for.
Employee Retention Strategies to Survive the Great ResignationKashish Trivedi
Onboarding reflects what your company is and ultimately leaves the first impression on new employees. A report indicates a 2.6 times increase in job satisfaction among new employees when they have a positive onboarding experience.
You can rely on learning management tools that streamline difficult or time-consuming procedures for companies to hire new employees. Leveraging a comprehensive learning platform allows you to create personalized onboarding experiences for new employees.
Extra steps need to be taken to make sure employees joining remotely feel integrated into their team. To achieve this, you could implement a virtual onboarding program that may utilize internal bots to help facilitate a more seamless connection within your team. Check for chatbot pricing and integrate an employee engagement bot within your onboarding activities to encourage icebreaker conversations.
Chapter EighteenManagement Making It WorkChapter OutlineMan.docxchristinemaritza
Chapter Eighteen
Management: Making It Work
Chapter Outline
Managing Labor Costs and Revenues
Managing Labor Costs
Number of Employees (a.k.a.: Staffing Levels or Headcount)
Hours
Benefits
Average Cash Compensation (Fixed and Variable Components)
Budget Controls: Top Down
Budget Controls: Bottom Up
Embedded (Design) Controls
Managing Revenues
Using Compensation to Retain (and Recruit) Top Employees
Managing Pay to Support Strategy and Change
Communication: Managing the Message
Say What? (Or, What to Say?)
Opening the Books
Structuring the Compensation Function and Its Roles
Centralization–Decentralization (and/or Outsourcing)
Ethics: Managing or Manipulating?
Your Turn: Communication by Copier
Still Your Turn: Managing Compensation Costs, Headcount, and Participation/Communication Issues
This chapter is about making it work: ensuring that the right people get the right pay for achieving the right objectives in the right way. The greatest pay system design in the world is useless without competent management. So why bother with a formal system at all? If management is that important, why not simply let every manager pay whatever works best? Such total decentralization of decision making could create a chaotic array of rates. Managers could use pay to motivate behaviors that achieved their own immediate objectives, not necessarily those of the organization. Employees could be treated inconsistently and unfairly.
This was the situation in the United States in the early 1900s. The “contract system” made highly skilled workers managers as well as workers. The employer agreed to provide the “contractor” with floor space, light, power, and the necessary
666
raw or semifinished materials. The contractor hired and paid labor.1 Pay inconsistencies for the same work were common. Some contractors demanded kickbacks from employees’ paychecks; many hired their relatives and friends. Dissatisfaction and grievances were widespread, eventually resulting in legislation that outlawed the arrangement.
Corruption and financial malfeasance were also part of decentralized decision making in the early 1900s. Some see parallels today. To help avoid history repeating itself and to redeem HR (and compensation) vice presidents from the image of unindicted coconspirators, the compensation system should be managed to achieve the objectives in the pay model: efficiency, fairness, and compliance.
Any discussion of managing pay must again raise the basic questions: So what is the impact of the decision or technique? Does it help the organization achieve its objectives? How?
Although many pay management issues have been discussed throughout the book, a few remain to be called out explicitly. These include (1) managing labor costs, (2) managing revenues, (3) communication, and (4) designing the compensation department.
MANAGING LABOR COSTS AND REVENUES
Financial planning is integral to managing compensation. As we noted in Chapter 1, compensation decisions influence organizati ...
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
A deep appreciation for ergonomics is at the core of Humanscale. Ergonomics is the study of how to improve efficiency and comfort in a work place. Correct ergonomic design helps to reduce discomfort at work, which increases job satisfaction, productivity and well-being – and reduces costs to the organization in the long run. All of Humanscale’s work tools were created to be intuitive and adjust effortlessly to the user. We consult with our team of in-house ergonomists on every project to ensure our products are the most comfortable available. Please use the links below to find out more about our Humanscale Consulting Services and read some advice from our experts on how to use ergonomics to create a more comfortable place to work:
Running Head: PAID TIME OFFS 1
PAID TIME OFFS 9
Paid Time off (PTO) Policies
Jesse Heineken
Human Resource Management & Talent Development
September 4, 2013
Jesse, take the a moment and review the comments and markups and instructions for this assignment. Your work is below with a breakdown of your points.
Dr. Dale
As the HR Director, respond to the following issues:
· Identify any additional information you would need to recommend a solution, and explain where you would likely find that information.
· Discuss any issues you would likely encounter if you were to merge the PTO system to a traditional leave system. Explain which issues would be difficult to solve and why.
· Explain any problems you see with leaving the two systems in place, and identify which system would be assigned for new employees.
· Make a recommendation for one common PTO system. Explain your system and why you think this system is the best system for the company.
Assignment 2: Case study—Paid Time Off (PTO) Policies
PTO policies have become good tools for HR staff to use in terms of organizational incentives. Use the Argosy University online library and your textbooks to read about PTO policies. Now, let us go back to Company A and Company B from Module 1.
While reviewing the information from the two merged companies, the HR Director has found out that each company has two different PTO policies.
Company A has a PTO system in which employees are given 30 days of paid time off each year, which accumulates at the rate of 2.5 days a month. Under this policy, vacation and sick leave are all rolled into one paid leave and any absence whether scheduled, such as vacation, or unscheduled, such as sick leave, are taken from the accumulated leave the employee has earned.
Company B has a more traditional leave system in which employees are given 12 days of vacation, 10 days of sick leave and 10 holidays. The company is closed on those holidays. Vacation is accumulated at a day per month. Sick leave has an unlimited accumulation, but unlike vacation would not be paid out upon termination of employment.
Since the employees of the merged company will be working side by side, the HR Director has asked you to review the situation and make recommendations for a solution.
Instructions:
As the HR Director, respond to the following issues:
· Identify any additional information you would need to recommend a solution, and explain where you would likely find that information.
· Discuss any issues you would likely encounter if you were to merge the PTO system to a traditional leave system. Explain which issues would be difficult to solve and why.
· Explain any problems you see with leaving the two systems in place, and identify which system would be assigned for.
Employee Retention Strategies to Survive the Great ResignationKashish Trivedi
Onboarding reflects what your company is and ultimately leaves the first impression on new employees. A report indicates a 2.6 times increase in job satisfaction among new employees when they have a positive onboarding experience.
You can rely on learning management tools that streamline difficult or time-consuming procedures for companies to hire new employees. Leveraging a comprehensive learning platform allows you to create personalized onboarding experiences for new employees.
Extra steps need to be taken to make sure employees joining remotely feel integrated into their team. To achieve this, you could implement a virtual onboarding program that may utilize internal bots to help facilitate a more seamless connection within your team. Check for chatbot pricing and integrate an employee engagement bot within your onboarding activities to encourage icebreaker conversations.
Chapter EighteenManagement Making It WorkChapter OutlineMan.docxchristinemaritza
Chapter Eighteen
Management: Making It Work
Chapter Outline
Managing Labor Costs and Revenues
Managing Labor Costs
Number of Employees (a.k.a.: Staffing Levels or Headcount)
Hours
Benefits
Average Cash Compensation (Fixed and Variable Components)
Budget Controls: Top Down
Budget Controls: Bottom Up
Embedded (Design) Controls
Managing Revenues
Using Compensation to Retain (and Recruit) Top Employees
Managing Pay to Support Strategy and Change
Communication: Managing the Message
Say What? (Or, What to Say?)
Opening the Books
Structuring the Compensation Function and Its Roles
Centralization–Decentralization (and/or Outsourcing)
Ethics: Managing or Manipulating?
Your Turn: Communication by Copier
Still Your Turn: Managing Compensation Costs, Headcount, and Participation/Communication Issues
This chapter is about making it work: ensuring that the right people get the right pay for achieving the right objectives in the right way. The greatest pay system design in the world is useless without competent management. So why bother with a formal system at all? If management is that important, why not simply let every manager pay whatever works best? Such total decentralization of decision making could create a chaotic array of rates. Managers could use pay to motivate behaviors that achieved their own immediate objectives, not necessarily those of the organization. Employees could be treated inconsistently and unfairly.
This was the situation in the United States in the early 1900s. The “contract system” made highly skilled workers managers as well as workers. The employer agreed to provide the “contractor” with floor space, light, power, and the necessary
666
raw or semifinished materials. The contractor hired and paid labor.1 Pay inconsistencies for the same work were common. Some contractors demanded kickbacks from employees’ paychecks; many hired their relatives and friends. Dissatisfaction and grievances were widespread, eventually resulting in legislation that outlawed the arrangement.
Corruption and financial malfeasance were also part of decentralized decision making in the early 1900s. Some see parallels today. To help avoid history repeating itself and to redeem HR (and compensation) vice presidents from the image of unindicted coconspirators, the compensation system should be managed to achieve the objectives in the pay model: efficiency, fairness, and compliance.
Any discussion of managing pay must again raise the basic questions: So what is the impact of the decision or technique? Does it help the organization achieve its objectives? How?
Although many pay management issues have been discussed throughout the book, a few remain to be called out explicitly. These include (1) managing labor costs, (2) managing revenues, (3) communication, and (4) designing the compensation department.
MANAGING LABOR COSTS AND REVENUES
Financial planning is integral to managing compensation. As we noted in Chapter 1, compensation decisions influence organizati ...
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
3. 3
Introduction
Our company is facing issues regarding workplace health and safety. While the number of
injuries is going up, we are unable to pinpoint the exact pain points and most injuries seem to be
first aid injuries. On the surface, this is a workplace health and safety issue but if not taken in
control, it can spiral into a retention and organizational culture issue that would have far too
much negative impact overall. The possible recommendations discussed later are first analyzing
and researching what might be the exact issue for the injuries. If we are not able to pinpoint the
issue, we should at least find a trend. We should also set realistic goals and measurement criteria,
which would be used to measure our performance and create new projections. Second
recommendation deals with having a revised health safety plan. It is also the second with
retraining our employees as research shows that training in first aid prevents employee injuries
by a considerable number. They become trained to help other people if there is an injury but, in
that process, they become aware themselves of how to prevent a first aid injury.
The third recommendation deals with the return-to-work program of the company. It is about
setting clear guidelines and the possibility of hiring on a contract or a part-time basis. The funds
to foot the cost will come from a newly established fund by the union. This fund will also be
used to compensate the efforts of workers covering shifts for their coworkers while they are
suffering from an injury, more of which is discussed later.
4. 4
Analysis
Key issue #1
The first key issue facing the company is the injuries going up. There has been an 8-fold rise in
the number of injuries reported within the last 12 months. According to Gerganoff (2022), the
safety managers have a key role in litigation and prevention of the workplace related injury.
However, despite having an HR department, the injuries have shot up which is a cause of
concern for both the head office and WorkSafeBC. While the company has a HR department, the
plant manager is not trained to manage the HR issues. While the operational functionality of the
company is being looked at, the HR issues are only managed by the HR department. If there is a
litigation, the plant manager would need to play a role too and this can cause liability for the
plant manager and the company itself.
This also ties into a similar issue the company is facing which is the rising premiums paid to
WorkSafeBC. With more workplace related accidents, the premiums need to be paid to
WorkSafeBC have gone up which is contributing to a financial crunch on the company. In times
like these, when every company is facing a cut-throat competition, the extra premiums paid to
WorkSafeBC BC can really come in handy in boosting the bottom line of the company.
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Key issue #2
No defined pattern of the injury does not help in diagnosing where the issue lies. According to
(Ivascu et al., 2021), a major cause of the accidents is work procedures (over 50% of the
accidents) and other major chunk is the numerous deficiencies in the working environment.
Since there is no specific cause of the accidents, in the company’s case, most accidents can be
attributed to work procedures. As deficiencies in the working environment like faulty electrical
wires, slippery floors, unsafe ladders can be pinpointed easily and are consistent in nature. The
faulty work procedures are wide as it could be as simple as picking a heavy load putting pressure
on the back instead of generating force from the legs and the hips. These causes are harder to pin
down and can be both specific task-oriented and general demeanor related.
One thing to note, Ivascu et al. (2021) also mentions that deficiencies in the working
environment are a major contributing factor to fatal accidents. Since fortunately most of the
accidents in the company have been non-fatal, the work procedures can mostly be blamed for the
accidents in the company.
Key issue #3
The safety supervisor is spending a good chunk of their time in managing the company’s return
to work program. Since we have 225 employees and given a ballpark number of about 5% being
injured at any given time, it comes down to around 12 employees being injured any time. The
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supervisor alone has to file the report to WorkSafeBC, coordinate with the doctors and insurance
companies, and finally keep a track when the employees will be back from the program.
According to Skivington et al. (2016), the return-to-work program should have clear set
guidelines. The company should have a standard policy to call the employees and check in on
them and asking when they would be back to work. This must be done in a way that one it does
not infringe with their privacy, second it does not feel pushy, third it is done in a timely way so
as to get the employees back to work as soon as possible.
Another overlooked component is the pressure on the other workers. This spirals into an
organizational culture issue as when a person is injured, the workload has to be shared among
other employees. This results in an unfair workload while there is no difference in the
compensation for the people picking the slack. This can cause friction in the team and team
members may choose to stay at home for more time than required as the unionized pay cannot be
changed, and it limits what the company can do to reward people who were overworked.
Conclusion
To sum up the three key issues, we have injuries going up without being able to pinpoint what
kind of injuries are our employees facing. The last part of this issue is the supervisor spending
way too much time on the return-to-work program without a set guideline that would guide the
behaviour company wide. This has caused an increase in premiums paid to WorkSafe BC and
has increased their visits our facility on a monthly basis. It has also caused our accident
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frequency rate to go up to almost 8 times in the last 12 months alone. This will reduce employee
productivity and will over burden our employees’ covering shifts for people suffering from an
injury. This will reduce employee loyalty and satisfaction and we might have to deal with
employees leaving the company. If that starts happening, it is a snowball effect, and the company
will have to deal with a huge recruitment and retention issue in an already tightly stretched
labour market.
Besides the possible HR issues in the future, we might be already encountering a change in the
organizational culture where the employees might be staying at home over the required number
of days, and which demotivates other employees. This can further cause financial distress for the
company if employees go into what is called “silent quitting” (Daugherty, 2022). It is a condition
where unmotivated or unsatisfied employees, put in the bare minimum enough to keep their job
but do not look to put in extra effort or try to innovate. We will be left with a workforce that is
unmotivated and does the bare minimum to keep a job. Since the workers are unionized,
“unmotivated employees” will not be enough grounds to replace the employees with new
employees.
Recommendation
Recommendation #1
This recommendation is to counter the decrease the number of injuries. An analysis needs to be
pinpoint where the pain points are. Without knowing what the cause of the injuries is, the
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company would be just shooting in the dark and hope something happens that miraculously
reduces the number of injuries.
As a general measure, the company must hold a mandatory training program for all the
employees to cover the most common causes of injuries. Additional sources can be provided and
could be shared with the employees if they are looking for further training other topics not
covered in the mandatory training. A few hours of mandatory first aid training can also
significantly reduce the accident frequency rate (McKenna & Hale, 2002).
To counter the increase in premiums, the easiest way suggested by WorkSafe BC (2021) is to
reduce the insurance claims. This does not imply that the incidents are just not reported to
WorkSafe BC as that would be in violation of the Worker’s Compensation Act (Government of
BC, 2022). If we are able to reduce the claims compared to our competitors, we can actually
reduce the premiums paid to WorkSafe BC by over 50% (WorkSafe BC, 2021).
Along with this, a forecast must be prepared for the next 24 months. It can be on the lines of the
following suggestion:
Forecast number of injuries for the next 12 months first
Make manual adjustments for busier or slow months
Compare with the actual injuries at the end of every month and make another 12-month
project 6 months from now reflecting updated information.
This is important as it helps set the management and the leadership clear expectations as to what
to expect. The injuries will not go down to near to zero in the next month as this is a slow and
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gradual process. Whatever changes are implemented are not instant and take their time to blend
in and sufficient time should be given for those changes to reflect and show in the data. Below is
a sample projection created to help you visualize how the number of injury graph might look like
over the next 12 months:
While we implement the changes, it will take some time to reflect it in the accident frequency
rate. It is projected to stay stable in months of September and October as we ramp up production
to meet the holiday season demand and employees are putting in more hours.
This is just for an illustrative purpose and requires more input based on the history of the
accident frequency rate in the last 2-3 years.
0
1
2
3
4
5
6
7
8
9
Accident frequency rate
10. 10
Recommendation #2
Since we are not able to currently diagnose the exact issue for the accidents, following are a few
things we should be implementing (Page, 2018):
Revising our safety and wellness plan:
We should consider revising our plan to include the current issues we have faced and
explicitly address them, so the employees are aware with what to do in case an incident
like this happens again.
Revising safety equipment
We need to conduct research to ensure the protective equipment is up to date and is able
to protect our employees from any injuries.
Recommendation #3
This recommendation deals with the return-to-work program. According to Skivington et al.
(2016), Managers are hired to deal with an efficient return to work program. While this does add
on to the financial burden for the company, it frees up the time from the safety supervisor to
ensure that the workplace is safe.
To counter the financial burden:
They should be hired as a full-time employee but more like a project or case by case
basis.
The funds required should come from a dedicated funds established by the union
whereby, every employee is required to pay a small percentage of their gross pay.
11. 11
The same fund will be used to compensate the group of employees based on the number of days
not missed at work due to a workplace injury. This will create an incentive for people to come
back after they have been medically cleared by the medical professionals but also give incentive
to the people taking on the extra load when a person is injured.
Since all employees would be paying into the fund, it will ensure that there is a transfer of wages
from the employees missing work for more days beyond the required days set by their medical
professional to the employees who are picking their slack and have to work more to cover their
shifts.
Besides this, there should be sample RTW policy document to be distributed to the all the
employees. It would have certain information like responsibilities of the employees,
responsibilities of the employer, time periods, policy to come back to work, accessibility
services, information about the compensation from this newly created fund, option to switch or
modify the job responsibilities. This document will lay out and give certainty to employees and
lays a pathway for the security supervisor or RTWC to follow so personal judgment is eliminated
and the personnel is following standard rules throughout the company.
Another component in the RTW program should be the completion of a workplace education
component. These would be standard courses made by the HR team and would be divided based
on different tasks and responsibilities that most employees need to follow. For instance, if an
employee trip from a ladder, after they return from the work, the employee would have to take a
mandated HR course to ensure they understand the best practices on as to how to manage the
ladder. This would also include an attestation from the employees that would ensure they
12. 12
understand the content of the package. This will help the company have employee attestation in
case a similar incident occurs, and the employee decides to file a lawsuit suing the company for
deficient workplace practices.
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References
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Retrieved November 20, 2022, from https://www.investopedia.com/what-is-quiet-quitting-
6743910
Gerganoff, G. (2022). The Hidden Role of Safety Managers in WORKPLACE INJURY
LITIGATION. Professional Safety, 67(11), 20–23.
Government of BC. (2022, September 21). Managing occupational health and safety. Province
of British Columbia. Retrieved November 20, 2022, from
https://www2.gov.bc.ca/gov/content/careers-myhr/managers-supervisors/occupational-
health-safety
Ivascu, L., Sarfraz, M., Mohsin, M., Naseem, S., & Ozturk, I. (2021). The causes of
occupational accidents and injuries in Romanian firms: An application of the Johansen
cointegration and Granger Causality Test. International Journal of Environmental
Research and Public Health, 18(14), 7634. https://doi.org/10.3390/ijerph18147634
McKenna, S. P., & Hale, A. R. (2002, August 28). Changing behaviour towards danger: The
effect of first aid training. Journal of Occupational Accidents. Retrieved November 20,
2022, from https://www.sciencedirect.com/science/article/pii/0376634982900554
14. 14
Page, L. (2018, January 29). 10 tips to prevent workplace injuries. Concentra. Retrieved
November 20, 2022, from https://www.concentra.com/resource-center/articles/10-tips-to-
prevent-workplace-injuries/
Skivington, K., Lifshen, M., & Mustard, C. (2016, November 22). Implementing a collaborative
return-to-work program: Lessons from a qualitative study in a large Canadian Healthcare
organization. Work (Reading, Mass.). Retrieved November 20, 2022, from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5147494/
WorkSafeBC. (2021, April 22). How to reduce your premiums. WorkSafeBC. Retrieved
November 20, 2022, from https://www.worksafebc.com/en/insurance/know-coverage-
costs/reduce-premiums