[University Affiliation]
Introduction
Retaining the efficient human resources, especially the top talent is in fact very essential for organizations for its smooth functioning as well as to remain competitive. Strategic measures have to be adopted by firms in view to keep the talented work forces on board. As the work forces appear to be diverse in their needs and expectations, the Human Resource (HR) managers need to identify specific and effective ways to strategically deal with the employees. It is noticed that in matters associated with retaining top talent, providing any one or two factors that influences job satisfaction would not suffice for the attainment of the objectives (Green, Lopez & Kepner, 2009). Specific strategies for retaining talent, assessing the different strategies for employee retention, its usefulness and related aspects will be discussed in detail.
Specific strategies for retaining top talent - Re engaging the work forces appear to be a useful strategy for retaining top talent. This is generally due to the fact that the top brass would be disengaged and exhausted after performing for quite some time. Re engagement in fact enables the work forces to remain connected as well as would allow them to gain the needed energy, motivation and encouragement to carry forward (Ricker France & Leahy, 2009). Interactions with the management, peers and colleagues would definitely be refreshing to the employees and is believed to provide enthusiasm to the employee to keep going. Engaging the employee in diverse organizational activities would enable the employee to remain motivated and to regain confidence in the prospects as well.
Re recruiting – This is another strategy where the needs and expectations of the employee would be explored and changes would be made based on the understanding gained through such interactions (Morgan, 2008). Management would be able to instil hope by assuring them of the available and potential space and opportunities for growth and development. These reassurances provided by the management would make them feel valued, which could become an encouragement for them to remain committed to the firm.
Re energising – An effective strategy that empower the employee about the usefulness and benefits of their job, thus motivating and encouraging them to remain loyal to the organization. This exercise is expected to provide the employee with renewed enthusiasm and vigour to work for the firm (Ricker France & Leahy, 2009). Providing the employee with the challenging tasks in line with the employee expectations is sure to boost the morale of the employee as well as their attitude towards the organization.
Most important mechanism and its justification – Though all the three strategies have its own benefits in retaining talent, re-recruiting strategy seems to have a bit more edge over the other two strategies. That is, in the case of re recruiting strategy, the employee is given opportunity to express his or her own views, expectations, needs, and demands openly to the management. This provides the management with the option to understand the shortfalls from an operational and functional perspective (Morgan, 2008). So the management gets opportunity to rectify the issues and to make appropriate changes to achieve the organizational objectives effectively. If the management is willing to make possible changes to suit the requirements of the employee in line with organizational objectives, then this mechanism appear to benefit both the employee as well as the organization largely. Such changes in fact would act as a motivation and encouragement to the employee to perform well and to remain loyal.
Strategies used in work force
Generally the strategies used in the work force are to provide performance based incentives or give some employee benefits which appear attractive to the employee (Pope, 2012). The employee would be appreciated and rewarded for their performances. Though these material benefits and appreciation do satisfy the employee to a certain extent, it cannot remain as a motivation to remain loyal at all times. The level of satisfaction towards such credits and benefits also vary from individual to individual as well.
Model for retaining talent and justification – The model would integrate the good contents from the three different mechanisms discussed earlier as well as from other HR strategies. The model could be termed re-resourcing the work forces to retain talent. In the model the employee would be given opportunity to point out the obstacles and benefits he or she had in performing at the organization. The employee would be asked to put in their opinion on how to overcome the obstacles as well in bettering the opportunities. These inputs would be considered in designing a better challenge for the employee to perform in alignment with the organizational objectives. Empowering the employee to perform to his or her potential would be provided and the management would support the employee in the process as well. Performance based rewards and appreciations would be given to the employee for motivating him to perform.
This model is expected to provide greater opportunity for the employee to interact with the management and express his or her views and opinions. This model also provides the management to understand the operational difficulties from a practical standpoint and will give better opportunities for the management as well as the employee to be part of the growth and development of the organization as well as at individual levels as well. They are also provided instant appreciation and rewards as a token of valuing their performances as well.
Conclusion
Assessments on the three mechanisms for retaining talent showed that re- recruiting mechanism have a slightly more edge in the talent retention process. This is primarily due to the fact that this mechanism provides the management with relatively greater options to understand the shortfalls from an operational and functional perspective. A model for making the employee more resourceful was suggested.
References
Green, K. A., Lopez, M. & Kepner, K. (2009). Diversity in the work place: Benefits, challenges and the required managerial tools. Retrieved August 9, 2016, from http://edis.ifas.ufl.edu/pdffiles/hr/hr02200.pdf
Ricker France, Debra & Leahy, Marylin (2009). Attracting, developing and retaining talent. Research Technology Management, 52 (6): 33 – 44.
Morgan, Howard, J. (2008). I hired you, your are perfectnow stay! (the top ten list of retaining talent). Business Strategy Series, 9 (3): 119 – 125.
Brannick, Joan (2001). Seven strategies for retaining top talent. Journal of Business Strategy, 22 (4): 28 – 31.
Pope, Mark (2012). Embracing and harnessing diversity in the US work force. What have we learned? International Journal for Educational and Vocational Guidance, 12 (1): 17 – 30.
