The Hr Trend : Greater ( Job ) Mobility

This case is about hiring and employee retention processes centered on new college graduates that, instead of offering ideal and permanent career pathways to these recent graduates and new employees, turn out to become for them a platform or a launch-pad from which they hunt for their dream careers after a couple of years. Despite the costs associated with and the high turnover trend caused by it, this practice continued over time and became increasingly unsustainable, with a rise in job insecurity, and subsequently a reduction in job satisfaction and organizational commitment that come with it. Initiatives from human resource management and the many changes in strategy attempted by senior management

Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

Over the next decade, it will be a challenge for employers to attract, keep, and develop a skilled work force for numerous different reasons ranging from the evolution of technology to fewer foreign students coming to America for work. Adding to the problem, companies are finding themselves managing four generations of workers. Based on their generation’s life experiences, each group has its own diverse characteristics, standards, and attitudes towards work. The four generations are as follows: Silents (1925-1946), Baby Boomers (1946-1964), Generation Xers (1965-1980), Generation Ys or Millennials (born after 1980). It is up to management to relate and motivate employees of different age groups. The purpose of this paper is to inform readers

This study shows the career paths within human resources. It gives an overview of each human resource specialty by explaining in detail of possible duties conducted. It also discusses the strategic human resource planning conducted by a recruiting and selection specialist, training and development specialist, and compensation and benefit manager. Each specialist may conduct his or her duties separately or may cover all areas depending on the size of the organization.

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

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The main objective of the article is to examine the causes of high turnover rates in business organizations and the major reasons behind job dissatisfaction among the millennial workers. Also, the author offers some solutions to the causes of dissatisfaction among this group. The presence of the millennials in the workforce come with several advantages and disadvantages. The high level of enthusiasm to work is regarded as the advantage, while the disadvantages were the disloyalty, neediness, being entitled to a certain reward, and being too casual.

281). The writers present the “popular perceived” stereotype of Millennials to include: disloyal, neediness, over all casualness and sense of entitlement (Thompson & Gregory, 2012, p.238). Thompson and Gregory (2012) suggest Millennials entered the job market as veteran employees were either fired or asked to increase productivity “while compensation was flat” confirming what many Millennials believed: “the psychological contract is dead” (Thompson & Gregory, 2012, p.240). This observance allowed Thompson & Gregory (2012) to assert, “Millennials are much less likely to stay with employers simply because they think it is the right thing to do” (Thompson & Gregory, 2012, p239). The article progresses and researchers assert key components that contribute to millennial loyalty and retention with an organization including, “good work-life balance, meaningful work, and sufficient attention recognition” (Thompson & Gregory, 2012, p.

“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.

Given that, top performers need to know how to get to where they want to be in the organization, and direction needs to be supplied. The simple truth is, when a company lacks the ability to show the individual a path of progression in order to move forward, it can be detrimental to the organization bottom-line, as turn-over affects the profits of an organzation. The result is employees will disengage and will seek other opportunities of employment elsewhere. As a final point, providing staff with a career path is similar to creating a psychological contract for an employee to stay employed with the company. By companies investing in the employee’s growth and development, they will grow in to a loyal employee and stay with the corporation. Creating a path for an employee increases employee retention. This creates a strong sense of purpose for the individual; they become connected to the organization, as they desire to be a part of the bigger picture (Gupta).

In addition, the biggest problem faced by business in prioritizing employees’ career development is the anticipated budget increase resulting in high business cost. On the other hand, employees are also not found motivated due to lack of formal process offered to them for this purpose (Walton & Valentin 2013). Kantrowitz (2014) has also substantiated this argument by reporting 22% response for formal process. Evidences from other researches also shows that career development is not considered as a significant employee retention or motivation strategy by most of the HRMs. Even there are a large number of international corporations, which do not have any future assessment plan for this purpose.

Employees, especially Millennials or Generation Y workers, want to stay in a company that provides a range of professional opportunities and career paths where they can grow their careers (("Internal Mobility Benefits Employees and the Business | RPO Intelligence Blog," n.d.), lack of career advancement opportunities is one of the main reasons that desirable, high-potential employees leave a business. According to a recent LinkedIn “exit survey” of 7,350 members across five countries, the top reason workers left their jobs was because they wanted

Within this research the aim is to find what benefits appeal to the Generation Yers. Throughout this course we learned about the best fit and the best practice approach, which further explains if HR professionals should implement processes and programs due to what works with their organization or play by the rules and regulations. As of this year 2017, Generation Yers/ Millennials have officially surpassed Baby Boomers to become known as the country’s largest generation, and just last year, millennials outgrew Generation X to become the largest portion of the U.S. workforce. ------The presence of this generation has already inspired corporations to make massive changes to the way they conduct business.

Generational changes are having a significant impact on workers motivation. Millenials are the new generation of workers entering the workforce. They are characterized as being intelligent/well-educated, independent, and having internally controlled value systems (Amar, 2002, p.24). They also have a higher employee satisfaction rate at 55% to 46.5% for baby boomers (Amar, 2003, p.