RETAINING ORGANIZATIONAL TALENT 1
Retaining organizational talent
It has been observed that there is a talent crisis which is worsenedby the need for top-performers both in the public and privatesectors. Previously, there were ways in which organizations used toretain talent. However, these traditional strategies have becomeunsuited to the contemporary world, where organizational talent hasbeen observed to run freely. This calls for research into new andbetter ways of retaining talent, to give organizations a humanresource advantage when it comes to competition. Organizations needto engage the governing board and the employees in the issue oftalent recognition and retaining. Support from these stakeholdersimproves employee-management relationship. The benefits package mayalso be retooled with the aim of reflecting the values of the nextgeneration of talent. Moreover, the human resource department mayhave to re-recruit employees on a regular basis. Finally, involvesengaging in initiatives to enhance organizational culture. This is amove for marketing culture as a benefit.
This research proposal assesses approaches by organizations to retaintalent.
In the context of this research proposal, talent is defined as theemployees who have the capacity carry out organizational duties in anexemplary manner, hence aiding the organization to achieve its goalsand objectives efficiently (Baker, 2014). It is unanimously agreedthat talent is the disseminator of advanced productivity and culture.For the development of the organizations and the society in large,talent is considered to be the most critical decisive factors.Additionally, in the contemporary business world, talent isconsidered to be the most significant source of competitive advantagefor all organizations. This makes it imperative for the recognitionand retaining of talents.
Substantial research on talent retention has been centered onunderstanding the reasons why employees decide to leaveorganizations, as well as certain processes which influence theirdecisions. There are a number of reasons which explain why employeesleave organizations. While some of these reasons are personal, suchas family commitment and schooling, a good number of them areorganizational (Baker, 2014). For instance, some employees becomedissatisfied with the management, which is one of the core reasonsfor turnovers. Other organizational reasons include poororganizational culture and low wages. Despite the reason that may beattributed to job quits, it is necessary for the management toidentify all the causes and address them properly, so not to have todeal with loss of crucial talent. When a company’s human resourcemanagement gains a deep understanding of why employees leave theirorganizations, they can learn to influence their decisions and makethem stay.
Besides gaining an understanding of the reasons why employees stayat organizations, it is important to understand why those who stay doso, as an initiative to maximize on the causes. Research conductedover the recent past has examined the ways in which employees becomeembedded in their jobs and communities (Baker, 2014). For instance,as employees participate in building the relationship between theirjobs and their social life, they develop a web of connections andrelationships which makes leaving their jobs a blow to theseconnections. Additionally, the extent to which the employees feelattached to their jobs and the organization determines how stronglythey are attached, and makes it less likely for them to leave.Maximizing knowledge on the causes for employee attachment can thusprove to be crucial for retaining talent.
Baker, T. (2014). Attracting and retaining talent. New York,NY: Palgrave MacMillan.