Kpmg Love Them or Lose Them

1308 Words6 Pages
Contents Executive Summary III Disclaimer : III Introduction 4 Observations: 4 Action Plan 5 Improve employee turnover to 3 years. 6 Clearer Job Preview: 7 Conclusion 8 Executive Summary In this report I have analyzed the KPMG case “Love them or lose them, Retaining KPMG employees” and have explained the current situation to the best of my abilities and have proposed a few actions that have to be taken if we need to increase the employee tenure by at least 3 years in order to cut back loses and to improve the overall efficiency of KPMG, Belgium. Disclaimer: All the below mentioned practices are some of the best practices that I have come across over the 4 years of career and as a regular “generation Y” employee I can say that they are indeed effective. Introduction A lot of effort is put by the HR department of KPMG to induct new young employees and retain them for at-least 2 years from their joining .The recruitment methodology has been altered and adapted to attract the young graduates and is seemingly working very well as the number of people joining the company is at a record high. Though a the company has undergone a lot of changes in its work culture to suit the younger generation, the employee turnover is a disappointing 22% which is the main cause of concern for the HR team. Observations The main reason for friction between the employees is the “generation” gap this is a bit difficult but not an impossible problem to solve. Though KPMG has indeed changed its work culture over the years, the change does is still not sufficient to keep up with the new workforce. From the exit interview statistics we can observe that the KPMG’s promise to the employees is always lesser than the employees expectation in each of the 7 .To make matters worse we see that the employee perception of whether or not KPMG has delivered what it has promised
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