- The Employee Retention Committee
- Lateness
- According to the schedule of the meeting, all the members were to be at Andrew’s office earlier enough in order to start the meeting exactly at 1.00pm. However, all the members were late for the meeting including the chairperson. Unfortunately, one of the members already forgot that the meeting taking place and the chairperson could not catch-up with her on time. All the members were notified about the meeting earlier enough but failed to arrive in time as expected.
- Lack of space and cleanliness
- The place where the meeting took place had a very small space. The office was not large enough to hold five chairs and one of the members had to squeeze a chair in order to get a position. The office was not clean as some of the members complained. The office was also stuffy and the members had to open the windows in order to access clean air. The chairperson failed to access a large office space where they could meet due to his negligence. He was not able to check on the date when other meetings were not taking place within the organization in order they could access a larger space.
- Lack of planning and organizing
- The Chairperson indicates that he failed in offering proper planning strategies. He did not manage to prepare well for the meeting. As indicated, the manager did not have enough copies that could indicate the minutes to be dressed during the meeting. Lack of planning indicates that the manager wastes much time while finding for the copy that has a particular minute, which the members need to address. The chairperson failure to employ proper planning strategies indicates that there is nobody entitled to take minutes during the proceedings of the meeting. The meeting does not have a secretary who could hold the responsibility of writing down every minute that the members address. Andrews who is the chairperson does not figure out on the on the issue that they agreed to address first during the previous meeting. For example, Andrews request opinions on the issue of survey but Wilson interrupts and asks about what they ought to address first.
- Inconvenience
- Some of the members fail to respect the main subject of the meeting and they start addressing other issues during the meeting. The main objective of the meeting was to address the issue of employee’s turnover. This is indicated by the case of Morey and Robert when they start addressing the issue of finding a new dietician. An argument about this issue arises even though but they manage to control it. There is inconvenience among some of the members of the committee as they indicate during their presence in the meeting. At first, members are late for the meeting and it starts with past almost half an hour. When the meeting starts, there is no plan of what to address first. Some of the members do not care about the main issues that are important to address. For example, this is indicated in the case of Robert when he says that they just need to start on anything in order to end the meeting as first as possible.
- After a few meetings of the meeting, some of the members indicate that they need to leave in order to attend other obligations. An example of this case as indicated on the case of Morrey and Dawson. They get out of the meeting even after failing to address any important minute and make the required contribution. This results to the termination of the meeting without getting anything substantive out of the committee. The members of the company ought to have the ability to listen and follow the right procedure of addressing various issues in a meeting (Shinn, 2007).
- Composition and membership of the Employee Retention Committee
- The chairperson ought to address the issue of having more members participating in the committee. This will enable the organization to have more members to contribute in certain minute. More members will be of significant importance to the committee because there will be no inconvenience even if some of the members fail to attend the meeting (Milkman & Voss, 2004). The committee needs to have serious members who will contribute on the issues that need to be addressed. Seriousness also means that the members need to arrive in time during the due date of any meeting. This will help the committee in achieving all the main goals by regarding its mission of providing outcomes in the organization.
- In order to have a competent committee that ought to address all issues related to employment retention, there is a need to have a reliable chairperson. The committee also needs to have a reliable secretary and other officials entitled to undertake various obligations in the committee. Having better planning in the committees is the key to in making sure that it meets all the required obligations that its entitled to undertake. Better planning means that the committee ought to address all the important and demanding issues on time (Griffin & Moorhead, 2011).
- Another issue to consider in having a competent committee is to employ the right chairperson who will be able lead, organize, and control all the functions of the committee (Wager, Lee & Glaser, 2009). The chairperson ought to make sure that there is enough space where the meeting is taking place. The chairperson also ought to make sure that everything is in order before any meeting is taking place. This means that there will be proper planning of the minutes to address. Leading means that the chairperson has an obligation of arriving in the meeting early enough and making sure that everything is in order as required. He has the obligation of making sure that there are enough chairs for all the members and the room they are to use is clean. The chairperson also ought to make sure that that every member has the latest updates about the meeting and they will be able to arrive or not. This will give a room for any necessary arrangements that may need to change before the meeting takes place (Gillespie & Robertson, 2010).
- References
- Gillespie, K. J & Robertson, D. L. (2010). A Guide to Faculty Development. New York: John Wiley & Sons.
- Griffin, R. W & Moorhead, G. (2011). Organizational Behavior. New York: Cengage Learning.
- Milkman, R. & Voss, K . (2004). Rebuilding labor: organizing and organizers in the new union movement. New York: Cornell University Press.
- Shinn, L. J. (2003). Conversations in leadership of professional nursing associations. NewYork: Jones & Bartlett Learning.
- Wager, K. A, Lee, F. W & Glaser, J. P. (2009). Health Care Information Systems: A Practical Approach for Health Care Management. New York: John Wiley and Sons.
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