Organizations will always have some employees who are overachievers or
A players. Thus, it becomes important for HR managers and
professionals to retain their top talent. Many organizations mainly focus their
efforts on developing their bottom 10% of employees instead of focusing on
retaining their top 10% of employees. Some managers provide incentives such as
merit pay for their top employees but at times that is not sufficient. For some
employees, pay is not a significant factor when evaluating job satisfaction
levels. For others, pay is a significant factor when evaluating job
satisfaction levels. Nevertheless, when dealing with top talent, it is
important to focus efforts on re-recruiting this elite group, re-engaging this
unique group, and re-energizing this vital group. As mentioned above,
re-recruiting is a strategic HR process that identifies top performers so that
management can engage them in a conversation about their needs and desires, and
then entice them to recommit to the company in the same way they were persuaded
to join it in the first place. Re-engagement is the act of getting employees to
feel connected to, and enthusiastic about their jobs. Employees are more likely
to feel engaged when they have a solid relationship with managers and a belief
in leaders. Re-energizing employees is a strategic process that provides a
meaningful purpose for ones service and dedication to an organization. This
process rejuvenates employees from a physical, emotional, mental, and spiritual
perspective. The following figure illustrates the three mechanisms for
retaining top talent.
Retaining Top Talent Diagram
Assignment
Discuss specific strategies for retaining top talent. Of the three
mechanisms, which is the most important? Justify your response. Which
strategies have you used in the workforce? If you were to create your own model
for retaining top talent, what would it look like? Explain in detail your model
and why it is more effective than the model mentioned in this module.
Organizations will always have some employees who are overachievers or
A players. Thus, it becomes important for HR managers and
professionals to retain their top talent. Many organizations mainly focus their
efforts on developing their bottom 10% of employees instead of focusing on
retaining their top 10% of employees. Some managers provide incentives such as
merit pay for their top employees but at times that is not sufficient. For some
employees, pay is not a significant factor when evaluating job satisfaction
levels. For others, pay is a significant factor when evaluating job
satisfaction levels. Nevertheless, when dealing with top talent, it is
important to focus efforts on re-recruiting this elite group, re-engaging this
unique group, and re-energizing this vital group. As mentioned above,
re-recruiting is a strategic HR process that identifies top performers so that
management can engage them in a conversation about their needs and desires, and
then entice them to recommit to the company in the same way they were persuaded
to join it in the first place. Re-engagement is the act of getting employees to
feel connected to, and enthusiastic about their jobs. Employees are more likely
to feel engaged when they have a solid relationship with managers and a belief
in leaders. Re-energizing employees is a strategic process that provides a
meaningful purpose for ones service and dedication to an organization. This
process rejuvenates employees from a physical, emotional, mental, and spiritual
perspective. The following figure illustrates the three mechanisms for
retaining top talent.Retaining Top Talent DiagramAssignmentDiscuss specific strategies for retaining top talent. Of the three
mechanisms, which is the most important? Justify your response. Which
strategies have you used in the workforce? If you were to create your own model
for retaining top talent, what would it look like? Explain in detail your model
and why it is more effective than the model mentioned in this module.
