Retention Program Recommendations for LOAM Senior Management

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Retention Program Recommendations for LOAM Senior Management

Introduction

Despite having a largely diverse client base as well as a relatively diverse workforce, LOAM is struggling to be as diverse in its top positions. Additionally, when the company hires employees to fill those positions, they fail to find ways to retain them. The purpose of this business brief is to suggest ways in which LOAM can improve more diverse recruitment and subsequent retention in executive positions. The business brief will use research-based on best practices and the solutions other companies have used to provide solid solutions. I recommend that LOAM implements the inclusion strategy in ensuring a high employee retention rate. The second strategy is fashioning the organizational culture that supports diversity to attract and retain employees, especially at the executive level.

Inclusion in the Organization

I recommend that LOAM implements inclusion, as suggested by Harvard Business School, as a way of maintaining a diverse executive. According to the article, Brown (2018) suggests that many factors make people uncomfortable in their working space. For Example, a lady who is afraid to be judged on her commitment to the family versus the work will not talk about the family, let alone post them on social media platforms. Also, a gay executive would be insecure working for a company that is exclusive of their partners. Hence, creating inclusion for the diverse individuals working in LOAM will ensure the retention of talented business executives and the development of more executives for the future of the business. Brown (2018) is aware that many managers have understood the need to have a diverse working environment, especially when competing in a global market.

Nonetheless, business executives have failed to realize that retaining these diverse employees requires more work. It requires understanding the workforce and the differences that they have. Hence, in creating an understanding, the organization can make them comfortable in their surroundings and be aware of the factors that may make them feel excluded. HCM will help LOAM develop survey assessments that can be instrumental in understanding the business environment. Also, in creating focus groups, the company can help in employees interact and get to know one another. Thus, increasing employee awareness of their colleges leads to the development of internal relationships that support one another. LOAM can also adapt one on one conversations amongst employees to increase employee understanding essential in inclusion measures.

In conducting the survey, it is important to segment it into gender, race, ethnicity, and roles in the organization, tenure, and geographical location. Hence, in creating the specific segments, the business can focus on the minority’s needs as independent research. Many organizations conduct a survey and establish their strategies based on the needs of the majority, thus neglecting the minority’s needs (Anderson, 2020). LEAD will be able to resolve issues pertaining to the needs of both the majority and minority employees, thus leading to inclusion. Diversity is only possible if the business looks to create a conducive working environment for all its employees.

In creating the focus groups, the employees can help the managers understand some of the tiny matters that may be frustrating for their efforts. The writer gives an example of one of Canada’s companies that conducted the focus group to realize that employees did not appreciate work-related emails from their managers on weekends (Brown, 2018). The managers made it clear that they were not obliged to answer the emails until they returned to work on Mondays. Nonetheless, the employees insisted that not responding to their managers sounded irresponsible, and hence they felt the pressure to respond to the mails. In LOAM, the employees may face the same challenges that may be inconspicuous yet critical in maintaining valuable employees that help create diverse executive positions. The focus groups can be facilitated by diverse outside trustees that help spark the conversation that will lead to creating a diverse workforce.

Lastly, in inclusion, one on one conversations are important for managers to establish the most important things amongst their employees. The management that is run on closed doors does not facilitate such conversations. Baker & McKenzie’s American company chair, Michael Santa, repeatedly tells her employees that she cares for them both at work and at home. The employees are convinced of this and keep sharing their problems. The chair becomes more aware of the type of employees that she has, enabling her to fashion strategies that cater to all their needs. HCM can fashion one-on-one interactive strategies that LOAM can use to create connections with the employee, thus increasing inclusion in the organization’s set of activities. Employee diverse environment can thus be cultivated by increasing conversations between employees and the top managers.

Diverse Organizational Culture

I recommend LOAM to adopt an organizational culture that is inclusive of all employees. According to Clark (2020), biasness in hiring is the root cause of discrimination in hiring, thus developing a workforce that does not embrace diversity? Clark states that according to Josh Miller, an IT training director at Stars, organizations need to change their vision, mission, and even values to encourage diversity in the organization (Clark, 2020). For Example, a competent employee who does not share in the organization’s value may be discouraged from applying for positions in the organization. Besides, LOAM may have advertised for positions stating on its intent to hire a diverse workforce. Nonetheless, the advertisement may not be well reciprocated, given a form of biasness in its culture. Hence, there is a need to transform the organization’s culture to suit and represent the diversity that it aims to achieve.

HCM will play a key role in revising the culture of the organization and giving further recommended changes. The culture analysis will be based on the values, mission, vision, and the undocumented culture that the organization may be advocating. The undocumented cultures form a huge part of the organization as the culture may be derived either knowingly or unknowingly. Therefore, HCM will survey the business environment at LOAM, supported by one-on-one conversations to determine the organization’s beliefs. Thus, helping LOAM cut down on the negative culture and beliefs may discourage employees from retaining their jobs in the organization.

LOAM is committed to ensuring that the organization’s culture encourages training, staff development, offer additional benefits, pay well, and provide guidance (Hegarty, 2018). Thus, the employees will be motivated to work harder and be more open to further their organization careers. Hence, LOAM will create a more sustainable workforce that is not easily attracted to outside opportunities than what is available. HCM is committed to foster employee loyalty in the organization, thus increasing competitiveness for executive positions that attract diversity in such promotions.

Conclusion

These recommendations will help LOAM create a more diverse working environment. Creating an inclusive work environment accompanied by a supportive work culture is instrumental in reducing the employee turnover rate.

References

Anderson, C. (2020). Strategies to Retain Employees within an Organization.

Brown, K. (2018). To Retain Employees, Focus on Inclusion—Not Just Diversity. Harvard Business Review.

Hegarty, B. (2018). Tech recruiting: how to attract and retain employees in today’s full employment economy. Strategic HR Review.

Scott Clark, (2020). ‘Ways to Improve Employee Recruiting and Retention.’