A competitive company has head- hunted seven of your key staff, what do you do?

Have a discussion between management, HR dept and staff.

Find out what are your weaknesses

Take a poll on every managerial decision if it fits the company as a whole

Bring serious issues to the table like:

Work environment

Methods of recognition

Incentives plan

Channels for career advancement

Benefits

Educational programs and reimbursements

Mentoring programs

Having n+1 employees on each of your critical tasks & assignments

It is an alarming issue to lose employees

So, time to take a step back, view the whole picture and take proper decision

The turnover for any company should be calculated, and included when setting the budget of the total headcount, hence, overcoming the problem of losing the current employees.

Employees’ engagement and retention is the key! The company should start collecting written feedback, and surveys about the satisfaction of the current employees, which in turn will enhance the open communication between the employers, and the employees, and strengthen their partnership.

I would say that this is completely a Retention issue.

I can not blame a competitor for hiring employees if i can't retain them.

If those employees are from the company Key Staff, then there should be a good talent retention plan.

If the talents you have in the company know that the company is having a plan for them, is thinking and working on providing the necessary work environment, training, talent development, coaching for them to be the future leaders beside the fair and relevant compensation and benefits they will find it very hard to leave the company because they will doubt to find the same treatment from a different company. Compensation is one factor talents consider but not the only one. It is the offering you provide and not only the financial offer.

Don't blame a company for headhunting your key staff, blame your company for not retaining them. 

Thanks for the invitation

Well......very good question Fidaa

in my point of view

i do agree with both descriptions given by the answers of

Mr.:Vrindavan & Mss.:Ibtehal Abd Al Nabi as well too

Assess need of my organization, if over staffing and does not hamper my organization activities then I will go to recommend head hunting for other organization.

If we did not pay attention till it reached seven, then we must have a serious problem. From the beginning I should address the internal issues from the exit interview output, and act accordingly. I should, also, contact the HR department of that competitive company directly, and try making a gentlemen agreement even if the GM has to interfere himself. I could also try the same strategy with them if nothing works.

Fill the vacant positions and then diagnose how they were able to take them. Then work on building a competitive advantage for my current employees.

First, I look forward to the tasks of employees who work for him and revise the career ladder is located has, if at the same level I modify their status as the company's competition and give them privileges more than the company's competition and it is not easy to search for staff has been trained to have utilized them to the other 

So is the attempt to remain within the company with new franchises and rehabilitation of other employees with them even in the future I do not feel any vacuum employee Whatever experience

1- Increase the level of communication with them to understand their thinking2- Increase the loyalty of them by sharing in decision making3- Motivate the good performance and reward.

1. This is a situation the company cannot bring back the left employees.

2.There is no benefit in raising issues against the company hired the Key candidates together. But the issue can be represented if they are the members of a business association, both of them having membership, just to hint a protection in a forum to consider the ethical aspects to be followed as a matter of policy among the members of the association.

3. If the organisation is too small, a meeting of all the members can be convened (or big organisation, the key functional members may be involved)  and the  situation may be explained, request suggestions, additional involvements, extended co-operations, temporary changes in positions may be suggested.

4. The replacements of the key persons can be made60% by promotions with intensive external and internal training  of them and40 % by external hiring of freshers with the knowledge level of the key areas through proper channel and not in any indirect way.

5. The60% of vacancies arise due to promotions can be filled from lower levels-- so that overall morale may be boosted and motivated.  Fresh trainers can be recruited to the bottom levels which may double the number of promoted candidates--so that total working atmosphere is changed to a new circumstance, without much affecting the overall pattern.

6. A ad-hoc  compensation hike  may be considered.

7.Periodicity of meeting need be improved and convening is a must.

8. In the mean time reasons for such a group migration may internally analysed at the top in confidential and remedial policy measures may be adopted so the such occurrence may not be repeated.

9. Company should opt only positive thoughts and positive approach, so that the workers support may be surprisingly improved.  Inter-personal relationship need given stress so that coccus building can be avoided in future.

10.A diplomatic disciplined atmosphere need be emphasized  in a effective way and reward for efficiency may be proclaimed for the exemplary performers.

There is a fundamental concern with how the organization is run. The leaders need to take stock, identify the issue, discuss with the team, demonstrate that they are open to changing and take direct action which is visible.