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Select a sector to study (e.g. agriculture; construction; financial services; health care; hospitality; manufacturing; mining; retail; transport).

You will write an essay on the key challenges in attracting and retaining a workforce in your selected sector.

Your essay will draw on at least five themes of this unit, being those most relevant to your selected industry sector.

Challenges Facing Attraction of Workforces in Human Resource Retail Sector

The marketing industry appeals to many job seekers because it guarantees flexible working, a wide range of job varieties to choose from and various opportunities. However, the retail sector faces several challenges especially in attracting and retaining their workforce. In most organizations, it is evident that most human resource professionals strive hard to ensure that they have strong performing employees for better production. But with the current change in demographics in the world and economy trends, retaining a steady and strong labor force has become a challenging task. This paper will try to explore some of the challenges faced in the human resource department in matters about attracting and retaining their workforces.

Retail sector is one of the fastest growing industries in the world and offers a means of livelihood to a number of families by improving their living standards. HR occupy e a huge place in the development of the retail business. Disregarding this reality, both sorted out and sloppy retail segments are battling against different human asset issues that require quick consideration. In spite of the fact that both these segments may contrast in their scale and strategy for activities, the human asset challenges are nearly the equivalent.

The boom that happens inside the retail segment in India and its comparing spike popular for ability has underscored the need for powerful hour frameworks. The execution of HR has unique noteworthiness in retail in light of the fact that the staff works in an exceedingly particular climate

In any retail company, the general population who converse with the client, when a client strolled into your store are the face and income getter of your organization. However, this organizations face a number of challenges in attracting the workforces. They include:

Many organizations are seeking the untapped talent in the market business, therefore, causing competition for workers during recruitment. More people are exiting the market filed than those joining the market sector workforce (Billsberry, 2007). Therefore, organizations need to have unique and effective ways of attracting employees to their firms.

Additionally, the current generation entering the market field have different working styles, values, and prospects. These various aspects portrayed by the new generation cause a shift in the manner in which companies develop their marketing approaches. For that reason, retailers ought to find new ways to employ, retain, and build their personnel.

Current development trends in the technology field have affected all working areas in people’s lives, but in respect to the human resource sector, technology has influenced the way organizations recruit unique talent (Breaugh, 2008). Individuals not only look for job descriptions online, but they also want to be able to engage, interrelate and comprehend the employment brand. People place high expectations on what a firm has to offer and embracing novel technology developments is no different. Social sites such as Twitter, Linkedin and Facebook have become the principal channels which job searchers use to apply for employment opportunities across the world (Syed & Kramar, 2017).

War for Raw Talent

With the increasing shortage of skills, companies experience a challenge in finding skillful employees. Therefore, recruitment tactics need to be fixated upon drawing top rank candidates who are devoted to developing the firm (Born & Kang, 2015). Hiring these top-level candidates requires an organization to be ready to capitalize on their employment methods and device valuations and screening competencies that will help them initiate better quality applicants. Some of these methods include stressing on the cultural apt since that will become a principal determining factor of a considerable tenure achievement in an organization (Syed & Kramar, 2017). By planning, for the future accomplishment, human resource managers in various organizations need to save monies to be used for hiring, training and progression planning.

How employees relate to the organization matters a lot regarding productivity (Evans, 2015). Therefore, an organization needs to have proper engagement levels with its staff to improve their chances of attracting or acquiring more personnel in their firm. Increasing the engagement levels involves understanding the valued of an organizations workforce.

Job hunters look for to work for a trader whose culture emulates what they want in a working environment. Most applicants search for transparency, right work-life balance, creativity, openness, and innovativeness. It is therefore important to uphold a firm brand prestige since that will give the workforce a sense of pride in working for the organization and thus attract many applicants.

For an organization to receive many job applications, the job opening needs to be attractive enough to the targeted individuals. Several variables influence a candidate’s interest in a job opportunity. Some of the aspects looked into by interested candidates include compensation, potential co-workers, work duties, benefits, advancement chances, and the geographic location of the job (Tay, 2017). Therefore, firms should develop new ways of making their job openings attractive to increase the chances of more applicants.

Many human resource experts have to do with the few resources they have, and from time to time they do not have much to use for a specific task. While some HR sectors have large financial plans to place advertisements for job openings across the various social network platforms, some may have to work with free employment boards or even take out space in outdated hiring channels (Schenk, 2017). This approach can present significant difficulties with finding competent applicants, and therefore firms should set aside some funds to cater for job opening ads.

Technological Changes

Some human resource professionals find it depressing when they lack resumes with the required job skills from interested candidates. Some of these employee seeking organizations have some job descriptions that are not relevant to the interested parties. This problem makes it difficult for candidates to apply for the jobs (Tay, 2017). Businesses should review the position’s job description to attract more job applicants to reduce the few numbers of job applicants.

During the holiday seasons, many retailers try to add temporary staff since these are the busiest periods within the year.  With the extra employees, these retail shops often end up with less qualified and trained personnel who lack the adequate skills to serve customers. These temporary workers tend to push away the regular staff making them feel inferior at their workplace (Schenk, 2017). Thus, retailers should develop plans to assimilate the impermanent workers during these seasonal times to enable them to learn the work system and get to familiarise themselves with the regular employees.

In the current business world, there has been a lot of competition for employees or labor. Businesses across the globe are seeking better ways to expand and open new job positions. Therefore, from a human resource viewpoint, there is pressure for an organization to retain their most skillful employees and to provide them with the best benefits for the advantage of the organization. Maintaining the proper resources is one of the problematic roles an HR expert encounters (Khatri & Gupta, 2015). In the present day’s market, many opportunities may give people reasons to shift from their current jobs to more promising positions as a result; human resource professionals need to be on the lookout to keep their personnel. Some of the challenges in employee retention include:

Attracting top rank talent is one task, preserving them is another job. Building a strong long-term labor force also poses a challenge to the human resource sector (Frank, Finnegan & Taylor, 2004).  Therefore to maintain the employees, an organization should develop a leadership plan that incorporates training and development of the employees to enable them to grow within the organization. Providing support and proper training to the staff of an organization makes them feel dedicated and well prepared to start their new role (Thomas, 2009). Moreover, rewarding the personnel by making several changes in the workplace benefits makes them feel comfortable to air their grievances to their bosses.

Every single employee expects a high salary, and this is one of the reasons why some staff quit the organizations. Retaining becomes problematic when a personnel quotes for an extremely high salary that is beyond the company’s budget (Kotey & Slade, 2005). Every firm has an employee budget that can only be raised to a particular limit.

Constantly Looking for Top Talent

It is worth noting that a company cannot meet the expectations of every employee. Every worker should be reasonable enough to understand that they cannot get all the comforts they ask for at the workplace. Occasionally, when the unworkable expectations are not met, these employees opt to seek new jobs.

Hiring plays a critical role in an organization's future success. Some applicants give wrong information during interviews to secure a job https://retention.naukarhub//retention-strategies. The false information later leads to mismatches in the organization when it is discovered that there is a right candidate for the wrong position thus forcing the organization to look for a new employee.

Lately, there have been many competitions to attract the qualified workers in the market. Therefore, most companies go an extra mile to lure these skilled candidates from their opponents (Rawal, 2011). The disposal of such rewarding offers makes it difficult to keep the talented personnel.

If an employee stays at one job for an extended period, they get bored. The occupation might be decent and exciting but depriving these workers an opportunity to do something new, they might think of seeking new job avenues.

Workers seek fair pay for their labor. Consequently, the first step to help a retail enterprise to retain its employees is to enhance its reimbursement packages which include insurance, leaves, salaries, and retirement program https://retention.naukarhub//retention-strategies. Additionally, a company can work to ensuring that its compensation packages are in line with those of their contending companies.

All employees seek for job satisfaction. Hygiene factors are some of the necessities that promote pleasant working surroundings. Thus, for a company to keep its workers, it should ensure that its employees working environs are conducive to maintain employee satisfaction at work (Kotey & Slade, 2005). For example, a company can introduce environmental safety measures and associated assessment line-ups to safeguard the well-being of its workforce best.

Individuals who feel unacknowledged sometimes find recognition somewhere else. As a result, developing a worker acknowledgment program could have a significant effect on the ability of a company to retain its skilled personnel (Rathi & Lee, 2015). Many firms lack recognition programs and a result they pose the threat of losing some of its qualified performers (Raman, 2006). Therefore, an organization should analyze its employees to develop a promotion or fast-track program to improve its acknowledgment sector (Boxall & Purcell, 2011). Additionally, introducing employee of the year awards would be useful in helping retain a firm’s staff.

Engagement Levels

Many employees often search for chances to grow their skills and talents for their fulfillment and to increase their professional opportunities. So, the implementation of self-development plans is an active means to intensify employee retention levels (Edgar & Geare, 2005). Sponsored education programs, seminars, training programs, coaching programs, and conferences are some of the schedules that employees are attracted to at their workstations.

Seeking a new job is challenging. Therefore most employees purpose not to go through the hassle. No one wants to make their lives difficult, which is undeniably the chief cause of job shifts from organizations or companies (Boxall, Macky & Rasmussen, 2003). When employees feel they are not ready for the workload, they find more comfortable positions where the labor demand is more practical in contrast. It is therefore significant for human resource managers to do regular check-ups to ensure their staff are adequately skilled and provided for in this favor.

When handling the employee resources of any company, it is easy to forget that they have other duties to attend to after working hours (Pocock, 2005). Struggling to keep up a healthy work-life balance is a struggle for most modern families, and many companies have come to consider this to help their employees cope up with work and family. If a company fails to look into the needs of their workers, they will look for companies that promote right work-life balance.

Nothing can be more unsatisfying for a worker than the lack of a clear understanding of what is expected of them on the job. In a performance motivated workforce privation of transparency about job duties and prospects can cause panic and anxiety among employees who are uncertain of what is expected of them (Goswami & Jha, 2012). Even worse is when a member receives a negative performance evaluation based on expectations that he or she was unaware of or was not informed. Companies should, therefore, purpose to give clear job expectations to their employees to avoid awry scenarios.


Many job seekers have always been appealed by the marketing industry because it guarantees flexible working, a wide range of job variety to choose from and various opportunities. However, research has shown that the retail sector faces several challenges especially in attracting and retaining their workforce. Therefore, human resource managers should look into the problems encountered in attracting and retaining their employees and make the necessary amendments in their companies for future succession. Additionally, the retail sectors should look out for the current changes in the industry to ensure that they are competitive in the market.

Poor Corporate Culture


Billsberry, J. (2007). Experiencing recruitment and selection, England: JW &Sons Ltd.

Born, N., & Kang, S. K. (2015). What are Best Practices in the Space of Employer Branding that Enable Organizations Attract and Retain the Best Talent?

Boxall, P., Macky, K., & Rasmussen, E. (2003). Labour turnover and retention in New Zealand: The causes and consequences of leaving and staying with employers. Asia Pacific Journal of Human Resources, 41(2), 196-214.

Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Macmillan International Higher Education.

Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103-118.

Frank, F. D., Finnegan, R. P., & Taylor, C. R. (2004). The race for talent: Retaining and engaging workers in the 21st century. Human Resource Planning, 27(3).

Edgar, F., & Geare, A. J. (2005). Employee voice on human resource management. Asia Pacific Journal of Human Resources, 43(3), 361-380.

Evans, S. (2015). Juggling on the line: Front line managers and their management of human resources in the retail industry. Employee Relations, 37(4), 459-474.

Goswami, B. K., & Jha, S. (2012). Attrition issues and retention challenges of employees. International Journal of Scientific & Engineering Research, 3(4), 1-6. https://retention.naukarhub//retention-strategies)

Khatri, P., & Gupta, P. (2015). Correlates of HRM practices and organisational commitment of retail employees in Delhi-NCR. Asia-Pacific Journal of Management Research and Innovation, 11(2), 95-107.

Kotey, B., & Slade, P. (2005). Formal human resource management practices in small growing firms. Journal of small business management, 43(1), 16-40.

Pocock, B. (2005). Work?life ‘balance’in Australia: Limited progress, dim prospects. Asia Pacific Journal of Human Resources, 43(2), 198-209.

Raman, R. (2006). Strategies to retain human capital in Business Process Outsourcing (BPO) industry. Online), NASSCOM News line: Issue, (59).

Rathi, N., & Lee, K. (2015). Retaining talent by enhancing organizational prestige: An HRM strategy for employees working in the retail sector. Personnel Review, 44(4), 454-469.

Rawal, P. (2011). Employee Retention: An Art of Keeping the People Who Keep You in Business. HRM Review IUP Publications, pg10-17. April.

Schenk, H. W. E. (2017). The prevalence and focus of formalised Human Resource Management Practices in a sample of SMEs in the Marketing and Retail sector of South Africa. The Retail and Marketing Review, 13(2), 40-54.

Syed, J., & Kramar, R. (2017). Human Resource Management: A Global and Critical Perspective. London: Macmillan International Higher Education.

Tay, A. (2017). HRM Practices of an International Retailer in Malaysia: Comparing the Perceptions of Subordinates and Supervisors at Six Retail Outlets. Asian Journal of Business and Accounting, 4(2).

Thomas, J. (2009). The Art of CPA Retention: Strategies to Hold on to Your Best Staff. CPA Prac. Mgmt. F., 5, 14.

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