Strategies for Staff Retention: Management People and Teams

This report examines the causes of staff retention issues within CST, a multinational communication software company, focusing on factors such as lack of growth opportunities, being overworked, and poor employee selection processes. Recommendations are provided to improve employee performance and engagement, including fostering a motivational environment through rewards and incentives, enhancing communication processes to increase employee participation, leveraging influence to satisfy employee demands, and addressing technological gaps through training and development programs. The report emphasizes the importance of adopting new technologies and providing adequate training to employees to reduce costs and improve the company's competitive edge. Desklib provides access to this report along with a wide range of solved assignments and past papers.

Management people and teams

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Answer 1.
Causes of staff retention in the case of CST
Lack of growth and progression
It has been seen that the opportunity and growth is very important for the employees. If any
employees did not get the opportunity then the motivation towards the work of employees is
decreased. In the case of CST, the employees want the high position in the company such as
in the technology department and many others but they did not get the opportunity in the
company. Lack of growth is the major reason of staff retention for the company. Lack of
opportunities is the major disadvantage for the young employees and millennial employees of
the company. The senior management has to develop the environment in which the employee
can encourage towards the work. So, that the employees gives their best in the market
(Anvari, JianFu& Chermahini, 2014).
Being overworked
CST is the multinational communication software and system developer serving company
which serves the services to many industries. The company operates in many places which
states that the company has high demand of their services. Due to delivering the services in
the country; the company has overloaded work in the company. Overworked is not beneficial
for the health of employees that is the reason of leaving the company. Selection between the
personal and work life is very difficult for the employees. Overworked is the major reason of
staff retention in the company.
Poor Employee selection

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Except the employees reason the major reason for the staff retention is that the company has
poor selection process. CST is the multinational company and also operates in the many
countries which states that the company hire the number of employees to deliver the
maximum services. It has been founded that the company hiring the number of employees
which is a disadvantage for the company. The company hire the employee but the hiring
process of the company is not so strong that is why the company face the staff retention.
Human resource department of the company has the responsibility to hire the employees in
the company. HR department plays the important role in the company in the case of hiring
the employees. It has been founded that the HR department of the company fails to hire the
good number of employees (Guilding, Lamminmaki, & McManus, 2014)..
Answer 2.
Recommendations
Poor employee performance
Motivation
Poor employee’s performance is the reason of lack of motivation in the company. The senior
management of the company has to develop the motivated environment so that the employees
get the attracted towards the work. The motivation environment of the company encourages
the employees to give their best towards the work. The company can motivate the employees
by providing them the rewards and incentives as the extra payments (Herzberg, 2017).
Low employee engagement
Communication process
The company face the issues of low employee engagement due the many reasons but the
main reason of the low engagement is the lack of communication process. The senior

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management of the company has to adopt the communication process which makes the
environment comfortable for the employees. So, that the employee participate in the activities
and present their view on the particular issues of the company. Communication is a source
which encourages the employees to participate in the company activities. More participation
of the employees is directly impact on the company performance. The company has to
encourage the employees by providing them the opportunities to speak in the front of number
of audience or by organising the events for the employees (Elliston, Riesz, & MacGill, 2016).
Decline in staff retention
Influence and power
From the above discussion, it has been seen that the company face the issue of staff retention.
To reduce this issue the senior management of the company has to responsibility to develop
the motivational environment. They can influence the employees towards the works which is
beneficial for the company. Influence is the biggest power of the leaders which can
encourage the employees to give their best towards the work. To influence the staff the
company can provide the many benefits or satisfy their demands so that the employees stay in
the company for long time (Eshiteti, Okaka, Maragia, Odera, & Akerele, 2013).
Technological advancements elsewhere have highlighted a gap in CST’s
Training and development
The company suffer the gap between the technological advancement which is the major issue.
The company has to update the technology time to time so that they get the high demand. The
company has to adopt the new technology as per the market trend. To adopt the advance
technology the company has to provide the training and development to the employees so that
the difference between the technological advancement and the success of the company will
be reduced. Training and development program of the company helps the employee to

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understand the use of technology. Adoption of new technology also reduces the cost of the
company (Barbee, & Antle, 2011).

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References
Anvari, R., JianFu, Z., & Chermahini, S. H. (2014). Effective strategy for solving voluntary
turnover problem among employees. Procedia-Social and Behavioral Sciences, 129,
186-190.
Barnlund, D. C. (2017). A transactional model of communication. In Communication theory
(pp. 47-57). Routledge.
Barbee, A. P., & Antle, B. (2011). Cost effectiveness of an integrated service delivery model
as measured by worker retention. Children and Youth Services Review, 33(9), 1624-
1629.
Elliston, B., Riesz, J., & MacGill, I. (2016). What cost for more renewables? The incremental
cost of renewable generation–an Australian National Electricity Market case study.
Renewable Energy, 95, 127-139.
Eshiteti, S. N., Okaka, O., Maragia, S. N., Odera, O., & Akerele, E. K. (2013). Effects of
succession planning programs on staff retention. Mediterranean Journal of Social
Sciences, 4(6), 157.
Guilding, C., Lamminmaki, D., & McManus, L. (2014). Staff turnover costs: In search of
accountability. International Journal of Hospitality Management, 36, 231-243.
Herzberg, F. (2017). Motivation to work. Routledge.

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