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One Of The Key Reasons In Determining The High Retention In The Scheme ...

One of the key reasons in determining the high retention in the scheme indicated by participants in the focus groups was that the structured approach to the program allowed for a steady progress for participants in terms of promotion into more senior roles within the company on the basis of their success within each of the roles. During the interview with the participant who had been on the scheme for longer than 2 years this was seen as a key factor as the respondent indicated the strong sense of ‘having a future' within the company which participation in the program had generated. This was a feature also strongly emphasised in the promotional literature advertising for the program and seemed to be a key area where expectations were met for the graduates participating in the scheme.
Linked with promotion another key aspect of the program identified within the literature advertising the scheme was the importance attached to adequate and superior training being provided to participants in the scheme. Training was seen by both managers in the interviews as being inextricably linked with the promotion reward-incentive element of the program in that the successful completion of portions of training within the different phases of the program were linked to the promotion then of the graduate as discrete skill sets were acquired. An on-the-job philosophy which included a mentoring component as well as more open events with other graduates on the same and different schemes was the organising principle of training within the program. On the final phases of the program graduates were expected to directly support a more experienced manager who would both be mentor and supervisor for the graduate for the rest of the program. This system was seen by managers as another key strength of the scheme yet both the focus groups and interviews with graduates pointed towards there being some concerns with the system.
In the first instance a theme within the focus groups was the lack sometimes of clear guidance on what were the expectations of particular events, especially those where graduates mixed with participants in other programs. As such focus group participants indicated here that it seemed to be a case of ‘going through the rounds' in relation to particular HR objectives which were unrelated to their own individual training goals within their careers. Within the interviews this was explored in more detail and a further issue with the mentoring component was identified. In relation to the events graduates who had not been in the program long respondents indicated a sense of being intimidated by other graduates as opposed to the desired effect of building team spirit, (Beaumont, 1993). A key reason here given was the intense competitive spirit which often dominated the events.

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