Solution
According to Kirchner and Stull (2021) employees onboarding is a strategy adopted for employees successful adjustment/acclimatization to their job functions and work environment. At this point, information pertaining to the organisation operations are put into account in the onboarding process. The information is used by the employees as a guidance to effective implementation of their job functions. On the other hand, socialisation entail the scope of employees adjustment/acclimatization to their job functions. Hence, for both information and socialisation, sustainable work relations are established with the teams in the new organisation. Further, the set of information are identified in Gottlieb and Pongratz (2019) as appropriate for ensuring detailed interaction of the overall personal-based usage. For OcMara organisation, this facilitate development of good experience.
In regard to benefits, they are;
Appreciating organisation culture– This include an increased awareness on the most appropriate strategy in practices of an organisation. The culture is identified as a manner in which organisation pursue their roles in an organisation business environment. For instance, onboarding which is successful contribute to positive harnessing successful diversity and inclusion process.
Norms and Employees Efficiency established– By successfully pursuing the onboarding strategy, staff are appropriately placed to appreciate the organisation norms and active operations. The result of this is to ensure bottom-line in an entity prioritised and considered. In OcMara organisation, this entail integrating high-level value, mission-oriented practice and recognising the overall organisation value.
Task 3: Retention of Talent Proposal Presentation Pack
Background
Welcome to this presentation
It entails a proposal for OcMara organisation for identifying the best employee retention process in their oil and gas industry and distinct country of operation.
3.1 Motivational Issues; Management Style Impacting Retention and Turnover Rates for OcMara
As evidenced in Serin (2018), extrinsic and intrinsic motivation positively influence employee s retention. For OcMara for example, resources could be offered for the employees in increasing their retention. Further, the leadership and management roles is ensuring they are prioritising on motivation and employees interests for achieving an optimum practiced. Owing to the current issues in OcMara, the best practice would include an implementation of health and wellbeing initiatives which are core, job security achieved, immense satisfaction and work-life balance.
On the other hand, management style is core to target Generation Z and Millennials who form most of the employees at OcMara. Success in adopting this is core for ensuring success in employees retention. This is affirmed by Ghaziasgar (2021) which note on the need for embrace of appropriate management style to make sure best employees retention.
3.2 Training and Development; Workplace Characteristics
The similarities of both include their results increasing the employees engagement and level of being committed in an entity. As evidenced in Barry et al. (2020) this impact on the staff feeling as being core in their entity practices. Workplace characteristics ensure existence of a direct link of employees voice and their satisfaction and hence retention increase.
Their differences entail the training and development having an impact on increase of retention. This is by guaranteeing their appropriateness in operations in their business environment. The best practice is affirmed by Younas et al. (2018) noting the process as pursued in short-term and ensuring an entity effectiveness in pursuing prevalent approaches. For instance, in OcMara, the best strategy could lead to both strategies harnessing the level of employees retention. The results obtained guide the organisation adjustment of oil and gas business environment operations.
From an individual context, the best strategy include embrace of continuous learning and appropriate job design promoting the capacity to achieve individual talent retention for employees. The result of this strategy is similarly guided by the need to embrace different professional-based learning strategies. At the same time, organisation retention strategy is well placed. For a group or organisation level, the most appropriate strategy include pursuing job-shadowing strategy, on-the-job capacity development and commitment in working on their distinct functions.
3.3 Coaching and Mentoring Initiatives and Performance Reviews
Coaching and Mentoring Initiatives
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