Discuss Employee Retention of Midwest Communications within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Midwest Communications, Inc. consists of Midwest Communications, Inc. and WRIG, Inc., which collectively own forty-six (46) radio stations. The Company ...
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Employee Retention of Midwest Communications
Employee Retention of Midwest Communications - April 14th, 2011
Midwest Communications, Inc. consists of Midwest Communications, Inc. and WRIG, Inc., which collectively own forty-six (46) radio stations. The Company got its start in Wausau, Wisconsin, with WRIG, Inc. and the acquisition by the D.E. Wright family of a 1400 kHz, 250 watt AM facility from the Wisconsin Valley Television Corporation. The call letters WRIG (for Wright) were assigned and on August 1, 1958, top forty-formatted WRIG signed on the air. Power was increased to 1,000 watts in 1961 and WRIG-FM (now WDEZ) signed on in 1964. Midwest built WROE in Appleton/Oshkosh, Wisconsin in 1971. In 1975 Midwest purchased WBAY-AM and WBAY-FM, Green Bay, Wisconsin. Due to FCC rules at that time, WROE was sold. The Green Bay call letters were changed to WGEE-AM (now WTAQ-AM) and WIXX-FM. The 1980’s saw the acquisition by Midwest of KIOA & KMGK, Des Moines, Iowa, WKKQ(now WNMT) & WTBX, Hibbing, Minnesota and KLMS & KFMQ, Lincoln, Nebraska. In addition WRIG moved to 1390 kHz and increased power to 5000 watts day and night.
The 1990’s brought radical changes in FCC ownership rules, and Midwest took advantage of the changes by consolidating in the Green Bay-Appleton/Oshkosh and Wausau-Stevens Point markets. The consolidation brought about the sale of the Des Moines, Lincoln and Hibbing stations and the acquisitions of WROE, WOZZ, WLTM (now WRQE), WNCY and WNFL in Green Bay-Appleton/Oshkosh and WSAU, WIFC, WOFM and WIZD in Wausau-Stevens Point. In addition four stations WTVB, WNWN-AM, WNWN-FM and WFAT were acquired in the Kalamazoo-Battle Creek, Michigan market.
With the beginning of the new millennium, Midwest continued its expansion program with the acquisition of WHBL, WWJR (now WHBZ) and WBFM IN Sheboygan, Wisconsin and WHTC & WYVN in Holland, Michigan. It also bought the Duluth, Minnesota/Superior, Wisconsin market stations; KDAL, KDAL-FM, KHQG, WDSM, KTCO and WGEE.
On June 30, 2004, Midwest Communications, Inc. acquired an additional six (6) stations in the Hibbing Minnesota market, WNMT, WMFG (AM), WMFG-FM, KMFG, WTBX and WUSZ, which operate in concert with the six (6) stations already owned in the Duluth, Minnesota market.
On June 14, 2005 Midwest Communications, Inc. acquired WMGI and WWSY in Terre Haute, Indiana and on December 16, 2005 added WACF and WPRS licensed to Paris, IL to the Terre Haute Indiana market.
On January 6, 2006 Midwest Communications, Inc. expanded in the Sheboygan Wisconsin market with the addition of WXER.
On May 1, 2006 Midwest Communications, Inc. acquired three (3) additional properties in the Kalamazoo, Michigan market, WKZO, WQLR (now WVFM) and WQSN (now WQLR).
On July 1, 2010 Duke Wright’s Midwest Communications closed on its acquisition of a four-station cluster in the Lansing-East Lansing MI market, serving the capital city of the state of Michigan. The seller was Rubber City Radio Group. The stations include WJXQ, WVIC, WQTX, and WJZL. The price was $4.1M.
Midwest Communications, Inc. and its affiliate WRIG, Inc. continue to be owned by the D.E. Wright family and today employ over 500 people throughout the forty-six (46) station group.
Recently graduated from a top engineering program, Robert had a career on the rise within a large, international specialty-contracting firm. This bright young man successfully completed the company's three-year project manager training program and had become one of their most reliable and promising employees. He was rewarded with the responsibility of managing and coordinating multi-million dollar projects and everyone expected Robert to be the firm's next superstar. So when Robert suddenly resigned his position to return to his home in the Midwest, his decision shocked his coworkers, including his manager. Ironically, if the firm had known about Robert's interest in changing locations, the company could have considered relocation. Somehow, communication had failed and the firm felt the sting of losing a project manager who was expected to play an important role in the growth of the company.
Like Robert, many good employees leave firms bewildered - wondering what went wrong. But companies don't have to wait for employees to make the next move. By taking a proactive approach to developing an effective employee retention program, the anxiety of high turnover can be reduced. True, employee retention takes time, effort and resources, but the rewards can prove valuable.
The Importance of Retention
Retaining good employees is critical to a firm's long-term success. And in the engineering and construction markets, employee retention is especially serious since the job market is tight and competition is fierce for top candidates. When you add the costs of recruiting and training employees, the financial impact alone is staggering. Some studies estimate that losing an employee costs a company 100 percent of that employee's salary. When reduced efficiency, lower effectiveness, workforce instability and lost productivity are added to the cost to find and train a new employee, the stakes become high. A company simply cannot afford to ignore employee retention.
Yet many well-meaning companies fail to invest in retention. The architecture/engineering/construction (A/E/C) industry is fast-paced, and firms are scrambling in the day-to-day business of bidding, estimating and managing projects. Making a commitment to retention seems like an impossible task when managers' plates are already full. But when firms consider the long-term value of committing to employee retention, the effort is well worth the investment of time and resources.
One of the major drivers for investing in a retention program is the financial impact of recruiting and training valued employees. No less important is the effect on co-workers. When people leave a firm, morale can be deeply impacted. Other employees may become fearful and uncertain about their status within the company. Such apprehension and insecurity can spread like a virus, and soon turnover may seem uncontrollable. High turnover also can give a firm an unhealthy reputation in the marketplace, making recruiting future candidates especially difficult. To avoid these pitfalls and to keep moving toward success, companies must be willing to devote time, money and resources to understanding and implementing diverse employee retention strategies.
Effective Strategies for Retention
Understanding what motivates a person to look for another position is an important step. In creating an effective retention program, compensation and benefits are certainly factors in a person's job satisfaction, but a caring workplace where employees feel valued is critical. Companies have found that the reason employees look is not always the reason they leave. Why do some firms do a better job of retaining employees than others? Keeping employees for the long term doesn't happen magically or by good luck. Rather, firms must make a conscious effort toward employee development. The key lies in the planning. Companies that establish a clear, definitive strategy for retention will benefit tremendously. Below are some strategies that are invaluable in a retention program.
Culture and Commitment: It is a common misconception that retention is the sole responsibility of a company's Human Resources (HR) Department. In practice, a successful program includes buy-in from all departments and levels of an organization. Owners, top executives and managers must jointly establish company operating principles that define its value system. Further, these leaders must take an active role in promoting, communicating and practicing this culture. A strong company culture is one that places value on people, fosters teamwork, is forward thinking and encourages open communication.
Additionally, it is important to point out that employees typically don't leave companies. Rather, they leave managers. A poor relationship with a manager is one of the primary reasons people become dissatisfied. One solution is periodic leadership training and retraining directly taught by company leaders. These sessions can help all employees re-connect with the company's values and mission. Additionally, allowing employees to attend conferences and professional development seminars validates a keen interest in an employee's professional development -- strengthening not only the individual's commitment to the company, but also the message that the firm cares about the long-term success of all employees
We offer full-time employees competitive compensation and benefits packages, which include:
Flexible Spending Accounts
Basic Life & Accident Insurance
Voluntary & Dependent Life Insurance
401(k) Retirement Plan
It's standing in front of you. The opportunity you've been talking about for years now. It's the opportunity to truly affect the direction of a company. Where, from the very first day, you'll be able to shape it, to suggest new strategies and actually have people listen to you. Where you can use your imagination, your vision, and your leadership skills. It's the opportunity where the only thing that matters is what you do every day and not what job title you do it under. Where the idea, the strategy, is the thing. And the dedication to making things better than they are.
We're standing in front of you. We're RCI Recruitment Solutions and we are a recognized leader in finding talent for organizations of all sizes. We're committed to doing whatever it takes to making sure the challenges of our clients are met head on. Sometimes that means doing things our competitors won't do. And sometimes it means simply doing things better than they can. But whatever it takes, we get it done. And we get it done right. That's what our clients expect from us.
Last edited by pratikkk; April 14th, 2011 at 01:28 PM..
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