An analysis of Case Study 2 revealed how numerous companies including Capital One have gone about instituting effective workplace planning within their respective organizations. It is important for Capitol One to calculate the cost of disengaged employees. First, it is less productivity for the company. The disengaged employees are working to get by rather than to get ahead within the company. While engaged employees have a vested interest in seeing their projects and career advances, a disengaged employee is looking for the exit at best and planning on minimal effort indefinitely at worse. Second, it decreases morale. Disengaged employees care less about their jobs than engaged employees, which means that disengaged employees can discourage other employees through their lack of interest. They could be contagious to others. Third, it cost the organization a lot of time and money. The cost of time to cover illness, training new employees, and worker's compensation adds up overtime also disengaged employees have more absenteeism and create more turnover within the company. However, the prevention of the disengaged employee can save both time and cost if managers are able to identify disengagement before it becomes apparent.

At Capitol One the process of planning goes through the five or six levels of leadership. Leaders in business look at management costs as well as the consequences of any business option. Every option has its own inference pertaining to external and internal staffing levels, promotions, engagements, attritions, etc. I think the merits of breaking down the planning process by business units is the ability to decentralize planning and the ease of response which is the way that business units respond to the changing of conditions. With this plan, it is more easy to supervise and organization is more effective. Although, the drawbacks of breaking