Challenges of retaining staff in non-governmental organisations – the organisation focusing on HIV/AIDS in Lesotho

Abstract

Employees are an organisation’s most valuable asset. Their significance to an organisation means that not only the best talent should be attracted but that they should also be retained for the long run. The purpose of this study was to explore the talent retention challenges faced by an HIV/AIDS testing organisation in Lesotho. The study intended to unearth the ideologies behind the high staff turnover in the organisation. The findings of the study indicated that the testing organisation in Lesotho should develop and implement effective policies, systems and strategies that would improve their level of talent retention. These findings can also apply to other non-governmental organisations. An ethnographic qualitative research design and snowball sampling, using semi-structured interviews were utilised to collect data from the testing organisation staff. The study found that field workers in the testing organisation worked extensive hours with limited resources. In terms of decision-making policies, only senior officers were included in the decision-making processes. There was lack of support from management to aid employees to achieve their targets. While the benefits were satisfactory, staff found their salaries low and not competitive in the market. Moreover, management’s lack of implementing training and development policies crippled the employees’ career growth and talent. Most managers did not regard the testing organisation as an employer of choice.Employees are an organisation’s most valuable asset. Their significance to an organisation means that not only the best talent should be attracted but that they should also be retained for the long run. The purpose of this study was to explore the talent retention challenges faced by an HIV/AIDS testing organisation in Lesotho. The study intended to unearth the ideologies behind the high staff turnover in the organisation. The findings of the study indicated that the testing organisation in Lesotho should develop and implement effective policies, systems and strategies that would improve their level of talent retention. These findings can also apply to other non-governmental organisations. An ethnographic qualitative research design and snowball sampling, using semi-structured interviews were utilised to collect data from the testing organisation staff. The study found that field workers in the testing organisation worked extensive hours with limited resources. In terms of decision-making policies, only senior officers were included in the decision-making processes. There was lack of support from management to aid employees to achieve their targets. While the benefits were satisfactory, staff found their salaries low and not competitive in the market. Moreover, management’s lack of implementing training and development policies crippled the employees’ career growth and talent. Most managers did not regard the testing organisation as an employer of choice.