Abstract

Columbus Custom Carpentry is a family- owned company founded around the mid-1940s. The company has dramatically evolved in its line of products over recent time to maintain a sustainably profitable business. The business core values to success are; customer first by meeting the customers’ needs, craftmanship through attention to details in the design of their product and corporate responsibility by upholding the safety and health of the team members and those of the esteemed customers. With the policy of equality in employment opportunity regardless of the race, age, religion, sex, nationality, disability or sexual orientation in place the company has verified employee selection procedure. The business has various supporting departments grouped into four overall units; manufacturing, warehousing, administration, and marketing. This paper will focus on the job overview analysis of the company, the compensation of workers and assessments of the workers.

 

Introductions

Every company’s main objective in the business world is to realize success, in both its’ operation and marketing of their products. These business successes are to be achieved in consideration the cost of operation, clients and employees’ satisfaction and the profitability of the business. The employees’ satisfaction plays a bigger role in the business’s operation and should be viewed as one of the business priorities. The unsatisfactory state of a business can result in business turnover which is considered to be signs of s dying industry in the business world. Business Turnover is defined as the rate of several employees leaving a company and need to be replaced within a specific duration of time to avoid straining the remain employees by overworking them (Martinelli,2017). Employees leaving a company is not a problem, but if the number of employees is leaving due to being unhappy in the company, then the business should conduct an overview of its operation. This paper will focus on Columbus Custom Carpentry as a case study since the company in recent times have experienced high rates of employee turnover.

Columbus Custom Carpentry has been a stable and profitable business, that produces semi-custom interiors doors for residential applications. The company has enjoyed operational and marketing success for over five decades (D. Reyes, 2010). These successes are currently under siege as they have experienced increased rates of employees’ turnover. With the increasing cost of operations resulting from high labour wage rates, the company over the years have replaced highly paid workers with low labour wage rate workers to maintain the cost of operation in regards to sufficient labour cost. Currently, the low labour wage rate employees are also opting to leave the company exposing the company to the vulnerability of shortage of effective labourers. The increasing employees’ turnover rate in Columbus Custom Carpentry can be attributed to

• Being overworked. The employees at the manufacturing department of the company are overworked by taking part in tasks that are meant to be carried out by the warehouse staffs, such as offloading raw materials and clearing of finished furniture to create more space.
• Limited decision-making opportunity by the employees. The workers at the company are less consulted from the decision making involving their area of specification. For instance, the employees from the manufacturing sector of the company are less asked by their supervisors regarding them being engaged in tasks designated to the warehouse staffs.
• Lack of Feedback and recognition. Not giving feedback is a way of pushing away the employees. Most successful companies enjoy the ride of an effective established internal communication between the company departments. Effective communication is not the case for Columbus company; the warehouse department and the manufacturing department are a bottleneck. Ineffective communication is also evident between the administrative assistant not getting feedback on issues of delegating her duties to focus on the leading executive roles.
• Poor employee selection. Choosing a good employee is challenging since not everyone will align with the company’s value and goals at heart. Currently, Columbus is selecting workers based on wage rates. They are violating one of the core policies of equality in employment opportunities.

 

Assembly technicians

Being in the production department of the Columbus company is the most lucrative job that nearly everyone is eyeing. Compared to the warehouse and marketing department the manufacturing employees have a better labour rate wage. The assembly technicians are paid an envied fee by some workers in the company. Most of their work are nearly automated and require less training skills. The state of automation of a section of production through the jig production makes their salary wholly unjustifiable as they are overpaid. Most of these technicians carry out tasks that are nearly similar to those done by the craters in the warehouse as they use the same jig.

The craters

The Columbus carpentry company employs craters to help in packaging of finished goods for shipment. Warehousing jobs are considered to be the lowest paying jobs in the company. Most craters are underpaid as their job description entails a lot of tasks compared to the assemblers. They construct non-standard crates and custom pallets for goods not fitting the standard containers thus making the tasks quite large and difficult to carry out. Integration and adoption of the jig system will help solve the feeling of being overworked with little pay. Since the jig system is mistake free in the production most of the finished goods will be of the same standard thus comfortably fitting in the standard crates hence making packaging easy.

The CFO

In regards to the case study the CFO roles are aligned to that of the CFO

According to Sharma. R the functions of the CFO are

• Provides leadership directions of financial management
• Providing strategic recommendations to the executive members
• Reviewing all formal finances

Currently, the CFO at Columbus Company is significantly involved in supervising the financial documents in the company, advising how to manage the cost of production. The CFO role of advising and providing the recommendation to the company on how to maintain their finances is evident when Mike Cooney was giving his opinion on how to manage a low cost of operation by the need to cut down the current overtime wage rates. From the case study, the CFO seems to have a better knowledge of the company finances as evident when he quotes the company’s primary strategy of operation to help in maintaining the affordable cost of operation; hence, he supervises the formal finances in the company.

 

 

Difference in pay

According to Herrings. C diversity has often played a role in the amount of when cheque-in our pockets. Most organization over the years have opted to the profile of their employees in terms of their race, gender and age. The Columbus Company’s core values have driven it to significant success over the past years. One of these values is the Equality of employment opportunities. From the Columbus database system, it is mostly dominated by the males and from the white race. The data acts as a clear indication of inequality in employee’s selection that violates the key values as stated in the handbook. In terms of pay, the elderly with the same length of stay (LOS) have a slightly higher salary as compared to that of the younger staff of age mid-30s. The white race dominates the current population of workers with an estimate of over 60% of the total population of one hundred and thirty-five workers. The difference in pay is entirely at its minimal in the company as they pay their workers in respect to the level of stay and the task being performed by the individuals rather than the use of diversity profiling to determine the labourers’ pay. The company plays its principle of equity in paying the workers, ‘the longer you stay and perform at your best, you are guaranteed of a pay rise.’

 

 

 

 

 

 

 

 

 

Recommendation and Conclusion.

The primary solution to the Company’s main problem of continued employees’ turnover is to

• Hire the right person. A company will achieve this by setting up a procedure that helps in vetting the prospect employees who share the same virtues and principle to that of the company. by hiring the right people, the company will keep its employees
• Offering competitive benefits and reward. Most employs like to be compensated for their hard work channeled to the company’s success. The competitive rewards should be established through research on the current wage range offer by the business competitors in the local business are. Rewards will always keep the employees happy and thus help in their retention.
• Giving a pay raise. The mechanism employed giving the employees an increase in their pay should be of equity, considering the length of stay and the performance of the individuals in their fields of specialization. (Boswell & Boudreau, 2000)
• Career path. The Columbus company should have the right career path designated for the individuals. If an employee stagnates and one point doing the same task, they grow bored and lose interest in the company’s goals and virtue thus seeking for new challenges. With proper career paths established the company will be able to interest the employees through promotions thus retaining them.
• They have a flexible work schedule. Having an effective and adequately implemented flexible work schedule allows the employees to have a balanced working life, integrated with the family time. The employees have time to be more creative and innovative thus scaling the company to its greater heights of success.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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https://www.roberthalf.co.nz/our-services/finance-accounting/cfo-jobs

HRMD_Final_Exams.PDF

Columbus_HRIS_Database.xlsx