Human resource analysts and statisticians should be more involved in this process, and should be developing human resource policies to help manage the situation. They should be able to show what the situation is costing the department in training and recruiting costs, the labor cost of training new personnel, and the overall costs to the department's effectiveness. Human resources must convince upper management there is a problem, as well. Upper management and the CEO does not seem to have any kind of support or involvement in the success of their managers and that is a serious lack of support and encouragement. Jared is surprised that he is so well thought of by management, and that is a big problem. It could lead to losing him, but that means that not all the managers have the support and encouragement of the CEO and others, and that could lead to widespread employee dissatisfaction and low morale. If the situation continues, and that would lead to many more human resource problems, from dealing with increased recruiting and hiring to increased human resource planning and training, which could lead to all kinds of issues within the global corporation.

There are several ways to manage and solve this problem. First, Jared is a good manager, but there must be reasons people are leaving his division. It could be more than money reasons, too. One problem may be salary, and to combat that, Jared's division could implement a performance-based salary that might encourage more workers to stay in the department. Another writer notes, "Programs that augment an individual's salary based on their performance have...

Human resources specialists could help Jared develop a better salary package that could keep some people from changing departments or even leaving the company, and this could help keep down costs of recruiting and training new people.
Another solution could be to limit the number of internal transfers per year, or to require a manager's approval before a staff member moves on to a new department. Those changes could be implemented through new human resource policies and procedures. This should be implemented along with a more comprehensive plan to keep the CEO and upper management more involved in support and communication with managers. Without their support, management does not know where it stands, and that can be frustrating and lead to attrition.

In conclusion, this is a difficult case because a manager never wants to hold his employees back, but he does not want to lose a majority of them, either. The company should work together at all levels to help create better human resource policies, along with a greater support of management staff, to help keep people happy in the jobs they have today and in the future.

References

Kesner, I., Browning, P., Morgan, F., Saint Onge, H., and King, C.H. (2002). The coach who got poached. Harvard Business Review; Vol. 80 Issue 3, p. 31-40.

Ryssdal, K. (2008). Companies poach their rivals' best. Retrieved from the American Public Media Web site: http://marketplace.publicradio.org/display/web/2008/10/28/job_poaching/10 Nov. 2008.