Formal Report/Proposal Outline Template

Your name: ReyDel Veenstra
Directions: Refer to your textbook (Chapter 2, page 48 and Chapter 10, page 311) and the Week 4 Lecture to complete this outline. Write in complete sentences, not single words or short phrases. Be as detailed as possible, adding in-text citations for all references noted on your References page from Week 3, which should also be included here. The more information you place in this final outline, the less work you will have to do for the report drafts.
Introduction: This section sets the stage and purpose of the report. See page 320 in the text for help in completing this section. (Minimum of one sentence per point)
Purpose: Reducing employee turnover will help the company not only save money but create a better work environment for current employees and new hires. Employee turnover is a reflection on the company’s standards and leadership.
Description/Background: With the high turnover rates across the country, reducing employee turnover from lack of training and improper feedback will help the company grow and move forward.
Scope: Workers feel devalued and unrecognized. There are many different reasons why workers may feel devalued: inequality of pay for similar work, not being acknowledged for a job well done, being treated with disrespect, having their differences regarded as negative rather than prized, not receiving the right resources, and having to work in an unacceptable physical work environment are a few. Unfortunately, all these are symptomatic of viewing employees as interchangeable, disposable, and easily replaceable, which is still very prevalent in American business.

Discussion: This section, the longest in your report, will vary depending on your topic, but you should have at least three main points (facts, arguments, etc.) to be developed, which should stem from solid evidence. The sub-points further define each of the main points. Include correctly formatted APA in-text references within the outline below for each reference listed on the Reference page. (Minimum of one sentence per point)
I. High employee turnover hurts a company’s bottom line. “Experts estimate it costs upwards of twice an employee’s salary to find and train a replacement. And churn can damage morale among remaining employees.”(Branham, L. 2005)
A. Hiring the right people from the start, most experts agree, is the single best way to reduce employee turnover. Interview and vet candidates carefully, not just to ensure they have the right skills but also that they fit well with the company culture, managers and co-workers.
B. Setting the right compensation and benefits is important too. Work with human resources to get current data on industry pay packages, and get creative when necessary with benefits, flexible work schedules and bonus structures.
II. Employee turnover, left unchecked, not only erodes a company's finances, but it degrades your service to customers in ways that aren't easily restored.
A. Employee turnover costs vary by position. There are three work categories to consider: Nonexempt, Exempt, and Executive.
B. “It should be noted that the costs of time and lost productivity are no less important or real than the costs associated with paying cash to vendors for services such as advertising or temporary staff. These are all very real costs to the employer.”(Economic News Release, 2013)
III. “There is too little coaching and feedback. Lots of companies talk about making their managers better coaches, but more than 60 percent of employees — especially younger ones — say they don't get enough feedback.”(Phillips, J. J., & Edwards, L. 2009)
A. Lack of feedback is the number-one reason for performance-problems. We know that many managers just give feedback once a year — at performance appraisal time, which is like a basketball coach telling his players at the beginning of the season, "You're going to go out and play 30 games, and at the end of the season, I'll evaluate your performance."
B. Too many managers have never been well coached themselves. Lacking a good role model, they either give no feedback and coaching at all or revert to the "YST" model — yelling, screaming, and threatening. Most managers fear giving honest feedback, mainly because they haven't been trained to do it well.
Conclusions: So to reiterate hiring the right people from the start, most experts agree, is the single best way to reduce employee turnover. Interview and vet candidates carefully, not just to ensure they have the right skills but also that they fit well with the company culture, managers and co-workers. Employee turnover costs vary by position. There are three work categories to consider: Nonexempt, Exempt, and Executive. There is too little coaching and feedback. Lots of companies talk about making their managers better coaches, but more than 60 percent of employees — especially younger ones — say they don't get enough feedback. Lack of feedback is the number-one reason for performance-problems.
Recommendations: Based on the information provided there needs to be a solid training program for not only new employees hired onto the team but managers as well. This will give the new employees the training they need to be successful and give the managers the training they need to provide the employees with a better experience and a coach who can lead them on the right path.
References:
Branham, L. (2005). The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late. New York: American Management Association.
Branham, L. (2000). Keeping the People Who Keep You in Business: 24 Ways to Hang on to Your Most Valuable Talent. New York: AMACOM.
Economic News Release, (2013). Retrieved from URL http://www.bls.gov/news.release/jolts.nr0.htm
How to Reduce Employee Turnover, (2013). Retrieved from URL http://guides.wsj.com/management/recruiting-hiring-and-firing/how-to-reduce-employee-turnover/
Phillips, J. J., & Edwards, L. (2009). Managing Talent Retention : An ROI Approach. San Francisco: Pfeiffer.
Sujansky, J., & Ferri-Reed, J. (2009). Keeping the Millennials: Why Companies Are Losing Billions in Turnover to This Generation--and What to Do About It. Hoboken, NJ: John Wiley & Sons.