) to keep turnover to a minimum, keep the employee content, and allow them to grow within the organization.
External Cost -- The Bargain Laborer -- This strategy emphasizes the biggest return for the lowest investment. Long-term or strategic needs are left unmet; the laborer is hired simply to perform a function. The functions are often seasonal, rudimentary, require little education, and often utilize disenfranchised or non-native speaking workers (e.g. day labor, hotel maid service, etc.). These employees do not receive benefits, and work only out of desperation for jobs. In some economies and locations, these workers are little more than serfs.
Internal Different ion -- The Committed Expert -- This is a long-term, strategic orientation that emphasizes hiring the right individuals, paying them well, doing what is necessary to retain their services, but ensuring that they have the skills to attend to short-term ROI goals as well as long-term strategies. These individuals are hired based on their fit within the company culture, and the prediction that they will become experts in particular areas within the company, but will stay with the company over the long-term. The employee is happy because their jobs are constantly enhanced, and yet they feel part of a larger organization.
External Differentiation -- The Free Agent - This strategy could be considered strategic in the sense of a shorter term, project oriented or competitive push template. Hiring is done based on immediate performance, with skills and acumen being the strongest reasons for candidate selection. These individuals are not considered part of the team long-term, but brought in to fix a situation, train a department, or act as change agents within the organization. They are paid well, but not given long-term benefits, and judged solely on their ability to perform and bring quick and profitable results to the organization (Stewart and Brown, 2008).
Clearly, Mountain Bank wishes to expand and develop more of its products and services...
Research shows that the single most important part of the consumer banking experience, however, is the teller. Mountain Bank realizes that consumers are also people who work in businesses, own businesses, and often have need of a mortgage or real estate loan. Therefore, the type of individual needed is the Committed Expert -- one who will help revitalize the teller position, bring additional commitment and expertise to that position, and use it as a springboard for more advanced account and portfolio management skills.
There is no one, single strategy that would work to overturn Mountain Bank's issues,. However, a multilevel approach that works to revamp the Teller position to include more strategic and high level responsibilities which, over time, will provide a steady stream of qualified employees for management, coupled with a plunge into other marketing ideas will allow for greater stability. Offering educational and training packages, combined with account bonuses (based on performance in bringing in ROI), along with innovations to help the employee stay in the community (e.g. health care, child care, mortgage loan discounts, etc.) should provide impetus for the employee. In addition, it is important to groom these individuals based on the corporate culture; do so by involving them in the community and the business and local-governmental process. Encourage them to volunteer and/or become a part of local Boards, committees, etc. The more ownership this type of employee has in the company and community, the more likely they are to remain loyal and long-term employees (Kerstein, 2011).
REFERENCES
Djellal, F. (2008). Measuring and Improving Productivity in Services. Northampton, MA: Elgar Publishing.
Kerstein, D. (March 20, 2011). Retail Banking Strategies. Retrieved from: http://ppcgroup.com/blog/
Stewart, G. And Brown, K. (2008). Human Resource Management: Linking Strategy to Practice. New York: John Wiley and Sons.
