Attraction and Retention
Turnea (2018) define “attraction as a HR aspect that
starts with one or more job postings and it ends with new engagements for the
organization whereas retention is an effort made by the employer to keep
employees willing to achieve organizational goals". It is essential to
attract and keep talent within the organization and important to find and keep
employees who match the company’s culture and long-time business strategies
(Sokro, 2012).
It can be difficult to keep valuable human resources
in organizations, and employers who are ready to offer rewarding organizational
benefits based on career advancement frequently force rival corporations to re-evaluate
their staff retention tactics. When businesses want to keep workers around for
a long time, they must develop a workplace where employees can rely on
their jobs assumption that prosperous firms share a fundamental attitude of
appreciating and investing in human resources is supported by other researchers
(Turnea, 2018).
The performance of an organization is greatly
influenced by the workforce's attraction, which often begins with the creation
of a job and ends with the creation of new employments. People learn essential
information about the business during the selection process such as employer
brand worth (Sokro, 2012), which eventually affects their decision on a
job. The benefits offered by the organization are also included in the
material given to the candidates at this point, which undoubtedly influences
their choice of employment.
People weigh all of their knowledge of employment from positions that are comparable to those of the company that is trying to recruit them. The following components are suggested for the process of attracting human resources to organizations.
·
Pay (Sidorcuka and Chesnovicka,
2017)
· Benefits - Another method to keep workers satisfied is to provide
extensive benefit alternatives at a time when many employers are limiting them.
Employees can tailor their benefits package to suit their unique demands and
way of life by purchasing supplemental insurance policies including disability,
cancer, and critical illness (Salazar et al., 2016).
· Work-Life Equilibrium - By providing various benefits such as staff members the option to work from home on specific days or giving new parents an extra week of paid vacation to help them adjust to parenthood (Hutching et al., 2011).
· Performance and Recognition - Companies need to show their appreciation for their staff when they are working hard or performing exceptionally in their existing roles because so many workers feel neglected (Ahmad et al., 2019). A customised note or email addressed to the office showcasing their strengths can serve as these recognitions and awards instead of a one-time payment. By doing this, you can inspire other staff members to work harder and ultimately develop the culture of your organization driving towards business goals (Salazar et al., 2016).
· Development and Career Opportunities - Companies, especially growing, up-and-coming enterprises, should invest in their employees to give them more confidence in their futures inside the company. When workers feel that their employers are interested in their particular career development, they are happier to work (Hutching, 2011).
Figure 1.0: Total Rewards Model
(Turnea, 2018)
Three essential HRM behaviors are included in this
model shown in figure 1.0: recruiting, inspiring, and retaining employees. As a
result, a more all-encompassing incentive system is created, one that takes
into account compensation, benefits, work-life balance, performance and
recognition, as well as prospects for growth and advancement. The
organization's selected organizational culture, commercial strategy, and human
resources strategy all influence how the relationship between desired behaviors and the entire incentive scheme develops. The desired outcomes emphasize
employee satisfaction and dedication as well as company performance and advancement
(Turnea, 2018).
It is difficult to retain top talent in today's economy, and what once may have worked to keep people in their positions no longer always works. As a result, it's critical for companies to keep improving their workplace culture and reiterating the idea that they value and care about their employees (Kickul, 2001).
List of References
1. Asad Ahmad, Mohammed Naved Khan & Md Asadul Haque, 2019. “Enhancing Employee Attraction and Retention”. Journal of Asia Specific Business: P 27-38
2.
Evans
Sokro, 2012. “Impact of Employer Branding on Employee Attraction and
Retention”. European Journal of Business and Management. Vol 4.
3.
Irina Sidorcuka, Anna Chesnovicka, 2017. “METHODS
OF ATTRACTION AND RETENTION OF GENERATION Z STAFF”. Vol 5
4. Kate HutchingsHelen De CieriTracey Shea, 2011. Employee Attraction and Retention in the Australian Resources Sector. Vol 53
5. Kickul, J. (2001) “Promises made, promises broken: An exploration of employee attraction and retention practices in small business,” Journal of Small Business Management, 39(4), pp. 320–335. Available at: https://doi.org/10.1111/0447-2778.00029.
6. Turnea, E.-S. (2018) “Attraction and retention of the employees. A study based on multinationals from Romania,” Procedia - Social and Behavioral Sciences, 238, pp. 73–80. Available at: https://doi.org/10.1016/j.sbspro.2018.03.009.
Great post Manoj. Moreover, making sure that qualified candidates are available to fill open positions in the company is the main goal of recruitment (Abbas, Shah and Othman, 2021). The first step in achieving organizational objectives through efficient organizational workforce management is attracting and selecting the most suitable candidates (Chytiri, Filippaios and Chytiris, 2018). The hiring and recruiting of new employees involves both direct and indirect costs (Dogonyaro, 2021).
ReplyDeleteThanks and agreed with your point Nadula, and same process the organization giving a chance to candidates to show their ability to work and chance to perform well. according to (National University of Ireland, 2006) The chance for the company to promote itself favorably is also provided through the recruitment and selection of staff. its giving an opportunity for both parties to achieve their goals.
DeleteGreat blog post Manoj, adding to your content, the strategic aspect is the long-term enhancement of the firm’s resource base by linking employee skill development with retention through training and development, career management and progression (Garavan, Morley, Gunnigle and Collins, 2001).In progressively tighter labour market this will be achieved by focusing on the development of diverse policies to attract, retain and develop these critical resources (Holland, Hecker and Steen 2002; Critichley 2004; Cappelli, 2005).
ReplyDeleteMany thanks for your comment Nilusha, yes I agree with your point furthermore , Compared to ten years ago, staff training is significantly more prevalent nowadays. Nowadays, practically every company offers some type of training to its employees. According to Aaron W. Hughey and Kenneth J. Mussnug, companies are beginning to recognize that learning truly is a lifelong endeavor and that developmental activities like employee training have a significantly positive impact on job satisfaction, productivity, and, ultimately, overall profitability (1997). The truth is that when properly designed and implemented, training may have a positive impact on the bottom line.
DeleteAgree with you Manoj. Furthermore, Sandhya & Kumar (2011) explains that employee retention is vital as stopping talented employees from getting poached by competitors should be a bigger concern to organisations than reducing turnover costs or the costs incurred to recruit and train new employees. They further state that loss of productivity, loss of valuable company information, interruption of customer services and a general sentiment of negativity about the company among the remaining staff could be avoided by maximizing employee retention.
ReplyDeleteThanks for the comment Nelushan, yes agree with you. In order to prevent talented employees from being poached by rivals, employee retention is crucial. Because so many employees feel underappreciated, employers need to express their gratitude to their personnel when they are working diligently or exceeding expectations in their current positions (Ahmad et al., 2019). Instead of a one-time payment, these recognitions and rewards can take the form of a personalized note or email written to the office that highlights their abilities. By doing this, you can motivate other employees to put in more effort and ultimately create a company culture that promotes achieving business objectives (Salazar et al., 2016).
DeleteInteresting article. agree on the content. there are some disadvantages of Attraction and retention of employees as well. According to Smolarek and Dzieńdziora (2016) some of the disadvantages are Retaining less qualified employees, Groupism, toxic work environment and Effecting workplace productivity.
ReplyDeleteyes I agree with your point Perera, but organizations are following many programs to avoid this kind situations and develop their workers , such as motivational programs and trainings. in this matter Training is the best solution to avoid this kind matters. according to Tahir et al. (2014), The orientation process for new hires typically marks the beginning of the training and development process, which plays a significant role in increasing engagement and commitment. one of the best methods to engage employees and boost productivity is through offering staff opportunities for training and development.
DeleteAgreed Manoj and addition to this While attraction of human resources represents the stage that starts with one or more job postings and it ends with new engagements for the organization, retention is "an effort made by the employer to keep employees willing to achieve organizational goals" (Akhtar, 2015)( Frank, 2004,).
ReplyDeleteThank you Nirosha, yes I agree with you. as I mentioned in previous reply, retention is the most important factor to keep employees willing to achieve organizational goals. Furthermore, Employees are happy at work when they believe their employers care about their specific career development (Hutching, 2011).
DeleteI agree with you Manoj. Recruitment and selection comprise a central part of a company’s overall resourcing strategies, which secures the human resources needed for an organization to survive in the medium term (Elwood & James, 1996). Moreover, there is an optimistic and significant rapport between recruitment and selection and the performance of a firm. Sang (2005) also found a positive correlation between recruitment and selection and business performance. Ichniowski and Shaw (1999), Katou and Budhwar (2006) and Wright et al. (2005)
ReplyDeleteThank you Thilini for your valuable reply. further, according to, Djabatey (2012), The increased priority given to human resources in recent years has been one of the most important changes in the field of companies. Organizations cannot function without people because they bring viewpoints, values, and other characteristics to the workplace. When skillfully handled, these human characteristics can also be a great asset to the organization.
DeleteAgreed with all points made by your blog Manoj and also according to a study based on Multinationals from Romania, retention is “an effort made by the employer to keep employees willing to achieve organizational goals” (Akhtar et al., 2015 in Frank et al., 2004, p. 13)
ReplyDeleteYes Deyan. Furthermore, according Turnea (2018) to In contrast to retention, which is an effort made by the employer to keep personnel willing to achieve organizational goals, attraction is an HR component that begins with one or more job advertisements and concludes with new engagements for the business.
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