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Description of Case and Identification of Major Issues

Boston Security Firm is an asset protection company in Boston that has been operating for over 25 years. Over the years, the company has set up over 22 branches across Massachusetts and has established itself as one of the best security companies in the state. The HR management have always been good at recruiting the best talents on the market but unfortunately, employee retention and low employee performance have been their major challenges.


Over the last 2 years, Boston Security recorded a high employee turnover rate. For example, Boston Security Firm lost three (3) senior security managers within 2 years. From investigation, 2 of the managers left the company for a position that paid more. Although Boston Securityoffers above average industry salaries for starters which attracts talents, their refusal to accept any employee salary raise bid, regardless of how small the bid was and the inability to provide a rational for denying a salary raise and incentives do not auger well for employees. Also, the other senior security manager left because the company culture was not inclusive, an issue talked about the most in the Boston head office. Also, aside from the first three months of training they give to employees before they assume their role, continuous training, coaching and mentoring were not good enough to ensure high performance.



Analyzing the sudden employee turnover rate and the low performance of the employees, the Director, Jeremy Green has become worried about the future of the firm. He seeks a course of action that can transcend the Boston Security Firm by improving employee morale, performance and retention.




COURSE OF ACTION


After due consultation, the team has agreed that the solution to reduce employee turnover and the proposed course of action is to employ performance management strategies. Boston Security Group will be advised to employ the following strategies:

Onboarding. The quality of the onboarding session, as well as its duration matters. While we believe the time (3 months) Boston Security Group allotted is more than enough for onboarding, there is need to scrutinize the exercise. Employees ought to be given the necessary information regarding goals and performance objectives needed for their job (Pollock, 2018). It is imperative to ensure that the information passed during these sessions is relevant to the position; the employee should be granted access to any programs, software or files they will need and should not be made to seek for information that is readily available (Bettencourt, 2016).


Feedback as a means to provide coaching and mentoring. When the onboarding session is over and the employee begins to settle into his role, it is vital that a system of providing regular feedback (not just during appraisal season), is in place. As these meetings are a way to provide mentoring and coaching to the employee, Pollock (2018) suggests that the frequency could be as often as the organization deems fit. The goal of the feedback sessions is to reinforce strong skill sets, provide opportunities for employees to clear their minds off any questions they might have, and to strengthen areas where they seem to be lacking (Pollock, 2018).


Incentives and compensation. A third and very important strategy Boston Security Group should implement is offering incentives and recognition to performing employees. This is one way to guarantee consistent performance, maintain motivation in the workplace and make the workforce see that the company recognizes their efforts and cares about their performance (Pollock, 2018). Little efforts such as giving awards, little compensation increments, other incentives will drive motivation and keep performance soaring.


Diversity and Inclusion. Lastly and very importantly, we suggest that Boston Security Group embraces a culture of Diversity and Inclusion (D&I). From the problem case, it is evident that the company does not shy away from employing people of colour, but that is just the 'Diversity' part of the D&I (Gurchiek, 2018). The 'Inclusion' piece goes beyond recruitment but relates to how valued the employees are and whether their voices are heard in the organization (Gurchiek, 2018). To achieve inclusivity, top management must show commitment and it is the duty of HR teams to educate these organization's leaders on the meaning of inclusion and fashion out ways to implement it. Some simple strategies to improve inclusivity includes creating an environment where employees can voice their concerns without retribution, celebrating employee differences, encouraging managers to operate an 'open door policy' (Gurchiek, 2018).



Required


The implications for the course of action. Pros and Cons


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