Five Ways to Retain Employees Forever, Essay Example

Williams and Scott’s (2012) article is, in brief, concerned with encouraging employers to engage systematic efforts that can create and facilitate an environment that encourages and supports workers to be retained in the company over a long-term period. The premise of the article is on the concerns expressed by statistical figures showing 40 percent of employees consider moving job within the next six months while 69 percent already passively in search of new jobs. Williams and Scott’s (2012) further suggest five strategies they call“5 R’s,”   employers can use to retain employees. These include responsibility, respect, revenue sharing, reward and relaxation time.

In my opinion, the article makes sense. Williams and Scott’s (2012) “5 R’s” are designed to motivate the employees to remain in the company. It is clear that Williams and Scott’s (2012) argue that employees will consider leaving an employer due to both personal and profession. This conclusion is reached based on the “5 R’s,” which, based on my interpretation, are intended for both personal and professional concerns. In my opinion, therefore, the prevalent factors for wanting to quit include lack of job fit, pursuit of career progress, lack of appreciation, stress from workload, lack of support from management, life imbalances, and lack of trust.

The first “R” is “Responsibility.” Williams and Scott’s (2012) suggest that employers should inculcate trust in employees by giving them responsibilities. I believe that this point is valid since providing the employees a sense of responsibility has a potential to fulfil their ambitions for career advancement. Building trust also enables the employees to view the management as being supportive and transparent.

When it comes to “respect,” Williams and Scott’s (2012) suggest that employers should show respect and appreciation of employees since employers are humans. They further advise that respect and appreciation should be integrated with organisational culture. In my view, this point is also valid as appreciation and respect potentially give employees esteem needs. In return, the esteem needs to trigger a sense of importance, which gives the employees a sense of confidence, competence and adequacy. I feel that when employees lack a sense of adequacy, they may tend to feel a lack of job fit.

Regarding “Revenue-sharing,” Williams and Scott (2012) suggest that employers should link part of the wages they pay to employees to company performance. I do not totally agree with this point. In my view, it is not valid. While Williams and Scott (2012) hope that this strategy can provide employees with incentives to stay, its effectiveness is contingent on other economic factors, such as ‘financial recession.’ In which case, aligning employees interests with the company’s profits and revenues may not be effective when the company suffers losses due to the financial recession. Rather than motivate, it will de-motivate employees in times of bad economy.

In respect to “Reward,” Williams and Scott (2012) comment that, the rewards employers give employees need to appeal to their emotional needs. Additionally, it should be much more than monetary compensations. I agree with this point. On reflection, while increased pay is a primary solution to employee retention, in the extreme case of work-related stresses, it may not always be the option. In fact, even as rewards should be a high priority on the list of strategies, it is also important for employees to develop a positive relationship with the workers.

When it comes to “Relaxation Time,” Williams and Scott (2012) promote the view that, when the employees are generous with time-off (through mini-breaks or teambuilding initiatives), they create enduring relationship, which motivates employees to stay. I agree with the idea since the workplace is inherently stressed, which potentially affects employees’ morale.

Critically, Williams and Scott’s article makes a lot of sense regarding ways in which employers can retain employees. The points on “5 R’s” are generally valid except for “revenue-sharing,” which I opine is not valid. I also reason that what Williams and Scott intended to suggest to employers is that when employees are satisfied at work, they are likely to stay longer than those who are not satisfied. In addition, the “5 R’s” are not exhaustive, as they do not include the strategies for training or learning development to promote job-related behaviours, skills and knowledge.

I believe that employee motivation is among the significant factors that enable employers to retain the workforce while simultaneously improving their productivity and organizational performance. It is clear that what Williams and Scott (2012) intend is that employers should use motivations, by giving them incentives, high perks, cash prizes, as well as other good motivating factors. Williams and Scott’s (2012) points are in my view, therefore, valid. I conclude that employee retention is achieved, and turnover minimized if management can identify and apply appropriate variables that will make the employees satisfied with work.

Reference

Williams, D. & Scott, M. (2012). Five Ways to Retain Employees Forever. Harvard Business Review, Nov 2012 Issue