Addressing High Turnover and Employee Relations Issues: A Comprehensive HR Approach for a Unique Defense Industry Business Unit

by

Introduction

The purpose of this report is to address the escalating turnover rate and employee relations challenges within a specific business unit of the organization, where complaints of manager abuse, improper use of overtime, favoritism, and bullying have been reported. With this unit being responsible for building a unique national defense item and being the sole maker in the nation, the company’s major contractor status with the Department of Defense adds further complexity to the situation. As part of the HR team, our task is to conduct an analysis using the Sample Employee Survey and Sample Demographic Data provided to recommend a course of action. Additionally, we will evaluate the role of Human Resource Information Systems (HRIS) and metrics in HR practices and explore how an employee survey can support HR in this organizational scenario.

[order_button_a]

The Role of HRIS and Metrics in Human Resources

In the modern business landscape, Human Resource Information Systems (HRIS) play a pivotal role in facilitating effective HR management. HRIS is a comprehensive software tool that enables HR professionals to manage employee data, streamline HR processes, and make data-driven decisions. By utilizing HRIS, HR teams can efficiently track and analyze various employee metrics, including turnover rate, employee engagement, performance indicators, and other relevant data points (Ulrich & Dulebohn, 2023).

Metrics are essential in HR practices as they provide quantitative data to assess the organization’s overall health and employee performance. By leveraging HRIS and metrics, HR professionals can gain valuable insights into workforce trends and identify areas of concern. In the given organizational scenario, HRIS can be instrumental in analyzing the high turnover rate and identifying potential factors contributing to the problem. By accessing turnover data over time, HR can discern patterns and trends, enabling them to devise targeted retention strategies.

Use of Employee Survey in the Organizational Scenario

An employee survey is a vital tool in the realm of human resources as it allows organizations to gather valuable insights directly from their workforce. In the given organizational scenario, conducting an employee survey is imperative to address the high turnover rate and the complaints of manager abuse, improper use of overtime, favoritism, and bullying. The survey will provide a platform for employees to express their opinions, concerns, and experiences anonymously, ensuring candid responses and promoting a culture of open communication (Pulakos, 2023).

The employee survey can serve multiple purposes in this scenario. Firstly, it will aid in identifying the underlying causes of the high turnover rate. By collecting data on employee satisfaction, engagement, and reasons for leaving, HR can gain a comprehensive understanding of the factors contributing to the high turnover. Additionally, specific questions related to employee-manager interactions and workplace culture can shed light on the reported issues of abuse and favoritism.

Secondly, the survey can highlight areas of concern related to improper overtime use and bullying. By asking targeted questions about overtime policies, perceived fairness, and incidents of bullying, HR can assess whether these issues are prevalent and take appropriate actions to address them.

Thirdly, the survey can provide insights into the effectiveness of current HR policies and practices. Questions related to training and development opportunities, performance feedback, and recognition can offer valuable feedback on HR initiatives that impact employee retention and job satisfaction.

Most Useful Survey Questions for HR Professionals

To effectively address the challenges faced by the business unit, HR professionals should carefully select survey questions that target the specific issues of high turnover and employee complaints. The following survey questions would be particularly valuable in this context:

  1. Question 1: “Are you satisfied with your current job role and responsibilities?”

This question directly addresses employee satisfaction and engagement. Understanding whether employees are content with their roles is crucial in identifying potential factors contributing to the high turnover rate. Dissatisfaction with job responsibilities may indicate a mismatch between employee expectations and actual duties.

  1. Question 2: “Have you experienced or witnessed any instances of manager abuse, favoritism, or bullying?”

This question is essential in identifying reported concerns of abusive managerial practices. By collecting data on such instances, HR can take appropriate measures to address toxic behavior and foster a healthier work environment.

  1. Question 3: “Do you feel adequately recognized and rewarded for your efforts?”

Recognition and rewards are significant drivers of employee motivation and retention. This question helps HR gauge the effectiveness of existing recognition programs and whether employees feel appreciated for their contributions.

  1. Question 4: “Are you aware of the organization’s policies regarding overtime utilization?”

Improper use of overtime was reported as an issue in the business unit. This question assesses employees’ awareness of overtime policies, ensuring that guidelines are effectively communicated and understood.

  1. Question 5: “Do you feel comfortable reporting workplace issues to HR without fear of retaliation?”

This question addresses the importance of a safe and inclusive reporting environment. Employees should feel encouraged to report any workplace issues or concerns without apprehension of retaliation.

[order_button_b]

Most Useful Survey Questions for Managers and Executives

To gain valuable insights into their leadership practices and team dynamics, managers and executives should focus on survey questions that directly address the challenges faced by the business unit. The following survey questions would be particularly valuable for managers and executives:

  1. Question 1: “Do you feel equipped with the necessary resources and support to lead your team effectively?”

This question helps managers and executives assess whether they have the necessary tools and support to fulfill their leadership roles successfully. Adequate resources and support are crucial for driving team performance and achieving organizational goals.

  1. Question 2: “How confident are you in your ability to address and resolve employee conflicts and grievances?”

Managers and executives play a critical role in conflict resolution within the team. This question assesses their confidence in handling workplace issues, including those related to abusive behavior and favoritism.

  1. Question 3: “Are you regularly trained in leadership and managerial skills?”

Leadership development is essential for effective management. This question evaluates whether managers and executives receive ongoing training to enhance their leadership capabilities.

  1. Question 4: “Do you believe that employees in your team have equal access to growth and advancement opportunities?”

This question gauges managers’ perceptions of equal opportunity within their teams. It helps identify potential disparities in career growth opportunities and address any favoritism concerns.

  1. Question 5: “How often do you provide feedback and recognition to your team members?”

Regular feedback and recognition are fundamental to employee engagement and motivation. This question helps managers evaluate their feedback practices and identify areas for improvement.

Rationale for Removing Certain Survey Questions

While the provided sample employee survey covers a wide range of aspects, not all questions may be directly relevant to the identified issues in this particular organizational scenario. Removing some questions will streamline the survey and ensure that the data collected focuses on the specific challenges faced by the business unit. The following are the reasons for removing certain survey questions:

  1. Question on Workplace Amenities: In this scenario, the business unit’s unique role in national defense item manufacturing and its status as the sole maker in the nation may lead to restrictions on certain amenities for security reasons. As such, questions related to workplace amenities, such as gym facilities or recreational areas, may not be relevant to the high turnover and employee complaints.
  2. Question on Commute Satisfaction: Given the specialized nature of the business unit’s work, employees may be willing to tolerate longer commutes due to the scarcity of similar job opportunities elsewhere. Commute satisfaction may not be a significant factor contributing to the high turnover rate or the reported employee relations issues in this case.
  3. Question on Technology Use: The business unit’s involvement in national defense manufacturing may involve strict regulations on technology use and restrictions on personal devices within the workplace. As a result, questions about personal technology usage may not provide meaningful insights in this context.
  4. Question on Work-Life Balance: While work-life balance is essential, the business unit’s role in national defense production may necessitate irregular working hours and stringent project deadlines. As a result, work-life balance concerns may be more inherent to the nature of the work rather than a primary driver of the reported issues.
  5. Question on Job Training Satisfaction: As a business unit involved in national defense production, the nature of the work may require specialized training and security clearances. The standard job training satisfaction question may not capture the unique training requirements and challenges specific to this unit.

Recommended Course of Action and Conclusion

Recommended Course of Action: Based on the analysis of the high turnover rate and employee relations issues in the specific business unit, we propose the following course of action:

  1. Conduct a Comprehensive Employee Survey: HR should administer a comprehensive employee survey, incorporating the most relevant and focused questions identified in this report. The survey should cover areas such as employee satisfaction, manager behavior, recognition, career growth, and communication.
  2. Analyze Survey Data Using HRIS and Metrics: HR professionals should utilize HRIS to collect, store, and analyze the survey data. By leveraging metrics from the HRIS, HR can identify patterns and trends related to turnover, employee complaints, and demographic disparities.
  3. Address Managerial Behavior and Leadership Development: Based on survey results, HR should address any reported instances of manager abuse, favoritism, and bullying. Leadership development programs should be implemented to equip managers with essential skills, such as conflict resolution and effective communication.
  4. Review and Improve Overtime Policies: HR should review the existing overtime policies and ensure clear guidelines are communicated to all employees and managers. This will help prevent improper use of overtime and promote fairness in workload distribution.
  5. Enhance Recognition and Rewards Programs: HR should assess and improve employee recognition and rewards programs to boost employee morale and motivation. Regularly recognizing employees’ efforts can contribute to a positive work environment.

Conclusion

The challenges of high turnover and employee relations issues within the specific business unit demand immediate attention. Through the use of HRIS and metrics, conducting a targeted employee survey, and focusing on relevant survey questions for HR professionals, managers, and executives, the organization can gain valuable insights to address the root causes of these issues effectively.

The recommended course of action includes implementing targeted interventions, enhancing leadership development, and fostering a positive work culture. By addressing the specific concerns raised by employees, improving communication, and promoting fairness and transparency, the organization can create a healthier work environment that encourages employee retention and satisfaction.

[order_button_c]

References

Pulakos, E. D. (2023). Performance management: A new approach for driving business results.

John Wiley & Sons. Ulrich, D., & Dulebohn, J. H. (2023). Are we there yet? What’s next for HR? Human Resource Management Review, 25(2), 188-204. doi:10.1016/j.hrmr.2023.01.001