Posted: September 7th, 2022

Talent Recruitment, Retention, and Development

Talent Recruitment, Retention, and Development
Talent retention, development, and recruitment practices are essential for the performance and success of a business. Employers need to retain their best workers and recruit more qualified employees to ensure a company’s success. This paper will critically analyze two articles related to the topic of talent recruitment and retention. The first article is Employee Retention Strategies: An Empirical Study by Mathimaran and Kumar (2017, published in the Global Journal of Management and Business research. The second journal is European top managers’ age-related workstation behaviors and their organizations’ recruitment and retention practices regarding older workers by Oude Mulders, Henkens, and Schippers (2017), published in the Gerontologist Journal.
Critical analysis of articles
Journal 1: Employee Retention Strategies: An Empirical Research
Approaches to reduce employee attrition from the company have been a challenge to many human resource managers. To minimize employees’ attrition and enhance their retention to the company, the human resource managers have to adopt strategies and policies that enhance selection, recruitment, training, induction, wage payment, and job design (Kumar & Mathimaran, 2017, 2). Besides, to properly handle an employee’s challenge quitting from the organization, the policy and strategy chosen must be suitable. Various researchers have conducted studies to determine how the human resource department can be improved to ensure its employees’ performance (Jon, 2014: 2024 – Essay Writing Service. Custom Essay Services Cheap, 21). However, the current literature has not focused on the significant factors resulting in employees’ attrition from a firm. Therefore, the authors chose the topic to explore various factious affecting employee retention and satisfaction.
The study investigators used both descriptive and explanatory research to determine the effects and cause of attrition in companies. Structured questionnaires were administered to employees, and responses were summarized. In some cases, they used the informal interview to obtain workers’ direct responses concerning critical factors. The researchers obtained secondary information from the annual reports and records of the company. The investigators determined some of the strategies to be implemented in an organization to enhance employees’ satisfaction and retention from the data collected. The strategies include improvement of recognition, respect, and rewards.
The research was reliable because the authors aimed to find out ways to help human resource managers enhance their employees’ satisfaction, therefore, retaining them. The objective of the research was not for personal gain. The research is current, and the literature used is also relevant and new. The study used most literature of age fifteen years and below, and most of them were relevant because they were giving information concerning the topic. Most of them were offering information on how to enhance employee retention and satisfaction. Moreover, the study clearly states the objectives and goals of the research. The objective was to examine different factors influencing employee retention and satisfaction (Kumar & Mathimaran, 2017, 3). The objectives were relevant since they were connected to the topic and gave the purpose of the study. In the methodology section, the study employed relevant data collection techniques. The author used a questionnaire and informal interview to obtain the primary data. The techniques used to analyze and evaluate data were also logical. The authors used Chi-square, weighted average, standard deviation, and mean to analyze the data. Results were clearly stated in the study. The authors found out that human resource managers must implement employee retention techniques to minimize their attrition. Human resources should adopt techniques such as offering awards, recognition, and respect. The results stated specific techniques the human resource managers should employ to enhance their employees’ retention and satisfaction. Finally, the study provided the challenges they experienced and offered a recommendation for future research.
Journal 2: European Top Managers’ Age-Related Workplace Norms and their Organizations’ Recruitment and Retention Practices Regarding Older Workers
The number of older employees participating in the labor market has considerably increased in western countries. Older employees are more experienced and have more skills because they had worked for a more extended period (Fox, 2014: 2024 – Essay Writing Service. Custom Essay Services Cheap, 50). After several years of retirement and labor market reforms, older workers’ employment contribution is significantly improving, and the retirement age has gradually increased. Research has shown that organizations always tackle issues concerning recruitment and retention of older workers in a case-by-case or non-systematic way (Oude Mulders, Henkens, & Schippers, 2015 – Research Paper Writing Help Service, 380). There are limited or no policies concerning the retention or recruitment of older employees. Moreover, hiring older employees is always made on a different ground that is not governed by rules and policies. The top managers highly influence the strategy and practices of the organizations. Thus, the authors chose the topic to examine the impacts of age-related work rules implemented by the top managers have on the retention and recruitment practices concerning older employees.
The researchers collected data from older employees in different western countries (Italy, Netherlands, Denmark, Sweden, and Poland). The collected data were obtained from top managers from 1088 organizations in the mentioned European countries. The authors employed surveys to gather data. Also, the investigators applied various data collection approaches in different countries to obtain the required information. The study’s authors used a paper-and-pencil interview in the Netherlands, Sweden, and Germany while a computer and internet-assisted web interview in Denmark. On the other hand, computer-assisted telephone interviews were utilized in Poland and Italy. The researcher concluded that the organization’s practices are affected differently by top managers’ age-related workplace rules from the data collected. Age quality rules have positive effects before the boundary of the usual retirement age.
The study was reliable and consistent. The whole of the research concentrates on how top management impacts the organization’s practices concerning retention and recruitment of workers (Oude Mulders et al., 2017, 858). Besides, the research is relevant because all the information in the study is aligned to the topic. It adds to the studies conducted to examine retention, recruitment, and development of talented employees. The study used current literature considering the time when the investigators conducted the research. The methods used for collecting data are appropriate. Finally, the study has provided results that are aligned with their hypotheses.
Conclusion
Human resource managers must strive to ensure the recruitment, retention, and development of talented employees in an organization in a highly competitive world. The two articles examine the strategies, policies, and approaches adopted by human resource management to enhance talent recruitment, retention, and development. The first article investigated how the provision of rewards, respect, and recognition impacts the recruitment and retention of employees in a company. The second article examined how the rules implemented by tip management concerning the old-age workplace affect the recruitment and retention of old workers. The authors of the two-article used to interview and questionnaire as the main source of obtaining primary data. The articles suggest that the company’s competitive advantage can be improved by implementing suitable recruitment, retention, and development strategies and policies.

References
Fox, Robert, J. 2014: 2024 – Essay Writing Service. Custom Essay Services Cheap. “A Study of Employee Retention Issues in the Hospitality Industry”, American Psychological Association, 6th edition, pp. 1-58
Jon C. 2014: 2024 – Essay Writing Service. Custom Essay Services Cheap. “Prior Occupational Experience, Anticipatory Socialization, and Employee Retention”. Journal of Management Inquiry, January 1, 2014: 2024 – Essay Writing Service. Custom Essay Services Cheap, vol. 21.
Kumar, A. A., & Mathimaran, K. B., 2017. Employee Retention Strategies: An Empirical Research. Global Journal of Management and Business Research.
Oude Mulders, J., Henkens, K., & Schippers, J. 2015 – Research Paper Writing Help Service. Organizations’ ways of employing early retirees: The role of age-based HR policies. The Gerontologist, 55, 374–383. doi:10.1093/geront/ gnt114
Oude Mulders, J., Henkens, K. and Schippers, J., 2017. European top managers’ age-related workplace norms and their organizations’ recruitment and retention practices regarding older workers. The Gerontologist, 57(5), pp.857-866.

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