Avado 5HR02 Task 3 – Retention of talent proposal presentation pack


OcMara currently have the objective to retain talented staff. The people practices manager has asked you to produce a presentation that can be delivered at the next senior managers meeting. Produce a presentation pack with notes that will include:


  • An explanation of how motivational issues and management style can impact retention and turnover rates within OcMara (AC3.1).
  • A comparison of how training and development and workplace characteristics can be used to develop and retain talent for individual and groups of employees (AC3.2).
  • An evaluation of how coaching and mentoring initiatives and performance reviews can be used to build and support different talent pools. (AC3.3).
  • An evaluation of two benefits that diversity can bring to OcMara with regards to building and supporting talent pools (AC3.4).
  • An explanation of the direct and indirect costs associated with dysfunctional employee turnover (AC3.5).


Slide 1

Welcome to this presentation. It focuses on evaluating best practice of talent retention and organisation success in their operations. This is through a focus on OcMara case study organisation.

Slide 2

As evidenced in CIPD (2021), a successful motivation  ensures that employees retention is achieved. This is since motivation play the role of the catalyst of successful organisation performance. For instance, in OcMara case study organisation, the motivation could be adopted as a catalyst for personalised employees success. The organisation leadership and management would successfully be engaged for a constant motivation of the employees for extracting the best out of them. This means that the management and leadership style in OcMara is similarly relevant and instrumental for their success. A clear employees responsibility, behaviours and attitude would eventually be evidenced.

Slide 3

As evidenced in Hassan et al. (2013), the training and development is relevant for assisting an entity in increasing employees retention while decreasing turnover. For instance, in OcMara case study organisation, when employees are progressing with the training and development, they assume a feeling that they have an interest with the organisation and want to develop in their career. The outcome of this is employees retention increasing for optimum organisation gains.

Further, for the workplace characteristics, Marin et al. (2018) identify them as including the aspects of guiding an entity to retain newly hired employees. This entail the culture and values recognition, impact to the community and continuous learning.

For similarities, to an individual and a group, the training and development and workplace characteristics, they both contribute to noting on their best needs. According to Bartlett et al. (2019) this ensures that employees acquire the appropriate skills, knowledge and capabilities to deliver an entity needs and targeted area. Also, training and development ensures that they are adding skills for being in a position of holistic skills actualisation. The outcome of this is developing employees who are successful in their roles and group function aligned. In OcMara, this can entail their work characteristics which ensure that planning, controlling quality and maintaining the organisation is evident. Further, by training, work characteristics are prioritised with groups and individual interests prioritised. The best employees are hence retained with turnover levels mitigated.

For differences, while workplace characteristics harness job characteristics or content to particular qualifications which ought to be adopted to perform same job functions. This is not the case in training and development as the concern is on specialisation increase with job position being made as interesting. Further, often, workplace characteristics would result to reduced dissatisfaction and need to improve motivation and employee engagement in workplaces. This is not the case in training and development where knowledge and capacity for roles performance rely on proficiency and expertise level. In OcMara, this would need to exercise of the will for remaining for a long-period in an entity.

Slide 4

As evidenced in Personio (2021), in contemporary business environment, it is essential making sure business sustainability and consistency in operations is achieved. For instance in OcMara, this would be essential for ensuring the organisation successfully leverage on the energy sector in UK competitive advantage while dominating the market. The approaches are;

Coaching and mentoring– As evidenced in Yarnall (2011), through coaching and mentoring to offer opportunities for developing and honing specific skill sets critical for becoming a success. In OcMara, the employees skills are developed both professionally and personally. The outcome of this is developing highly skilled and qualified talent pools.  The advantages of this include appropriate management and development skills being acquired, high-level confidence developed, enormous self-awareness and great wellbeing. For disadvantages, the approaches demand immense time and patience, difficult process and impacting employees progress.

Performance Reviews– This is identified by CIPD (2021a) as inclusive of appraisals forming a detailed approach for performance management. Through a successful adoption of performance review, it is possible to highlight on the performance management cycle. The cycle guides decisions on approaches for pay and promotions, prompt feedback and focusing on strengths and development process. In OcMara, the best strategy would ensure they review their best performing employees, establish their weaknesses, recommend on the best practice hence success in their operations.

Slide 5……….

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