The basis for these awards nominations are consisted of unsolicited internal and external customer letters citing outstanding performance. If the full-time employees have fulfilled service to their customers with full hearts at any time, they will win “The Golden Falcon Award”. In FedEx’s reward process, one of the nice things is that the customer, who has voice in selecting outstanding service, is involved in the process. Of course, those ideas should be about productivity improvement, revenues increasing, lowering cost or promotion of safer working conditions, etc. Just as the name of the program has implies, employees are encouraged to put forwards ideas to improve company’s operations. Shetty (2011) stated that “The Suggestion Awards Program” is another recognition and reward program in FedEx. There are wide recognition approaches, including nonfinancial Bravo Zulu appreciation letters, cash appreciation or noncash awards presented by management, etc. “The Bravo Zulu Program” is one of the recognition and reward programs with this goal, recognizing the performance of its employees when they surpass their normal job responsibilities. Because the important function of acknowledgment can motivate and satisfy workforce, as well as stimulate new ideas and cultivate better performance and team spirit. FedEx is willing to acknowledge the efforts of their employees. Besides, as effective approaches, those programs also keep their employees motivated and to deliver high-quality service. (FedEx Express, 2002) 2.3 Programs help to reduce the turnover (rate) 2.3.1 The Recognition and Reward Programs (Motivating Employees)įedEx believes that career advancement is not the only way to increase the growth, and the recognition and reward programs can also work well to reinforce desired behaviour, such as customer focus and quality. Therefore, the secret of FedEx’s success and employees’ loyalty can be explained as its “Employee Friendly HR Practices”. FedEx emphasizes that people comes the first, because they believe people make good business sense and the abilities of people are the basic for everything good of FedEx. This philosophy understood by FedEx from these concepts can be defined as “People – Service – Profits” which is “Purple Promise,”- a simple corporate philosophy. He called them as “People-First Philosophy”. In the opinion of Smith (2009) who is the CEO of FedEx, he said that FedEx has the simple managerial concepts and effective translation them into action. 2.2.2 People – Service – ProfitsĪ successful recruitment is certainly important for a company, but the problem is how to retain those applicants. The recruite program can play the role to help screen applicants and professional recruiters process. There are many recruitment centers of FedEx around the world and it develop centers for the managers that with a better qualitied applicant to interview. FedEx really cares about employee and FedEx begins its retention efforts through centralizing the recruitment performance. The retention of FedEx is related with employee relations and recruitment. In this way, the program can not only help select proper recruits, but also provide a chance for applicants to learn more about the expectation of the FedEx and their positions. The name of “Peer Pecruiter” has indicated that the peer recruiters will have a relative working recruit experience when doing an interview for applicants. A program called “Peer Recruiter” was introduced at each of these centers, helping to conduct a professional recruit and to screen applicants. Under the direction of regional personnel offices, these centers play the function of screening all applicants. Reichert (2010) has written and demonstrated that, in the whole country (U.S.), there are “25 National Recruitment Centers” which are developed by FedEx to provide its mangers a much qualified employees during the interview process. 2.2 HR Programs in FedEx 2.2.1 Peer Recruiter As a common problem, high or low turnover (rate) can be caused by following reasons. “Low turnover (rate)” is helpful to the organisations, which indicated organisations retain employees by different HR programmes (Phillips and Connell, 2003, PP.2). Actually, it described “how long employees tend to stay” or “the rate of traffic through the revolving door”. In a recent literature, Bohlander and Snell (2009, PP.93) argued that “Employee turnover (rate) or turnover (rate) refers simply to the movement of employees out of an organisation”.
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