From 'brain-drain' to 'brain-retain': can human resource development (HRD) turn human capital outflow to retention?

摘要

Purpose:udThe paper aims to address the causes and challenges of the "brain-drain" phenomenon by examining whether a "brain-retain" can be attained through greater human resource development interventions being offered from organisations. It seeks to highlight the reasons that led many high-skilled Greek individuals to migrate to a different country to look for a job. Thus, the hypothesis being formed suggests thatudgreater HRD initiatives (innovative and strategic in nature as well) could significantly correlate with individuals'udintention to remain within an organisation; eventually, forud"brain-retain" to eliminate "brain-drain". To serve its purpose, the research aims to depict "work immigrants" perceptions of the phenomenon under investigation so to offer useful recommendations to both HRD practitioners and academics.ududDesign/Methodology/Approach:udIndividuals who left Greece to look for new careerudopportunities in a different country have been identified asudthe target audience of this research. Since it was difficult to directly (face-to-face) approach them, as all were spread across Europe (some even beyond Europe an boarders), several internet social and professional networks offered the best solution in accessing research participants. The snowball technique was also utilised (recommendations from initial participants). For instance, Facebook was one amongst them so to access various "Greek community" groups. Additionally, several professional groups within Linkedin offered additional research participants. So far, 207 people have successfully completed the survey questionnaire, with the large majority of them being allocated in UK and a few more countries.ududFindings:udResearch evidence highlights "brain-drain" as an intriguing and important issue both within the organisational and national contexts. The causes of human capital's emigration are identified (crisis and low wages amongst the most important ones, along with limited career advancement opportunities), along with highlighting the respective industries in which greater workforce mobility was noticed. A striking observation emerged from most participants'udresponses highlighting that better/clearer training, developmental and career advancement opportunities (amongst other reasons) can positively associate with their intention to remain within their Greek organisation rather than going abroad. To this extent, the research could make a strongudargument that strategic HRD interventions could offer a way in handling such a widespread social phenomenon.ududOriginality/Value:udThe research could offer both theoretical and practicaludconsiderations. The study, based upon its final findings, will extend existing research both within theud"brain-drain" and HRD literature by "brain-retain" state. Since the Greek economy (and employment relations respectively) has dominated the headlines of most global media over the last 5-6 years, that became the research’sudfocus. Research findings are subject to limited generalisation though due to their sole focus on Greek individuals who emigrated because of the "brain-drain" phenomenon. Yet, concurrently, it can be equally argued that these can constitute the starting point of future research within different national contexts; thus, to offer a comparison amongst people and nations over the phenomenon under investigation.