Explore the Talent Retention Strategies of Operational Level Employees in Apparel Manufacturing Industry in Sri Lanka

Abstract

The aim of this paper is to identify the talent retention strategies followed by the apparel-manufacturing firms in Sri Lanka, specifically operational-level employees. High turnover rates within this segment inflict heavy challenges on the industry due to heavy reliance on female labour and constantly rising costs associated with workforce management. The research approach adopted for this study is a qualitative approach. Six managerial level employees at MAS Holdings are interviewed using semi-structured interviews to derive an understanding of the present retention strategies and their effectiveness. Thematic analysis disclosed four significant factors that affect employee retention: financial incentives, career development, work-life balance, and organizational culture. In this context, while financial incentives seemed important to tackle short-term retention, factors such as lack of career development opportunities and difficulties in managing work and family commitments, especially on the part of females, have been some of the reasons for the high flow of workers. The study also indicates that ensuring a positive organizational culture and engagement of employees guarantees loyalty in the long term. The recommendations go on to include areas of career development programs, offering flexible working arrangements to support work-life balance, and creating a supportive and inclusive workplace culture that will help in improving retention. These findings provide valuable inputs for Sri Lanka's apparel sector and useful in designing more effective retention strategies that can reduce turnover, thereby enhancing workforce stability