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TASK 4

Explain how you would present the research outcomes:

Use an agreed format and appropriate media to present theoutcomes of the research to an audience:

Manager Part in Retention:

When asked about why staffs leave, low pay comes out to be a common excuse. Though,

research has shown that people join businesses, but leave because of what they managers do

or dont do. It is seen that superiors who have high opinion and rate workers capability, pay

care to their ambitions, assure stimulating work, value the excellence of work life and

providing chances for learning have faithful and engaged staffs. Consequently, managers and

supervisors play an active and vital part in worker retention.

Creating a Motivating Environment:

Supervisors who create motivating surroundings are possible to keep their team members

together for a lengthier period of time. Retaining does not automatically have to derive

through fun events such as, celebrations, parties, team excursions etc.

Extra Responsibility:

Giving extra duty to staffs is an extra way to get them involved with the company. Though,

just giving the extra duty does not help.

How to Improve Worker Retention:

Individuals want to enjoy their work so creating work fun and enjoyable. Comprehend that

staffs need to balance life and work so offer flexible starting times and core hours.

Rewards and Recognition:

Staffs want to be acknowledged for a job well done. Rewards and recognition react to this

need by authenticating performance and motivating staff toward continuous development.

Rewarding and recognizing individuals for performance not only affects the individual being

recognized, but others in the business as well.

Need for Rewards and Recognition

Recognition should be part of the business's culture because it contributes to both employeesatisfaction and retention. Businesses can avoid worker turnover by rewarding top

performers.

Case Studies:

Worker Retention Best Practices in Keeping and Motivating Staff:

Ask any director of a company; What keeps you wide-awake at night and the reply would

relish to individual management issues. A main concern for any business whether small or

large; private, public or nonprofit is its capability to attract, involve, and retain the right

people. The problem of retention is compounded by the predicted talent shortage subsequent

from the upcoming retirement of the baby boomers, the scarcity of talent with relevant work

skills for todays jobs, the altering values about labor and the high cost of income. Research

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and human resource practices provide us with a number of recommendations to increase

worker retention.

How Auditing Business X Works with Retaining Valuable Workers :

Today, neither staffs nor companies seem to take for granted that a person will stay with the

same firm until retirement. Yet, keeping staffs for longer periods is an important challengefor companies. One industry where retention is interesting is the auditing industry in Sweden,

this because certain necessities are needed to become an auditor. Firstly, the worker needs to

have a Swedish university degree, including specific courses within auditing and accounting.

Also, the person needs practical experience for a specific period of time. Due to these

statements the challenge of retaining and motivating valuable employees is crucial for the

auditing firms, which is why I have chosen to do a case study at Auditing Firm X to see how

they work with worker retention. I have compared the findings to my selected theory, which

consist of four categories: the hiring process, internal labor market and career, motivation and

performance, and finally culture and leadership. In my conducted case study, at Auditing

Company X, I have been able to conclude that the firms retention practices are to a great

extend in line with the theoretical framework. There are some parts that need additionalattention from the company, such as an individualized reward system and communication

between managers and staffs. Even however there are some parts of the job on the most

significant features of retention, such as having a all-inclusive and long-term location,

Auditing Firm X seems to have combined this into their practices positively.

Businesses today are forced to function in a world full of change and complexity, and it is

more important than ever to have the right staffs in order to survive the surrounding rivalry. It

is a fact that a too high turnover rate affects businesses in a negative way and retention

policies should consequently be high on the program. When observing at this problem area

we found that there may be actions and tools that companies could use to come to terms with

this problem. Research told us that leadership, payment and elements like contribution,

response, independence, fairness, accountability, development and work-atmosphere is vital

for job gratification and retention.

Object: The main aim is to increase the understanding regarding worker retention in relation

to leadership style, remuneration and elements such as participation, feedback, autonomy,

fairness, responsibility, develop and work atmosphere in the Swedish financial.

Method: I wanted to investigate how a worker of the Swedish financial sector prefers to be

retained, and how they consider and react to the chosen areas.

The study has a quantitative approach with a web based questionnaire and includes 129

respondents from banks, insurance and finance businesses. The hypothetical outline includesmanagement and leadership style, financial as well as non-financial.

FINDINGS

It is found out that, 40% of respondents are aware of HR Policies and 60 % ofrespondents are not aware of HR Policies.

It is found out that, 76% of respondents are getting the right amount of accuratestatistics at the right time and 24% of respondents are not getting the right amount of

accurate information at the right time.

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It is found out that, 82% of respondents are able to meet superiors expectations and18% respondents are not able to meet superiors expectation.

It is found out that, 57% of respondents feel that their pay is on par with a match toworkers handling similar tasks, and 39% of respondents feel that their pay is less

with a match to workers handling similar tasks.

It is found out that, 70% of respondents are satisfied with hygiene and cleanliness ofcompany infrastructure and 30% of respondents are not satisfied with hygiene and

cleanliness of company infrastructure.

It is found out that, 40% of respondents are satisfied with the availability of system,storage amenities of the company and 60% of respondents are not content with the

availability of the system, storage facilities of the business.

It is found out that, 78% of the respondents' skills are recognized by superiors and22% of the respondents' skills are not recognized by superiors.

It is found out that, 74% of respondents feel that superiors are taking efforts tomotivate them and 26% of respondents feel that superiors are not taking efforts to

motivate them.

It is found out that, 83% of respondents feel that the workload is manageable and 10%of respondents feel that the workload is very hard to manage.

It is found out that,55% of respondents feel that the field worker is able to getinformed on internal happenings, and 45% of respondents feel that the field workerare not able to get appraisals on internal happenings.

It is found out that, 89% of respondents feel that the superiors are easily accessibleand 11% of respondents feel that the superiors are not easily accessible.

It is found out that, 51% of respondents feel that their complaints are resolved quicklyand 49% of respondents feel that their complaints are not resolved quickly.

From weighted Average analysis it is found that most of the respondents are satisfiedwith the working hours of the organization

From weighted Average analysis it is found that roles & responsibilities are clearlydefined by the Reporting heads.

From weighted Average analysis it is found that employees feel that their superior'scommitment towards job is good.

From weighted Average analysis it is found that respondents feel that training andorientation programs are neither good nor bad.

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From weighted Average analysis it is found that most of the respondents are satisfiedwith the job.

From chi-square it is found that there is a significant relationship between WorkCulture of the Company and interpersonal relationship between employees.

From chi-square it is found that there is a no significant relationship between overallsatisfaction and Commitment towards the Company.

From chi-square it is found that there is a significant relationship between overallsatisfaction and aspects of the job.

From Kendalls coefficient of concordance it is found that there is a significantdifference in the rank assigned by respondents towards the attributes that gives them

satisfaction in the company.

From One Run Test it is found that the samples are taken randomly.SUGGESTIONS:

The employee should be provided with proper training.

The employee should be appreciated for the good work.

The employee should be motivated to welcome the change.

If any changes are brought into the software or any module is added then proper training

should be given.

Recommendations:

Develop an attractive employee value proposition.A worker value proposal means that your business has something attractive to offerthat is apparent as appreciated to a worker. As a firm, you must understand what

makes your business attractive to possible recruits and current staffs. Branding

yourself as a company of choice is not just a slick set of marketing tactics. The best

supporters for a company brand are its current staffs. What messages do they send to

others about their company? Are they fairly saying and believing that, This is a great

place to work.

Create a total reward structure that includes more than compensates.Every business should have all the normal recompense devices common to their type

of occupation. Yet, total rewards packages go far beyond money. While money mighttemporarily retain staff, it does not always equate with appointment. People want a

chance to make a change and appreciate themselves.

That self-realization is multi-dimensional and dissimilar for each worker. The total

reward construction should include, in addition to recompense, support for staffs to

attain their individual objectives allied with the goals of their business.

Give feedback on employee performance on a regular basis.Most managers and staffs are not enamored with the presentation appraisal procedure

in their business. Yet, an effective performance management process serves many

purposes. Ongoing performance feedback allows employees to better know where

stand, gives them a formal means to provide input, indicates that their managers pay

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attention to them and that their performance matters. This response contributes to

worker appointment and retention.

Be flexible in terms of work-life balance.More and more workers value at equilibrium between work and life. They want more

flexible ways to involve with their firm. To attract and retain staff to dissimilar workand career prospects, instituting have to be more flexible in arranging work and its

prospects. It calls for a different managerial mindset and practices that include letting

go of old ways of regulatory employees time and presence in favor of result

standards such as output, output and excellence.

Create a culture of engagement.Staffs have become more connected with others in the organization (and the broader

supply-and-customer chain) through project-based teamwork and process

management activities. Staffs are shifting their loyalty to people, teams and projects

and away from company loyalty. It is establishments that create the culture and

climate that allow people, processes and projects to become fully connected and

engaged with one another. Engaged staffs are more likely to stay with their employer.

Train managers to be effective.Exit interviews consistently show that poor and bad management practices greatly

contribute to an employees decision to leave a company. It is authoritative to provide

supervisors and managers with satisfactory tools to become effective managers since

we cannot undertake that these capabilities are inborn

Conclusion:

The result shows that regarding leadership the respondents prefer leadership based onrelations where they feel appreciation. Both obligations from the closest manager as well as

the business management impacts worker job gratification in a positive way. More money

was the most mutual reason for wanting to change employments, and when asking how the

payment system should be envisioned, base pay with extra bonus and reimbursements were

favored.