Introduction Best talents are attracted to great companies, but it takes greater companies to be able to retain and utilize

their skills for a long period of time. Human resources are the most valuable to any organisation; in order for companies to maximize these resources, they should understand what makes each their staff member move into action action, using that as a motivational factor to make them progress in all tasks that have been assigned to them; Thomas (2004). Situation My company which has been into the production of Gas meters for 45 years; is faced with the challenge of having 40% of its experienced staff of over 30 years retire over a period of 5 years. Although utilizing the new wireless technology being adapted my competitors would put us at an advantage, some of my staff is reluctant in this change application. Analysis and Preparation There is bound to be conflict in the organisation because of the different ideas that would be proposed by the two groups of new employees and the older staff. While the older employees would want things working as they were, the new employees who are not too conversant in the old ways would want a change in the technologies used in the design and manufacturing of the devices. Work stress also arises because of the fear of job insecurity by the old staff, sour interpersonal relationship between the two generations, and uncertain job roles that would arise due to change in technology. We, at the management level are to develop and prepare guiding factors which would help us in resolving these conflicts, creating team synergy and increase organisational productivity as stated by Meredith, 2009. First Step on moving company forward We create an awareness in the organisation which would get the staff ready for the gradual informational change that would occur in the system. I share my vision and future organisational goals with the employees to secure buy-in, and prepare them for things that are to come and get feedback and opinions to know their fears, concerns and needs which would help in creating and implementing a stress management process; Emerald Insight Staff(2005). We would also constructively influence them to accept the change, by letting them know the benefits of applying new technologies in our product line. Organisational Motivational Guide To motivate the complex human resources in the organisation and guarantee their full corporation, Maslaws motivational factors discussed in Thomas (2004) would be put into practice. We must be able to satisfy each staff basic needs by providing a regular monthly salary and incentives as they arise, guarantee job security plus other health/retirement benefits, provide a social working environment which would promote teamwork in and out of the office, recognize and reward staff with outstanding performance, and monitor staff competencies provide a training program for them for further academic excellence and leadership skills.

Motivating long serving employees Intrinsic reward systems would be put in place for motivation. A Job redesigning process cited by Kauffman (1987) is used for organisational benefits by using their wealth of experience to mentor the new staff; teaching them the "old ways" of getting the job done, while those old staff who indicated interest in learning the new technologies are also trained based on their aspirations abilities and potentials; Kauffman (1987). This is a cheap and effective way of staff training, knowledge/skills transfer, and team bondage, while also making them feel less threatened of loosing their jobs because they now feel their services are still needed. They would also be appreciated by being giving awards and promoted based on merit. Attaining Team Unity Each team members skills and attributes are identified, with tasks, expectations, roles and responsibilities assigned to them accordingly. Ground rules on how they interact as a team are also created. Team collaborative and empowerment training are given to staff members as they are employed, and quarterly after being employed. These training's would aid them in sharing their skills and knowledge among themselves, bonding and creating mutual trust also. Knowing that work related stress affects collaboration, we would structure the team in such a way that we evenly distribute roles and tasks so that none would feel overburdened or given more responsibilities than the others. Attracting and retaining new staff We create an atmosphere of care and trust by attending to both their emotional and financial needs. This would be done by providing an experience, exposure and education process to each one of them as advocated by Ullrich (2010); where they are assigned tasks that are challenging and would need to utilize their skills in order to execute them, they are assigned to mentors who would put them through organisational processes or functions, and encourage them to improve on their skills through in-house training's, seminars, and other professional training's and certifications which would help them to develop further in their career, while providing good salaries and other financial benefits as they progress. Conclusion To guarantee we tap into, and maximize the skills and experiences of both generations to the benefit of the organisation, we use proper communication at all times to reduce work related stress due to improper communication of roles, duties or expectations. Our key focus areas is to ensure that we satisfy the need for a common task (remaining relevant in the industry through team work in the manufacturing of gas meters), the needs of the team for unity (training's, mentor-ship, and other team building processes), and the needs of the individual (salaries, recognition, stress management, incentives and benefits), Thomas (2004). All motivational and compensation plans would be tailored to meet the specific needs of each employee based on their age, experience, and responsibility levels; Jeffords Scheidt & Thibadoux (1997).

References: Emerald Insight Staff. (2005) 'Stress management'. University of Liverpool Online Library [Online]. pp. 6165. Available from: http://site.ebrary.com.ezproxy.liv.ac.uk/lib/liverpool/docDetail.action?docID=10149898 Jeffords, R, Scheidt, M, & Thibadoux, G 1997, 'Getting the Best From Staff', Journal Of Accountancy, 184, 3, pp. 101-105, Business Source Complete, EBSCOhost, viewed 5 March 2014. Kauffman, N 1987, 'Motivating the Older Worker', SAM Advanced Management Journal (07497075), 52, 2, p. 43, Business Source Complete, EBSCOhost, viewed 5 March 2014. Meredith, J.R. & Mantel, Jr., S.J. (2009) Project management: a managerial approach. 7th ed. Hoboken, New Jersey: John Wiley & Sons. Thomas, N. (2004) 'Concise Adair on teambuilding and motivation'. University of Liverpool Online Library [Online]. Available from: http://site.ebrary.com.ezproxy.liv.ac.uk/lib/liverpool/docDetail.action?docID=10088330 (Accessed: 28 February 2014) Ullrich, K 2010, 'HIRING AND RETAINING TALENT: Three E's for Creating an Attractive Work Environment', Industry Week/IW, 259, 11, pp. 31-32, Business Source Complete, EBSCOhost, viewed 5 March 2014.