l introducing better procedures for handling grievances and disciplinary
problems, and training everyone in how to use them.Recruitment, selection and promotion
Rapid turnover can result simply from poor selection or promotion deci-
sions. It is essential to ensure that selection and promotion procedures match
the capacities of individuals to the demands of the work they have to do.
Over-marketing
Creating unrealistic expectations about career development opportunities,
tailored training programmes, increasing employability and varied and
interesting work can, if not matched with reality, lead directly to dissatis-
faction and early resignation. Care should be taken not to oversell the firm’s
employee development policies. This can be achieved by using realistic
previews as part of the selection process.
FLEXIBILITY STRATEGY
The aims of the flexibility strategy should be to develop a ‘flexible firm’
(Atkinson, 1984) by providing for greater operational and role flexibility.
The steps to be considered when formulating a flexibility strategy are as
follows:
l Take a radical look at traditional employment patterns to find alternatives
to full-time, permanent staff. This may take the form of segregating the
workforce into a ‘core group’ and one or more peripheral groups.l Think about outsourcing – getting work done by external firms or indi-
viduals.l Encourage multiskilling to increase the ability of people to switch jobs or
carry out any of the tasks that have to be undertaken by their team.Employee resourcing strategy l 167