ASSIGNMENT

Measurable Improvements within a Strategic Business Unit



Measurable Improvements Within a Strategic Business Unit

Summary

The purpose of this paper is to conduct a critical analysis of Daiwa's business and people management practices. In this paper we have evaluated business and people management practices or tools that could be introduced to produce measurable improvements in the, Technology strategic business unit of Daiwa, regarding its employee turnover rate. The information was extracted from both primary and secondary data sources, specifically using exit interviews and staff assessments, and effective implementation plan, cost benefit analysis and return on investment is provided to support the argument.

Aim

The primary aim of this research is to expand the boundaries of our knowledge by exploring some relevant facts and figures, which will aid in creating effective improvements, related to the employee turnover, in the strategic business unit of Daiwa.

Introduction

Every company, in its state of affairs, comes across certain organizational problems that leave it in jeopardy, if left unaddressed. The ever-changing and dynamic nature of the global corporate world tends to increase the threatening factors that lead to many dilemmas for organizations in almost all areas of business. While companies duly formulate, implement and evaluate strategies; it is especially important that the risk of such problems must be predicted and minimized as much as possible. Every organization is at stake of corporate inefficiency, and market instabilities, provided it makes a sound commitment to remain sustainable in the face of crisis and chaos.

Employee turnover has become a pressing problem in the corporate world. Many companies are involved in issues resulting from a lack of sound employee retention policies and frameworks on the issue (Robinson, 2006, pp. 28-29). This paper establishes an understanding about Daiwa's technology unit employee turnover problem and its effects on organizational productivity and sustainability; and also finds ways to address this issue.

Daiwa

Daiwa is Japan's second largest brokerage house; its major activity is the managing new problems and underwriting, by selling and trading secondary securities. In the capital of England, London, there are 650 local staff and 48 expatriates its headquarters with over 13,000 staff. The company offers the clients seamless access to capital markets. Established in 1902, Daiwa Securities Group is one of Japan's leading brokerage firms. Throughout its history of nearly 110 years, the Group has grown by leveraging solid sales capabilities rooted in the largest network of sales offices in Japan, and by its strength in international operations and substantial product development capabilities.

During the year of 1999, the group achieved the status of a company with a holding company structure, along with it being a listed company in the Japan. The Group took advantage of the opportunities created by the holding structure to subsequently forge a strategic alliance between The Sumitomo Bank Limited (currently Sumitomo Mitsui Financial Group (SMFG)) and the Daiwa securities' wholesale division, which led to the formation of Daiwa Securities SMBC Co. Ltd. as Japan's first specialized wholesale securities investment bank (shareholding ratio: Daiwa Securities Group ...