Tanglewood Retention Management Case Study

Retention Management Case Study

Table of Contents

Question 1.        3

Question 2.        4

Question 3.        4

Question 4.        5

Question 5.        7

Question 1.

Reviewing the information presented in the regional data and exit interviews shows that Tanglewood has several significant problems in relation to turnover and retention management and both sources have data show a correlation between the issues that appear. Firstly, the two areas that have largest amount of turnover (Colorado and Northern California) both also have the highest competition indexes at 8.3 and 7.9 respectively. This shows a correlation between turnover and the competition index within a designated area; additionally, it shows that should Tanglewood be failing to provide their employees with adequate and competitive packages they have the opportunity to pursue options elsewhere. Competition Index appears to be the primary variable associated with turnover within the data, the Nevada region has low ratings for each variable in the regional yet, still has a relatively low turnover rating compared to Colorado and Northern California. Quality of competition being a primary driver in turnover is shown directly when compared to the responses from the exit interviews. Respondents stated that they were leaving because other companies could provide better healthcare plans for their family and were funding educational opportunities.

        A second finding that can be taken from the responses in the exit interviews is that there is a portion of turnover directly related to organizational direction and philosophy. Respondents were dissatisfied and confused with the direction their branch was heading. Particular dissatisfaction was felt with the implementation of the participation concept, as respondents felt that the culture from the previous organization still had a firm hold in the company and was making the implementation of participation difficult.

Question 2.

        The description of the situation shows that Tanglewood has a turnover rate of 34% amongst their managers, a statistic self-described as unacceptable. Such high turnover generates a multitude of costs both in the form of turnover costs and intangible costs that affect the company direction and feelings of stability amongst employees. Additionally, from the exit interview data it appears that individuals are leaving due to superior employment opportunities at other organizations with healthcare benefits and educational opportunities being mentioned specifically. The turnover of these individuals creates additional problems in the form of creating instability and confusion of the organizational direction that can lead frustration and subsequently, more turnover. This dissatisfaction was also indicated through the exit interviews conducted by Tanglewood. This turnover that has been described as unacceptable and is undoubtedly contributing to a sensation of confusion and is hindering the advancement of Tanglewood’s company vision; additionally, some employees who are leaving might be strong performers whose work has proved to have a direct impact on profitability for Tanglewood. Other managers might have unique skills that are hard to come by, It is for these reasons that I would describe this turnover as avoidable dysfunctional turnover.

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