11 May WHAT ARGUMENTS COULD BE ADVANCED BOTH FOR AND AGAINST THE USE OF EMPLOYEE EMPOWERMENT?
Women comprise nearly half of Canada’s
workforce, but over the last two decades, they have made no progress in
obtaining senior management roles. This lack of success may deter younger women
from entering certain professions and from learning from role models.
Furthermore, research shows that a lack of diversity can affect retention,
productivity, and innovation. Companies with more female senior managers have a
higher return on equity than those with lower rates of female senior managers.
With this research in mind, CP Rail undertook three initiatives to increase the
number of women managers:
Each department must have diversity goals.
Mentoring programs for females have been
established.
Senior women discuss their careers in
forums.
Women on Track offers networking
opportunities.
To date, the
program has been successful, with the number of women in senior management
doubling over 5 years.
Questions
1. Compare CP Rails initiatives to advance
women with the recommended six-step program for the implementation of
employment equity.
2. Review the list in Highlights in HRM 3.1
(retention strategies). What more could CP Rail undertake?
Here is
Highlight H.R.M 3.1 ( retention strategies ) see bellow.
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2. Case study Fairmont Hotels and Resorts
Corporate
social responsibility through environmental sensitivity, among others, has
recently surfaced as a pressing organizational issue. However, Fairmont Hotels
and Resorts has been one of the firms in
the forefront with its Green Partnership program. The Toronto-based company
initiated a chain-wide environmental program in 1990; it has now spread to more
than 40 locations globally,,
winning several international awards along the way. Fairmont became
particularly interested in the initiatives because of its locations in
sensitive environments such as national parks, biosphere reserves, and
wetlands. The environmental pro-gram now includes eco-innovation projects at
its hotels, such as turtle Conservation in Mexico, coral reef protection in
Hawaii, and whale adoption in Quebec. Empowered employees are vital to the
success of the programs. Employees were first encouraged to buy in before
implementation through involvement in the development of the programs and effective
communication; new employees are given an orientation on the green programs;
volunteer teams meet monthly and discuss how to improve on the green programs;
and there is an incentive program for the green teams with the best results.
Fairmont management claims that employees feel empowered because they have an
ownership in the programs.
Questions
1. What arguments could be advanced both for
and against the
use of employee empowerment?
2. Assume you are a manager at Fairmont. What
would you do differently
to further empower employees?
3. Let us say that employees begin to resist
the
changes and prefer
to perform their traditional
duties. How would
you manage such resistance
and at the same
time sustain empowerment?
Case study # 3 – Onboarding
at capital power
Capital Power is an
independent power producer, based in Edmonton, Alberta, but with operations
across North America. It has an aggressive growth strategy with the goal of
tripling its
generating capacity
by 2020. With this strategy, Capital Power needs to increase its workforce of
950 employees and retain the talent that it plans to hire. Feeling that
traditional orientation programs were not effective, the senior vice president
of HR, environment, and health and safety designed and implemented an onboarding
program called Strong Start. The features of the
program include :
A new hire
portal, which directs the new employee to content relevant to the position
An e-learning
module, Capital Power 101: The Basics,
which outlines the organizations
design, vision, values, leadership team, major policies, and how the company
makes money, as well as the growth strategy
An e-learning
module, Capital Power 102: Powering Up and Plugging In, provides the template
for a 100-day developmental
plan that the new
hire must create with the manager
A day-and-a-half
classroom session with other new hires, which includes a personality inventory
(to increase self-insight);a presentation by an executive about the mission,
vision, and values; and a plant tour
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