War for Talent: Career Expectations of Millennial Employees in Sri Lanka

The purpose of this research is to examine millennials’ work aspirations and how different factors affect their career expectations in Sri Lanka. This study used mixed method. Ten respondents were selected using purposive sampling for the qualitative study, and another fifty respondents were selected for the quantitative phase. Total sample size was 60. Data collected was from a sample of males and females born between 1982 and 2000. This study found that millennials are willing to go outside of their job description to gain professional growth and career development. They do not consider a long-term relationship with an organization if basic career expectations have not been considered or met. Millennials are serious job hoppers. Therefore, organizations would benefit from using two dimensions, relational and transactional, to design a management development programme to those who are confronted by war for talent and limited resources in meeting millennials’ expectations. This study expands geographical scope of the literature providing new research avenues.

Geração Y: Diferencial e Estratégias para Atração e Retenção de Talentos, Desta Geração, para as Organizações

ResumoO capital humano hoje é o maior bem das empresas, logo quem almeja ter sucesso no mercado atual deve ter em mente que precisa atrair e reter os melhores talentos, e estas ações devem ser analisadas para a Geração Y, pois estes são conhecidos como a geração dos talentos, pelo fato de possuírem habilidades que não são muito encontradas em gerações anteriores. Isso ocorre pelo fato destes terem crescido na era da informação e por terem melhor se preparado academicamente. Assim, buscando prescrever o que se deve fazer para atrair e retê-los, foi feita uma pesquisa bibliográfica buscando identificar visão de diferentes autores sobre o tema abordado. Portanto, o objetivo deste artigo é demonstrar a importância dos talentos para o desenvolvimento das empresas, bem como apresentar estratégias de atração e de retenção de talentos na Geração Y para as organizações. Os resultados demonstram que atrair e reter pessoas da Geração Y proporciona maior competitividade organizacional na guerra por talentos no mercado de recursos humanos. Palavras-chave: Gerações. Capital Intelectual. Diferenciação. AbstractHuman capital today is the greatest good of companies, so anyone who aspires to succeed in the current market should keep in mind that they need to attract and retain the best talent, and these actions should be analyzed for Generation Y, as these are known as the talents generation, because they possess abilities that are not very found in previous generations. This is because they have grown up in the information age and because they are better prepared academically. Thus, seeking to prescribe what should be done to attract and retain them, a bibliographical research was done seeking to identify the vision of different authors on the topic addressed. Therefore, the purpose of this article is to demonstrate the importance of talents for the companies development, as well as to present attraction and retention of talent strategies in Generation Y for the organizations. The results demonstrate that attracting and retaining people from Generation Y provides greater organizational competitiveness in the war for talent in the human resources market. Keywords: Generations; Intellectual capital; Differentiation.

A Practical Workforce Development Framework Using Strategies and Initiatives to Strengthen the Mature Workforce

In today's war for talent, as the demographic landscape has shifted, firms who are leveraging the advantages of a more mature workforce may have strategic advantages. Indeed, the aging workforce is being acknowledged as an organizational phenomenon yet present scholarship on key organizational domains is both narrow and inconclusive. Specific strategies and tactics that focus on developing and recruiting a mature workforce to provide new opportunities for employers need to be more fully explored. The field of workforce development provides an approach through which to explore the intersection of the domains of mature workers and the dynamic employment needs of organizations and industry. Key components of workforce development such as partnerships, innovative workforce planning and recruitment practices, education and training, and career pathways will be examined to propose a practical framework and to provide using strategies and initiatives to strengthen the mature workforce.

Policy and Practice in University–Business Relations

Policy, driven by simple readings of human capital theory, expects universities to deliver skilled labour to drive productivity growth and competitiveness. This approach ignores the wider role of learning in HE. England has tended to follow a market-driven approach, with weakly coordinated relationships between employers and HE, whereas Scotland has sought to provide more structured institutional support for this interaction. In both countries, there are significant issues over the ability to forecast future skill need, to match supply with demand, and to enlist employers in co-production and co-funding. In addition, there are ongoing debates about employability, a ‘war for talent’, and how best to structure interactions between business and universities.