Employee relations concepts and practices

Talent and the 'At Will' Employee Talent Acquisition: The concept of hiring Employees on an 'at will' status carries with it certain dubious undertones where potential employees are concerned. And where talent acquisition is concerned, this can be a serious problem. Such is to say that most qualified and talent individuals if given the opportunity, would seek hiring contexts in which certain protections and legal considerations are assured. The at will employee surrenders these rights, providing an employer the freedom to invoke the euphemistically termed 'employee separation' without the provision of just cause. The best and brightest of candidates for employment are thus more likely to seek conditions with greater job security. A company taking on this approach will sacrifice the brightest prospects where talent acquisition is concerned.

Talent Retention: Real world experience dictates that greater job security produces a greater morale and worker efficiency. From my time in a small medical supply company, where an at will policy did existence, there is evidence that this lack of security will have a negative impact on turnover. The failure to hold accountable employers for justifications concerning employee separation resulted in a negative atmosphere where personal differences with superiors could lead to dismissal. The result was that talented members of the team were often not retained, either due to dismissal or voluntary departure due to the negative and stifling environment. To this latter point, talent retention is compromised when such factors as independence, dissension or constructive criticism are obstructed by fear of reprisal such as is instigated by at will policies.

Talent Development: In terms of talent development, job security is a formative factor. At will policies that actively attack this security also tend to negatively impact talent development. Individuals with the capacity to advance to leadership roles or to a point of greater strategic importance to the company are less likely to invest these abilities into a set of long term expectations. At will policies may prevent one from rationally investing future intentions in the specific organization. That means that in many cases, employers are functioning to their own disadvantage by failing to offer security. Those who do demonstrate the greatest degree of talent and potential are likely to consider an at will circumstance as a training ground by which future opportunity may be sought with another organization.