BRAIN drain is a situation where talented and highly skilled human capital moves to another place to look for jobs or for career goals' continuity.
It is a global phenomenon. A study in Southeast Asia by Boston Consulting Group, The Network, Jobstreet.com and jobsDB shows that the percentage of the loss of human capital was reduced from 63.8 per cent in 2014 to 57.1 per cent in 2018. The study also shows the desire of talent to move to another country, which was 67 per cent in 2014 and 65 per cent in 2018.
The countries of choice are Australia, Singapore and the United Kingdom. Despite the reduced percentage, it is still considered high compared with the investment made for the development of the human capital as issued by a country. Even more worrying, those involved in this brain drain happen to be in the most critical jobs, such as engineers, doctors, IT experts, architects, astronomers, academicians and so on.
Brain drain is a big loss to a country. Malaysia has lost the talent and expertise that can increase the economic progress, life development and people's wellbeing. This needs to be stopped on the premise that the country has invested a sum of money and facilities in an individual's career development. Thus, the country has the right to claim it back and obtain some reward or return in the form of their contribution to the country's development.
Studies in the field of organisational behaviour have shown some factors that lead to brain drain in an organisation.
FIRST, talented human capital is not acknowledged by the organisation. This may be due to the organisation's lack of awareness of such talent, internally, or praises and accolades are often granted to external talent (brain gain) to increase the reputation of the organisation. This absent-mindedness causes workers to feel that the knowledge that they have is undervalued by the organisation.
SECOND, talented employees tend to be more appreciated by external parties who 'discreetly' find out about them. It is not surprising that there are employees who do not have a 'place' in the organisation but are excellent and well known by other organisations and society.
THIRD, low income or reward, as well as limited career development and progress in the organisation, can be a factor. The migration of employees to other organisations will ensure a better salary and a guaranteed career development.
FOURTH, inconsistent, non-structured career path. A frequent change in the career path, and also the occupation's terms and conditions, make the brain drain even more obvious in the organisation. This includes the element of discrimination and non-transparency in the individual's planning and job promotion.
FIFTH, brain drain can also happen when employees do not feel comfortable with the organisation's micro-management pressure and different directions. These can create an internal conflict to the point that loyalty to the organisation wanes.
SIXTH, rare, almost non-existent appreciation by the organisation can also lead to brain drain. Acknowledgment and praises are always given to those who have good positions and titles in the organisation.
SEVENTH, brain drain is also persistent in individuals who prioritise facilities and competitive technology, and the chance to obtain a wider working experience.
Based on what has been said about brain drain, organisations should take steps to address the issue. Some include improving the strategic planning of human resources, covering several important strategies that can retain talent in the organisation.
Also, the career development strategy in the organisation must be improved through the more appealing provision of acknowledging the existing talent in the organisation, not to mention the work-life balance. This balance struck by individuals between work and family can improve mental wellbeing and increase the organisational and national productivity.
Brain drain leads to various forms of emotions among members of the organisation, especially in terms of the need for their service, career path and the challenges of the organisational environment.
All of these can cause individuals in the organisation to face conflict, stress and also affect their health. Thus, emotional wellbeing is an essential aspect to be considered in understanding the brain drain issue.
The writer is a Professor at the Faculty of Economics and Management, Universiti Kebangsaan Malaysia