Executive Summary: Retaining a Diverse Work Force, cont'd
Information Generation
Information generation involves internal market research on employee needs, values, perceptions, and opinions. These data are then used in several ways: identification of exchanges of value; segmentation of the internal market; identification of external market conditions; and development of segment retention strategies. It is important to identify those exchanges or organizational characteristics that are of most value to the employee group or groups of interest, as well as which employees are most valuable to the organization. Organizations can then segment their internal market into groups of employees with shared values and perceptions. In conjunction with data on external market conditions, this enables the development of retention strategies for each segment. For example, an organization might discover that women managers are more concerned about a particular issue (e.g., career path opportunities) than other employees. The organization might then revise career paths based on the needs of this group, especially if women managers have been identified as a high-value group at greater risk of turning over.
Information Dissemination
Information dissemination is the sharing and use of information within an organization. The information dissemination stage of IMO provides an opportunity for organizations to share the maximum amount of information among employees, and between employees and the organization. Communication is especially critical in an organization comprised of diverse employees. Information dissemination in this case consists of two main communication activities—between managers and all employees, and among managers about the wants and needs of diverse employees, and the use of that information in order to create employee-organizational goal alignment. Both formal and informal communication channels are important.
Responsiveness
Gathering and disseminating information are necessary but not sufficient steps for an organization to take in order to establish relationships with its employees; organizations must also be responsive to the information. Therefore, based on information provided by employees, organizations can respond by tailoring jobs and working conditions to employees or segments, thereby treating employees with different needs differently. Internal responsiveness may include implementing segmentation strategies, improving communication channels, designing jobs to meet employees’ needs, aligning bonus/salary systems, providing management consideration to training programs, and reacting to employment alternatives facing employees. Implementing segment retention strategies in these ways can foster trust, identification, and commitment toward the organization.
Branding
Finally, internal branding can be used to provide an overarching vision to IMO strategies. Branding is not necessary for using IMO approaches to managing retention, but can provide a common theme to all employee communications and employee relations activities. Branding begins by choosing the desired image and relationship with employees. The next step in branding is to make sure that all employee relations, communications, and processes are consistent with the desired brand image. IMO involves extensive communication with employees, so it is important that information collection, information dissemination, and responsiveness be consistent with the desired brand image.
