Introduction
Every organization is looking for the bright people who can lead the entire operation with control. Dealing with the human capital is an important relationship that every organization should build and b part in their organizational culture. The employees are the key people that play their role and responsibilities. The investment of the organizations in their people is totally different in their investment with machineries and other equipments. Therefore, it is expected that through the proper compensation and benefits can give answers to the needs of people, for in such there is no depreciating value that can equal in their skills but only improvement and productivity. In the aim and support if the management in the training and development system of the people, the essential elements like the career opportunities, talent management, productivity advancement are part of the management planning to gauge the people who can be part of the staff retention. Apparently, the development of the people in their position is the most desirable outcome that the organization is looking forward to totally increase the organizational performance and productivity.
Staff Retention in Workforce
Most of the institutions are in need of people that give them the most of the advantage and create a great impact in the organization. The “make” or “break” of an employee is part of the career growth of an individual in which the organizations or managers based their decisions regarding the status of the staff and acted in Human Resources Department. In terms of the staff retention, the employees can create a difference through the learning the standards and quality of work that can be part of his career opportunities. All the investments that an individual can create can be part of his competitiveness and meaningful contribution in the organization. All the employees who are under the staff retention of the organization are expected to lead the other employees (Neff, 2002).
It is also arrived to the fact that through the job satisfaction and commitment, the employee can lead to retention that can answer the vacancies in the organization. Even if there is a decentralized recruitment process, there still a support coming for the retained employees and gives the creation of quality of work, and other organizational opportunities. The performance management definitely understands the career development of an individual. Therefore, it is important for them to use the employees to increase their competitiveness and productivity (Struyk, 2003). One of the best practices that an organization might create is the staff retention program that can add value to the organization and improve the employee-employer relationship.
As a Strategy
Part of the business strategy of an organization is to produce a talent that is suitable in their nature of business (Hornsby and Kuratko, 2005). Organizations included the training to reward some staff for the motivational and staff-retention purposes. From the simple approach of the HR in the recruitment and hiring, they are also taking the part in terms of compensation and rewards that can motivate each employee (Schuler, 2004). The business community is bound to compete in the business arena and therefore they are looking forward to construct a good relationship among their employees. From the compensation and insurance package, there are rewards and interesting work that can attract the quality of environment in the purpose of the organization in meeting the challenges.
The employee retention is important for both employees and business leaders and therefore, the chances to acquire the valuable employee are at stake (Struyk, 2003). Active employees and other staff are incorporated in the organization different agenda. It is an advantage for the organization to retain their employees for there is no need for another orientation, briefing, and initial training. On the other hand, the employee is also benefitted in the organization’s action for they can feel the security in their employment status and securing their future. Because of the retention policies, the employees are encouraged to give their best performance in terms of efficiency and productivity. In the changes and challenges in the globalization, the employees’ expertise can endure the different impact and can even create different strategies (Kwong and Miscevic, 2002).
Conclusion
A competitive organization is always looking for the people who can keep and sustain the competitiveness of the organization in the business arena. In order to provide the most desirable solution in the problem of competitiveness and performance, the staff retention of the organization and the continuous support in strengthening the workforce is the most realistic strategy.
References:
Hornsby, J and Kuratko, D (2005) Frontline PR: a Handbook for the Emerging Manager, Thompson, Crawfordsville, IN
Kwong, P and Miscevic, D (2002) ‘Globalization and Hong Kong’s Future’, Journal of Contemporary Asia, Vol. 32, No. 3
Neff, T.M., (2002) What Successful Companies Know That Law Firms Need to Know: The Importance of Employee Motivation and Job Satisfaction to Increased Productivity and Stronger Client Relationships, Journal of Law and Health, Vol. 17
Schuler, RS (2004) International Human Resource Management: Policies & Practices for the Global Enterprise, Routledge, New York
Struyk, R., (2003) Motivating Staff for Higher Productivity and Increased Retention, Accessed 09 Aug 2010, from, http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan007811.pdf
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