Workforce Effectiveness Program Case Study
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Workforce Effectiveness Program Case Study
BankBoston 1
PAGE
5
BankBoston
BankBoston: Workforce Effectiveness Program
Joe Student
Kaplan University
BankBoston: Workforce Effectiveness Program
The case study in The Employee Recruitment and Retention Handbook suggests that BankBoston is a bank that is recognized for treating diversity
as a critical business issue. It also states that BankBoston is one of the largest bank holding companies in the United States; they have thousands
of employees and billions in assets. BankBoston takes pride in their organization as one that realizes what it would mean to be ineffective at
meeting their workers needs (Arthur, 2001). As with any organization an ineffective leader can be the death of an organization (Thomas, 2005). To
be effective and to meet their organizational goal BankBoston has created a work effectiveness program that focuses on three areas of their
management teams: investing in leadership and education, listening to employees, and holding managers accountable for their teams’ success in
reaching the organization’s mission.
I think BankBoston focuses on these as the three main areas in the company’s workforce effectiveness program because each of these areas is
important to accomplish their organization’s effectiveness goals. Most organizations recognize that it is a challenge for organizations to have
effective leaders. Effective leaders are the key when it comes to an organization’s success, which is why it is recommended that they have a plan
in place for continuous learning and development for their leaders. To help leaders achieve their full potential, organizations may want to
investment in opportunities for seminars, training or education. I believe that BankBoston recognizes how it is a worthwhile investment to develop
their leaders. When leaders acquire more skills they will become more creative at accomplishing goals in their group. These leaders will be able to
exercise their enhanced skills by applying them in the work place while they interact with coworkers, and other stockholders (Kotelnikov, 2001).
I can understand why BankBoston included “listen to employees” because if employees feel that they cannot talk to their organizational leader
communication will deteriorate. When the communication is not open employees will not be happy with the organization’s culture. According to
the author of Profile of a Changing Workplace burnout is the result of employee’s social environment where they work (Arthur, 2001). This very well
could be because they are not able to express themselves to their leaders openly. When organizations learn to listen to the workers it tends to help
eliminate some of the stress that they may have obtained in the workplace. By holding managers accountable it makes it possible to bring
employees together, to move forward, and have the ability to assist self-leadership of others. This requires managers to be familiar with
recognizing that their way is not the only way, and their employees is able to help them to make a difference as the organization succeed.
I would enjoy working for BankBoston seeing that managers there are trained to communicate with their workers, practicing an open door policy
tells me that they would value my opinions. I believe that when employers show their employee that they care about them, employees become
more confident in doing their job and they are not afraid to asking for help. This is an important element of positive employee employer relations,
without it the organization will suffer. I think that this has led to more of the bank’s success as a leader in diversity than the other areas because
openness is key to employee’s happiness. The happier employees are the more motivated they are to work harder for the organization (Selden,
2006). With these impressive qualities of BankBoston their employees will have a sense of increased job security, and they will more than likely be
able to receive increased job responsibility and a possibility of a promotion.
I believe that of the three areas holding managers accountable might be the least successful in achieving a diverse work environment, without
managers having leadership training and education to handle diversity, accountability would not matter. Even though leaders are said to be
accountable for their employees who reports to them, they are first accountable for themselves and the way they deal with diversity of their group
members. “To be effective as a leader, it’s important to know your group in terms of knowledge, ability, desire and willingness, and be ready to
adapt your style to suit the occasion” (Bolen, 2001). Only then can leaders be accountable because that take pride in the organization, they have a
will of assistance and teamwork, and they have a mind-set of ownership and personal accountability.
I think BankBoston’s Workforce Effectiveness Program would be successful in other kinds of businesses because it adds to the importance of
effective leadership in an organization. The workforce Effectiveness Program will need to be modified for other organizations based on their
strategic planning and focus of the organization. To plan properly each organization’s planners will need to look at the strengths; weaknesses;
opportunities and threats (SWOT) regarding the organization and its leaders (McNamara, 2007). These strategies will help the organization to
decide how to invest in their leaders’ skills and talent to create a successful organization where employees will consider it a great place to work.
Successful organizations recognize how important it is to invest in their human capital management, so they will have programs in place to help
them achieve their full potential.
References
Arthur, D. (2001). The Employee Recruitment and Retention Handbook. New York, NY: AMACOM.
Bolen, M. (2001). Effective Leadership. Retrieved May 19, 2007, from http://www1.agric.gov.ab.ca/$department/deptdocs.nsf/all/agdex1334
Kotelnikov, V. (2001). Effective Leadership. Retrieved May 17, 2007,
from http://www.1000ventures.com/business_guide/crosscuttings/leadership_main.html
McNamara, C. (2007) One Way to Look at Strategic Planning. Retrieved May 20, 2007, from http://www.managementhelp.org/plan_dec/str_plan/basics.htm
Selden, B. (2006). Are Happy Employees Motivated Employees?. Retrieved May 17, 2007, from http://www.employer-employee.com/happymotivated.html
Thomas, D. (2005). Effective and Ineffective Leadership. Retrieved May 17, 2007, from http://www.winning-teams.com/leadership1.html
Workforce Effectiveness Program Case Study
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