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Corporate factors and employee retention: a career counselling perspective for mid-career professionals
Author
Phua, Gloria Joo Eng
Supervisor
Quek, Khiok Seng
Abstract
The research study was driven by two aspects of needs. The general sentiment of talent retention in the corporate landscape and an exploratory study on the key corporate factors and their values from the perspective of mid-career professionals that drew them to stay with a company.
This study introduced today’s corporate human resource main challenge in a highly mobile and competitive society like Singapore. The cost of investing into talent retention became a viable investment and strategy to keep trained, experienced and highly productive staff against a competitive market. The research study, therefore, sought to identify the corporate factors that drew talents and, more importantly, retained them in the organization in a highly competitive and mobile society in Singapore. Corporate factors formed the personality thrust of a company and was defined by a set of corporate values that provided a framework in which a company operated and engaged its staff.
The study took an interest in exploring the key considerations of mid-career professionals when assessing the type of corporate environment. Mid-career professionals, generally, would have 10-15 years or more of professional experience. It attempted to explore the expectations of mid-career professionals who could be experiencing career transition, perhaps as a result of company restructuring or embarking on a new career. Personal lives and development of individuals might have changed, and therefore, career expectations changed with it. Hence, it was important to look at one’s stage of life and finding a fit with the corporate environment, where they could bring their career to the next level.
The purpose of this study sought to identify the corporate factors and their carrying values that mid-career professionals were most affected by and were intrinsically drawn to. This carried the basic assumption that at this mid-career stage these people were fully aware of their skillsets and wanted to continue to work, grow and advance in an organization that best suit their competence, career development and personal needs. This study was not an examination of career goals, developmental areas, motivation, personality or interests of any individuals.
In this study, the sample of thirty was drawn from professionals in their mid-career from various industries in mid-senior roles and mostly in their thirties and forties. Six common corporate factors were identified and each corporate factor carried certain values and these were scored by participants. All scores are calculated and averaged by means methodology.
The major findings were: compensation, job compatibility and relationship with peers and manager came up tops in the scores. From a career counselling perspective, the findings indicated which corporate values were important to the individuals and provided a motivation for deepening performance and increasing the overall value of the organization. They provided some clarity on priorities in seeking out a corporate environment that best suited a person’s career needs, which could be influenced by family and personal dynamics.
This study introduced today’s corporate human resource main challenge in a highly mobile and competitive society like Singapore. The cost of investing into talent retention became a viable investment and strategy to keep trained, experienced and highly productive staff against a competitive market. The research study, therefore, sought to identify the corporate factors that drew talents and, more importantly, retained them in the organization in a highly competitive and mobile society in Singapore. Corporate factors formed the personality thrust of a company and was defined by a set of corporate values that provided a framework in which a company operated and engaged its staff.
The study took an interest in exploring the key considerations of mid-career professionals when assessing the type of corporate environment. Mid-career professionals, generally, would have 10-15 years or more of professional experience. It attempted to explore the expectations of mid-career professionals who could be experiencing career transition, perhaps as a result of company restructuring or embarking on a new career. Personal lives and development of individuals might have changed, and therefore, career expectations changed with it. Hence, it was important to look at one’s stage of life and finding a fit with the corporate environment, where they could bring their career to the next level.
The purpose of this study sought to identify the corporate factors and their carrying values that mid-career professionals were most affected by and were intrinsically drawn to. This carried the basic assumption that at this mid-career stage these people were fully aware of their skillsets and wanted to continue to work, grow and advance in an organization that best suit their competence, career development and personal needs. This study was not an examination of career goals, developmental areas, motivation, personality or interests of any individuals.
In this study, the sample of thirty was drawn from professionals in their mid-career from various industries in mid-senior roles and mostly in their thirties and forties. Six common corporate factors were identified and each corporate factor carried certain values and these were scored by participants. All scores are calculated and averaged by means methodology.
The major findings were: compensation, job compatibility and relationship with peers and manager came up tops in the scores. From a career counselling perspective, the findings indicated which corporate values were important to the individuals and provided a motivation for deepening performance and increasing the overall value of the organization. They provided some clarity on priorities in seeking out a corporate environment that best suited a person’s career needs, which could be influenced by family and personal dynamics.
Date Issued
2015
Call Number
HD58.7 Phu
Date Submitted
2015