Company talent retention
201088208
Talent Retention Model for Millennials Based on Engagement Drivers Case study: LQ45 Company
Millennial employees have psychic characteristics that are different from other generations. Millennial employees have the lowest engagement rates compared to Generation X and Baby Boomers (Hewitt 2016) The purpose of this study is to analyze the main engagement generation of Millennial employees in LQ 45 companies, analyze the factors of engagement of Millennial employees who work for LQ 45 companies and formulate engagement enhancement strategies that are in line with the characteristics of Millennial employees. The data used in this study are primary data obtained through questionnaires and secondary data from LQ 45 Company Samples, namely PT Astra International, Unilever, Elnusa. PT and PT Wijaya Karya. The method used in this study is descriptive analysis, factor analysis and Tree Diagram. The results showed that work life balance is the main engagement driver according to the perception of Millennial, autonomous Generation employees and career opportunity is the main engagement driver according to expert perceptions. Factor analysis forms six factors of engagement, namely organization, compensation and benefits, the work, team work, pride, and performance. The model for increasing the engagement of Millennial employees is presented in a Tree Diagram with the Co Auto Balance Gamification formula.
Lindawati Kartika Muh Sukarno Fransiskus Suryopranoto Hendry Hendry Fany Rachmaditya
169541055
Employee Engagement; Tool of Talent Retention: Study of a Pharmaceutical Company
Research article is a study of employee engagement at a pharma company located in Hyderabad. The main focus of this study is to understand the factors which influence employee engagement and to find the level of employees engaged at this pharma company located in Hyderabad. Research indicates that companies whose level of engaged employees are higher have less attrition rate than other companies and also is marked higher in productivity and customer satisfaction, so this proves that result of employee engagement are impacting the result in bottom line. For the purpose of the study a questionnaire was prepared based on understanding various aspects of company, relationship with the manager and the job. The questionnaire was checked for validation and reliability and responses were collected from employees who are working at a division on this pharma company in Hyderabad. The data analysis of the responses has resulted in some findings on gender flexible policies, experienced employees interaction, experienced employees appreciation and level of engaged employees. If it is not taken care on time such issues can lead to high attrition rate in company. Happy employees keep customers happy. Pharmaceutical sector being a sector of critical talent, the retention of talent is a huge responsibility for HR. To improve the engagement among the employees, based on findings some of the engagement activities like opportunities to share feedback on manager, acknowledge employee contribution on real time basis, paternity leave policy were suggested in the study to retain employees.
Poonam Jindal Mohsin R Shaikh Galla Shashank
150751278
Talent Retention Vs Organizational Commitment Involvement Moderating Role of Job Satisfaction with Reference to Indian Insurance Industry
Indian insurance industry plays a major role in the economic development of the country as it is an industry with high potential for growth. With lots of growth potential insurance industry in India is facing cut throat competition. Number players in both private and public sectors are competing with one another to sustain and facilitate growth in the business. Talented employees and their commitment and involvement are imperative for the development and sustainability of the insurance company. Hence, the insurance companies should frame the strategies to commitment and involvement among the employees and retain the talent. Job satisfaction plays a crucial moderating role between talent retention and commitment involvement.
K Naga Sumalatha
170060885
Retention of critical talent post acquisition in a multinational company
Thomas J Ryan
37649106
Talent Retention Strategies in Different Organizational Contexts and Intention of Talents to Remain in the Company
This article presents a case study of two companies operating in the Brazilian market;one in the electrical energy sector, and the other in the pharmaceutical sector, both of whichappeared on the list of 150 Best Companies to Work for in Brazil in 2012, and have stated thatthey consider retaining talents to be essential to their Human Resources strategies. Thesecompanies identified the professionals they considered to be talents, through the applicationof a questionnaire to the employees, with 51 statements, the results of which were used toanalyze the link between retention factors and intention to remain in the company. Togetherwith the application of the multiple regression technique for associations between the variables,the retention factors, measured by means of the employees' perceptions, were qualitativelylinked to the practices of talent retention adopted by the companies. Among the results, it ishighlighted that the retention factors explained 86% in company A, and 83% in company B, ofthe variation in the variable "intention to remain in the company." It was observed that thetalents are determined by the management model of each company, and that the employeeswho were considered talents based on their current performance, together with those withpotential to be considered talents in the future, represent 20% of the company's staff. Basedon the results, we believe that before implementing a talent retention strategy, companiesneed to understand the influence of the macroeconomic scenario on the job market; the socialinfluences that impact on employees' career expectations; and the individual personalities ofthe talents.
Elza Fatima Rosa Veloso Rodrigo Cunha da Silva Joel Souza Dutra Andre Luiz Fischer Leonardo Nelmi Trevisan
212525380
Retention of Valuable Talent: Developing an Effective Retention Strategy for Technology Professionals in India using Structural Equation Modelling
The competition to retain valuable talent is intense in nature. Employers frame retention strategies to control job hopping which is mostly common among technology professionals. Voluntary turnover among technology professionals is a rampant issue particularly in a country like India which is on the forefront of Information Technology. Utilizing the data collected from 942 technology professionals this article formulates an employee retention strategy making use of Structural Equation Modelling. This model was developed using Analysis of Moment Structure (AMOS v21.0) This study highlights the need to examine the reasons why technology employees voluntarily quit their present company of work so as to frame a suitable retention strategy. Apart from framing a comprehensive retention strategy this research also suggests some lesser discussed retention ideas such ensuring a good job fit for every employee, quick counter strike against a job offer that an employee gets by an offer of a competitive raise in pay as well as other employee favoring changes if the resource is considered valuable to the organization
International Journal of Recent Technology and Engineering
Priyada Sudhakaran Geetha Senthilkumar
115079376
A percepcao dos gestores sobre as praticas de retencao de talentos adotadas em uma empresa de logistica e distribuicao The perception of managers about the adopted talent retention practices into a logistics and distribution company
Empresas capazes de configurar recursos e capacidades, distintivamente, deverao fornecer aos clientes mais valor do que os competidores (TEECE et al. 1997) O objetivo da pesquisa foi descrever a percepcao dos gestores quanto as praticas de retencao de talentos em uma empresa de Logistica e Distribuicao. Esta pesquisa e descritiva e qualitativa (SILVA; MENEZES, 2001) Coletaram se os dados primarios em maio de 2013. Buscou se a entrevista como enfoque direto do estudo (YIN, 2005) Utilizou se o software Atlas/ti 6.0 para associar dados. Como resultados, nota se que a retencao de talentos tem varias acepcoes, por exemplo, desafios, desempenho, trabalho em equipe.
Alexandre Rabelo Neto Adriana Carla Avelino Mazza
213989203
Challenges of Implementing Talent Management for Generation Y in Parastatals: A Case of Kenya Power and Lighting Company
The study sought to investigate the challenges of HR planning, HR Procurement, HR Resource Development and HR Retention strategies in KPLC. This study adopted a descriptive research design and the target population was comprised of 80 staff working at the Kenya Power and Lighting head quarter offices situated in Stima Plaza, Nairobi, Kenya. The study targeted employees from top management, middle management, lower management and nonmanagement. The study adopted a stratified random sampling technique to select a sample size of 66 respondents picked from five departments namely Network Management, Finance, ICT, Customer Service and Human Resource only 60 responded resulting into a 91% response rate. Human resource planning on talent management revealed that HR Department keeps a database of all employees in a HR Information System (HRIS) for timely HR Planning process. A Pearson correlation showed that human resource planning positively and significantly influenced talent management. Human resource development on talent management revealed that employees are provided with professional career development opportunities to enhance their competencies. A Pearson correlation analysis established that human resource development positively and significantly lead to an increase influence talent management. International Journal of Economics, Commerce and Management, United Kingdom Licensed under Creative Common Page 53 Human resource retention on talent management indicated that workers are encouraged to remain with the Department for the maximum period of time. A Pearson correlation established that human resource retention positively and significantly influenced talent management. Lastly KPLC uses internet job advertisements which provide a larger potential recruitment market enabling this it to attract the talents. A Pearson correlation established a positive relationship between talent management and human resource procurement though it was not significant.
James Mark Ngari Karimi Gertrude Ntarangwi
186446983
EFFECTIVENESS OF SPONSORED FORMAL EDUCATION PROGRAMS IN TALENT RETENTION
The aim of the survey is to identify the effectiveness of Formal Education programs to motivating the employees in the organization. The Sponsorship Formal Education Programs in Talent Retention is growing rapidly in today's modern world. Today, the big organizations are willing to provide sponsorship to its employees because it is advantageous to both the employees, as well as the organization. The employees get benefited as the employee gets a chance to work and learn new things in the organization. The employee feels that he is important to the organization. He will not think of leaving the organization and going somewhere else. The organization also gets benefited as they are getting professionals to work for their company. The employees will remain loyal to the companies. Trained employees are the assets of the company. The employees will remain the organization for a longer period of time which is required in an organization.
Vaishali Baria
169103154
The Psychological Contract As Perceived by CEMS Alumni And Resulting Implications for Talent Retention Management
As employment settings become increasingly unstable, there is a call for new career concepts, opposing the traditional one. This paper is reviewing old and new career concepts and introducing the psychological contract as the essence of talent and retention management. To determine what international management students expect of their employers, this research investigates talent and retention management processes across industries and occupations. Interviews with CEMS alumni identify several effective practices helping to attract, select, develop, and retain talent. The results suggest, that winning the war for talent is a combination of carefully selected HR practices, aligned with the company's culture and values, linked to its business strategy and steady awareness of the importance of the psychological contract.
Anna-Maria Omer