Workforce Effectiveness Program Case Study

Workforce Effectiveness Program Case Study

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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

RUBRIC QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points:  Student failed to submit the final paper. 20 points out of 50:  The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50:  The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately.  Elements of the required response may also be lacking. 40 points out of 50:  The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples.  The answer is complete. 50 points:  The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples.  No aspects of the required answer are missing. 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