EMPLOYEE RETENTION ASSIGNMENT 1
Case Analysis: Employee Retention Assignment
Kaitlin Browning
Liberty University
BUSI 652 – Human Resources and Technology
Author Note
Kaitlin Browning
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Kaitlin Browning.
Email: [email protected]
EMPLOYEE RETENTION ASSIGNMENT 2
Abstract
Organizations often face the dilemma of whether or not to fight to keep a star employee who has
received an attractive job offer from another company. While retaining top talent is essential for
achieving long-term goals, it is crucial to evaluate the situation from a strategic HR perspective.
Organizations must evaluate the potential costs and benefits of retaining an employee. The cost
of losing a great employee can be significant, as they may take with them valuable skills,
knowledge, and relationships with clients and other stakeholders. On the other hand, the cost of
fighting to keep that employee can also be significant, as it may create resentment among other
employees, who may feel that they too have been undervalued or underpaid. The following paper
will discuss how business strategy and HR strategy go hand-in-hand when retaining valued
employees.
EMPLOYEE RETENTION ASSIGNMENT 3
Introduction
In today’s highly competitive business environment, organizations are always looking for
ways to gain a competitive advantage over their rivals. One of the most effective ways to do this
is by developing a robust HR strategy that aligns with their overall business strategy. HR strategy
encompasses a wide range of areas, including recruitment, retention, training and development,
performance management, compensation, and benefits. One common challenge faced by
organizations is the issue of counteroffers. When an employee receives an offer of employment
from another organization, the current employer may make a counteroffer in an attempt to retain
them. Counteroffers can be a double-edged sword, as they can be a powerful tool for retaining
key talent, but they can also have negative consequences.
Strategic Planning and HR Direction
Aligning a company’s strategic direction with its human resource planning is crucial for
achieving long-term success. Human resource planning refers to the process of forecasting an
organization’s future manpower requirements and developing plans to meet those requirements.
On the other hand, strategic direction refers to the long-term vision and goals of the company.
Aligning human resource planning with strategic direction involves ensuring that the
organization has the right people with the right skills and abilities to achieve its objectives. The
first way to align human resource planning with strategic direction is to identify the strategic
direction. This involves understanding the company’s mission, vision, and goals. Once the
strategic direction has been identified, the human resource team can develop plans to ensure that
the organization has the right people with the right skills and abilities to achieve its objectives.
EMPLOYEE RETENTION ASSIGNMENT 4
The next step is to assess the current workforce. This involves analyzing the skills,
abilities, and experience of current employees to determine whether they are aligned with the
company’s strategic direction. The human resource team can conduct a skills inventory to
identify the skills and abilities of current employees. Once the current workforce has been
assessed, the next step is to identify skill gaps. Skill gaps are the differences between the skills
and abilities required to achieve the company’s strategic objectives and the skills and abilities of
current employees. The human resource team can identify skill gaps by comparing the skills and
abilities required for each job role with the skills and abilities of current employees.
After the skill gaps have been identified, the human resource team can develop a
recruitment plan to fill those gaps. The recruitment plan should be aligned with the company’s
strategic direction and should focus on recruiting employees with the skills and abilities required
to achieve the company’s objectives. “Building commitment is important because of two aspects,
the work efficiency of employees and the productivity of the organization” (Boniecka, 2022, p.
19). The human resource team should also develop a training and development plan to ensure
that current employees have the skills and abilities required to achieve the company’s objectives.
The training plan should focus on developing the skills required to achieve the company’s
objectives. The human resource team should regularly review the recruitment and training and
development plans to ensure that they remain aligned with the company’s strategic direction.
HR Strategy and Business Strategy
The relationship between HR strategy and business strategy is fundamental for any
organization. Business strategy is a long-term plan of action that outlines the objectives and
vision of an organization to achieve and maintain its competitiveness in the market while the HR
strategy is a set of policies, plans, and practices used to manage an organization’s human
EMPLOYEE RETENTION ASSIGNMENT 5
resources effectively. The success of an organization is highly dependent on how well its HR
strategy aligns with its business strategy. HR has to work closely with senior management to
ensure that their policies and practices support the organization’s strategic goals. For example, if
the business strategy involves expanding into new markets, HR would focus on recruiting
employees who have the necessary language skills, cultural awareness and business acumen
required to succeed in those markets. Similarly, if the business strategy involves improving the
quality of products or services, the HR strategy would focus on attracting and retaining
employees who have the skills and knowledge required to improve the quality of products and
services.
Counteroffers
In the provided case study, the supervisor of a team is faced with the decision of whether
to make counteroffers to two highly valued employees who have received offers from a
competitor company. One employee is an African American woman who is a top performer and
is viewed as a role model for diversity and inclusion initiatives in the company. The other
employee is a white male who has been with the company for a long time and is known for his
expertise in a critical area of the business. The case study presents a dilemma for the supervisor
and the company. On the one hand, losing either of these employees would be a significant blow
to the company. Both employees are highly valued, and their departure could result in a loss of
knowledge, expertise, and productivity. On the other hand, making counteroffers to either or both
of the employees could set a precedent and create a culture of counteroffers that could be
detrimental to the company in the long run. “To celebrate diversity, is to appreciate and value
individual differences” (Cascio, 2022, p. 133).
EMPLOYEE RETENTION ASSIGNMENT 6
In my opinion, the company should make a counteroffer to the African American woman
employee, but not to the white male employee. First, the African American woman employee is a
top performer and a role model for diversity and inclusion initiatives in the company. Losing her
would not only result in a loss of productivity and expertise, but it could also send a negative
message to other employees who may feel that their contributions are not valued. By making a
counteroffer to retain her, the company would be sending a message that it values diversity and
inclusion and is willing to invest in top talent. Second, the white male employee has been with
the company for a long time and is known for his expertise in a critical area of the business.
However, his departure would not have the same impact on diversity and inclusion initiatives in
the company as the departure of the African American woman employee. Additionally, making a
counteroffer to retain him could create a culture of counteroffers that could be detrimental to the
company in the long run. It could set a precedent that any employee who receives an outside
offer will receive a counteroffer, which could lead to inflated salaries and create resentment
among other employees who do not receive counteroffers.
Succession Planning
“Succession planning is all about picking the right people for the right jobs at the right
stage of their personal and professional development” (Ritchie, 2029, p. 33). It ensures that there
is a smooth transition of leadership when a key executive or manager leaves the company. One
of the possible concerns associated with succession planning is the lack of diversity in the
leadership pipeline. Organizations need to ensure that their succession plans are inclusive and
that there is diversity in the pool of potential leaders. This is particularly important in today’s
world, where diversity, equity, and inclusion are critical issues. Lack of diversity in the
leadership pipeline can have serious consequences, such as the perpetuation of biased decision-
EMPLOYEE RETENTION ASSIGNMENT 7
making and exclusion of perspectives that could lead to innovative solutions. Moreover, it can
damage the organization’s reputation and its ability to attract and retain top talent from diverse
backgrounds.
To avoid this concern, organizations need to adopt practices that promote diversity in the
leadership pipeline. “Diversity that is highly relevant in organizational set-up is “knowledge
diversity” based on educational/functional background” (Jaiswal, 2019, p. 158). One of the best
practices is to establish clear criteria for the selection of potential leaders. The criteria should be
based on skills, competencies, and performance, rather than gender, race, or ethnicity. This
ensures that everyone has an equal opportunity to be considered for a leadership position.
Organizations can also implement a mentorship and coaching program that pairs high-potential
employees with senior executives. This can provide employees with the opportunity to learn
from experienced leaders and gain exposure to different areas of the organization. Another best
practice is to create a diverse talent pool by sourcing candidates from a variety of internal and
external sources. This includes seeking candidates from different departments and functional
areas within the organization. It also includes recruiting candidates from diverse backgrounds,
such as those with different education levels, cultures, and experiences. This can help to increase
the diversity of thought and perspectives in the leadership pipeline. Moreover, it can ensure that
the organization has a pool of qualified candidates who are ready to take on leadership roles
when the need arises.
Possible Practices
One way for HR to align with organizational goals is by developing and implementing a
comprehensive diversity and inclusion strategy. “HR practices positively affect work engagement
and motivate the employees to devote extra effort in their performance” (Singh, 2022, p. 460).
EMPLOYEE RETENTION ASSIGNMENT 8
This strategy should focus on creating an inclusive workplace culture that supports diversity,
equity, and inclusion. The strategy should also involve identifying and addressing any potential
biases or barriers that may be preventing employees from fully contributing to the company’s
success. To develop a comprehensive diversity and inclusion strategy, HR should first conduct a
diversity audit of the company’s current practices and policies. This audit should include a
review of the company’s hiring, promotion, and retention practices, as well as an analysis of the
company’s workforce demographics. Based on the findings of the audit, HR can develop a
strategy that addresses any areas of concern and sets clear diversity and inclusion goals. The
diversity and inclusion strategy should also involve educating employees and managers on the
importance of diversity and inclusion. This education can include training on unconscious bias,
cultural competency, and inclusive communication. HR can also provide resources and support
for employees who may be experiencing bias or discrimination. Another important aspect of the
diversity and inclusion strategy is to create a pipeline for diverse talent. This can involve
partnering with diversity organizations or universities to recruit diverse candidates for open
positions. HR can also create development programs that provide training and mentoring for
employees from underrepresented groups.
Biblical Integration
Galatians 3:28 says, “There is neither Jew nor Greek, there is neither slave nor free, there
is no male and female, for you are all one in Christ Jesus”. This verse emphasizes that all
individuals are equal and should be treated with respect and dignity, regardless of their race,
gender, or social status. By valuing diversity and inclusion in the workplace, companies can
create a culture that reflects this principle and promotes a sense of unity and equality among
employees. This aligns with the principle of valuing diversity and inclusion in the workplace.
EMPLOYEE RETENTION ASSIGNMENT 9
Conclusion
HR strategy and business strategy are inherently linked and must be aligned for an
organization to succeed in achieving its goals. A successful business strategy requires a clear
understanding of the organization’s goals and objectives, as well as the resources available to
achieve those goals. One of the key takeaways from this case study is the importance of valuing
diversity and inclusion in the workplace. By making a counteroffer to retain the African
American woman, the company would be sending a message that it values diversity and is
willing to invest in top talent. This aligns with the Biblical principle of treating all individuals
with respect and dignity, regardless of their race, gender, or social status. Retaining and being
inclusive will help the company to link their HR and business strategies.
EMPLOYEE RETENTION ASSIGNMENT 10
References
Banerji, R., & Singh, A. (2022). Happiness at work, organization citizenship behaviour and
workplace diversity: A study on Indian private sector bank employees. Industrial and
Commercial Training, 54(3), 460-475.
https://www.emerald.com/insight/content/doi/10.1108/ICT-05-2021-0037/full/html
Boniecka, K., & Zarczynska-Dobiesz, A. (2022). Diversity at work place: Building the
commitment of four generations. European Research Studies, 25(2), 19-30.
https://www.proquest.com/docview/2664912577?accountid=12085
Casico, W. (2022). Managing Human Resources. (12th ed.). New York: McGraw Hill.
Dyaram, L., & Jaiswal, A. (2019). Towards well-being: Role of diversity and nature of work.
Employee Relations, 41(1), 158-175.
https://www.emerald.com/insight/content/doi/10.1108/ER-11-2017-0279/full/html
Holy Bible. English Standard Version. Bible Gateway. https://www.biblegateway.com/passage/?
search=Galatians+3%3A28&version=ESV
Ritchie, M. (2019). Succession planning for successful leadership: Why we need to talk about
succession planning! Management in Education, 34(1), 33-37.
https://journals.sagepub.com/doi/full/10.1177/0892020619881044?
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