BUS FPX 3040 Assessment 3 Retention and Separation
Phillip February 27, 2024 No Comments

BUS FPX 3040 Assessment 3 Retention and Separation

BUS FPX 3040 Assessment 3 Retention and Separation

Name

Capella university

BUS-FPX3040 Fundamentals of Human Resource Management

Prof. Name

Date

Memorandum

To: Agency Directors
From: MarShetia Baldwin, HR Director
Subject: Retention and Separation Updates

Drawing an inability to retain and holding workers for a considerable amount of time is fundamental to an organization’s present and long-term success. Retaining an organization’s best workers can help ensure customer satisfaction, high employee morale, and a strong organizational culture. Poor retention can be costly and may lead to employees feeling alienated, ultimately resulting in their departure from the organization. In this research paper, I will elaborate on the Alabama Medicaid Agency’s retention, separation, and disciplinary strategy.

Best Practices in Employee Engagement

Providing prominent employees with a clear career path demonstrates to them that they do not need to seek growth opportunities outside the organization. These employees already have invested time in the organization, understand the business model, and are easily transitioned into leadership positions. Succession planning ensures organizational stability, enhances customer satisfaction and sales growth, and avoids significant replacement and retraining costs. Additionally, it reduces employee turnover.

Another provision that the Alabama Medicaid Agency offers to its high-performing employees is the mentorship program. As part of the mentorship program, senior leaders act as mentors, guiding employees (mentees) through an overview of the organization, enhancing the mentor’s breadth of knowledge and leadership skills. A comprehensive succession planning program is instrumental in retaining high-performing employees. Employee engagement best practices are essential to ensuring that your organization operates efficiently and effectively overall.

BUS FPX 3040 Assessment 3 Retention and Separation.

While some companies choose to specifically focus on various areas of HR such as leadership development, culture, or performance, other organizations create a broader HR strategy focusing on employee engagement as a whole. This is because no other area encompasses as many different functions as employee engagement. Employee engagement strategies include leadership development, culture, performance, and various other areas of HR (many of which were mentioned previously). Thus, by focusing on employee engagement, you actually enhance these other smaller areas of the HR puzzle. This holistic approach makes improving each sector easier because they are all nicely lumped together.

A few employee engagement strategies include motivating your employees to align with your company’s mission, being flexible with your employees, fostering diversity of people and ideas, focusing on the development of everyone, not just leaders, offering benefits that align with your company’s values, creating a culture of openness and honesty, starting with your executives, hiring employees who are most likely to be engaged, understanding that employee engagement and satisfaction are two different things. Giving a two weeks’ notice is a sign of respect that an employee has for their former employer, providing them with ample time to find a replacement (Finnegan, 2009).

Employee Separation

Employee separation can be initiated by the employer or employee. In some states, all employers must follow the “at-will” law where employment can be terminated at any time if the termination doesn’t violate EEOC and Civil Rights Title VII jurisdiction. Two types of employment separation are involuntary termination and voluntary resignation. Involuntary termination occurs when an employee is unable to perform their job functions, which include misconduct, attendance issues, or poor performance. Voluntary resignation is when an employee decides to leave the organization on their own terms. It is crucial for employees to provide at least a two weeks’ notice of their separation. The employee acknowledgment form in the handbook should include statements that employment is at-will and the employer has the right to change the terms and conditions at any time.

Employee handbooks are valuable in communicating policies, procedures, and rules to employees. Poorly written handbooks often lead to litigation. For an organization to maintain its “at-will” employer status, their policies must be in compliance with state/federal regulations. It is important for the employee handbook to be reviewed by legal counsel to ensure that all policies are addressed and to prevent any future negative impact. Handbooks must touch on legally mandated policies that address unlawful harassment, federally mandated leaves such as the Family and Medical Leave Act (FMLA), health, work hours, benefits eligibility, employment status, disciplinary action, conditions of employment, and employment separation. Although some of the policies may be perceived negatively by employees, it helps keep employers out of the courtroom to prevent any future disciplinary or legal actions.

Retention Strategies

It is crucial that employers have discipline policies in place to govern the workforce. Disciplinary action policies should address violations of organizational policies and regulations, serious misconduct, consistently poor performance, or absenteeism and tardiness. When it comes to formal discipline, employers have the right to direct the work of employees and conduct company operations, as long as they remain in compliance with the applicable laws, regulations, and contractual agreements. While most employers implement employee relations programs to enhance the relationship it has with its employees to avoid the need for disciplinary action, that may not always work; disciplinary actions are sometimes necessary.

In the Alabama Medicaid Agency’s disciplinary action policy, it addresses five stages of progressive corrective actions which are counseling, a verbal warning, a written warning, a final written warning, and termination. This is the standard progressive disciplinary procedure that all organizations should follow. A fundamental principle is that organizations should create a disciplinary process to address disciplinary issues. The disciplinary policies and procedures must be consistently applied and comply with employment laws and regulations. Every employee and manager should be held accountable if he/she violates the same standard or breaches the same policy. Employers can get into litigation issues if they do not hold every employee or manager to the same standards, which would be considered discrimination.

BUS FPX 3040 Assessment 3 Retention and Separation.

The term employee engagement refers to the extent of a employee’s commitment and involvement with an organization. Employee engagement has emerged as a critical driver of business success in today’s competitive marketplace. High levels of engagement promote retention of talent, foster customer loyalty, and improve organizational performance and stakeholder value. Most managers already understand that employee engagement directly affects an organization’s financial health and productivity. According to Gallup, only 33 percent of American workers are engaged by their jobs.

Fifty-two percent say they’re “just showing up,” and 17 percent describe themselves as “actively disengaged”; thus, most employers have a lot of work to do to unlock the full potential of their workforce. Engagement and productivity can be influenced by social cohesion, feeling supported by one’s manager, information sharing, shared goals and vision, communication, and trust. Employees need to feel valued and respected; they need to know that their work is meaningful and their ideas are heard. Highly engaged employees are more productive and committed to the organizations in which they work. To increase employee engagement levels, employers must give careful thought to the design of engagement initiatives.

References

U.S. Equal Employment Opportunity Commission. (n.d.). Alternative Dispute Resolution (ADR). Retrieved from https://www.eeoc.gov/federal/fed_employees/adr.cfm.

Sheed, M. and Bogardus, A. (2012). PHR/SPHR Professional in Human Resources Certification Study Guide. Fourth edition. Indianapolis, Indiana: John Wiley & Sons, Inc. 63.

Finnegan, R. P. (2009). Rethinking retention in good times and bad: Strategies and tactics for keeping your best people. Chapter Ten “Challenge Policies to Ensure They Drive Retention”. Boston, MA: Nicholas Brealey. Retrieved from https://books.google.com/books/about/Rethinking_Retention_in_Good_Times_and_B.ht ml?id=HqfKBgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false.

Gallup

, Inc. (2017). State of the American Workplace. Retrieved from https://news.gallup.com/reports/199961/7.aspx.

BUS FPX 3040 Assessment 3 Retention and Separation.