If FedEx is able to offer a compelling package to Kinko's workers, sufficient to improve retention rates, they may also build a group of leaders in the workplace, those who can help indoctrinate new workers into the FedEx culture.
Solutions and Implementation
To bring the cultures of FedEx and Kinko's closer together, FedEx should do two main things. The first is that they should afford Kinko's workers the same level of wages and benefits. This will help to attract and retain workers who are more in line with the FedEx culture. It will also help to ease the transition towards a greater level of professionalism for the existing workers. There needs to be opportunities for Kinko's employees to move into other areas of the company. In the retail environment, a job is seldom viewed as a career, whereas a large number of FedEx employees in other divisions do view their job as a career. I would recommend developing a specific program for Kinko's employees to move into other roles at FedEx. It will give them a greater feeling of belonging to the company, which will encourage a greater level of enculturation. In addition, it would bring some of the Kinko's culture to FedEx.
There may be obstacles in terms of longtime FedEx employees who feel that their culture has been an integral part of their success over the years. Cultural change in large organizations is not difficult, but the issue is simply one of understanding that it will not change quickly at Kinko's either, and this must be accounted for as well.
To address the issue of older workers, first the younger workers should receive their benefits and maximum salaries sooner. This will ease their feeling of inequality. Currently, FedEx lags its competitors in terms of the time...
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