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It Is Important For HR To Retain Talented Employees Than Hiring
Leaders should be encouraged to look at their value proposition and should think about policies that would attract the kind of talent they would like to have working at their organization
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The human resource community should engage in the conversation about policies, and how policies are enacted across an organization. Leaders should be encouraged to look at their value proposition and should think about policies that would attract the kind of talent they would like to have working at their organization.
Dr. Brad Shuck, Strategic & Academic partner, BI WORLDWIDE told BW Businessworld, "It is even more important for HR to retain those highly talented, smart, and engaged employees. Policies provide guidelines, and employees interact with those guidelines, so leaders need to think about how formal organizational polices and informal norms are experienced and how they shape the organization’s overall employee value proposition."
Open dialogue and transparent communication and re-envisioning the value proposition of the organization are the important to keep employees’ morale high. Leaders who openly communicate keep the message of the organization in front of employees, which shapes the corporate narrative. This helps in driving meaning in work and organisational pride.
Digital disruption is double edged. Digital and technological advancements can streamline workflows, automate systems, and connect organisations and people like never before; and at the same time, it can be isolating.
Brad Shuck further added, “Talent acquisition and appreciation, or recognition, has changed over the years by recognizing that organisations need a multifaceted approach and strategy. External reward structures can be fruitful, but by themselves they will not motivate at optimal levels. “
Leaders should be open to listen to ideas to bring the change. In a new study, we found that employees who believed their leader was open to new ideas and listening to those ideas were also more likely to report higher levels of engagement, and also more likely to speak up and use their voice.
Shuck added, “Leaders who are generally known for being closed to new ideas, in both positive and negative environments, lose out on the benefit of high engagement, and also, they have employees who do not speak up in good and bad situations. Such environments are often experienced as closed and, psychologically unsafe. Psychologically unsafe work environments have a cascading set of associated problems and issues and have been documented to lead to disastrous consequences.”