Q. What do you think is the most demotivating part of Harper’s job?

A. Harper Jones started working as a Marketing Coordinator at Marketable, Inc since graduating college at the age of 22, the case study puts her at 26 meaning she has been in the role 4 years and is no newbie. She is well settled into the role’s responsibilities and workload. Since her prior boss Jose, left six months ago; there are two factors highlighted in the case study that contribute to Harper’s demotivation. The factors are the additional work impacting her work/life balance and the lack of communication/working relationship with her new boss David. I believe the most demotivating part of Harper’s job is the lack of communication/working relationship with David. She is used to forthcoming communication, awareness of what was going on, and development/management from her former boss who only managed two employees (including her). The new boss David has to manage the whole team and now Harper is one of many and is not receiving the attention or access she once had. She feels unrecognized for her efforts, not receiving help to manage her work/life balance stress and does not have a boss to turn to for advice. The absence of leadership for Harper is the most demotivating part of her job.

Q. If you were an HR manager meeting with Harper’s supervisor, David, what advice would you give to help them re-engage Harper?

A. In a meeting with Harper’s supervisor David, I would highlight Harper’s 4 years of service with the company, excellent track record of work (presumed due to lack of negative description in the case study), and describe the environment that Harper was successful in prior to David. I would explain that while people come and go in companies and the working environment/structure may change; company leadership has a responsibility to provide its employees the tools and conditions for success. Losing Harper would be a company failure to do so since the only implied reason she wants to leave now is because we are not providing her the proper leadership and engagement she needs. A meeting should be set with Harper, either formally or informally to allow her to voice her concerns, grievances, and recommendations for how to repair the situation and restore her morale. Harper has clearly shown dedication to her work and the company, she deserves an audience and input in her working conditions and future.

She is not asking for more money but may even be open to moving into Jose’s role since she thinks its been too long since Jose left that the company filled the role. This could provide an opportunity for the company to fill Jose’s position with an internal candidate, increase morale and motivation for Harper, and give her the recognition she deserves.

Q. What would be the downside of losing Harper as an employee?

A. The downside of losing Harper would have financial, productivity, and morale implications. Harper has been with the company 4 years, is well established and able to take on tasks her former boss Jose was responsible for. If Harper left the company, there would be financial costs to search, hire, retrain, and develop someone to that 4 year proficiency as a Marketing Coordinator. Productivity would suffer during that entire replacement process and would also be impacted on her co-workers that have to pick up her workload once she leaves. Creating a situation in which their workloads increase, morale decreases, causing a possible snowball effect where other employees may consider departing the company as well if they see a 4 year seasoned employee leave. Especially if that employee left because they needed help from leadership and leadership did not come through for her.

The following from Eight Effective Retention Strategies, would help Harper in this situation.

1. Invest in employees professional development
2. Create a culture of open communication
3. Make it a priority to help employees feel valued
4. Don’t overburden employees
5. Understand why employees stay.