HITEK Turnover Rate of Employees

HITEK Case Study
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September 27, 2021
1 Based on what I know about high-tech companies, I believe that some of the most likely objectives of the HR department are (1) reduce the turnover rate of employees, (2) maintain or increase its innovativeness, and (3) improve talent acquisition.
First, HITEK should aim to reduce the turnover rate of their employees, particularly their potential talents and those who already developed a lot of related skills in their stay in HITEK. This strategy is essential considering the rough and competitive nature of the tech industry and the fact that the cost of acquisition and training of new employees is higher than providing benefits to old and skilled ones CITATION Smi21 \l 1033 (Smith, 2021).
Second, the HR department should also hire new employees and provide incentives based on the company's innovativeness. As stated in the case, this characteristic of innovativeness is one of the strong points of HITEK, which is nurtured by its relatively flat organizational culture. However, I do not believe that this focus on innovativeness guides the actions of Isabel Rains, who prevents her subordinates from thinking outside the box. Companies in the tech industries must have innovative and resilient departments. It is compliance with these old rules that Rains wanted her employees to follow that caused the high turnover rate on the part of their old employees.
Finally, I believe that HITEK should also focus on improving its talent acquisition by providing more enticing bonuses for new entrants.
2 The most appropriate job analysis model for HITEK would be a customized approach, mainly based on a task-focused approach. As stated in the case, the job positions, functions, and qualifications could change relatively quickly within the company. This means that the various competencies that each employee should have could vary from time to time. A task-focused or a task-based approach is one focuses on the duties of the job, as opposed to a competency-based analysis, “which focuses on the specific knowledge and abilities an employee must have to perform the job” CITATION SHRnd \l 1033 (SHRM.Org, n.d.). Thus, by using other approaches than a task-focused approach, job analysis becomes constricted or limited to specific competencies that might be useful for the employee one day and not for another.
However, due to the relatively faster changes in employees' job descriptions and qualifications, the mere use of a task-focused approach might be insuffi...