CASE STUDY

Case Study

Abstract

The case shows that Human Resources Manager and the CEO has requested to prepare a report on the extraordinarily high employee turnover rate. The analysis of the current situation reveals that there are a high number of Generation Y employees and you recall reading a recent advisory report by Bernard Salt (2008) for KPMG in which Salt proposes that Gen Y are technologically savvy and impatient in the workplace, with the flow-on effect of being uncommitted to long-term employment with one organisation.

The following paper suggests to the CEO that by implementing an employee development and career management program Gen Y employee turnover can be reduced. The CEO is concerned about the apparent lack of commitment to long-term employment by Gen Y and questions whether such a program would be effective in creating competitive advantage for the organisation if the employee turnover subsequently remains high.

Table of Contents

ABSTRACT2

INTRODUCTION4

DISCUSSION4

Recruiting and Retaining Generation Y7

Practical Tips8

Diagnosis of the problem11

FINDINGS12

Toward a solution14

The resolution15

CONCLUSION16

RECOMMENDATIONS17

REFERENCES20

Case Study

Introduction

For most companies, retaining talent and developing future leaders are organizational goals. To meet these goals, companies must understand the needs of today's diverse workforce. Failure to embrace these differences will result in not only having limited talent required for success now and in the future, but also an employee population that is not as engaged as they could be. Employee attitudes impact organizational success. Hence, the level of engagement is critical to an organization's overall effectiveness.

I will examine the challenges and opportunities of today's diverse workforce as it relates to the four generations; with an in-depth focus on Generation Y. I will discuss what Generation Y expects from their employer. In addition, I will explore how physical workspace can be aligned to help shape a company's organizational culture and facilitate the communication, teamwork, and creativity that are necessary to retain Generation Y employees.

Discussion

For the first time in the history of the United Kingdom, there are four generations in the workforce. It is the largest demographic shift since women and members of minority groups began entering the workforce in significant numbers several decades ago. The implications are as profound now as they were then. Against the background of gender, race and ethnicity, organizations are managing the coexistence of agediverse workers in a transitioning workplace. The Traditionalist generation (pre-1945) is ten percent of the workforce; the Baby Boomer generation (1945-1964) is forty-five percent of the workforce; Generation X (1965-1980) is thirty percent of the workforce; and Generation Y (post-1980) is fifteen percent of the workforce Although recruitment and retention are top priorities for most companies, finding strategies that appeal to all generations presents its own unique challenges. (AON 2008: 12-52)

The "generational" school of thought maintains that values are imprinted for life by defining historical events that occur as people mature into adulthood. Because of the powerful influence of these shared events, each generation develops a unique set of beliefs and attitudes to guide members' behavior.

Traditionalists grew up during the Great Depression and World ...