Attracting and Retaining Talent – Total Reward Strategy

Baral, Sukanta Kumar

doi:10.2139/ssrn.3375286

Cited by 3 publications

(1 citation statement)

References 2 publications

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“…The main objectives of enterprises include attracting and retaining the right people by offering them performance-related rewards and competency development programs, including training, as well as reducing job turnover and offering mentoring, coaching, and shadowing practices [ 24 , 25 , 26 ]. While theoretical studies still focus on recruiting [ 27 , 28 ], developing [ 29 , 30 ], and retaining a talented workforce [ 31 , 32 ], especially young university graduates [ 33 , 34 ], it seems that no other element of human capital management has so far been as neglected by companies as onboarding: introducing new employees to their new work environment.…”

Section: Introductionmentioning

confidence: 99%

Onboarding in Polish Enterprises in the Perspective of HR Specialists

Krugiełka

Bartkowiak²,

Knap-Stefaniuk³

et al. 2023

IJERPH

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The article discusses onboarding in Polish enterprises analyzed from the perspective of HR specialists. The subject of consideration in the article falls within the area of broadly understood concern for the sustainable development and well-being of employees adjusting to a new work environment during their adaptation period. Actions taken by HR specialists have a significant impact on the behavior of employees and their well-being and satisfaction in the new workplace, including commitment and care for all stakeholders involved in building a positive psychological climate at the time of starting work. The aim of the article was to identify onboarding practices implemented in selected types of Polish enterprises and selected factors determining the choice of specific practices, such as analyzing the dependencies between the type of an enterprise and the implementation of onboarding practices in it, identifying the perception of these practices by HR male and female specialists at a given age and with given seniority, and determining whether the practice of assigning a buddy to new employees depends on the type of enterprise. The study described in the article was conducted in 178 medium-sized Polish enterprises, of which, 25 were manufacturing companies, 34 were trading companies, and 119 were service companies. In each enterprise, an HR specialist completed a questionnaire on onboarding. The analysis of the dependencies between the type of company and the type of onboarding implemented in it (general, position, or team onboarding) revealed no statistically significant differences between the types of companies participating in the study and the type of onboarding implemented in them. The discrepancies between preferences for particular onboarding practices and the gender, age, and seniority of HR specialists participating in the study turned out to be statistically significant and indicate that manufacturing companies more often assign a buddy to new employees in their onboarding process than trading and service companies. The conclusions obtained from the research, apart from the cognitive value, have an application value, e.g., regarding the recruitment of HR specialists.

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Section: Introductionmentioning

confidence: 99%

Onboarding in Polish Enterprises in the Perspective of HR Specialists

Krugiełka

Bartkowiak²,

Knap-Stefaniuk³

et al. 2023

IJERPH

View full text Add to dashboard Cite

show abstract

The impact of reward system on talented employees’ performance in Vietnamese commercial banks: mediating role of job satisfaction

Pham,

Le,

Dang

et al. 2023

J Financ Serv Mark

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The impact of recognition on retention of good talent in the workforce

Mngomezulu¹,

Challenor²,

Munapo³

et al. 2015

JGR

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Retention of talented workforce is the most crucial issue business sectors are faced with today as a result of brain drain.Talent has become the driving force for business success. Most employees leave due to lack of professional challenges, having received little or no recognition, and the absence of career growth and development. The purpose of this study is to determine the impact recognition has on retention of talented workforce in the workplace. A total of 70 questionnaires were distributed to employees in different job categories. The study revealed that management can apply numerous approaches to retain good talent. Moreover, it is vital for managers to bear in mind that these approaches might have dissimilar effects on different individuals. This study also answered some of the most critical issues the business sector is faced with, such as employee retention due to the shortage of skilled labour and failure to recognize good work done. The findings reflect that reward, passion, recognition, motivation, and effective talent management are some of the factors business leaders have to address in order to minimize voluntary turnover and retain good talent in the workplace.

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Attracting and Retaining Talent – Total Reward Strategy

Cited by 3 publications

References 2 publications

Onboarding in Polish Enterprises in the Perspective of HR Specialists

Onboarding in Polish Enterprises in the Perspective of HR Specialists

The impact of reward system on talented employees’ performance in Vietnamese commercial banks: mediating role of job satisfaction

The impact of recognition on retention of good talent in the workforce

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