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The Challenges Faced By Business Outsourcing Business Essay

Company A is one of the leader in offshore Business Process Outsourcing (BPO) in Southeast Asia, it specialize in customer contact management. It is based in Malaysia with different offices in the UK, India and United States, Company A is one of the largest employers in the contact centre outsourcing industry in Malaysia. Company As’ vision is the Total Customer Delights and it focus to delight its customers by consistently delivering on its promises.

Company A is very synonymous to leaderships, excellence, commitments and innovations, by providing international clients with uncontested a multi-lingual inbound customers care and technical support service. With its offices in Malaysia (Kuala Lunpur and Cyberjaya), India (Bangalore) and United States (Florida), it also provide consultancy service to some 27 local and international based MNCs in the Asia Pacific Region and the world at large. Their impressive contributions to the services industry have earned the company prestigious MSC status. It is the first Malaysian BPO to be listed on MESDAQ.

One of the company’s strengths lies more in its choice of geographical locations, political environments, and other important considerations such as costs, work force, skill multi-lingual resources, technologies and infrastructures. This is because Malaysia offers the perfect environments for the all round optimum efficiencies. What makes the company different is its approach to its human resources and selections criteria. Their front liners are said to be all graduates and thinkers that have been train extensively at Company A academy. On the management level, the people they hire not only have many certificates and award to their individual names, but many years of experience in relevant field and in different markets abroad.

2.0 Current Problems in Company A and Customer Contact

Centers

In the bests of worlds, the employees would always love their jobs, likes their co-workers, work very hard for their employers, hope to get paid very well for their work, have ample of chances for advancements, and have flexible schedules so that they could attend to their personal or family needs whenever necessary. But then this is different in the real world. Because in the real worlds, the employees do leave, either because they wants more money/income, hates their working conditions, hates their co-workers, wants a change, or because their spouse got a dream job in a separate state. So, in real world what does the entire turnover cost an organization? And what types of employees are likely to have highest turnover? And who are likely to stay the longest in a company?

By definition, attrition is a reduction in the numbers of employees through retirements, resignations or deaths. While the hard cost of attritions provides reasons enough to invest in retentions programs, the hidden cost can provides even more business incentives. Most peoples would generally agree that a new agent’s do not provide the same level of services as experienced agents. With the large percentages of customer who churns solely based on customer service, the impacts of less than proficient agents are enormous. The hiring processes and choosing correct people are also discussed in this report base on contact centre industry processes in some selected companies.

A report shows that attrition is not peculiar the case study, but across the industry high level of staff attrition are said to be preventing the contact centers from providing the desired top-quality services to the customers. With the high typical cost of recruiting and training single new agent that is estimated at being between £3,000 and £6,000, an excessive level of attrition would drain the contact center’s resources, and also preventing them from achieving the desired levels of excellence they have aspired.

3.0 Why do organizations hire Inappropriate Employees?

Some Experienced manager and recruiter worked on list of hiring question. Manager hire for skill, but fire for characters. Due to overwhelming problems associated with hiring employee who lacks required characterize traits; many managers are used to asking character-discerning question when they interviewed employees.

Introduction

Hiring processes could be extremely challenging, mostly for call centre where attritions rate tends to be become higher than averages. Contact centre could employs anywhere from a dozen, to a few thousand employee; the hiring processes can be consuming and layers with higher costs. Expenses like advertisements, employments, research fees, interviewed timing; assessment, training costs, salaries, and benefit are often underestimated. Being skillful in hiring and nurturing the right employees required more knowledge's and understanding of the unique way of contact centre cultures. These papers frame the processes and offer guidance's in honing technique that would breeds leaderships in the contact centre environments.

Most of the Hiring Mistakes

Hiring the right employees can make a difference in the success of a business.but; many business owner do not approached hiring in the right manners and they often makes the same mistake.

They do not look into candidates' backgrounds.

Whatever the candidates include on their resumes, the organization needs to conduct some due diligences. If they are serious on picking specific candidate, making sure the work history's are accurate, and they should checked the references. Additionally, it's helpful to check their backgrounds.

Company being overly influenced by advanced degrees.

Most candidates with plenty of letter after their names have certainly worked hard to earn their degree. But there are no substitutes for real-world business experiences, and few people often makes the mistake of overlooking candidate with tracks record but not degree. This does not applied, however, to specialized field that required advance degree.

By having a long-range plans.

Employing someone to fills a current needs can helped organization through a busy time. Unless they hired someone on a temporary basis, they need long-range plans for those employees beyond the immediate needs, including how they planed to develop the employee, and how the employee fits in with the company's long-range plan.

Company making promises they cannot keep.

It is a costly mistake to make promises that are not well thought out. Knowing ahead what they can and cannot offer prospective employees.

Company hired someone for all the wrong reasons. This is a common mistake by most company they employ someone on wrong reason for example, cousin or are impressed by the way someone look or talk, hiring employees should not be done for the wrong reason. The focus should always be on the best candidates for the job.

Company's not conducting good interview.

Conducting a good interview is a skill that many people do not possessed. It's necessary to ask the right question to determine whether candidate is right for the positions and fits into the company.

Company not looking for a good fits. Most business needs to be rapports among employee. If hired someone whose does not fit with the team's chemistry, company may faces unnecessary problems.

Company not giving employees offer letters.

Offers letter entails all the important details; it includes the starting salary, bonus structures, starts date, and benefits information.

Company's not being prepared. Company can easily make hiring's mistakes when they are not prepares for the interviews and hiring processes. Knowing the questions they want to ask and the types of employees they are looking for. Also they need to be ready to explain the positions and answers questions about the company.

Companies expecting too much of their employees

Most common problems these days are looking for a person to save a sinking ship. Unrealistic and several lists of qualifications and backgrounds requirements are big questions? As frequently seen in employments ads? They create a situation where they settles for someone whom you think can do a little of everything's, but does not excels in the key areas. Narrow focus to the most important aspects of the position in the company expect too much.

4.0 Common reasons why employees are leaving the contact

Centers

By seeking different ways of reducing the attrition rates in the contact centre, it is best to look through the supervisors to build employees loyalty and try to prevent the agents from leaving prematurely. There were many reasons for employee resignations, but some of the most common reasons include: "I have found a better opportunity," "My decision was based on the compensations," "I wish to expand and learn more new things," and "I am actually leaving for personal reasons."

http://www.ucn.net/Default.aspx?tabid=526

However, there are some other real reasons why employees resigned? After a critical analyzes of our study, we had discovered two new dominant factors that influences a person's decisions to leave organizations.

The state of financial health and the stability of the companies

The health of company’s cultures including the work environments and the managers/employees relationships.

The uneasiness an employees feels related to any of these factors could be easily remedied. Companies need to address the general root causes for employees’ feelings and try to engage them in such manners that help them provides solutions to these perceived problems.

The Financial health and the stability

It has been argued that many employees leave their organizations because of fear. The companies are experiencing some downward spirals, they are losing customers and there are rumors of a possible sales closure, or even bankruptcy. In today's economies, it is very hard to find organizations that were not experiencing some specific challenges. However, it was argued that alleviating some of the current inherent anxieties around these factors could help companies keep their best employees.

Addressing company culture

In this study, it is discovered that some 71% of the applicants left their companies because of the existing culture. In fact, many of the applicants pointed directly to the managers as a primary reason for leaving the company. So, in what ways are these basis caused hidden? This research generally tells us that they are hidden from the very people who are most needed to see them very clearly, the company’s line who were charged with the engaging and keeping the valued employees. Another study also found that 89 % of the managers generally believed that most of employees were pulled away by better pay. This report is in support of this argument, at least in 88 percent of the voluntary turnovers, something besides the money is said to be the root cause. This amazing disengages linking beliefs and reality have allowed the managers to deny their responsibilities for correcting and preventing the basis and causes of employees’ disengagements.

This is because many employees are said to have quit and stay, disengage than quit or leave, employees turnovers can precisely be view as just the tips of the costly disengagements iceberg. The big questions that remained unasked in many exits interviews are not "why are you leaving this company?" but "when and why did you first start to think about leaving?" Asking this question would assist somebody in seeing that the lessons learn about turnovers is just as applicable to the disengaged workers.

Here are some hidden reasons the employees disengages and leave, offer in no particular orders because they varies in importance among the diverse cultures and for the diverse individuals. Each actually reflects the employee's felt losses of one or more of following: trusts, optimisms, importance, and capabilities.

Here are the lists of some hidden reasons:

-The jobs or workplaces were not as expected. The managers misrepresent pay offers, the hours aren't as promised, and the training or the promotions don't come through as expected. In other words, the expectations aren't met. To narrow these expectations, is is good to allow the team members to interviews candidates and let them samples job experiences, better through a computer based simulations. The problems usually start with the managers hiring in such big hurry that they don't take time to give a detailed realistic previews of the jobs. Or they oversell the jobs or companies for fear that the candidates won't consider the jobs or companies as they are. Of course, most of the new hires will generally quit when they have discovered the un-discussed reality, resulting in the costly turnover.

-There are mismatch between the persons and the jobs. An employee may not know their personally strengths or what works fits them; managers may also be in a hurry to hiring and also willing to take any warm bodies. The results can be employee who are already bored and already stressed. Every CEO ought to know that getting the right peoples in the bus and also into the right seat is a prerequisite for businesses success.

-There were not enough feedbacks or adequate coaching. Again, they are manager’s issues and these symptoms were inattentiveness, irregulars or non-existents feedbacks and criticisms instead of praises. It suggests that buddy or mentors’ programs and holding the managers very accountable for the feedbacks.

-There were too few growths and advancements in opportunities. There may be these barriers between many departments; training may be focused only on current positions, and lack of the help to defines the career goals. But the online self-assessments, the career management tools and the workshops could help. Information on the career paths and the job requirements should be readily available and the internal job posting systems need to be efficient and fair enough. Employers should try to show preferences for hiring from within the company.

- At times the employee may feel devalued and maybe unrecognized. Managers should try to be aware that problem may arises if good employee are overdue for any pay increases or are paid same as the poor performers, or if the new recruits makes more than the experienced workers in such similar jobs.

-The employees suffer stress from overworks and their work life is imbalance. It is good to look for those who are consistently working late, or work through lunch, work while sick, take works home, don't ever take vacations, and are seen to always rushing to meet the deadlines or have recently experience a family or any personal crisis. The philosophies that top flight place to works have in common. Companies are advised to give, and then expect back from the employees to give back.

- There are loss of trusts and confidence in the senior leaders. If employees don't have trust in their senior leaders, they tend to basically have no foundations for becoming an employer of the best choice. It has been established that there are many workers that see those that are at the top as very greedy, very isolated and unconcerned with the workers affairs. This report advised that keeping the worker’s trust on the executives is very vital for the organization performances.

5.0 Observed lapses in Human Resource New Employee

Orientation programs

There are importance and efficiency of orientation especially in contact centre that becomes the new company's area to be focused. The high retentions rate amongst the world class contact centre and the cost of managements of this centers focus on one of the primary stage of hiring's which is orientation programs to reduced the cost of agents turnovers and retentions.

The concept of the orientations in one of the contact centers analyzes the area which needs to be improved to reduce the retentions and agents turnover. This are the different modules discussed in programs and then the areas to be improved.

The currents programs of a company have following components:

The major introduction and familiarities with the scicom:

Mostly in this part the new hired will be familiars with the goal, visions, missions, value and edict of the companies. This is an important part because employee needs to have a better understanding of Scicom. The new employees are aware of the concept and necessities of BPO and then the currents contact centre industries. Lastly, the new hired most overviews the company's goals, edicts, vision, gaps and answers multiple questions. Most of the materials in these parts are related to the companies and its structures.

The current versions of orientations, section 1 needs adjustments to make more attention to the concept of the currents job. Here are recommendations to improve this part:

The concepts of business industries and its importance's are as blank line to be filleds by the new hired. Assuming that there is no background about BPO and the contact centre industries, there are lots of possible answers and no areas to find the new hired employee understanding. The following part will defines the general BPO industry activities and the mains reason for companies to go through BPO.

The part that is related to company's goal discussed about the logo of the company's and asked the new employee to fills the meaning of the color and signs in the booklets. The logo descriptions could be type in the booklets and add more details about the meanings of the word and it's relations to current projects and company's

The scicom's visions needs to be filled in the class based on the observations by the new employee. It is recommended that having the visions of the company's and adds line to get the new employee understandings of the visions help the peoples to understand the company.

The company's mission was to ask the employee to fills seven parts related to the company. This filling part do not allowed adding's any understanding or observation related to the missions. The filling gap methods used will not encourages the new employee to think deeply on each and every concept. By adding line for every missions that improved the skills of the new employee.

Company's values arranged well in the term of the five important components.

The tens edict of the company's need to provides the new employee understating from each and every edicts and how to relates them to contact centre industry.

It is also recommended to add group's discussion to part in order to know the importance of knowing the company's goals, visions, missions, values and edicts. They discuss about the importance and ask for rating each part's component and discussing about the reasons will helps to have clear pictures of every part.

The roles of new employee in the company:

In these sections of orientating the goals of giving clear job descriptions, responsibilities and daily task need to be followed. The importance of the new employee to the company's and ways to calculate the efficiency of each employee in the company is discussed. The general definitions of calling the agent as company's customer service ambassador for company's partner have plenty of sign for them.

Reviewing the part in these components, we observed that the job description mentioned in orientations need to expand and includes the main responsibilities and describes more about the task.

It is not necessary to explain the concept of KPI in orientation programs. The current programs introduce the definitions of KPI and leave it. The quality parts needs to be separated and explain fully regarding the agents, teams and projects requirement.

The concepts of PRA discussed only the definitions and do not give a clear pictures of its component and the importance of each and every element. This is recommended to separates the PRA concept and provides the real Wight ages based on the projects standards. To separate the PRA as one of the part under the quality there is need to add more values to new employee rather than leaving them under the role of agents in the company.

There are rewards and recognitions discussed under the roles of agents in the company's introduce the tangibles and intangibles reward provided and the element to calculate these part. The concept of variety of reward and recognitions should clearly define the recognition programs under the Quality parts.

familiarity to a specific project – Nokia

The required parts of these are defined by clients and the new employee who are familiar with the standard and know the various staffs that works in contact centre.

The following part are well arranged by introducing the clients service culture as friendly, convenient and reliable also provides the discussion opportunities and provides spaces to get new employee understanding of each services culture. The client's strategic intents and job values defined well and provide clear pictures of clients and its standards.

Those parts to fill the names of the project managers and staffs could provide better values if arranged in chats to shows the relation between each employee and their departments.

The projects specific teams could be more attractive if the new employee met the person and describes their behaviors and first time impression while writing the names.

Creating customers services attitudes and its concept

The importance of customer's service and the relevant practices to have good relations to the customers are discussed in this part. The values of customers loyalty and putting the customers first is discussed in this program and provides the part to fill by the new employee based on their understandings of customers loyalty that is well arranged.

The questionnaires about the new employee attitudes to the customers should provides the real scenario based on the projects daily work and ask the questions about new employee behavior on every scenarios.

The variety of question starts with negative or positive answers and this prevent the new employee to think about the alternative and improves the loyalty via their daily task.

The bad and best customers service experience pars provides three general questions about learning from experiences , the need to know the deliver service and the impacts of treating the customers are discussed, and asking the new employee to fill the table by giving the point. The ways provided should be based on the customers that are going to be handled by the employee. The varieties of answer depend on peoples, type of requests, expectation and the levels of their knowledge depending on the enquiries.

The customers quiz is designed based on some studies to give the new employee the importance's of solving the customer's enquiries on the first time and the importance of loyalty. The question can be based on the real research and provides full researches as supporting materials could improve the understandings the customer for new job.

The leading ten customer's service attitude and belief provides well critical thinking for new employee and resulted to self-confidences regarding the point provided.

The managing expectation and professionalisms

The discussions about the customers expectation and they are prepare to follow their expectations discussed. The customer's expectation is a quick response, sympathy, politeness and it provides simple solutions that increase through having the attitudes in customer services.

These parts about managing the customer's expectation should be weighted and the reason discussed in the programs.

The element of responsibly to the customers needs and its definitions are well designed and could be expands into part based on the enquiries.

The key to professionalisms should be weighted and explained based on the importance of it. The results could be the customer's satisfactions and royalty.

The importance's of efficient voice skill in daily communication

The component involves in communications, vocals and voices skill needs in contact centers has a big portions in a successful orientation programs.

The effectiveness of communications skill like tonalities, body languages and words used, weighted based on research in the markets. By removing the body languages in contacts centers the importances of tonality will appears and shows the new employee the roles in vocal communication. The voices skill parts explained fully the requirements of the job like pitches, speeds, volumes, tones and clarity of the voices.

Using the positives languages and communications skill

The positives languages and its uses in contact centre are discussed and compare with bad effects of negative languages.

The positives languages influence and negatives languages result, this could be explained with more real scenario and provides various daily example could provides a clear pictures of this skills.

The negatives vs. positives language comparisons may includes the discussion apart and asked to be weighted base on the importance's of the words.

Rephrasing negatives to positives word provides the real scenario where new employee could be improved.

The telephones skill and propriety

Using the voice skill and using the positives languages during the call and process of a call are discussed in this part. The importance's of holding the customers to provides accurate answer to their enquiries and also appreciated the customer for their time and advices via positives language.

The customers learning's level, learning style and the importance's of knowing the customers learning abilities usually increase the efficiencies of a communications and improves the customers satisfaction.

The steps to customers are explained fully in this section.

The importance's of mental preparations before a calls or any type of communications, building rapports, knowing the enquiry, solving it, concluding and finalizing the wrapping up discussion with various examples. Adding real scenario and simulating the customers delight process will prepared the new employee for their task.

The last parts of orientations after knowing the people in the department concluded with the personal planning's. The paraphrasing of the ideas and topics covered in new employee daily life's and their short or middle – term planning's is used at the end of the orientation programs. It is good to have annual orientations review session for all levels of the company to make sure that everyone is aware of the company's core activities and standard.

6.0 The best actions taken by the company’s HR

Given the observed lapses in the company HR practices, and the subsequent attrition rates, below are the best practices that are now been implemented by Company A:

1. Evaluating the candidate as well as its credentials. Don’t be too enamored by a candidate’s credentials and its background that you would impute managerial competences and failed to assess the behavioral fitness. The ability to consistently generate the desired outcome just isn’t enough. If such candidate’s management styles are antithetical to the general needs of those that they will directly report to, even if he/she could execute substantively, it sometimes won’t work. Rather, it is good to consider what kind of management behaviors will be more effective, it is good to use these as the best behavioral criteria upon which companies would hire.

2. Very good to steel yourself against the popular seductions called “Star” Qualities: These concepts of what actually constitutes good managements can get a candidate’s public prowess. It can be very challenging to stay much focused on the fact that the dazzling networking connection has very little to do with the ability to manage the others. One’s reputations outside the organizations, no matter how very illustrious, companies cannot compensate for lack of a managerial capability.

3. Accepting that there would be a learning curve. Realizing your own successes is in part very contingent upon making its hire successful. Permitting the new leaders to shadow the relevant internal colleague; including him/her in the key meetings; and asking encouraging questions about the decisions and methods. Understanding that it very usually to take 60 days for a new executive settling down and begin to hitting stride.

4. Drawing significant comparisons. Rigorously comparing the organizational cultures and that of the candidate’s past employers relations. Making sure you hiring a leader whose exposure in other organizational culture is like yours, or is very close to the culture you wanted to create.

5. Taking your time. Don’t bow down to the pressures to hurry up and getting someone on board. Try to subordinate your desires for a quick hire to the needs for sustaining success.

6. Guarding against hiring just because of your own image. Make sure you’re not looking just for a clone or best friend. The skills set you are recruiting for in the executive might, in fact, compensate for the company’s weaknesses. Know wherever that you need shoring up, and be very willing to hire employees accordingly.

7. Relying on more than the applicants’ personal attraction. It is good to hire not based just on chemistry. It’s not very enough that a company is comfortable together and seem to generally agree on everything. Instead, identifying the behavioral characteristics that the organization can and cannot work with is very good.

8. Using Behavioral Interview. This is an important interviewing technique that assists in leveraging companies risk to making necessary assumptions about its candidate's capabilities. It is very good when looking for applicants who have the confidence to take the required initiatives. Rather than generally asking whether or not the applicants possesses this expected traits, it is good to ask the candidates to tell in detail about a few instances with their past employers when they have demonstrated a considerable initiative. Note how quickly the applicants respond, and how clearly the response actually depicts the traits your company is seeking will actually help in validating the degree to which such candidate actually possess the company desired traits.

7.0 Impacts of Rewards, Recognition and Retention programs

on Organization’s Performance

It has been argued and established that if a company’s frontline employees are not happy, the company’s customers will not be happy. Given that customer satisfaction is depending on the best qualities of the agents/customer transactions, it’s very critical to keeping employees for the long terms and motivating them to perform very well. 

Most of the call center organizations were built around a specified team concept. In many of these centers, the teams are no more than a set of group of people that to report to the same persons, while in some other centers, the teams are an empowered, cohesive unit where each of the team member takes the responsibility for their productivities and success of the group. 

It has also been established that no single tactics can ensure that any contact center will achieve a low level of burnout and turnovers. But the absence of a tactic and strategic rewards and recognition programs could ensures that such call center won’t achieve its goals. While the high retentions and performances rates are said to heavily rely on a number of factors and practiced focused recruiting/hiring, competitive salaries, effective trainings, opportunities for advancements, the contact center experts generally agreed that those effort will be wasted if the agents don’t feel that it is valued and appreciated on regular basis.

The actual money spent on recruitment, the times to interviews, and trainings time can be very costly. Companies can’t afford to waste this investment by not just paying close attentions to employees’ recognition and motivations in the contact centers.

The valued of team and the individual rewards strategies and how these could be used to contribute to the organizational change and successes are another important topic that needs extra care in handling.

Teams and individual throughout a business translates the higher levels objectives, measures and target into teams and personal objectives, measures and targets. Because the employees, along with the management, will have a similar common goal to reach, any related adversarial feelings could be present would gradually deteriorate. These encourage the employees to generally work cooperatively within themselves and with their various supervisors because everyone is on the same team.

Rewarding the employees for an outstanding job performance would encourage them to generally improve their productivities and quality of works. But the general increase of organizational profitability is not the only objectives of recognizing an excellent performance. Incentives programs that could motivate employees to improve their performances could also help companies in creating a business culture that will heightens the employee job satisfactions and promotes the organizational commitment to better performances.

8.0 Conclusion

The critical analyzes of the case study shows that the existing R&R programs are unpopular and below the employee’s expectations. Company A’s current attrition rate stood at 20-25% from 2007 till date. It was also observed that currently there is no existing leveraging programs with which the best Agents could share their skills with other members of staffs. Company A’s strategic Quality Metrics are also not being rewarded.

Whereas management’s ability in managing people within the contact centre environments is very critical but often the most overlooked element. It is advised that when recruiting new hire to the contact centre, experience from the case study in Company A it is sometimes good to be ruthless so as to help filter out the worst applicants and help in hiring the best by using a rigorous screening tools. The hiring processes is about weeding out the poor candidates and finding the right persons. When making this decision to promote from within the company, it is good to consider all the necessary factors involved; because not all the good employees that are strong leaders.

It is very critical to identify the candidate that could act as the required catalyst for team development purposes in the contact center. One of the basic roles of a great leader is to inspire the team and assist in fostering the desired growth. Those that are able to acquired and retained the best and the brightest are those that could listen and consider the required needs of the employees, the groups, and the company at large. It is this employee that ought to be hired initially, by identifying their potentials, which is promoted from within, and provided with the basic skills and tool necessary for succeeding in order that the existing cycle continues.

9.0 Alternative Recommendations to the existing practices

First, it is good to put yourself in the employee's shoes

From the sidelines, it may seem like things will never get recover. Note that your employees are looking for ways protecting themselves, their family interests and the company. As a manager in this type of situations, you need to empathize with your employees. Develop plans to communicate the required recovery strategies of your organization.

Next, get the employees involved

Try to engage your employees. Effective utilize their ideas, skill, motivations and their talents to help the team implement the best recovery strategy. If the employees feel that they are part of the solutions, you as the manager will realize significant increases in employees’ energy, productivity, and retentions.

As a managers myself, I realizes that we are most often used as scapegoats and that our jobs responsibilities are often in between the organizational goals and employees relationships. However, the managers actually influence such things as team communications, career successes, employee developments, and job stress, as well as the employee motivations. Here are some of the strategies that you could deploy to positively affect the ways your business cultures is perceived and experienced by your company staffs.

Managing the new employees

The organization's orientation programs are one of the most critical processes that can dramatically improves employee retentions. This is because most of the employees actually decide if they want to stay with an organization within the first 90 days or not.

Incorporating Company Knowledge: As observed that the new employees are very interested in understanding the organization's history, missions, values, visions, and directions. It is advisable that managers spend considerable amounts of time focusing on appropriate orientation that would aid this.

Educating new employees on the knowledge of their Positions: Management should spend adequate time planning and reviewing the roles and responsibilities of the new employees. Managers need to describe its expectations as well as the expectations of each member in the team. In addition to this, describe the tasks in detailed and the activities that are associated with the roles and specifically highlights the required critical success factors that would be use during the performance reviews and evaluation.

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