Case on Accenture

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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 (SBA.gov), 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

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