Developing the employee lifecycle to keep top talent
| Date | 11 November 2019 |
| Pages | 258-262 |
| DOI | https://doi.org/10.1108/SHR-05-2019-0042 |
| Published date | 11 November 2019 |
| Author | Gary Cattermole |
| Subject Matter | Hr & organizational behaviour,Employee behaviour |
On another note
Developing the employee lifecycle to keep
top talent
Gary Cattermole
Abstract
Purpose –This article aimsto set out the best strategies to understand theemployee life cycle and how
to employtactics to keep top talent within an organisation.
Design/methodology/approach –This featureexplores desktop data and industry research.
Findings –This feature demonstrateshow an employee’s life cycle can be extended in the workplace
and explains the link between the employee value proposition and the employee life cycle to create
successfulonboarding strategies.
Social implications –This article alsolooks at how millennials will stay longer in an organisationthat has
strongenvironmental policies.
Originality/value –This feature offers fantasticinsight into an issue that is currently costing the country
millions.
Keywords Employee engagement, Organization development, Leadership,Strategy,
Talent management, Productivity
Paper type Viewpoint
Gary Cattermole is a Director at the award-winning employee research consultancy,
The Survey Initiative. Here he explains the employee life cycle and how with careful
analysis and planning, HRs can retaintheir top talent and boost levels of employee
engagement.
First up, lets explain the employee life cycle. The cycle has six key stages: attraction,
recruitment, onboarding, development, retention and separation. In basic terms, an
employee is attracted to an organisation thanks to its brand or reputation. An employee will
apply for a position within a company and if successful will go through an onboarding
process. A company will then look to develop that employee and retain their top talent over
many years, keeping the knowledge and experience within the company. Naturally, there
will be a time when the employee eitherseeks pastures new or retires.
We often say that our biggest asset is our people, so can you imagine the cost benefits,
skills and expertise that could be retained in an organisation if we really got to gripswith the
employee life cycle. If we can pre-empt when an employee might become disengaged,
desire a promotion or look elsewhere for a job, we can create effective HR strategies to re-
energise engagement and employee satisfaction. By careful management, HR teams can
save thousands on recruitment, training and development, as well as keep skills and
knowledge within the company. At the moment we know employee engagement levels fall
significantly between 2 and 5 years, and with the average hire in the USA only lasting four
years[1], industry needs toconsider what we can do to keep top talent.
Gary Cattermole is Director
at The Survey Initiative,
Wix, UK.
PAGE 258 jSTRATEGIC HR REVIEW jVOL. 18 NO. 6 2019, pp. 258-262, ©Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-05-2019-0042
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