Strategy of Retaining Young Specialists at a Large Manufacturing Enterprise

The shortage of human resources in the labor market today has affected companies in all sectors of the economy. A decrease in unemployment, a change in age proportions in the demographic composition due to the demographic hole of the 90s, the geopolitical situation and sanctions, changes in fashion for certain professions and the emergence of new ones - all this has resulted in a shortage of people. This problem has not escaped industrial enterprises either. At the same time, the entry of the new generation Z with slightly different values and needs into the market requires organizations to have a flexible approach to the formation of a retention strategy that takes into account both the characteristics of the new and previous generations. This work is devoted to studying the problem of retaining young specialists at a large manufacturing enterprise. The methodological basis of the study was based on works in the field of theories and methods of personnel motivation (A. Maslow, D. McClelland, F. Herzber); reasons for staff turnover (T.Yu. Bazarov, Yu.G. Odegov, M.N. Kuznetsova, A.Ya. Kibanov); features of organizational cultures and their impact on personnel (C. Handy, W. Ouchi, K. Cameron, R. Quinn); as well as generational theories (N. Howe and W. Strauss, V.V. Semenova, V.V. Arangin). Key terms used in the study: staff retention, staff turnover, generation Y and Z, organizational culture. As practical tasks, the following were carried out: an analysis of the existing personnel retention system, and an analysis of employee satisfaction with working conditions at PJSC Krasnoye Sormovo Plant, as well as an analysis of the organizational and economic state of the plant. The purpose of the study was to develop a strategy for retaining specialists at this enterprise. Based on the results of the study, four practical proposals were formulated, recommended for use at the plant to retain young specialists.