Lateral Training Segmentation Analysis

Workforce segmentation is the separation of various components of an organization into smaller groups which share common necessities. These groups of employees tend to have different drivers and characteristics such as optimum team performance, low income, high income, unique skills or expertise. Skills-based segmentation is widely accepted approach for the 21st century workplace (Business Perform.com, n.d.).
Lowe’s has over 290,000 employees worldwide ranging from laborers, first-line supervisors, mid-level management, the executives. These different levels of employees each have their own motivation and preference of working environments. For example, first line supervisor might be motivated by the tuition reimbursement which could
A majority of the employees want to see an increase in their pay. While there may be nominal increase via longevity raises, some employees would like to see raises based on additional skill sets the individual may have. The development of a Lateral Training pay adjustment would serve three-folds. First, it would allow Lowe’s to have a core group of individuals with multiple sets of skills which could encompass multiple departments. Secondly, this could provide top cover for a department which may have an unexpected issue with employee shortage or a backlog of work. Lastly, the employee would have a sense of satisfaction of attaining the new skill with the added benefit of a pay boost. This would add minimal costs to the bottom line, but it would create a “safety net” for life circumstances.
Communicating Changes to the Total Rewards Program In preparation for employees to accept a total rewards program in an organization, it communication between all levels must be clear and concise. First, the organization need to utilize various communication venues, such as emails, newsletters, social media outlets. Personalizing the message is a key indicator of the
Metrics for Evaluating the Total Rewards Program
Metric 1: Organization performance ties into the evaluation of the current program metrics such as past year economic growth, statistical increase in performance, and growth of the workforce. Lowe’s has always embraced the fact that the home improvement industry has been quite competitive and therefore they maintained a keen eye on developing talent couple with operational efficiency.
Metric 2: Retention highly-skilled workers. Measurement of essential workers turnover, longevity of employees, and the overall retention of employees. Optimally, Lowe’s would prefer to limit the amount of turnover of employees. Each time an organization has to train or retrain employees it comes at a cost for business and normally production suffers through the transition. Additionally, regulatory changes may add to the costs of doing