Introduction
Employee disengagement is an inevitable process in some organizations; from the moment one joins the organization he/she may stay for weeks, months, years or decide to leave (Branham, 2). Many organizations struggle to provide valuable employees with benefits and good salaries; this occurs in a bid to retain them and prevent them from exploring other job opportunities. Lowe’s is no exception; with several retail stores across USA, Lowe’s values the role of its employees in ensuring profits and customer satisfaction. It provides favorable work conditions to its employees; this encourages excellence in their work. It is this factor that makes Lowe’s one of the most reputable chain stores in USA. The employees strive in the provision of seamless and quality customer service. It translates into an increase in profits; in 2010 alone, the stores recorded an increase of 1.3% in sales (Lowe’s, 3). It remains a successful home improvement retailer focused on promoting; operational excellence, high service and innovative merchandising.
Reasons for turnover
In order to offer hardworking employees a reason to stay at Lowe’s, it is crucial to identify the reason for their departure. Due to the store’s efficient benefits provision and good salary, these factors cannot be considered. There are, however, other reasons; employee turnover is a gradual process. Managers should look out for signs of employee disengagement; it gives them time to counter the effects and ensure employee satisfaction. Some of the reasons why employees look for other employment options occur below.
- Mismatch between the person and the job
An analysis of research for the last 25 years shows that at least 80% of employees experience dissatisfaction; they feel they are not using their strengths adequately in the workplace. It results from management’s failure to recruit the right employees for available positions; this results from the lack of comprehension of human talent. Managers make assumptions that skills and knowledge are of significance in comparison to talent. They also believe employees are interchangeable and can serve equally in various positions. These misconceptions lead to employee dissatisfaction and limit long-term organizational benefits; it is crucial to match the right employees with the right jobs (Branham, 4).
- Unexpected job or workplace
Many prospecting employees apply and interview for various positions in Lowe’s. Those who succeed join the organization with expectations and hopes; these are unrealistic in most cases. Within the first week of work, some employees experience disappointment when their expectations are not met. Some of these employees choose to stay and adjust to the new conditions. Others, however, disengage and leave. Unmet expectations cost the organization millions of dollars annually; this needs to be eliminated (Branham, 3).
- Limited coaching and feedback
Feedback and performance coaching are significant in retaining valuable employees. The employees’ efforts and contributions to the organization’s success are significant. The organization should provide regular feedback; without this, the employees cannot improve their professional skills (Branham, 5). Feedback and coaching ensure employees’ goals remain in line with the organization’s goals; this increases employee engagement and retention.
- Limited growth and advancement opportunities
The business climate and operations change with time; these changes have an impact on the employees’ careers and need for professional adjustment. Decisions such as downsizing the employee body results in eroded loyalty between employees and their employer, and women over job security. Managers’ efforts to reduce costs and maximize profits affect employees negatively. It results in the reduction of job satisfaction, stagnant career and skilled job creation. Employers need to motivate their employees towards career development. They should provide employees with tools and training required in accomplishing career development (Branham, 5).
- Stress from work-life imbalance and overwork
Workplace stress is inevitable in most cases. The stress occurs in the form of; personality conflicts, overwork, forced overtime, gossip, disorganized supervisors, harassment, prejudice and so on (CSB, 5). Many workers have to sacrifice free and family time through extra hours; other sources of stress also drive others to consider other options. It is up to Lowe’s to establish a healthy organizational culture. Overlooking the employees’ life needs and forcing them to focus on work. The organizational culture should empower and not control the employees (Branham, 6).
- Employee feeling unrecognized and devalued
The performance of employees depends on their ability to feel significant. When a person feels his/her contribution to the organization matters, he/she develops the desire to work harder. In most cases, the organization’s management fails in recognizing and valuing the employees’ contributions to overall progress. If employee appreciation does not occur on a timely manner, employees are likely to seek other options.
- Loss of confidence and trust in senior leaders
Lowe’s senior leaders need to establish an accommodative organizational culture for its employees. The establishment of a culture of integrity and trust increases the employees’ engagement and interest in serving the organization. Senior leaders experience a challenge in meeting the employees’ needs; most employees thus have complaints about the senior leaders. Employees complain about the lack of integrity and trust by senior management. Workers think leaders focus only on acquiring profits; they overlook the employees’ challenges and needs. The issues affect the employees’ interests and effort in work. They lose enthusiasm and complain about the various practices and policies. They also resists leadership initiatives and efforts; some opt for alternative jobs (Branham, 8).
What to offer
The reasons are significant in driving employees away from organizations. Lowe’s management should analyze the issues and deal with them. Introducing corrective strategies ensures a conducive environment for all employees. It provides employees with relevant motivation in improving their contribution to organizational progress.
First and foremost, mutual expectations should be matched. The conduction of realistic job previews with candidates ensure they are aware of the performance expectations, job activities, conditions, work teams, rules, work culture, policies and management style. The hiring process should also focus on current employees’ referrals. They provide potential employees with a realistic description the workplace environment; it motivates employees and increases chances of retention. The potential candidate’s team members should participate in the hiring process; when this occurs, the interview accurately reflects the competencies and needs of both parties (Branham, 3).
Subsequently, it is crucial to create a fit between the job and employees. It occurs through commitment to the continuous upgrading of talents. Before the recruitment process, the organization should use talent forecasting in identifying required talent.
There is also a need for adequate feedback and coaching; the organization should discuss clear performance objectives with the employee. It should also ensure every employee drafts a performance agreement; this outlines the expected objectives. The conduction of regular informal feedback, also back the formal performance reviews. The organization’s managers should be equipped with relevant coaching skills. Performance management should involve the employees; when employees view it as a partnership, overall satisfaction and efficiency increase.
The employees should receive adequate growth and development opportunities; there are practices in maintaining an efficient approach in ensuring employee development. It keeps them engaged and productive in the organization. The organization should provide self-assessment tools and employee training. The employees need to be aware of their talents and strengths; this improves goal setting. The provision of accessible information on competency requirements and career paths gives employees access to competencies, job descriptions and educational requirements.
The creation of a strong mentoring culture is necessary. The formal mentoring program contributes to the development of skills and employee retention. Recognition of employees’ contributions to the organization promotes a feeling of being valued and recognized. They should receive a chance to air their views and complaints; this occurs through regular surveys and meetings. Relevant information should be shared with the employees; ensuring efficient communication is a significant step in promoting engagement. They should also be provided with relevant tools and resources; it makes work easy and reduces job-related stress.
In order to deal with the loss of trust and confidence in leaders, it is crucial to inspire confidence in a; workable plan, clear vision and achievement competence. An authoritarian micromanagement style should be eliminated; instead, the organization should focus on increasing its collective power (Looi, Maruserz and Baumruk, 5).
Conclusion
A major challenge most organizations have to deal with is the rate of turnover; employees’ decision to look for alternative jobs can be costly to organizations like Lowe’s. The transfer of employees results in losses in; recruitment, training, productivity and sales cost.Lowe’s ensures good salaries and benefits; this retains its employees.An analysis of the reasons employees look for alternative employment options helps in determining ways ofensuring employee satisfaction (Drake International,7).The strategies focus on promoting talent, creating a conducive organizational culture, encouraging career development, heeding employee grievances, incorporation suggestions and ideas, maintaining senior leaders’ integrity, and reducing stress levels through flexible working hours. The organization should not only focus on profit accumulation, but also a safe and motivating environment for employees; this ensures they put in the effort in ensuring the organization’s progress.
Works Cited
Branham, Leigh. The 7 Hidden Reasons Employees Leave. Concordville: Soundview Executive Books Summaries (2005): Web. Available from < http://www.12secondstoprojectmanagementgreatness.com/member/resources/summaries/ Personnel_HR/7_Hidden_Reasons_Employees_Leave.pdf> [Accessed November 23, 2013]
CSB. ‘Guide on Employee Motivation’ (2013): Web. Available from <http://www.csb.hk/english/publication/files/Staff_motivation_eng.pdf> [Accessed November 23, 2013]
Drake International. ‘Employee Retention: Reducing recruitment by increasing retention.’White Paper Volume 2. (2013): Web. Available from < http://www.drakeintl.co.uk/Publications/Employee-Retention.pdf> [Accessed November 23, 2013]
Looi, Wen, Marusarz, Ted and Baumruk, Raymund. ‘What makes Best Employer?’Hewitt’s Global Best Employee Study (2013): Web. Available from < http://www.ceplb03.hewitt.com/bestemployers/canada/french/pdfs/bestemployer.pdf> [Accessed November 23, 2013]
Lowe’s. ‘Consider the Possibilities’ (2010): Web. Available from < http://www.lowes.com/AboutLowes/AnnualReports/annual_report_10/lowes_annual_rep ort.pdf> [Accessed November 23, 2013]
Nohria, Nitin, Greysberg, Boris and Lee, Linda-Eling. Employee Motivation: A powerful new model. Harvard Business Review (2008): Web. Available from < http://www.ihrim.org/Pubonline/Wire/Feb11/EmployeeMotivation_HBR.pdf> [Accessed November 23, 2013]
