Shahin Faal
Crandall university, Moncton, NB. Canada
Title: A Case for Change: Address High Employee Turnover at ACME
Biography
Biography: Shahin Faal
Abstract
The ACME Corporation in Moncton is a large retailer that suffers from an unusually high staff turnover for its unskilled (NOC skill level D) employees. This paper will document the proposed process of change to address the problem, using Kotter’s eight-stage analysis as detailed in his book, Leading Change (Kotter, 2012). The change process requires some significant structural changes to the ACME corporation. These include supervisors who will get better management skills and more responsibility, a bigger HR function to improve employee career building and do smarter recruitment, jobs redesigns that will ensure better fit across most job functions, and cross-unit cooperation to enable job rotation of employees. The proposed changes are hard to implement and will cost a lot of time, talent, and energy. And success further hinges on a diligent HR role with increased responsibility. But the benefits of the employee retention plan outweigh the cost significantly. A good employment reputation for ACME will also mean that more and better-quality applications will be received for job openings. Experienced employees will also require less instruction and oversight from supervisors which allows for better scaling of team production. Lastly, having more time will allow trust relationships to form and boost teamwork and team spirit. All these benefits will result in more profit for ACME shareholders. However, these benefits are dependent on the successful change implementation of the employee retention program.