| dc.description.abstract | Abstract
In Company T’s case, as it is in the talent-intensive technology industry, the competition for talents is relatively fierce. Therefore, aside from actively seeking external talents, Company T shall reduce or avoid losing internal talents; the study aims to solve the issue of losing internal employees. Furthermore, Company T has 25 years of history with employees’ age ranges widely. Therefore, based on the age condition of Company T’s internal employees, the study explores whether the experiences of employees from different eras and in different ranges of age affect their commitment to the organization and thus affect their resignation intention. Through a comparison of compiled documents of resignation interview, interviews with senior employees, employee seminars and other collections of data, the study has the following findings:
1. Experiences of employees from different eras and in different ranges of age are all positive; that is, employees from different eras and in different ranges of age expect the Company to provide better experiences in all aspects, lacking distinctiveness. In particular, as people access information easily nowadays, many companies attract talent by rolling out various benefits and innovative benefits apart from salary information. Under such information transparency, everyone receives the same volume of information and is attracted by benefits; therefore, all ages have a positive expectation for experiences without significant distinctiveness.
2. Healthy or poor employees’ experiences affect their commitments to the organization; the results of experiences are positively correlated with the strength of commitments. When their commitments to the organization are becoming stronger, employees’ reasons and intention of resignation are reduced.
3. To assist Company T in reducing or avoiding losing talents, the following experiences are recommended to be adjusted.
3-1. The salary package is a common reason for resignation for many of those who resigned. Other than comparing the standards in the external market to serve as the basis for salary adjustment, it is recommended that Company T may adopt other methods such as the employee stock ownership trust. The Company may adopt the employee stock ownership trust in the name of assisting employees in saving money. Furthermore, the Company may also delay the distribution of incentives due to the employee stock ownership trust to allow employees to see their incentives to achieve the effect of retaining talents.
3-2. Also, it is recommended that Company T allow symmetric positions between both parties for recruitment interviews. In particular, the content and scope for work shall be specified without becoming individual expressions. When the course of the interview becomes individual expressions, employees may likely find their actual works are different from the content of work mentioned during the interviews, representing that they do not have the work they expected. Such differences in experiences are also an important reason for resignation.
3-3. It is recommended that Company T shall revise job descriptions and establish a job development layout based on the business development to help employees’ career development and allow employees to expect their career in the future and have specified conditions as their goals for effects.
3-4. Lacking talent is not an issue but a phenomenon. Therefore, the Company shall define talents suitable for itself, instead of blindly competing in the market. On the other hand, finding appropriate students from schools for internships and other cultivation programs to create a self-owned talent supply chain can be another direction for implementation. | en_US |