This report was set to recommend ComSyst Technologies (CST) Company regarding attaining the three objectives named as team-based high-performance culture; retaining the best talent; and build worker capability within time-period of two years. Furthermore, it has been recommended that the company must change its recruitment and selection practices and hire the right taken via social media platforms. Additionally, it has been suggested that it should foster teamwork within the organization to enhance the employee engagement and their productivity. Company must have to allow open communication and create an honest and a transparent culture. It has also been recommended that there must be suitable leader for team to train and direct them to perform technical tasks.
Team-based high-performance culture.
Employee performance and capability.
Attracting and retaining the best talent
It is true that technology is getting advanced in a prompt manner for the businesses that create numerous challenges to the organizations. Additionally, it is also a fact that creating the right talent and culture for a technology-enabled transformation is difficult for certain companies (Adamczewski, 2017). It is essential for companies to have suitable technical competencies and skills to perform the tasks in the presence of contemporary technologies like artificial intelligence, big data, machine learning, and the internet of things, robotics, and more. Furthermore, it is also required for the company to adapt its culture as per the technical advancements in order to sustain a competitive advantage in the market (Boyd & Holton, 2018). However, it may be difficult for the company to survive with its traditional culture and old style of performing the activities. This report discusses the recommendations for the ComSyst technologies (CST) Company so that it can achieve objectives like team-based high-performance culture; retaining the best talent; and build worker capability.
CST Company is the mufti-national communications software and system developed serving the defense and emergency services industries. It is facing numerous challenges due to certain people-related issues like poor worker performance; less engaged workers; decline in staff retention; and more. Furthermore, the company does not have adequate talent with technical competencies in order to fulfill the requirements of today's competitive demand for consumers. Since it is operating in different countries, therefore, it has to follow the political rules and laws of each nation that may influence the performance of the company. Further, the use of information and communication technologies also affects the performance as it would require highly skilled workers and the company does not have a culture of strong retention.
In the competitive business environment of today, it is a rising trend for companies to place a robust focus on the significance and influence of company culture that is a vital factor leading to superior employee retention and a high turnover rate. Therefore, all the organizations have to build a high-performance culture using strong leadership that could create a sense of growth and development among the team members (Warrick, 2017). The high-performance culture requires the leaders to be transparent and communicative that possesses a robust concentration of the continuous development of the worker in the diverse teams within the organization. In this type of culture, employees feel comfortable and share their notions & concerns with leadership. It keeps them engaged always in their key activities and develops a strong sense of ownership over their concerning tasks or actions (Antony, 2018).
Furthermore, the high-performing teams have characteristics like their workers can manage conflicts successfully; they have strong problem-solving skills. Besides that, they are able to make unanimous decisions and are accountable for the tasks assigned (Keller & Meaney, 2017). As evident from the example of Blackbaud’s company culture who always focus to develop its workers by building team-wide service projects and engage its encouraged employees to work towards the mutual goal. Likewise, CST Company must have to build a strong team-based high-performance culture to thrive in the competitive business setting and to retain the workers for the long run (Linde & Uran-Linde, 2020).
CST Company has to improve the communication practices between its employees belonging to diverse cultures and nations. Effective communication is necessary to create and preserve a positive work environment. Additionally, it can be said that effective communication is part of a high-performance culture. With this, employees can have less misunderstanding and hence have a low risk of conflicts. There are a strong team spirit and a clear direction to achieve the goals of the company. This kind of culture can be achieved by the management’s efforts in creating projects that require collaboration, teamwork, and trust between the individuals even belong to a diverse nation where the company is operating (Mishra, 2020).
It is true that poor employee engagement leads to low morale, poor client service, a decline in the bottom-line of the company, and high turnover. There are certain techniques to build the performance and capabilities of employees. These are personal development, performance management, professional training, cross-departmental training, development of soft-skills, and more (Mohammed, 2016). Furthermore, empowering workers by keep motivating them is another way to improve their performance. Timely feedback would also be required to the workers by their respective managers or leaders so that they can improve on their weaknesses (Song et al., 2018). Apart from these, the manager must set SMART goals for its employees so that they are more concerned to achieve the realistic goals as these goals offer them ownership and inspire them to attain those. Moreover, by offering workers with the right tools and processes, the productivity of employees can be enhanced provided that the company must be financially strong to invest in these activities (Mwema & Gachunga, 2014). For example, a company like Adobe has high performing employees due to the reason that the mangers of this company spend 80 k hours a year just on reviewing the performance of its workers (Paul et al., 2020).
Job satisfaction is one such factor that is responsible for the retention of employees within an organization (Garg, Dar & Mishra, 2018). However, this element is missing in a company like CST due to which there is a poor retention rate. It can build its work culture to be open and honest to retain the topmost talent. With the advancement in technology, there is an urgent need to train its productive employees rather than removing them or shift to other roles. It will provide opportunities for individuals to lean and lead to their as well as the growth of the company (Kumar Basu, 2015). Another way to retain them is to offer them a perception of equal treatment and fairness so that no one has a feeling of being neglected. Furthermore, traditional recruitment and selection techniques have to change in a company to hire the right candidate for a suitable position. Like, CST must have to make use of social media to choose for a suitable individual for the technical activities and for a leadership role to train the staff in respect of changes in technology (Melanthiou, Pavlou & Constantinou, 2015). As far as the company named Hyatt is concerned, there is a high retention rate in this company due to its top-notch training and hiring programs for its employees. Its workers are always engaged in their work due to the reason that it provides attractive perks like travel discounts and on-site meals in respected restaurants to its employees. Additionally, it always listens to its workers and trains them in listing to each other effectively (Bardhan, 2020).
From the above report on recommendations to CST Company in respect of attaining employee performance, retention rate, and high-performance culture, it can be concluded that there are numerous areas on which the company can improve upon to attain those objectives within two years. One such way is to change its recruitment and selection practices like it must hire using social media for suitable individuals for the technical activities and for a leadership role to train the staff in respect of changes in technology. Furthermore, it can be inferred that team-based high-performing organizational culture is the vital necessity for the companies to thrive in the intense competition in the market. Additionally, providing the workers with adequate training using suitable leadership skills can be useful to train them for novel advancements in technologies. The company must set SMART goals for its employees so that they are more concerned to achieve the realistic goals as these goals offer them ownership and inspire them to attain those.
Adamczewski, P. (2017). E-logistics as the ICT Support in Modern Polish Organizations. Chinese Business Review, 16(8), 391-410.
Antony, M. R. (2018). A paradigm shift in employee engagement–A critical analysis of the drivers of employee engagement. International Journal of Information, Business, and Management, 10(2), 32-46.
Bakker, A. B., & Schaufeli, W. B. (2015). Work engagement. Wiley Encyclopedia of Management, 1-5.
Bardhan, S. (2020). Engaging Employees With Positivity: The Role of Appreciative Inquiry in Employee Sustainability. In Appreciative Inquiry Approaches to Organizational Transformation (pp. 169-181). IGI Global.
Boyd, R., & Holton, R. J. (2018). Technology, innovation, employment, and power: Do robotics and artificial intelligence really mean social transformation?. Journal of Sociology, 54(3), 331-345.
Fay, D., Shipton, H., West, M. A., & Patterson, M. (2015). Teamwork and organizational innovation: The moderating role of the HRM context. Creativity and Innovation Management, 24(2), 261-277.
Garg, K., Dar, I. A., & Mishra, M. (2018). Job satisfaction and work engagement: A study using private sector bank managers. Advances in Developing Human Resources, 20(1), 58-71.
Keller, S., & Meaney, M. (2017). High-performing teams: A timeless leadership topic. McKinsey Quarterly, 1(3), 81-87.
Kumar Basu, K. (2015). The leader's role in managing change: Five cases of technology‐enabled business transformation. Global Business and Organizational Excellence, 34(3), 28-42.
Linde, N. M., & Uran-Linde, K. R. (2020). Keeping top fundraisers: Factors that influence the retention of high-performing gift officers. Journal of Education Advancement & Marketing, 4(4), 394-405.
Melanthiou, Y., Pavlou, F., & Constantinou, E. (2015). The use of social network sites as an e-recruitment tool. Journal of Transnational Management, 20(1), 31-49.
Men, L. R., & Stacks, D. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Research, 26(4), 301-324.
Mishra, P. (2020). Effective communication skills: investigating the politeness strategies used by women as workplace discourse. Journal of Critical Reviews, 7(13), 1183-1187.
Mohammed, A. (2016). The impact of talent management on employee engagement, retention, and value addition in achieving organizational performance. International Journal of Engineering and Management, 1(12), 142-152.
Mwema, N. W., & Gachunga, H. G. (2014). The influence of performance appraisal on employee productivity in organizations: A case study of selected WHO offices in East Africa. International Journal of Social Sciences and Entrepreneurship, 1(11), 324-337.
Nnaji-Ihedinmah, N. C., & Egbunike, F. C. (2015). Effect of rewards on employee performance in organizations: a study of selected commercial banks in Awka Metropolis. European Journal of Business and Management, 7(4), 80-88.
Paul, P., Aithal, P. S., Saavedra M, R., Aremu, P. S. B., & Baby, P. (2020). Cloud Service Providers: An Analysis of Some Emerging Organizations and Industries. International Journal of Applied Engineering and Management Letters (IJAEML), 4(1), 172-183.
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N. M., Jordan, P. J., & Zolin, R. (2016). Manager emotional intelligence and project success: The mediating role of job satisfaction and trust. International Journal of Project Management, 34(7), 1112-1122.
Song, H., Tucker, A. L., Murrell, K. L., & Vinson, D. R. (2018). Closing the productivity gap: Improving worker productivity through public relative performance feedback and validation of best practices. Management Science, 64(6), 2628-2649.
Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.
Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Management Assignment Help
Proofreading and Editing$9.00Per Page
Consultation with Expert$35.00Per Hour
Live Session 1-on-1$40.00Per 30 min.
Doing your Assignment with our resources is simple, take Expert assistance to ensure HD Grades. Here you Go....