Workforce Management and Workforce Development Practices
Dawn N. Noguerra
Human Capital Management
PO Box 1214
Inglewood, CA 90308
Telephone: (323) 243-4366
Instructor: Dr. Tidwell
I have chosen one workforce development practice (organizational socialization) and one workforce management practice (retention and turnover). In this paper I will discuss both practices and how they relate to my current organization or how they can be implemented into my current organization to make the business flow efficiently.
Workforce management and development practices are important to any organization. It is essential to an organization’s human capital management strategies to have these two practices in place. My current organization (school district) does have certain systems and processes in place; however, those processes could use some revamping. Namely the retention and turnover and organizational socialization practices. Workforce Management Practices-Retention and Turnover
Employee retention and turnover can be an organizations worse nightmare if there are not processes in place to keep from losing good employees. The first step would be to invest in a good training and development program that will allow employees to train and learn new skills that can be applied to their current role or that will allow them to promote into a bigger role. Many managers fear that investments in training will make employees more mobile and therefore, more attractive to other employers (Allen, pg. 71). Although this statement might have some validity to it the employer must be willing to take that risk if they are trying to retain their good employees. Having a good training and development program does not only make the employees feel that they are appreciated, it also makes them feel as if they really have a chance to grow within their role or within the organization. Some evidence does show that if not handled correctly, investments in training and development may very well be investments made toward a competitor’s future workforce. Most of the evidence also shows that strategic investments in training and development can pay off in terms of an improved workforce and reduced turnover (Allen, pg. 71).
Workforce Development Practices-Organizational Socialization
Socialization practices—the methods organizations use to help newcomers adapt to their new work environment, reduce the anxiety associated with starting a new job, and acquire the desired culture and collected knowledge of the organization—are important to a new hire’s subsequent tenure with the organization (Allen, pg. 63). The need to manage employee turnover begins from the day that the employee starts working. This is where organizational socialization comes into play. There are socialization principles that organizations can follow to create social awareness between organization and employee. Principle 1: Formal Socialization Opportunities Can Help Reduce Employee Turnover
With formal socialization practices, new hires are segregated into clearly defined socialization activities while they learn their roles. In contrast, informal socialization practices are characterized by on-the-job learning activities that are not clearly defined as part of the socialization process (Allen, pg. 64). Principle 2: Collective Socialization Opportunities Can Help Reduce Employee Turnover
With collective socialization practices, new hires are grouped into cohorts that experience common socialization activities together. This is in contrast to individual socialization practices, where new hires experience socialization practices alone (Allen, pgs. 64-65). Principle 3: Sequential Socialization Opportunities Can Help Reduce Employee Turnover With sequential socialization practices, the sequence of socialization experiences and activities are defined and...
References: Allen, David G. & Bryant, Phillip C. (2012). Managing employee turnover: dispelling the myths and fostering evidence based retention strategies. New York, NY: Business Expert Press
Ingham, J. (2007). Strategic human capital management: creating value through people. Oxford, U.K.: Elsevier Ltd.
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