ic (body) -- CHAPTER 10: As explained earlier, 75 percent of the department managers and assistant department managers at Chern's have been promoted from the company's sales associate staff based on their supervisors' recommendations and structured interviews. Unfortunately, Chern's recently analyzed its turnover data and found that a disproportionate number of good sales associates who would have been potentially strong candidates for department manager and assistant department manager positions have left the organization. The exit interviews with these people revealed that the firm's efforts to communicate its promotional opportunities and succession planning intentions to the high-potential sales associates have been insufficient. Many of the sales associates said that they were leaving because they had poor career planning visibility to the managerial positions they sought. The company currently does not tell its high-potential sales associates that they have been flagged for future promotion opportunities, believing that this would demoralize those not on the list. Because the company's talent philosophy is to promote from within, Chern's management feels that it could improve its internal promotion practices. The company asks you to recommend ways that it can identify and develop sales associates who have the potential to become department managers. TO DO: 10a. Evaluate and improve Chern's internal promotion practices, 106. Recommend ways to identify and develop sales associates who have the potential to become department managers. CHAPTER 12: Chern's asks you to develop an onboarding and socialization strategy for its newly hired sales associates. Using Table 12-1 as a guide, write a report recommending appropriate onboarding and socialization strategies, and explain why you are making each recommendation Chern's recently completed a turnover analysis for sales associates at different performance levels and found that functional turnover begins at a performance level that currently covers the lowest performing 15 percent of its sales associates. It also discovered that the top-performing 10 percent of its sales associates are responsible for 20 percent of the company's sales. Unfortunately, the turnover rate of its top performers is almost twice the turnover rate of its low performers. Ann and Ryan ask you to develop a retention plan for the company's top performers. Because they have developed good relationships with customers, sales associates who have been with the store more than 18 months tend to be the highest performers Recall that in their exit interviews many sales associates who resigned say they are leaving Chern's because they believed they lacked promotional opportunities. Quite a few other top performers would have liked to continue working for Cher's but could not adequately balance their school and family he Page 1 of Word Count Hidden 100 + Give Feedback to Micron