Rather than developing corporate HR programs and making it necessary for operating units, SYSCO adopted the market-driven approach through which the managers of regional operations were given only those corporate HR programs which they required. Since operational activities are tactical in nature therefore, through this approach HR professionals cooperated with operating managers to only identify and implement needed programs and policies.
The strategic role of HR at SYSCO is focusing on high turnover rates of night shift warehouse workers which is not only a problem for SYSCO but for other distribution firms as well. HR devised and implemented a number of programs and services such as conducted a survey of employees and managers to analyze the reasons of turnover. In this way, by devising the strategy and implementing it, HR increased retention rate by 20 percent and enhanced savings of $15 million per year.
Reduction in workers’ compensation expenses could have been achieved by increasing ethical HR activities. Ethical HR activities should have accounted actual hours and time worked. The development of fair and actual expense reports should have been achieved. Moreover, the reduced personal bias in employee performance should have also been contributed to lower compensation expenses. HR activities could have focused on fair hiring and promotion strategies to reduce employee turnover. Moreover, by reducing any kind of discrimination, harassment cases and devising career growth