It\u2019s without a doubt that employee retention is crucial to run a successful business. Reading this week\u2019s unit materials reminded me of my first job at a grocery store and my years of experience working there. I was fifteen years old and started a position as a cashier. I didn\u2019t care for the job during my first years there, but as time passed, I was promoted to a supervisor role, and my responsibilities and duties doubled.<\/p>\n\n\n\n
My boss told me they trusted me because of how \u201creliable I was and how much I was able to resolve store issues well.\u201d I believe it was just my work ethic, competence, and character. Sure I think that when you work hard, it will be recognized; in my case, sometimes it was, and sometimes it wasn\u2019t. While being a supervisor, I had to train the new hires, and I remember the excellent feedback I received from them once they got the hang of the job. It felt good to hear that because I never gave myself enough credit for the work I put into the business.<\/p>\n\n\n\n
In my last year working there, it was then that I felt like I was perceived inaccurately in ways where my managers were pressuring me to finish specific tasks on such short notice. I then felt like a giver, reporting to the takers. There were times when I was very overwhelmed, and then I snapped back at my managers. During this time, it is where I felt like I had broken some trust with management, but I felt the same way toward them.<\/p>\n\n\n\n
After reading about Harper\u2019s experience at Marketable Inc, I think the most demotivating part of her job was the departure of her previous boss Jose. It\u2019s clear that she was able to communicate well with him under his management, and he greatly appreciated her work. Unfortunately, she feels the complete opposite with her new boss, David. Due to the additional workload and David’s inability to advise Harper properly, she is contemplating leaving Marketable Inc, even though she loves her job.<\/p>\n\n\n\n
If I were an HR manager meeting with David, I would advise him to create an open communication culture and make his employees feel valued as a priority. Especially his higher role of being a \u201cboss,\u201d his job as a leader is crucial. According to the article \u201c8 Effective Employee Retention Strategies,\u201d Managers\/bosses must be open to listening and respecting when team members speak their minds and address conflicts in the workplace. In this case, David must be available to listen to Harper\u2019s feelings and what she has to say about the company taking too long to fill Jose\u2019s job role. The article also mentions that employees contribute a huge percentage of their daily lives to their jobs, so I agree that it is essential for employees to feel valued. David should apply this to Harper since she feels she hasn\u2019t been recognized for her contributions at work.<\/p>\n\n\n\n
There are downsides to losing an employee like Harper because losing valuable employees can disrupt organizational performance. There are possibilities for Marketable Inc to invest in Harper\u2019s career development since she has been in the same role for a couple of years now. Hiring new employees can also be even more expensive and time-consuming due to finding and training new hires, and why not keep employees who love their work like Harper? From my personal experience, I didn\u2019t leave the job on bad terms with the company. During my resignation, I told them how much I appreciated the opportunities given to me and wished them the best in succeeding.<\/p>\n","protected":false},"excerpt":{"rendered":"
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