AN APPROACH TO DEVELOPING AND RETAINING THE TEAM IN AN INTERNATIONAL CONTEXT

INTRODUCTION
The first step in developing a world-class global team is hiring multinational talent. Effective employee empowerment and retention tactics are, nonetheless, a must for businesses. Leaders are focusing their efforts on engaging and maintaining their global workforce to avoid local skill shortages in an era where enterprises are competing for top international talent. When considering various career prospects, compensation and benefits are frequently decisive considerations and always on the thoughts of job applicants. But today’s workforce is seeking more than simply a competitive wage; elements like access to learning and development programs and opportunity for professional growth are already making a difference. Employees now emphasise their personal time, mental health, wellbeing, and work-life balance more than ever before, according to global talent acquisition trends (Global Practitioners, 2022). Managers and/or leaders should always concentrate on their own approaches and duty, according to Beardwell and Claydon’s (2017) argument.
Employee retention is a process in which workers are urged to stick around for as long as possible or for life. It serves as a tactical instrument for the company’s success. Businesses use employee retention as a strategy to keep their workforces productive while also meeting operational needs. Because they contribute value to the firm, all organisations must view their teams as goals in themselves rather than as means to an end (Aburub, B., 2020), According to Merin (2021), some of the issues facing businesses and organisations when it comes to employee retention include compensation discontent, better job prospects on the market, employing the wrong personnel, a lack of appreciation, and unreasonably high employee expectations. A sustainable, positive work environment, sustainable growth opportunities, sustainable, effective communication, and sustainable effective recruitment and selection practices are four requirements for high employee satisfaction levels and, consequently, a high retention rate (Bilqees, G., et al., 2022). In order to reduce turnover, organisations use a variety of employee retention theories to identify the causes of employee departure. Concerns about the performance of organisations are developing due to the high rates of staff turnover. This is due to the significant damages it causes to a company’s social and financial capital. It has a negative impact on not only the organisation but also the people involved, results in significant setbacks, and drains resources. As a result, business scholars are constantly looking for theories of employee retention that will contribute to the satisfaction of both the company and the employee. Companies must put many theories into practice in order to determine which ones perform best for them in order to reap the benefits of staff retention (Merin, 2021).