Strategic HRM: Talent Management Approaches and Employee Turnover

This assignment delves into strategic human resource management, focusing on talent management approaches and employee turnover. It begins by defining talent management and exploring two key approaches: inclusive and exclusive. The inclusive approach emphasizes the value of all employees, while the exclusive approach targets specific high-potential individuals. The assignment then examines the causes of employee turnover, identifying factors such as lack of development opportunities, absence of recognition, workload issues, poor employee selection, and lack of decision-making opportunities. The student proposes both short-term and long-term actions to address these issues, including training, rewards, fair wages, and feedback mechanisms. The analysis includes a discussion on the suitability of the inclusive approach for British Airways, highlighting its diverse workforce and the importance of employee engagement. The assignment aims to provide a comprehensive understanding of talent management strategies and their impact on employee retention and organizational success.

Strategic Human Resource
Management
Student’s Name:
Student’s ID:

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Table of Contents
Answer 2......................................................................................................................................................2
Answer 3......................................................................................................................................................5
References...................................................................................................................................................8

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Answer 2
Talent management is a method connected with the organizations which helps them in hiring,
recruiting and retaining the best talents in the world of business. The objectives related to talent
management in the organizations need to be well-planned and well-organized to become
successful (Daubner-Siva, Vinkenburg and Jansen, 2017). There are numerous approaches to
talent management which could make the HR department of the organizations differ from its
competitors. Two of the approaches of talent management are inclusive approach and exclusive
approach.
The inclusive approach signifies that talent management must be applied to all the employees.
All the staffs of a company are perceived as strengths which could possibly build added value for
the company (Daubner-Siva et al., 2018). On the other hand, exclusive approach perceive the
subset of staffs or jobs as building disproportionate values. The practical effects of the both the
approaches are concerned about the investment of limited resources (Thunnissen and Van
Arensbergen, 2015). The question arises that is the growth applicable for everybody or the
organizations must invest differentially on particular employees or jobs?
The inclusive approach was created more recently more likely to respond to some egalitarian
ideas at the time period between 1960 and 1970. One more possibility for its creation is in the
response of regulations of the workplace which needed equal treatment of the staffs in areas like
health benefits and retirement policies (De Boeck, Meyers and Dries, 2018). Inclusive approach
to talent management is a combined approach that focus on the strengths and capabilities of the
staffs of the organizations. Supporting the staffs and providing them insights on their strengths
will make them feel engaged and energized. Overall, the aim is the retention of the staffs while
motivating their development and performances.
The HR managers must manage the purposes and visions, build efficient teams and change the
focus from over-perceiving to training and giving feedback. The employees should also motivate
their managers to develop the teams and not to stop the development due to fear of outgrowing
the members of the team in the teams (Lopes, 2016). The managers must be trained to analyze
positively regarding the development and assure them regularly that the new members of team
will join the teams with innovative talents and concepts (Thunnissen and Buttiens, 2017). This

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will not only motivate the managers to encourage development in their department but also in the
entire organizations.
On the other hand, exclusive approach had long history which is undoubtedly motivated by the
military practices where the hierarchical arrangements are considered. This approach is
consistent with resource optimization theories in the literature of strategy and Matthew effect in
the literature of sociology where inadequate investments are perceived to produce higher net
returns. The academic literature on talent management has been dominated by the exclusive
approach as shown in the increasing interests in workforce differentiation (Lucie, Hana and
Helena, 2016). This concept is a crucial theatrical growth in the literature of Strategic Human
Resource Management (SHRM) which implies that the scarce resources must be
disproportionately invested by the firms in the employees or jobs from where it is expected
highest returns. The exclusive differ from the traditional approaches where the traditional
approaches the significance of employees or jobs was connected with their positions in the
organizational charts of the companies (Meyers et al., 2019).
The exclusive approach might help the organizations to produce high returns which includes
profitability and productivity that might be achieved due to high performers. The talented
employees in the companies will be provided the privileges to access more specialized job
development and skills programme so that it can help the employees more effectively (Sheehan,
Grant and Garavan, 2018). Moreover, the high performers might be motivate the lower
performers either to leave and work in a better way that can lead to high performance in the
workforce (Najm and Manasrah, 2017). A constant competition can be built among the staffs so
that they can be more encouraged to work hard and prove their capabilities. Cost effectiveness is
also a factor while implementing exclusive approach as the scopes for career development and
training tools are narrow in comparison to inclusive approach.
It can be said that the approaches to talent management can be different from one company to
another company and each company has its own reasons to address and fit in as there are no
specific approach appropriate for all. The approaches might not be clearly described but
whatever the approach a company implements to manage its talented employees, inclusive and
exclusive approaches are both part of culture of the organization (O’Connor and Crowley-Henry,
2017). It can strengthened by other methods in the companies such as reward and

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communication systems. By the talent management approaches, the organizations can create a
high performing place of work, motivate a learning firm, add value to the brand strategy and
make contributions to the management of diversity (Sheehan and Anderson, 2015). All these
factors make the HR managers consider the approaches of the talent management as their vital
priorities.
Inclusive approach to talent management is suitable for British Airways as the competences of
the airline organization depends on the competences of high diverse employees since it operates
in a high diverse markets. The airline organization is successful due to its people and the airlines
consider its employees its greatest assets. Inclusive approach to talent management will help the
airline organization to focus on the strengths and capabilities of the staffs of the organization.
Supporting the staffs and providing them insights on their strengths will make them feel engaged
and energized. Overall, the aim of the airline organization will be to retain the staffs while
motivating their development and performances.
Inclusive approach can be beneficial for British Airways as it will help to create fair, friendly and
pleasant work atmosphere. The HR managers of British Airways can empower all its employees
with training and growth to identify the value added of the employees. The employees can
collectively contribute to the productivity of airline organization. The engagement of the staffs
will also strengthened due to the alignment between the objectives of the British Airways and its
employees. The connection between the staffs and the organization will be deeply engaged
when the staffs will feel that they are valued and are important part of the airline organization.
The managers need to provide all the opportunities to the employees to develop so that the
managers can explore more talents and pave the path for innovative mindset and vision in British
Airways.

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Answer 3
Employee turnover implies the total number of employees who has left the companies and
replace by new staffs. High employee turnover is extremely challenging. It takes valuable money
and time and can lead to the loss of morale of the employees. The reputation of the organization
can also be tarnished, with people making assumption that the organisation is a poor workplace
(Al Mamun and Hasan, 2017). Some of the staff turnover are unavoidable. As for instance,
transfer, leaving for education and retirement could be avoided. However, it is necessary to
observe the employee turnover of the organizations and understand the reasons of leaving the
workplace by the employees if the organizations want to ignore the negative impacts (Purl, Hall
and Griffeth, 2016).
It will be helpful for the HR managers to measure the turnover of the staffs those who want to
evaluate the causes of turnover for budget purposes. Understanding the common causes for high
turnover of the employees will enable the HR managers to protect their organization from same
fate (Kim and Fernandez, 2017). The staffs those who are challenged, well-compensated,
correctly managed and engaged will possibly become the productive and loyal members of the
organizations in the coming years (Mensah, 2015). The five major causes for employee turnover
are given below:
Absence of Progression and Development Opportunities
Opportunities for development is extremely vital to retain good staffs. If a staff feels confined in
a dead-end position, it have the possibility that he might look for other organizations for the
opportunity for improving their income and status (Bilau et al., 2015).
Absence of Recognition and Feedback
If the organizations avoid to give feedback, the organizations may be pushing away their staffs.
The feedback is the first step to make sure that the staffs are successful and so ignoring this
procedure could be harmful for their success (Qiu et al., 2016). If a staff is struggling, the honest
feedback and recognition from the management could help the employees to manage their work
pressure and focus on their work (Purohit, 2016). Avoiding the opportunities for recognition or
giving negative feedback will leave the staffs to struggle, become discouraged and ultimately
give up.

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Workload
It may be seem natural that during the time of financial pressure, the organizations ask their
employees to undertake additional responsibilities. The management need to allow the
employees go and ask the rest of the staffs to choose the slack either by working long hours or at
weekends (Omar, Nawawi and Puteh Salin, 2016). But asking the employees to pick up between
their personal and work life will never work properly. Rather it might lead to higher employee
turnover since the staffs will become frustrated.
Poor Selection of the Employees
It is difficult to find out perfect employees but force to match with a staff which is clearly not
correct for the values and cultures of the organizations will not end well. Although the
organizations might be desperate to fill up the vacancies, choosing a poorly matched staff is not
good for the organizations and the staffs (Mohamed et al., 2016). No employee will do their best
work when they are not happy and an incompatible staff will be not be happy with its new
position (Demirtas and Akdogan, 2015).
Lack of Decision Making Opportunities
If the managers are micromanaging their staff then they are indicating that they could not work
properly without the managers. Micromanaging reduces the opportunities for innovations that is
not wanted by any organizations (Arekar et al., 2016).
Short Term Actions
The staffs want to grow professionally, gain more skills and move up in the positions of the
organizations so the HR managers need to ensure a short term training program in place and
more opportunities to develop. Promoting the growth can bring improvement in the workforce,
maximize the skills of the employees and attract new staffs. The managers need to mentor, train
and motivate the employees instead of micromanage and discouraging them.
The HR managers need to offer monthly rewards to the employees so that they can go above and
beyond and receive a better and attractive work environment. Offering reward can lead to high
employee loyalty. The HT managers need to arrange for employee reward program by showing
gratitude in an honest and sincere way. The employees must be given their due credit.

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Long Term Actions
The HR managers need to ensure the payment of fair wages to the employees. They also have to
make sure that the salary increases comparatively with their professional growth. Such action by
the HR managers can help to make sure that the staffs stay in the organizations for longer period
and does not search for better offers in other organizations.
Regular and proper feedback from the HR managers can be a major factor to ensure success of
the employees. Feedback can help the staffs to demonstrate their best performance, acknowledge
the improvement areas and improve their capabilities. It can be a long term action as it can
provide opportunities to the employees with feedback and also help the organizations to grow
and develop. It can help effectively to reduce the rate of employee turnover for longer period of
time.
The HR managers need to ensure that the employees get time off when needed by them and
allow the staffs to work in a flexible way. It the HR managers notices the employees have to
overwork then the manager need to consider to bring more employees to help and cope up the
work pressure.

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References
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Bilau, A.A., Ajagbe, A.M., Sholanke, A.B. and Sani, T.A., 2015. Impact of employee turnover in
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