Managing a Flexible Workforce and TurnoverEssay Preview: Managing a Flexible Workforce and TurnoverReport this essayIntroductionThe strategic staffing topic I have chosen to conduct my research about is the flexible workforce and how managing and utilizing the flexible workforce system can be beneficial to companys when turnover happens. With companys having the ability to use temporary agencies and recruitment agencies, it allows the company to respond to demands quickly without adding full-time staff, worrying about paying benefits and dealing with training staff before they start working since they are already skilled and trained to perform the duties of the job. By utilizing staffing resources, employers can design a workforce strategy that can benefit the company when staff turnover take place.
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Managing a Flexible Workforce and TurnoverEssay Preview: Managing a Flexible Workforce and TurnoverReport this essayIntroductionI believe that a flexible workforce is one that brings great value from the whole process and is a way to improve the company’s overall profitability. I believe that the flexible workforce system is a great solution to get people back on track following a long working week and allow companys to create a much more secure work environment with many more opportunities.
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Managing a Flexible Workforce and TurnoverEssay Preview: Managing a Flexible Workforce and TurnoverReport this essayIntroductionSince the time of the current Flexible Workforce Summit I believe that we can achieve great financial success at the same time because of the flexible workforce system. I believe that our flexible workforce is vital in the current industry. With that being said, we will also need to consider an increased focus on new opportunities and opportunities outside of work. Although I believe that the flexible workforce allows us to solve any business problem, as long as we make sure we understand what needs to be done and what is being done to get it done and how we can best take on these new opportunities.I believe that today’s large employers’ approach to their workforce is overly proactive. While this may be seen by some of our most active customers, this is not seen. However, the focus on the most active customers will often be the most impacted when it comes to management. Although management often has flexibility, this does not translate into the greatest value. I believe that this problem stems from the company’s limited ability to provide sufficient flexibility on their work force. This is a big issue for everyone with an active, productive business. It is especially important that the size of the company is low. Since large numbers of people and many individuals will have this particular problem due to the size of the firm, there may not be any good options outside of their own teams being more productive. These issues will likely be addressed by the introduction of a multi-trillion dollar solution, and the addition of flexible workforce solutions (both small and large). I believe that the biggest problem in the coming years is the increasing demand for people from high-income areas. Many of these people have a strong need for services such as health treatment and job training after their employment with a company with little to no experience or experience with work in the United States. These people are likely to be less likely to buy the traditional medical products, so the use of a large number of these companies to get them to their work is likely to increase this problem. Many of these people will not be able to buy a combination of products and services that have the same need or value as an option, in the same product category and price range. As a result, many are likely to turn to other services that need to be purchased with a combination of these things. These will be the same types of services needed for large companies that are struggling to meet the needs of millions of people. I believe that a large and growing segment of consumers are not satisfied with our existing work environment, for lack of choice, or lack of affordability. I believe that we are faced with a unique and difficult challenge at the moment, and that for some this is why it is important
I have taken advantage of the flexibility and work flow to build a flexible labor market to address issues that arise as employers take actions that are outside the scope of the company’s existing personnel policy and training. As with many other workflows, flexibility is a key component of an employee’s work and management objectives. In order to develop policy and create more flexible work flows, I have used data from the Employment Services Program (ESA) and other research.The ESA provides the opportunity for employers to access research data about a workforce by providing employees with direct access to specific employment information (such as job descriptions) using a variety of statistical methods, as well as from other agencies such as the Office of Human Resources and Education. The ESA provides data for the recruitment and retention of a wide range of workforce. This data includes a variety of jobs, including the recruitment of temporary employees, employment of students, and all types of jobs. This flexibility can also provide for a more focused development of the employer’s staffing and recruitment needs for this work.Employees’ needs for the hiring process are complex and are often a matter of personal style. When job seekers feel that they need additional training, management needs to address the need. Whether by design or by other means, such as hiring an experienced or someone with experience designing flexible labor plans it is important for the employer to address specific needs within an employee’s own specific needs.Employees’ needs are complex. In some instances, employers can look to this type of system as evidence of a significant staffing needs problem, and the flexibility created by the approach provides employers with information on the need of any given work cycle, and may also provide some insight on the type of information that can provide an employer with knowledge and information to help address the hiring process.Employees can have different expectations of what an employer will need before hiring a particular work cycle. For example, an employer may want employees to work from home, while they may also want employees to get a call to assist them and be able to take advantage of all services that are out there. As managers of business and the workplace, we must always have clear and predictable guidance on personnel requirements when designing this hiring landscape. To make this information easier for our employees, I have developed a new way to organize and manage the workforce for a flexible work force. I will begin with a list of all jobs within a Workplace that have at least one staffing level:Employees can find all of these jobs and work for them. The Workplace List is a job-specific template that is shared by all employment groups and is shared across organizations. The Jobs menu is where you can find all jobs, as well as individual workflows to look out for when employees need work. With this Template, employees can easily find all of these job categories within a Workplace within a Workplace Survey.Employees must feel confident about working with an employee in the same area where they are getting the best advice from the HR team and other resources available. By working with employees, employees can take care of more than just the issue of what type of employee they want and can work to offer more flexibility and guidance as needed.The data provided by ESA and other experts demonstrates how employees can be able to meet an employee’s particular needs in a different work environment. Employees in the workplace can view information
I have taken advantage of the flexibility and work flow to build a flexible labor market to address issues that arise as employers take actions that are outside the scope of the company’s existing personnel policy and training. As with many other workflows, flexibility is a key component of an employee’s work and management objectives. In order to develop policy and create more flexible work flows, I have used data from the Employment Services Program (ESA) and other research.The ESA provides the opportunity for employers to access research data about a workforce by providing employees with direct access to specific employment information (such as job descriptions) using a variety of statistical methods, as well as from other agencies such as the Office of Human Resources and Education. The ESA provides data for the recruitment and retention of a wide range of workforce. This data includes a variety of jobs, including the recruitment of temporary employees, employment of students, and all types of jobs. This flexibility can also provide for a more focused development of the employer’s staffing and recruitment needs for this work.Employees’ needs for the hiring process are complex and are often a matter of personal style. When job seekers feel that they need additional training, management needs to address the need. Whether by design or by other means, such as hiring an experienced or someone with experience designing flexible labor plans it is important for the employer to address specific needs within an employee’s own specific needs.Employees’ needs are complex. In some instances, employers can look to this type of system as evidence of a significant staffing needs problem, and the flexibility created by the approach provides employers with information on the need of any given work cycle, and may also provide some insight on the type of information that can provide an employer with knowledge and information to help address the hiring process.Employees can have different expectations of what an employer will need before hiring a particular work cycle. For example, an employer may want employees to work from home, while they may also want employees to get a call to assist them and be able to take advantage of all services that are out there. As managers of business and the workplace, we must always have clear and predictable guidance on personnel requirements when designing this hiring landscape. To make this information easier for our employees, I have developed a new way to organize and manage the workforce for a flexible work force. I will begin with a list of all jobs within a Workplace that have at least one staffing level:Employees can find all of these jobs and work for them. The Workplace List is a job-specific template that is shared by all employment groups and is shared across organizations. The Jobs menu is where you can find all jobs, as well as individual workflows to look out for when employees need work. With this Template, employees can easily find all of these job categories within a Workplace within a Workplace Survey.Employees must feel confident about working with an employee in the same area where they are getting the best advice from the HR team and other resources available. By working with employees, employees can take care of more than just the issue of what type of employee they want and can work to offer more flexibility and guidance as needed.The data provided by ESA and other experts demonstrates how employees can be able to meet an employee’s particular needs in a different work environment. Employees in the workplace can view information
I have taken advantage of the flexibility and work flow to build a flexible labor market to address issues that arise as employers take actions that are outside the scope of the company’s existing personnel policy and training. As with many other workflows, flexibility is a key component of an employee’s work and management objectives. In order to develop policy and create more flexible work flows, I have used data from the Employment Services Program (ESA) and other research.The ESA provides the opportunity for employers to access research data about a workforce by providing employees with direct access to specific employment information (such as job descriptions) using a variety of statistical methods, as well as from other agencies such as the Office of Human Resources and Education. The ESA provides data for the recruitment and retention of a wide range of workforce. This data includes a variety of jobs, including the recruitment of temporary employees, employment of students, and all types of jobs. This flexibility can also provide for a more focused development of the employer’s staffing and recruitment needs for this work.Employees’ needs for the hiring process are complex and are often a matter of personal style. When job seekers feel that they need additional training, management needs to address the need. Whether by design or by other means, such as hiring an experienced or someone with experience designing flexible labor plans it is important for the employer to address specific needs within an employee’s own specific needs.Employees’ needs are complex. In some instances, employers can look to this type of system as evidence of a significant staffing needs problem, and the flexibility created by the approach provides employers with information on the need of any given work cycle, and may also provide some insight on the type of information that can provide an employer with knowledge and information to help address the hiring process.Employees can have different expectations of what an employer will need before hiring a particular work cycle. For example, an employer may want employees to work from home, while they may also want employees to get a call to assist them and be able to take advantage of all services that are out there. As managers of business and the workplace, we must always have clear and predictable guidance on personnel requirements when designing this hiring landscape. To make this information easier for our employees, I have developed a new way to organize and manage the workforce for a flexible work force. I will begin with a list of all jobs within a Workplace that have at least one staffing level:Employees can find all of these jobs and work for them. The Workplace List is a job-specific template that is shared by all employment groups and is shared across organizations. The Jobs menu is where you can find all jobs, as well as individual workflows to look out for when employees need work. With this Template, employees can easily find all of these job categories within a Workplace within a Workplace Survey.Employees must feel confident about working with an employee in the same area where they are getting the best advice from the HR team and other resources available. By working with employees, employees can take care of more than just the issue of what type of employee they want and can work to offer more flexibility and guidance as needed.The data provided by ESA and other experts demonstrates how employees can be able to meet an employee’s particular needs in a different work environment. Employees in the workplace can view information
I have taken advantage of the flexibility and work flow to build a flexible labor market to address issues that arise as employers take actions that are outside the scope of the company’s existing personnel policy and training. As with many other workflows, flexibility is a key component of an employee’s work and management objectives. In order to develop policy and create more flexible work flows, I have used data from the Employment Services Program (ESA) and other research.The ESA provides the opportunity for employers to access research data about a workforce by providing employees with direct access to specific employment information (such as job descriptions) using a variety of statistical methods, as well as from other agencies such as the Office of Human Resources and Education. The ESA provides data for the recruitment and retention of a wide range of workforce. This data includes a variety of jobs, including the recruitment of temporary employees, employment of students, and all types of jobs. This flexibility can also provide for a more focused development of the employer’s staffing and recruitment needs for this work.Employees’ needs for the hiring process are complex and are often a matter of personal style. When job seekers feel that they need additional training, management needs to address the need. Whether by design or by other means, such as hiring an experienced or someone with experience designing flexible labor plans it is important for the employer to address specific needs within an employee’s own specific needs.Employees’ needs are complex. In some instances, employers can look to this type of system as evidence of a significant staffing needs problem, and the flexibility created by the approach provides employers with information on the need of any given work cycle, and may also provide some insight on the type of information that can provide an employer with knowledge and information to help address the hiring process.Employees can have different expectations of what an employer will need before hiring a particular work cycle. For example, an employer may want employees to work from home, while they may also want employees to get a call to assist them and be able to take advantage of all services that are out there. As managers of business and the workplace, we must always have clear and predictable guidance on personnel requirements when designing this hiring landscape. To make this information easier for our employees, I have developed a new way to organize and manage the workforce for a flexible work force. I will begin with a list of all jobs within a Workplace that have at least one staffing level:Employees can find all of these jobs and work for them. The Workplace List is a job-specific template that is shared by all employment groups and is shared across organizations. The Jobs menu is where you can find all jobs, as well as individual workflows to look out for when employees need work. With this Template, employees can easily find all of these job categories within a Workplace within a Workplace Survey.Employees must feel confident about working with an employee in the same area where they are getting the best advice from the HR team and other resources available. By working with employees, employees can take care of more than just the issue of what type of employee they want and can work to offer more flexibility and guidance as needed.The data provided by ESA and other experts demonstrates how employees can be able to meet an employee’s particular needs in a different work environment. Employees in the workplace can view information
ProblemEmployers are faced with trying to find people that fit with the company culture and values. Employee turnover is significant because, it has morale and financial impact on the day to day operation of an organization. The organization incurs costs in rehiring, training, placement, and motivating employees which is a significant problem. Creating a flexible workforce strategy can help maintain the organizations staffing levels when faced with voluntary and involuntary turnover. According to Jacobson& Safian (2009) “Traditional reasons concerning the need to accommodate fluctuations in workload orabsences in staff are the most commonly cited reasons for using all types of flexible staffingarrangements. Many employers also use agency temporaries and part-time workers to screencandidates for regular positions”.
The problem with flexible workers is finding qualified employees who want to be part of a flexible workforce. According to Martin (2011) “Obtaining flexible workers is challenging because people generally prefer jobs that provide a reliable and predictable income stream. This isnt usually the case with flexible workforce position, as companies cant control demand for their products. Companies sometimes try to overcome this by filling their flexible workforce with young workers and retirees who might not need steady income”. Finding and keeping employees to fill flexible positions is a major challenge since many people dont like the uncertainty of knowing if they have a job from day to day. Many temporary workers lack commitment to the organization when compared to core workers. According to Eleveld (2011) ” Temporary workers have a higher turnover rate and also may pose a security risk. Second, while some temporary employees have specialized skills, many are lacking in this regard. Thus, even when hiring from temporary agencies, a company may want to carefully screen temporary employees for needed job skills. A third problem associated with temporary workers is that they are likely to find it difficult to integrate into the company and may suffer from lower morale. Core workers may feel threatened by the presence of temporary employees, resent any lack of skill that they may have, or even overlook them due to their short term employment. Thus, core and temporary workers may have more difficulty collaborating”.
Topical AreaWhen voluntary turnover takes place, it can be avoidable or unavoidable. According to Heneman & Judge (2009) “Avoidable turnover is that which potentially could have been prevented by certain organization actions, such as pay raise or a new job assignment. Unavoidable turnover represents employee quits that the organization probably could have not prevented, such as people who quit and withdraw from the labor force through retirement or returning to school”.
“With involuntary, it is split into discharge and downsizing types” according to Heneman & Judge (2009). When employers downsize, they usually target a group of employees and began a RIF (reduction in force) strategy. This strategy is used so the employer can restructure the organization to reduce cost. According to Abawa (2010) “Reductions in force bring about stressful and charged emotional feelings. Many employees might feel as though they have been laid off unjustly, and seek legal action through the EEOC. They may challenge and claim the selection process was discrimination against a protected group of people”. Employers must be careful when involuntary turnover takes place. If someone is discharged or a layoff occurs and a select group is chosen to lose their job, it could put the company “under fire” for discrimination. It is important that the employer have thorough documentation and a solid plan before proceeding with lay-offs and discharge process of any employee. “According to Simmerson & McCormick (2003) “Adequate planning and preparation are crucial to minimize a business legal risk in a layoff. Perhaps the best way to minimize legal exposure when implementing a reduction in force is to create a record of decision-making and implementation processes. Doing that will help an employer withstand later legal challenges, such as discrimination”.
When an employee is discharge, it is due to extremely poor/job match such as KSAOs or unacceptable job performance. This occurs when an employee performs poorly on the job consistently for some period of time. Employees that are fired for this reason are not always surprised. This is because a great deal of documentation, communication and re-evaluation is involved when making the decision to terminate employment because of poor performance. Since the employee is being terminated, it is always wise to have thorough documentation. According to Strebler (2004) “The most important rule of thumb is to document everything related to the employees dismissal. In the case of employees terminated for poor job performance, this means having on file all job evaluations, notices of deficiency, and a rough written transcript of what is said in the exit interview. Written documentation for employees terminated for serious violations in conduct is also required”.
CausesSome of the causes for turnover are that organizations experience talent shortages and skills gaps when they lose valuable employees. According to Dodd (2009) “When the estimated 77 million baby boomers retire between 2010 and 2025, they will take much of their skills and knowledge with them. Further, young people entering the workforce have expectations, priorities, temperaments and work styles that differ from older generations”. It is wise for the employer to seek talent that will be a good fit for the position as well as the organization. Recruiting and hiring people who are wrong for the organization can lead to increased turnover, increased costs for the organization, and lowered morale with the existing employees.
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