Employee Retention of Morgan Stanley : Morgan Stanley is a global financial services firm headquartered in New York City serving a diversified group of corporations, governments, financial institutions, and individuals. Morgan Stanley also operates in 36 countries around the world, with over 600 offices and a workforce of over 60,000.[2] The company reports US$779 billion as assets under its management.[3] It is headquartered in Midtown Manhattan, New York City.[4]
The corporation, formed by J.P. Morgan & Co. employees Henry S. Morgan (grandson of J.P. Morgan), Harold Stanley and others, came into existence on September 16, 1935. In its first year the company operated with a 24% market share (US$1.1 billion) in public offerings and private placements. The main areas of business for the firm today are Global Wealth Management, Institutional Securities and Investment Management.
The company found itself in the midst of a management crisis in the late 1990s[5] that resulted in a loss of a number of the firm's staff [6] and ultimately saw the firing of its then CEO Philip Purcell in 2005.
Employee Engagement is a must have for the best and most successful companies in the world. Unfortunately, after spending considerable time and resources conducting an Employee Engagement survey, many companies fail to focus on the elements that matter most to the engagement of their employees. These organizations either get distracted by low scoring items, which aren't always the most important ones, or by external benchmarks which don't help them focus on the areas that are uniquely important to their population. PeopleMetrics VoE solution includes an analytical phase which identifies the handful of top priorities that will provide the largest increase in Employee Engagement for each organization or group within the organization. Here are a few highlights of this analytical phase:
Key Driver Analysis: we conduct a series of regression-based analyses that identify those survey items that have the largest impact on Employee Engagement. For larger organizations with complex organization structures, we often conduct a series of these analyses to identify key drivers for various departments, regions or countries. This increased specificity helps managers within these larger areas create action plans that are relevant to their workgroup.
Segment Migration Analysis: using logistic regression models, we identify those survey items that have the largest impact on moving employees up the engagement continuum, from actively disengaged to fully engaged. These models not only identify which are the most important survey items, but also provide the magnitude of the expected increase in Employee Engagement based on a given increase in the survey item.
Performance-Importance Mapping: once the top priorities are identified either through a traditional driver analysis or segment migration analysis, PeopleMetrics creates a map that highlights those top priorities with the lowest scores. This provides the final check to ultimately determine the areas that the company should focus on to enhance Employee Engagement.
David Pascal & Associates has completed and launched a newly designed web site for the Upstate New York-based employee retention and organizational development firm, Joel Goldberg & Associates.
Dr. Joel Goldberg, the Harvard-educated chief executive of Joel Goldberg & Associates, formed the firm in the nineties after leaving Price Waterhouse, where he held the position of Senior Management Consultant. He has also helped companies in the areas of change management, organizational culture, leadership development and performance improvement. The Joel Goldberg client list has included IBM, Morgan Stanley, Heinz, Hertz, Pfizer, Sallie Mae, Merck, and Genentech, as well as smaller businesses and various offices and departments of the U. S. Government.
Morgan Stanley is committed to working towards greater flexibility and greater
freedom of choice in work-life balance decisions. With this in mind, Morgan Stanley
developed balanceworks, a programme to provide employees with services and
policies designed to give additional support, both inside and outside the firm in
managing their increasingly demanding lives.
balanceworks initiatives include the following:
• FLEXOPT policy providing employees with a range of flexible working
arrangements;
• Employee portal offering a range of services to help employees manage day
to day needs;
• Internal employee networks, which are support and/or affinity groups;
• On-site occupational health services;
• On-site fitness centre;
• Employee Assistance Programme;
• Generous maternity leave policy;
• Emergency nursery places;
• Childcare vouchers.
• All UK permanent employees are eligible to apply for the above subject to
availability in their location.
All of the above practices are communicated to employees through brochures, flyers
and the Morgan Stanley intranet.
Business benefits
As UK demographics change, organisations need to attract, develop, motivate and
retain employees from an increasingly diverse population, who all have very different
work-life needs.
'Work-life Balance' describes the desire of all employees to achieve and maintain a
'balance' between their paid work and their life outside work, whatever their 'life'
involves, from childcare and housework, to leisure or self-development.
Since the development of both Morgan Stanley’s work-life and diversity policies, the
following business benefits have been realised:
• Increased retention of employees returning after maternity leave;
• Improved retention of employees requiring and opting for a more flexible
working arrangement;
• Increased motivation and morale within the employee base;
• Capability to provide successful support networks for employees through the
affinity groups;
• Ability to support alternative working patterns to suit both the needs of the
business and the individual;
• Increased support for employees in managing their home lives through
services such as the employee portal and EAP (Employee Assistance
Programme);
• Improving the health and wellness of employees through on-site medical and
health services.
The corporation, formed by J.P. Morgan & Co. employees Henry S. Morgan (grandson of J.P. Morgan), Harold Stanley and others, came into existence on September 16, 1935. In its first year the company operated with a 24% market share (US$1.1 billion) in public offerings and private placements. The main areas of business for the firm today are Global Wealth Management, Institutional Securities and Investment Management.
The company found itself in the midst of a management crisis in the late 1990s[5] that resulted in a loss of a number of the firm's staff [6] and ultimately saw the firing of its then CEO Philip Purcell in 2005.
Employee Engagement is a must have for the best and most successful companies in the world. Unfortunately, after spending considerable time and resources conducting an Employee Engagement survey, many companies fail to focus on the elements that matter most to the engagement of their employees. These organizations either get distracted by low scoring items, which aren't always the most important ones, or by external benchmarks which don't help them focus on the areas that are uniquely important to their population. PeopleMetrics VoE solution includes an analytical phase which identifies the handful of top priorities that will provide the largest increase in Employee Engagement for each organization or group within the organization. Here are a few highlights of this analytical phase:
Key Driver Analysis: we conduct a series of regression-based analyses that identify those survey items that have the largest impact on Employee Engagement. For larger organizations with complex organization structures, we often conduct a series of these analyses to identify key drivers for various departments, regions or countries. This increased specificity helps managers within these larger areas create action plans that are relevant to their workgroup.
Segment Migration Analysis: using logistic regression models, we identify those survey items that have the largest impact on moving employees up the engagement continuum, from actively disengaged to fully engaged. These models not only identify which are the most important survey items, but also provide the magnitude of the expected increase in Employee Engagement based on a given increase in the survey item.
Performance-Importance Mapping: once the top priorities are identified either through a traditional driver analysis or segment migration analysis, PeopleMetrics creates a map that highlights those top priorities with the lowest scores. This provides the final check to ultimately determine the areas that the company should focus on to enhance Employee Engagement.
David Pascal & Associates has completed and launched a newly designed web site for the Upstate New York-based employee retention and organizational development firm, Joel Goldberg & Associates.
Dr. Joel Goldberg, the Harvard-educated chief executive of Joel Goldberg & Associates, formed the firm in the nineties after leaving Price Waterhouse, where he held the position of Senior Management Consultant. He has also helped companies in the areas of change management, organizational culture, leadership development and performance improvement. The Joel Goldberg client list has included IBM, Morgan Stanley, Heinz, Hertz, Pfizer, Sallie Mae, Merck, and Genentech, as well as smaller businesses and various offices and departments of the U. S. Government.
Morgan Stanley is committed to working towards greater flexibility and greater
freedom of choice in work-life balance decisions. With this in mind, Morgan Stanley
developed balanceworks, a programme to provide employees with services and
policies designed to give additional support, both inside and outside the firm in
managing their increasingly demanding lives.
balanceworks initiatives include the following:
• FLEXOPT policy providing employees with a range of flexible working
arrangements;
• Employee portal offering a range of services to help employees manage day
to day needs;
• Internal employee networks, which are support and/or affinity groups;
• On-site occupational health services;
• On-site fitness centre;
• Employee Assistance Programme;
• Generous maternity leave policy;
• Emergency nursery places;
• Childcare vouchers.
• All UK permanent employees are eligible to apply for the above subject to
availability in their location.
All of the above practices are communicated to employees through brochures, flyers
and the Morgan Stanley intranet.
Business benefits
As UK demographics change, organisations need to attract, develop, motivate and
retain employees from an increasingly diverse population, who all have very different
work-life needs.
'Work-life Balance' describes the desire of all employees to achieve and maintain a
'balance' between their paid work and their life outside work, whatever their 'life'
involves, from childcare and housework, to leisure or self-development.
Since the development of both Morgan Stanley’s work-life and diversity policies, the
following business benefits have been realised:
• Increased retention of employees returning after maternity leave;
• Improved retention of employees requiring and opting for a more flexible
working arrangement;
• Increased motivation and morale within the employee base;
• Capability to provide successful support networks for employees through the
affinity groups;
• Ability to support alternative working patterns to suit both the needs of the
business and the individual;
• Increased support for employees in managing their home lives through
services such as the employee portal and EAP (Employee Assistance
Programme);
• Improving the health and wellness of employees through on-site medical and
health services.
Last edited by a moderator: