How Can HRM Help a Company to Retain Talent?

Regarding the retention of talent, as also present in the study by Ashton and Morton [2], one of the ideas mentioned by 39 respondents can be translated into:

When we work in a company that shows interest and concern for its employees, it is much easier attract and to keep employees motivated. Although this aspect is the responsibility of the entire organizational structure, it seems to me that it should be led by the HRM area (Subj. 4F).

Respondents also refer to the need to encourage, recognize and effectively value the worker considered a talent, so that the worker feels useful and a person properly integrated and “.not a rare bird but a person” (Subj. 20F). According to other respondents:

Table 2 Performance of HRM within the scope of talent attraction

HRM action


The ability of the HRM body to generate and promote feelings of belonging

32 respondents

The ability to “diagnose the potential of people, prepare and instruct them, creating the conditions for the development of their potential and their own career” (Subj. 6F)

35 respondents

“Capacity and ability to develop policies that recognize merit, create career development opportunities within the company and foster mutual trust” (Subj. 13M)

30 respondents

Provide and promote the development of contexts that allow good use and improvement of individual and group talents

24 respondents

“To promote policies and practices that contribute to the development not only of the professional but of the person” (Subj. 10M)

39 respondents

Have an attractive communication ability, showing that they have a good working environment and that people in HRM are responsible and interested in employees

29 respondents

Talent lacks a permanent game to play and it is up to HRM to monitor and stimulate areas of the company through direct leadership to provide challenging play. There must not be any discrimination of any kind, particularly because it is a talent, but good integration policies and practices in which the person feels that he is contributing to the company and is encouraged and recognized (Subj. 21F).

Develop your potential without leading to exhaustion and providing personal development and satisfaction at the same time (Subj. 32F).

It is essential to make the “Talent” understand that in addition to working for the organization he is also working for himself, as if he himself was a brand and over time some advantages accompany the evolution of talent (Subj. 39M).

According to respondents, policies and practices of career management are considered fundamental to retain the talents (33 respondents). Additionally, respondents highlight that HRM has a particular responsibility of HRM, in articulation and sustained by the top managers of the organization, in the following policies: continuous training of all workers and good working conditions (36 Subj.); fair and attractive practices of remuneration, incentives and benefits (39 Subj.); and stimulating work tasks (30 references), as identified in the literature [9, 35]. According to the respondents:

To be in constant evolution so that workers feel that they always have something new to learn and do not feel unmotivated (Subj. 36M).

Improving working conditions and providing important positions and status appropriate to the contributions coming from these talents (Subj. 38M).

Another aspect emphasized by the respondents has to do with the prospect that HRM should be a “trustworthy and coherent area between what it claims to be and do and what it actually does” within management (42 Subj.), what is in line with the literature on the distances between the narratives resulting from the rhetoric and the daily reality that many people face [1, 6-8, 36].

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