Posted: March 16th, 2022

Critical Analysis of Articles Concerning Talent Recruitment

CRITICAL ANALYSIS OF ARTICLES CONCERNING TALENT RECRUITMENT, RETENTION, AND DEVELOPMENT
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Critical Analysis of Articles Concerning 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 Recruitment and Retention of Early-Career Technical Talent by Zaharee, Lipkie, Mehlman, and Neylon (2018), published in the Research Technology Management. The second article is the relationship between talent management practices and retention of generation ‘Y’employees: mediating role of competency development by Younas. and Bari (2020), published in the Economic Research-Ekonomska Istraživanja.
Critical Analysis of Articles
Journal 1: Recruitment and Retention of Early-Career Technical Talent.
The current (millennial) generation is different from the previous generations, with different work expectations and preferences. The millennial generation, those born between 1990 to date, is the largest group in the employment market in the world’s population. Currently outnumber the older generation in the employment market (Weinbaum, Girven, & Oberholtzer 2016, 4). Therefore, the companies to retain and attract the best technical talents, particularly in the younger generation, must consider these employees’ preferences and working styles. Many scholars have researched what attracted older generations to their work environments and to increase their satisfaction. The current literature pieces have not concentrated on understanding the professional development and workplaces the early-career employees are looking for. Therefore, the authors of the article chose this topic to find out the critical aspects of organizations benefits and salary offerings, programs that develop the career of employees, and balance of work-life that get the most out of mutual benefit between the employer and employee and improve retention of best early career talent.
The literature used in the article verified that meaningful work is a proven promoter and stays a priority for younger aged workers. They do not just work to earn a payback or salary; instead, they want a goal for their work (Comaford, 2016, 7). Five incentives young employees consider when searching for a potential employer were identified. The incentives include; purposeful tasks, benefits and salary, organizational ethos, professional development opportunities, and flexible work arrangements. The millennials want to be engaged, work with others, get their hands dirty, and feel they are part of the organization. The authors, therefore, decided to research this topic using a case study tactic and qualitative data collection approach as methodology. Participants were randomly chosen from various companies from different areas of the world. Seventy-seven percent of the participants occupied an early career age bracket. Participants were subjected to an online survey comprising eighteen questions about work background, demographics, retention, and recruitment.
The surveys and data collection results portray that millennial workers require competitive salaries, a robust professional growth plan, remote working, healthcare benefits, and flexible working hours. From the survey results, the main reason young technical careers are quitting their jobs is due to a lack of an increase in compensation (Zaharee, Lipkie, Mehlman, & Neylon, 2018, 58). Furthermore, lack of financial rewards and additional bonuses was another cause of millennial employee dissatisfaction, causing them to quit their jobs. The author pointed out that young employees have unique expectations from the organization. To be more precise, the researcher concluded that flexible work hours, acceptable policies supporting work and life balance, benefits packages and competitive compensation, purposeful work, and healthy career development programs would entice and retain all generations’ technical employees. The research provides recommendations for future studies. It is well cited and referenced acceptably. The pieces of literature chosen for the study were selected based on the time the research was conducted. It ensured the studies captured factors important in the research.
Journal 2: The Relationship Between Talent Management Practices and Retention of Generation ‘Y’ Employees: Mediating Role of Competency Development
In modern and highly competitive business environments, talent management has been a challenge for many companies. Nowadays, companies are striving to entice and retain talented employees to improve their workplace and operational productivity. Right now, the majority of workers in the labor market consists of millennial and digital generations, popularly known as generation Y. A higher percentage of the generation Y employees are savvy technological, energetic, and trained from various perspectives (Younas & Bari, 2020, 1331). Talent management practices concentrate on employing a skilled individual with the correct job position when the company needs them. Many researches have been conducted to examine the impacts of talent management on employee retention. But the correlation between the two has not been examined by the current literature. Thus, the authors of this article chose this topic to assess the relationship between the talent management practices (such as monitoring and strategic leadership) and employee retention. The researcher used an online survey to examine the relationship. 372 generation Y employees were randomly selected to participate in the survey (Younas & Bari, 2020, 1339). Findings from the data collected pointed out that talent management practices positively affect the retention of Generation Y employees.
The research was reliable and relevant. It was relevant in the sense that it was no carried out for personal gain. The research intended to examine certain practices that enhances retention of generation Y employees who are very energetic and with a lot of skills (Newhall, 2012, 5). It offers results recommending to companies what can be done to ensure the willingness of talented generation Y employees to stay in the firm. Similarly, the research employed proper methods for data collection and analysis. The research is current since it was conducted one year ago. Similarly, the literature used in the research was relevant and current. That is, much of the literatures used gave information concerning talent management and employee retention. The researchers used literature of less than ten years, depending on the time the study was conducted. The results obtained from the research were aligned with the hypothesis, which improves its relevance.
Conclusion
These two articles investigate the importance of talent management, recruitment, retention, and development in organizations. The articles employed different research methods. The two articles’ authors confirmed that the research is relevant and reliable through various data collection and measurement designs. The articles also show specific skills that should be adopted by human resource managers to ensure the success of an organization and to give it a competitive advantage. HR managers can enhance the company’s competitive advantage by adopting proper talent recruitment, retention, and end development strategies. Due to enhanced knowledge and technology, organizations should embrace specific employee retention techniques that enhance their satisfaction and loyalty, thereby improving the firm’s general productivity. Therefore, the two articles provide vital information on human resources, giving organizations a helpful understanding of managing their employees.
References
Comaford, C. 2016. Got Millennials? Here’s the culture they need. Forbes, May 14. https://www.forbes.com/sites/christinecomaford/2016/05/14/got-millennials-heresthe-culture-they-need/2/#3b90f00f66f3
Newhall, S., 2012. A global approach to talent management. Human Resource Management International Digest.
Weinbaum, C., Girven, R., and Oberholtzer, J. 2016. The Millennial Generation: Implications for the Intelligence and Policy Communities. Santa Monica, CA: RAND. https://www.rand. org/pubs/research_reports/RR1306.html
Younas, M. and Bari, M.W., 2020. The relationship between talent management practices and retention of generation ‘Y’employees: mediating role of competency development. Economic Research-Ekonomska Istraživanja, 33(1), pp.1330-1353.
Zaharee, M., Lipkie, T., Mehlman, S.K. and Neylon, S.K., 2018. Recruitment and Retention of Early-Career Technical Talent: What Young Employees Want from Employers A study of the workplace attributes that attract early-career workers suggests that Millennials may not be so different from earlier generations. Research-Technology Management, 61(5), pp.51-61.

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