Recruiting and Retention of Employees
In majority of organizations retention of talents acquired overtime is important for the purpose of the company’s viability and attaining a market competitive advantage. Many workers complain of lack of opportunities for advancement of their careers, unsatisfactory pay and overburdening workloads. These have been causes of adverse talents turnover. To overcome these, the company should strive to make all efforts towards retention of their qualified and skilled employees achieved through motivation. The CEOs of the companies should appreciate the existing competition brought about by globalization.
The impacts of retention on the performance of the company have been found to be desirable. Turnover has been attributed to adverse relationship between the task performing workers and their managerial staff. The company should thus initially identify the right talents for specific duties followed by all efforts to retain the talent. In the efforts to sustain the business, the employees should be made satisfied since “people management is the next frontier for extracting and crafting more value from company assets” (Tate 2007, 16).
The talents turnovers are never caused by issues of compensation packages and the relevant benefits entitled to the employees but rather a management issue. Three key areas requiring concentration by the company are
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Any company should therefore adopt the simplest and most effective strategy of HRM of getting the right people, keeping these people in the company and developing the people for the benefit of the company (Tate, 2007, Financial Executive, 2007), The simple strategy enhances the rest of the functions such as diversity, compensation compliance etc. (Peterson 2007). The right choice should be made, the reasons why the people quit the company understood and make appropriate use of time to develop the potential in the people while offering opportunities for their development (Tate, 2007).