此外，同样重要的是，为了有效地管理各种竞争和利益多元化，组织必须完善其人才解决方案（Houkamau Boxall 2011）。尽管每个组织都有其独特的方式，但在更广泛的框架中，一些主要原则通常是正确的。这些原则，注重员工的多样化需求为手段，以提高效率，实现使命的马驹和完成项目和任务更迅速。
In order to maintain equilibrium amongst the needs of the diverse workforce and that of the organization, it is essential to clearly define success. Success for many agencies and organization might be measured by cross-generational knowledge sharing or intra-generational and intergenerational collaborations (Bardoel et. al 2014). Irrespective of the measurable standards it is essential that the organizations define the meaning of success so that the employees instead of working towards the platitudes should work towards tangible goals.
Moreover, it is also essential that in order to effectively manage various competing and diverse interests, the organization must refine its talent solutions (Houkamau and Boxall 2011). Even though each of the organization is unique in its own way, a few chief principles usually are true across the broader framework. These principles focus on the diverse needs of the workforce as a means to gain efficiency, achieve mission foals and completing projects and tasks more quickly.
There is a possibility that within an organization due to challenges in budget there could be a situation of hiring freezes, creation of a mentality of doing more with less, which is both in the form of personnel and resource wise. The workers might be discouraged because of the pay and hiring freezes, however initiatives like investment in personnel and career development could convince the workers to stay (Kramar 2012). Lack of career development in an organization is regarded as a reason why most of younger workforce leaves the organization. Other factors which contribute to the same are better job offer and continued pay freeze which are out of the control of the organization, thus they must work towards the career development.