Mentoring is not a skill that is favored in Russian culture. By enforcing coaches to be mentors and role models for new managers, Ruslan risks altering Russian culture to the culture she has had most experience with, Western. It important to retain the culture of a society because that is what makes it different than others and gives it its own individuality. If Ruslan were to attempt to change the Russian work culture, it would not be Russian anymore; it would be attempting at Western culture practices. Another risk that Ruslan may have come across by implementing the investment of training and development programs for the newcomers, is actually spending more on the programs when Eldorado could have possibly spent less if they would have
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Eldorado’s main workforce consists of sales positions that were often filled by young, inexperienced graduates. It was believed that training these new hires was easier than changing the possibly negative attitudes of more-experience internal staff. However, the huge age difference between the sales force and store managers resulted in high turnover (171). In order to restore and increase the prestige of sales positions within Eldorado, human resource management must invest in training and development of internal staff, especially those who enjoy working for the company and have a future within it. Recruiting internally involves further training which emphasizes that the company takes them seriously and is investing in the progression of their careers. Furthermore, human resources must be involved in the promotion decisions for sales professionals to ensure that they have the necessary management skills and also give them extensive transition periods where they receive sales managerial training and development, like shadowing role models …show more content…
Their focus was having high market shares and market leadership, so HRM was not a top priority to company owners and managers. Their perception of HR only dealt with bookkeeping and administrative work. They didn’t focus on the training and development for employees, which caused them to have high turnover rates. They were not implementing any assessments based on skills or personality, which can cause a poor job fit for the company. Just recently they have incorporated these types of assessments to turn around their hiring practices. They are now trying to focus on gaining the right talent needed for a position within a company rather than just hiring basic skilled people. A major issue that Eldorado, Russia’s largest retailer, has had is a high turnover rate for front line managers, store supervisors and managers. These front line managers were in charge of all HR functions within the company and were often using informal practices. Through their revision of procedures and training methods Eldorado has decreased turnover rates from 67 to 28 percent. Another issue that Russian companies have is that they have a low tolerance for teamwork and mistakes. Teamwork, sharing ideas, and relating concerns or issues are all things that are greatly discouraged among employees. The top managers “prefer to keep their power to themselves and restrict the flow of information to a circle of chosen
Eldorado’s main workforce consists of sales positions that were often filled by young, inexperienced graduates. It was believed that training these new hires was easier than changing the possibly negative attitudes of more-experience internal staff. However, the huge age difference between the sales force and store managers resulted in high turnover (171). In order to restore and increase the prestige of sales positions within Eldorado, human resource management must invest in training and development of internal staff, especially those who enjoy working for the company and have a future within it. Recruiting internally involves further training which emphasizes that the company takes them seriously and is investing in the progression of their careers. Furthermore, human resources must be involved in the promotion decisions for sales professionals to ensure that they have the necessary management skills and also give them extensive transition periods where they receive sales managerial training and development, like shadowing role models …show more content…
Their focus was having high market shares and market leadership, so HRM was not a top priority to company owners and managers. Their perception of HR only dealt with bookkeeping and administrative work. They didn’t focus on the training and development for employees, which caused them to have high turnover rates. They were not implementing any assessments based on skills or personality, which can cause a poor job fit for the company. Just recently they have incorporated these types of assessments to turn around their hiring practices. They are now trying to focus on gaining the right talent needed for a position within a company rather than just hiring basic skilled people. A major issue that Eldorado, Russia’s largest retailer, has had is a high turnover rate for front line managers, store supervisors and managers. These front line managers were in charge of all HR functions within the company and were often using informal practices. Through their revision of procedures and training methods Eldorado has decreased turnover rates from 67 to 28 percent. Another issue that Russian companies have is that they have a low tolerance for teamwork and mistakes. Teamwork, sharing ideas, and relating concerns or issues are all things that are greatly discouraged among employees. The top managers “prefer to keep their power to themselves and restrict the flow of information to a circle of chosen