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Employee Retention of Black & Decker

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Pratik Kukreja
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pratikkk
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Employee Retention of Black & Decker - April 5th, 2011

Black & Decker Corporation was a corporation based in Towson, Maryland, United States, that designed and imported power tools and accessories, hardware and home improvement products, and technology based fastening systems. On March 12, 2010, Black & Decker merged with Stanley Works to become Stanley Black & Decker.


Black & Decker is committed to your professional growth. The Sales and Marketing Development Program is designed to enhance Consistency, Accountability, and Development, relative to your career path. The developmental roles are designed to establish and cultivate the skills necessary to succeed in Sales and Marketing. If you're eager to begin your sales and marketing career with a competitive, fast-paced team, Black & Decker is the company for you!

At Black & Decker, our goal is to provide employees with a comprehensive pay and benefits package that meets their needs, both on and off the job. We believe these programs offer employees the coverage and resources they need during each stage of their lives.

Retention

Medical
Black & Decker's Medical Plan is available to regular full-time and regular part-time employees and their families. The cost for this coverage is shared by the Company and its employees.
The Black & Decker Medical Plan is a network-based plan. Every time participants need care, they decide which doctor, provider, or facility to use. The cost of services and the procedures for filing claims depend on whether the participant uses a provider who is part of the network or seeks treatment outside of the network.
Each Medical Plan option covers the same services, regardless of the provider. For both in-network and out-of network services, the Medical Plan provides benefits for preventive care, office visits, surgery and hospitalization, well-woman care, pregnancy, durable medical equipment, lab and X-ray, chiropractic care, emergency room, hospice, and outpatient rehabilitative therapy, as well as other services.
Dental
Black & Decker's Dental Plan is available to regular full-time and regular part-time employees and their families. The cost for this coverage is shared by the Company and employees.
Coverage under the plans includes:
- Preventive care such as regular exams, cleanings, and X-rays, which are covered at 100% of the reasonable and customary charge with no deductible;
- Basic services such as fillings and oral surgery, which are subject to an annual deductible and require copayments by the employee;
- Major services such as dentures, crowns, and bridgework, which are subject to an annual deductible and require copayments by the employee; and
- Orthodontic services, which require copayments but are not subject to a deductible.
Vision
Employees who participate in the Black & Decker Medical Plan are au?tomatically enrolled in the Vision Care Program. Each year, employees can receive an eye examination and an allowance towards the purchase of new glasses or contact lenses. Employees can use any optician or eye doctor they wish. Charges are paid by the employee at the time of the visit and then submitted for reimbursement.

Employee retention starts with the application process. The applicant's first look at the agency, followed by the employee's initial impressions during orientation, as well as subsequent assignments, performance ratings, awards, promotions and overall working conditions, all influence whether an employee stays or leaves. An essential element of successful retention is for agencies to inform employees and applicants -- as well as the public -- that the agency places high value on EEO and diversity. Following are tips intended to assist agencies in creating a rewarding and diverse work environment in which it can hire and retain employees who strive for excellence.

Demonstrate leadership commitment and accountability. Agency leadership should create a work environment in which employees want to establish careers rather than merely have jobs. A significant part of developing employee satisfaction and loyalty begins at the top, with senior officials who: (a) clearly communicate that EEO is an integral part of the agency's mission; (b) ensure that employees from all backgrounds feel accepted, respected, and fairly treated; (b) provide on a fair and equal basis the support and opportunities its employees need to reach maximum potential; and (c) hold managers accountable when employees leave the agency due to lack of EEO compliance or the lack of effective EEO management.
Hire and train the right people. Agencies regularly should review their recruitment policies and practices and collect and analyze applicant flow data to ensure that they are attracting and fairly considering the widest and most diverse possible applicant pool. It also is vital for agencies to recognize the value of having supervisors and managers with sufficient knowledge, skills and attitude to establish a model EEO workplace. As such, EEO and personnel law modules should be included in supervisor and manager training sessions.
Establish Special Emphasis Programs and collaborate with affinity groups. By establishing and utilizing Special Emphasis Programs and partnering and/or consulting with the affinity groups, agencies can raise employee awareness of the importance of diversity and demonstrate the agency's commitment to a model EEO workplace.
Include the EEO director in strategic planning. The EEO director can provide senior leaders with important workforce data and analyses of diversity and retention in the total workforce, mission-critical occupations and senior grade levels. Moreover, the EEO director’s input on employee advancement opportunities can improve the effectiveness of training, career development and succession plans.
Review agency EEO and personnel data. MD-715 workforce data tables and EEOC's Annual Report on the Federal Work Force are valuable resources and should be used to examine retention-related issues. For example, agencies should examine hiring and separation data by EEO group. If an agency sees more employees of a particular EEO group are leaving than being hired, the agency can further investigate whether there is a pattern of discontent among those employees by reviewing exit interviews, its EEO complaint inventory, its anti-harassment program, and its grievance process. In addition, agencies can look for indicators of stress among employees by noting increases in the use of leave or accidents.
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Last edited by pratikkk; April 5th, 2011 at 02:13 PM..
   
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