Brain Drain There Are Several

Brain Drain

There are several challenges facing the modern manager and human resource professional. However, one looming issue, based on years of statistical analysis and field study, show that 80% of all executives in larger companies are concerned about the "wisdom withdrawal." This problem, also called the Brain Drain, results from two major areas: from 2010 on, every 60 seconds someone turns 60 in the United States, and while retirement age looms longer, still approach the age at which they begin to consider leaving the company or downsizing their job. Second, contemporary workers are often glib about the prospects of long-term employment. Not only do they not believe a company has their best interests at heart, they are also reluctant to commit to, what seems to them, an excessive promise of decades of service (Fisher, 2006).

Because managers realize this drain is a "when" not an "if," it is important to use every tool possible to place hiring and training resources onto the correct individual. For example, in the interview process -- seek out clues to ascertain whether the candidate is simply looking for a "job," or really wants to be part of a team effort medium and long-term. Use behavioral interviews to predict future performance. Ask questions that are outside the box -- make that candidate search for unprepared answers. If the candidate truly wants a career as opposed to a job, they will also know about the company and the job, in general, because they have done their research (Buehler, 2007).

Too, the exit of employees is not endemic to the United States. It is just as important that managers learn and realize that the direction of globalism is rapidly moving towards a completely diverse workforce, with different physical and cultural needs -- and differing attitudes about work and work performance. Certainly moving from a candidate that is highly specialized, but likely will resist training, to a candidate who has good knowledge but might require some seasoning is the preferred choice. The later will likely stay far longer with the company, having invested their time into the company in far broader ways (Fox, 2007).

However, the two most important steps a company may take to increase the chances of longevity in employees are: a systematized, regular, and balanced training program; and, spend some time and effort examining the actual motivational patterns of employees. For many, it is not all about salary, but maybe work environment, flexibility, dress code, or a host of other items that might be as simple as changing chairs or desks? Now, with e-learning so available, employees may take classes online that will not only improve their skills within their job of the day, but, more important, broaden their intellectual sphere of knowledge and bring valued information back into the workplace (Frauenheim, 2007).