Case on Accenture

Topics: Employment, Human resource management, Accenture Pages: 7 (2445 words) Published: April 6, 2012
1.Identify how some Accenture-type efforts have and have not occurred in your current and previous workplaces. Also, discuss why focusing on employee retention pays off for Accenture clients, and not just for Accenture itself.

It is imperative to analyze the different work backgrounds that some of our team members have experienced in order to find some similarities with Accenture. One team member is currently working in a small air conditioning business with less than 50 employees. According to U.S. Small Business Administration (, small businesses employ more than 50% of employees in the United States. The company does not have a formal HR department like many of the large organizations (23). The duties of HR, like staffing, rewards, payroll, talent management, and employee retention/labor relations are done by upper management and designated secretaries. Similar to Accenture, the company has professional consultants and support staff. In addition, they have a mentoring program and orientation for new employees where they are shown the “way of the company”. This is similar to that of Accenture’s “new joiner orientation” program for new employees. In the “way of the company” they are shown responsibilities, procedures, and policies which are very helpful in developing a good relationship with the new employee. In some part, this has worked with the first-year turnover retention levels at the company (170). The company has seen low turnover rates. There are even some employees that have worked there since the early 90’s. Most of the turnovers are employees leaving by choice or “voluntary turnover” (160).The unwritten psychological contract implies that the employer is a family type work environment with good management. The team member describes the people working there as nice and outgoing individuals that make coming to work a joy rather than a drag. They genuinely try to help each other without being bureaucratic. In addition, management is there to support, guide, and demand results, but does it without being a complete pushover, much like Accenture. However, there are some drawbacks in working for a small business. He describes the limited opportunities for growth because of the limited “higher positions”. The managerial positions are held by long-term employees or family members of the president. Oppose to a large organization like Accenture would do with the incorporation of diverse and unbiased promotion methods.

Another team member has had a different experience in her workplace. Her work experience was with a French company that seems to have not respected the psychological contract on what employees expect. There were no career developments and job promotions were difficult to obtain. The employees saw that promotions were given to those “close” to the supervisor. Verbal objectives were encouraged by HR, but were never enforced. She says it was “very frustrating and difficult to work in an environment with no clear strategy or direction”. In this situation employees would have low employee engagement and commitment (138). This is a sharp contrast to Accenture with its extensive use of retention programs and career training. With their 39% of Accenture open U.S. jobs filled by current employees. They have trained their managers and recruiters to satisfy their HR planning. As we have seen from these two examples there is a delicate balance between employee’s expectations and employers solutions to satisfy those needs. Without proper human resource planning, an organization will be unable to satisfy its goals and is destined to become a mediocre organization. With high turnover costs that will affect its current position and incapacitate its future growth. This leads to a second point on why Accenture employee retention pays off for Accenture clients, and not just Accenture.

Accenture’s retention programs have paid dividends for them by retaining talented employees in their...
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