Ms. Revathi,
I appreciate you and all those wonderful people who have also offered you their time and thoughts for the query you've raised.
I'm sorry, I can't give you a direct reply, as one doesn't have the real data to offer solutions of the "cuff." There is no one "chair" that fits all sizes of people.
Read this through with "patience" and you will get a lot of information. In the end, you will also have a lot of questions that you need to ask yourself and answer. If you think you can do this and then share your thoughts, it's quite possible that you may get solutions to stem the "rot of attrition" in your growing company, which seems to be already offering some exciting inducements to make people get engaged.
A little bit of history - before we try solving the mystery
Attrition is an age-old phenomenon. I've had several opportunities in my career, especially in IT, dating back to 1987. Companies, as everyone knows, start off small, and so it's called a "start-up." The period that I am talking about didn't pose serious competition domestically, but to earn a breakthrough into companies in the US and the lure to earn foreign exchange and money was the challenge. People would do everything to earn this break. And some companies were there at the right time, with the right people doing the right thing, so there is very little doubt as to why they succeeded. The rush for talent was there, but not as much as it increased worldwide nearer to the Y2K and immediately after until the emergence of the DOT.COM boom and subsequently the burst of the "bubble" and then the downturn. The industry was more cautious in its approach in all aspects - recruitment, finance, etc., and naturally, therefore, people were beginning to pick and choose people whom they could bet on rely on going forward. On the other side, technical people also started picking and choosing - some went to dream companies, technical growth, some were bent on only on-site assignments, etc., so the cat-and-mouse game started.
Sadly, though it is still prevalent, the struggle for start-ups has been more or less the same. You need to sell the company a lot harder than, say, you have to sell a better-known company, where you need to concentrate on this sequence - only on the role, technology, growth, and compensation (the prospect would like to hear this though the prospect's priority and sequence may be different). After a round or two of talks, this deal is concluded, and engagement gets going, assured for at least three years, which is when the resource might plan the next move. If the company has assignments that can take people overseas on on-site assignments, then this mantra is used for extending the careers.
On the other side, a "start-up" may only have to rely on the "integrity" and reputation of the promoters working on the latest technologies along with some solid techies handling the leadership positions, and also having some projects in the pipeline, to get the company going. If one gets this combination, then it is the effort of everyone, not just the HR, to get more people excited and interested in joining the company to work. And mind you, everyone who comes to meet you as a prospect will give the start-up company a feeling that he/she is doing the company a favor by risking his/her career in joining a relatively unknown company, despite having a market for himself/herself. This is a reality with which you have to live and contend; I see no escape. Once the resource decides to come on board, the first motivator is compensation; the rest are not major factors. There are exceptions in this regard, but they are very few. This doesn't end here; you need to be consistent with your policy statements, employee relations policies, etc., to keep the system moving, which means you in HR are often under scrutiny by the promoters and the management on one side and on the other, the employees enjoy the upper hand as they only need to raise their voice to see that the leadership is alerted. Without going into too many details, things will get aligned in a manner that HR will have to play the "subjugated" role, taking instructions all the way, and maybe also be deemed as not so good, not so effective, or worst to be deemed as "useless." In fact, people are also known to make a sweeping comment that "Oh! these HR People are all like that, hopeless people, who don't understand the reality, etc.,"
What then might be the prime reasons why people leave
Some of the prime reasons why people leave are their inability to handle stress, monotonous work, company policies, lack of career growth, problems with senior people, no on-site possibilities, not enough money, not enough increments, unfair/biased treatment, too much micro-management, rigid rules and regulations, lack of trust in the management, leadership, and maybe colleagues too, inconsistent interpretation of policies, the list can go on... There can be multiple reasons for leaving, whether it's a well-known company or a start-up.
What then are the "Drivers of Engagement" specifically for smaller start-up companies
It's important that the company works in laser-sharp/latest technologies. If there is a "bouquet of the latest technologies," even better. For instance, Mobile - Android, iPhone, Windows/JEE/.Net/PHP/Oracle, and with clients who can assure a reasonably good quantity of work, ensuring that no one gets sidelined onto the bench.
Regular on-the-job training programs, be it on technology/managerial/leadership, behavioral, or whatever, depending on the need of the company to meet the present demand or prepare for the future. All of this should enable the employee to make his/her profile seem good and rich.
The other aspects that follow:
- Market-equivalent salary, without too many deductions but with a bucketful of benefits
- Sizably good increments annually after review
- Regular feedback and dialogue with superiors
- Recognition and rewards on a regular basis to keep them engaged
These are aspects that you will want them to understand and know, but the employees might not think so.
Employee perceptions of job importance, clarity of job expectations, career advancement/improvement opportunities, quality of working relationships with peers, superiors, and subordinates, perceptions of the ethos and values of the organization, effective internal employee communications.
If these are the realities, then, now for the encouraging factors, which is what you need to find out how it is in your present organization:
1. Are you suitably qualified with a relevant degree in the subject and experienced enough to stand up and talk for yourself?
2. Do you enjoy the support of the promoters, leadership, and the management?
3. Are you sufficiently equipped with the right resources - to handle your responsibility - even basic things like a neat workplace, a system with the right software, adequate support systems in terms of administration, accounts, and housekeeping (or are you one in all)?
4. How do people perceive you as an individual?
5. How good an influencer are you?
6. Are you well-read - especially on contemporary management/industry subjects, etc?
7. Does the office have a professional look and atmosphere?
8. What is the management style - participatory or what else?
9. Is the company engaged in the latest technologies, and do they have the right people in the right places, doing the right thing for the right customers?
10. What would the USP (Unique Selling Point) of your organization be?
11. What would be your EVP (Employee Value Proposition) to attract new talent?
12. What do the current employees think about the organization, and what would they want it to be like?
13. Were you able to get any useful information from any of the employees leaving the company so that you can examine what can be done to address the issue?
14. Lastly, are you confident of hanging on despite the carnage around you?
15. Also, ask yourself whether you will be able to do this alone or you would want some professional HR Advisors from external sources, and whether the management would be open to seeking advice from specialists to redeem the future of the company.
That's it for now.
Best wishes and warm regards,
TSK. Raman
08374111185
tsk.raman@gmail.com
From India, Hyderabad
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364I appreciate you and all those wonderful people who have also offered you their time and thoughts for the query you've raised.
I'm sorry, I can't give you a direct reply, as one doesn't have the real data to offer solutions of the "cuff." There is no one "chair" that fits all sizes of people.
Read this through with "patience" and you will get a lot of information. In the end, you will also have a lot of questions that you need to ask yourself and answer. If you think you can do this and then share your thoughts, it's quite possible that you may get solutions to stem the "rot of attrition" in your growing company, which seems to be already offering some exciting inducements to make people get engaged.
A little bit of history - before we try solving the mystery
Attrition is an age-old phenomenon. I've had several opportunities in my career, especially in IT, dating back to 1987. Companies, as everyone knows, start off small, and so it's called a "start-up." The period that I am talking about didn't pose serious competition domestically, but to earn a breakthrough into companies in the US and the lure to earn foreign exchange and money was the challenge. People would do everything to earn this break. And some companies were there at the right time, with the right people doing the right thing, so there is very little doubt as to why they succeeded. The rush for talent was there, but not as much as it increased worldwide nearer to the Y2K and immediately after until the emergence of the DOT.COM boom and subsequently the burst of the "bubble" and then the downturn. The industry was more cautious in its approach in all aspects - recruitment, finance, etc., and naturally, therefore, people were beginning to pick and choose people whom they could bet on rely on going forward. On the other side, technical people also started picking and choosing - some went to dream companies, technical growth, some were bent on only on-site assignments, etc., so the cat-and-mouse game started.
Sadly, though it is still prevalent, the struggle for start-ups has been more or less the same. You need to sell the company a lot harder than, say, you have to sell a better-known company, where you need to concentrate on this sequence - only on the role, technology, growth, and compensation (the prospect would like to hear this though the prospect's priority and sequence may be different). After a round or two of talks, this deal is concluded, and engagement gets going, assured for at least three years, which is when the resource might plan the next move. If the company has assignments that can take people overseas on on-site assignments, then this mantra is used for extending the careers.
On the other side, a "start-up" may only have to rely on the "integrity" and reputation of the promoters working on the latest technologies along with some solid techies handling the leadership positions, and also having some projects in the pipeline, to get the company going. If one gets this combination, then it is the effort of everyone, not just the HR, to get more people excited and interested in joining the company to work. And mind you, everyone who comes to meet you as a prospect will give the start-up company a feeling that he/she is doing the company a favor by risking his/her career in joining a relatively unknown company, despite having a market for himself/herself. This is a reality with which you have to live and contend; I see no escape. Once the resource decides to come on board, the first motivator is compensation; the rest are not major factors. There are exceptions in this regard, but they are very few. This doesn't end here; you need to be consistent with your policy statements, employee relations policies, etc., to keep the system moving, which means you in HR are often under scrutiny by the promoters and the management on one side and on the other, the employees enjoy the upper hand as they only need to raise their voice to see that the leadership is alerted. Without going into too many details, things will get aligned in a manner that HR will have to play the "subjugated" role, taking instructions all the way, and maybe also be deemed as not so good, not so effective, or worst to be deemed as "useless." In fact, people are also known to make a sweeping comment that "Oh! these HR People are all like that, hopeless people, who don't understand the reality, etc.,"
What then might be the prime reasons why people leave
Some of the prime reasons why people leave are their inability to handle stress, monotonous work, company policies, lack of career growth, problems with senior people, no on-site possibilities, not enough money, not enough increments, unfair/biased treatment, too much micro-management, rigid rules and regulations, lack of trust in the management, leadership, and maybe colleagues too, inconsistent interpretation of policies, the list can go on... There can be multiple reasons for leaving, whether it's a well-known company or a start-up.
What then are the "Drivers of Engagement" specifically for smaller start-up companies
It's important that the company works in laser-sharp/latest technologies. If there is a "bouquet of the latest technologies," even better. For instance, Mobile - Android, iPhone, Windows/JEE/.Net/PHP/Oracle, and with clients who can assure a reasonably good quantity of work, ensuring that no one gets sidelined onto the bench.
Regular on-the-job training programs, be it on technology/managerial/leadership, behavioral, or whatever, depending on the need of the company to meet the present demand or prepare for the future. All of this should enable the employee to make his/her profile seem good and rich.
The other aspects that follow:
- Market-equivalent salary, without too many deductions but with a bucketful of benefits
- Sizably good increments annually after review
- Regular feedback and dialogue with superiors
- Recognition and rewards on a regular basis to keep them engaged
These are aspects that you will want them to understand and know, but the employees might not think so.
Employee perceptions of job importance, clarity of job expectations, career advancement/improvement opportunities, quality of working relationships with peers, superiors, and subordinates, perceptions of the ethos and values of the organization, effective internal employee communications.
If these are the realities, then, now for the encouraging factors, which is what you need to find out how it is in your present organization:
1. Are you suitably qualified with a relevant degree in the subject and experienced enough to stand up and talk for yourself?
2. Do you enjoy the support of the promoters, leadership, and the management?
3. Are you sufficiently equipped with the right resources - to handle your responsibility - even basic things like a neat workplace, a system with the right software, adequate support systems in terms of administration, accounts, and housekeeping (or are you one in all)?
4. How do people perceive you as an individual?
5. How good an influencer are you?
6. Are you well-read - especially on contemporary management/industry subjects, etc?
7. Does the office have a professional look and atmosphere?
8. What is the management style - participatory or what else?
9. Is the company engaged in the latest technologies, and do they have the right people in the right places, doing the right thing for the right customers?
10. What would the USP (Unique Selling Point) of your organization be?
11. What would be your EVP (Employee Value Proposition) to attract new talent?
12. What do the current employees think about the organization, and what would they want it to be like?
13. Were you able to get any useful information from any of the employees leaving the company so that you can examine what can be done to address the issue?
14. Lastly, are you confident of hanging on despite the carnage around you?
15. Also, ask yourself whether you will be able to do this alone or you would want some professional HR Advisors from external sources, and whether the management would be open to seeking advice from specialists to redeem the future of the company.
That's it for now.
Best wishes and warm regards,
TSK. Raman
08374111185
tsk.raman@gmail.com
From India, Hyderabad
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First and foremost, I suggest you change your outlook. Because I could make the world's most beautiful resume, but if the person doesn't reflect the resume, then it is absolutely of no use...
We are discussing a rather important HR issue, and in the middle, you want us to review your resume and suggest changes? And you expect to make a successful career in HR? WOW!!! If you cannot decide where, when, and how to intervene, my friend, you can never succeed in strategic HR... maybe in administrative HR but definitely not in strategic HR.
Sorry to be sounding rude and losing my cool (must be getting old.. :-) )
Cheers,
Navneet Chandra
From India, Delhi
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We are discussing a rather important HR issue, and in the middle, you want us to review your resume and suggest changes? And you expect to make a successful career in HR? WOW!!! If you cannot decide where, when, and how to intervene, my friend, you can never succeed in strategic HR... maybe in administrative HR but definitely not in strategic HR.
Sorry to be sounding rude and losing my cool (must be getting old.. :-) )
Cheers,
Navneet Chandra
From India, Delhi
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First of all, there is no foolproof method to stop attrition! At best, you can 'try' to reduce attrition. Whatever tricks you employ, such initiatives and measures will last for a few months. Employees will then ask, what is next waiting to happen...
Organizations can always try to reduce attrition by creating a very good working environment, work culture, ethical practices, and not by offering too many freebies. There is nothing called a free lunch, and more and more freebies will only erode the company's margins. For how long can an organization go on offering so many things? Everything has a monetary value ultimately.
Keep offering freebies a little at a time, but simultaneously create an excellent working environment. Employees look for more of this than free carrots!
Best wishes
From India, Bengaluru
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Organizations can always try to reduce attrition by creating a very good working environment, work culture, ethical practices, and not by offering too many freebies. There is nothing called a free lunch, and more and more freebies will only erode the company's margins. For how long can an organization go on offering so many things? Everything has a monetary value ultimately.
Keep offering freebies a little at a time, but simultaneously create an excellent working environment. Employees look for more of this than free carrots!
Best wishes
From India, Bengaluru
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Both the posts of Mr. Navneet are really valuable readings. Of course, Mr. Raman has also made us well aware about the situation in his simple and elaborative language.
It is correct, as stated by many contributors, that looking at the organization size, the chances of retaining employees, especially youngsters, are very difficult. Whatever amenities you provide to them and make them feel happy, every human being wants to take a leap for betterment. After a few months of experience in your company, if he is selected by a slightly larger organization, he will certainly quit.
My suggestion: Select an employee in a higher age group, say 40+. They may be a VRS person, a victim of a shut-down company, or someone whose present employer has transferred them to an unwanted location, etc. These senior individuals usually try to remain in one place and provide mature and sincere services.
From India, Mumbai
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It is correct, as stated by many contributors, that looking at the organization size, the chances of retaining employees, especially youngsters, are very difficult. Whatever amenities you provide to them and make them feel happy, every human being wants to take a leap for betterment. After a few months of experience in your company, if he is selected by a slightly larger organization, he will certainly quit.
My suggestion: Select an employee in a higher age group, say 40+. They may be a VRS person, a victim of a shut-down company, or someone whose present employer has transferred them to an unwanted location, etc. These senior individuals usually try to remain in one place and provide mature and sincere services.
From India, Mumbai
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Abhaybandekar,
While I appreciate your inputs, I'd also like to add a thing about the mindset of the Promoters/Entrepreneurs/Technopreneurs, and the people at the top in leadership positions, and this is coming out of hard/rock, and raw experience.
Everyone - be it technical/marketing/finance or whatever, thinks that they are the ones who are ultimately responsible for the growth/profitability/sustenance of the company and take it that it is their prerogative to give directions/suggestions/advice to the ones handling HR.
To be brutally frank, in the initial stages in every organization I held a responsible position, I applied cautious restraint in letting go of my thoughts. I would simply say, "thanks for your inputs, I'll give it a thought and get back." Invariably, I would do a deep study and tell them about the fall-outs or breaches in what they suggested, and suggest ways in which this could be addressed. Slowly and surely things panned out well, and when I did make them realize the value I could add, I started putting forth my thoughts in no uncertain terms. When you do so, you should be careful as you might not get a buy-in straight away, but you need to make your thoughts, be willing to receive new inputs, and then amend suitably to get the organization to work like a team for a common purpose. Speak just that much, and observe silence in order to listen to what others are saying and then move ahead. You gain this only through experience and getting beaten at first, but you must have a lot of confidence in yourself and tremendous belief in your potential. You should also be lucky enough to have an energetic team that will go all out to implement plans and programs.
Professionals in HR must think of themselves as Strategists going forward.
Warm regards,
TSK. Raman
08374111185
tsk.raman@gmail.com
From India, Hyderabad
Acknowledge(0)Amend(0)
While I appreciate your inputs, I'd also like to add a thing about the mindset of the Promoters/Entrepreneurs/Technopreneurs, and the people at the top in leadership positions, and this is coming out of hard/rock, and raw experience.
Everyone - be it technical/marketing/finance or whatever, thinks that they are the ones who are ultimately responsible for the growth/profitability/sustenance of the company and take it that it is their prerogative to give directions/suggestions/advice to the ones handling HR.
To be brutally frank, in the initial stages in every organization I held a responsible position, I applied cautious restraint in letting go of my thoughts. I would simply say, "thanks for your inputs, I'll give it a thought and get back." Invariably, I would do a deep study and tell them about the fall-outs or breaches in what they suggested, and suggest ways in which this could be addressed. Slowly and surely things panned out well, and when I did make them realize the value I could add, I started putting forth my thoughts in no uncertain terms. When you do so, you should be careful as you might not get a buy-in straight away, but you need to make your thoughts, be willing to receive new inputs, and then amend suitably to get the organization to work like a team for a common purpose. Speak just that much, and observe silence in order to listen to what others are saying and then move ahead. You gain this only through experience and getting beaten at first, but you must have a lot of confidence in yourself and tremendous belief in your potential. You should also be lucky enough to have an energetic team that will go all out to implement plans and programs.
Professionals in HR must think of themselves as Strategists going forward.
Warm regards,
TSK. Raman
08374111185
tsk.raman@gmail.com
From India, Hyderabad
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Thank you, Abhay, for your kind comments.
Bulls-eye, Raman! The single biggest challenge in working with management (start-ups more than mature organizations) is the management buy-in, and it doesn't help matters when everyone feels that HR is the easiest thing to do. Anyone and everyone can do it... :-)
So, you WILL have management who feel they know HR better than you and that whatever they wish can be achieved (after all, you are supposed to be Aladdin's Genie in the guise of HR... :-) ) but whatever you say will be an unnecessary expenditure. So the trick, as shared by Raman, is to be neutral. Listen, observe, research, analyze, and propose. Show them the value, and you will get your support.
Just a note of caution to every HR working in a small/startup organization - The size of the operations will create an environment whereby you will be prone to becoming either an administrative HR person, where you will keep doing the same mundane stuff day in and day out OR you will become the mouthpiece of the management/promoter. Both these conditions are not where you should find yourself in.
It will purely be on your skills and knowledge that people within your (extended) organization, including management, will approach you with problems and for solutions. You need to always be proactive, approachable, and enterprising to ensure that you create your identity and are respected for the same. That's when you can truly consider yourself a successful HR professional... just like Raman. ;-)
Cheers,
Navneet Chandra
From India, Delhi
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Bulls-eye, Raman! The single biggest challenge in working with management (start-ups more than mature organizations) is the management buy-in, and it doesn't help matters when everyone feels that HR is the easiest thing to do. Anyone and everyone can do it... :-)
So, you WILL have management who feel they know HR better than you and that whatever they wish can be achieved (after all, you are supposed to be Aladdin's Genie in the guise of HR... :-) ) but whatever you say will be an unnecessary expenditure. So the trick, as shared by Raman, is to be neutral. Listen, observe, research, analyze, and propose. Show them the value, and you will get your support.
Just a note of caution to every HR working in a small/startup organization - The size of the operations will create an environment whereby you will be prone to becoming either an administrative HR person, where you will keep doing the same mundane stuff day in and day out OR you will become the mouthpiece of the management/promoter. Both these conditions are not where you should find yourself in.
It will purely be on your skills and knowledge that people within your (extended) organization, including management, will approach you with problems and for solutions. You need to always be proactive, approachable, and enterprising to ensure that you create your identity and are respected for the same. That's when you can truly consider yourself a successful HR professional... just like Raman. ;-)
Cheers,
Navneet Chandra
From India, Delhi
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Revathi,
Like several I have met in this forum who make a query and then become "dormant." It's neither a judgment nor an accusation, a feeling that lingers around hopelessly, helplessly.
Anyway,
I would suggest:
One: give your best and try changing the situation for the better.
Two: quit and look for comfort zones to park yourself. You'll be ill-advised to dwell in a comfort zone. This is a thought that I have been talking about to many people for a long time now. It's about seeking a change in the situation that we are in.
A change which we conveniently postpone, blaming everything but ourselves. We need thorough changes in the way we manage ourselves - we need to think, act, and utilize our potential. A change in leadership thinking as well as action which supports their talk. A change in the environment which only sees things monetarily.
C = Communicate clearly, consistently, openly, and often.
H = Hear what all others are saying and help folks through the transition.
A = Assess your core values/principles/process and align them with your mission in life.
N = Non-negotiable action - navigate from the "Where you are" to the "where you want to be."
G = Get everything you planned into movement.
E = Educate, excite, empower, and engage employees.
It's incredibly hard for anyone on this planet to predict the future with any degree of certainty. But I am convinced that with failures and success, reading, experience, thinking, change, and effort, you can create the future you desire.
What we need to do is to be changing, be it ourselves or organizations, is a visit on the future.
V = Visualize the much talked-about aspect of self-leadership which is desired and acquire it.
I = Invest in a learning and development culture.
S = Seriously assess the current situation prevailing around you.
I = Influence, incremental but continuous improvement-based living.
T = Take the bull by the horns, take on hard and difficult tasks, target areas for betterment/improvement.
A = Act on plans aligned to the aims for a.
F = Fruitful.
U = Ultimate.
T = Totally.
U = Unique.
R = Rewarding.
E = Engagement.
With a positive visit, a future you desire can be created with high voltage energy to make it happen in your organization.
From India, Hyderabad
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Like several I have met in this forum who make a query and then become "dormant." It's neither a judgment nor an accusation, a feeling that lingers around hopelessly, helplessly.
Anyway,
I would suggest:
One: give your best and try changing the situation for the better.
Two: quit and look for comfort zones to park yourself. You'll be ill-advised to dwell in a comfort zone. This is a thought that I have been talking about to many people for a long time now. It's about seeking a change in the situation that we are in.
A change which we conveniently postpone, blaming everything but ourselves. We need thorough changes in the way we manage ourselves - we need to think, act, and utilize our potential. A change in leadership thinking as well as action which supports their talk. A change in the environment which only sees things monetarily.
C = Communicate clearly, consistently, openly, and often.
H = Hear what all others are saying and help folks through the transition.
A = Assess your core values/principles/process and align them with your mission in life.
N = Non-negotiable action - navigate from the "Where you are" to the "where you want to be."
G = Get everything you planned into movement.
E = Educate, excite, empower, and engage employees.
It's incredibly hard for anyone on this planet to predict the future with any degree of certainty. But I am convinced that with failures and success, reading, experience, thinking, change, and effort, you can create the future you desire.
What we need to do is to be changing, be it ourselves or organizations, is a visit on the future.
V = Visualize the much talked-about aspect of self-leadership which is desired and acquire it.
I = Invest in a learning and development culture.
S = Seriously assess the current situation prevailing around you.
I = Influence, incremental but continuous improvement-based living.
T = Take the bull by the horns, take on hard and difficult tasks, target areas for betterment/improvement.
A = Act on plans aligned to the aims for a.
F = Fruitful.
U = Ultimate.
T = Totally.
U = Unique.
R = Rewarding.
E = Engagement.
With a positive visit, a future you desire can be created with high voltage energy to make it happen in your organization.
From India, Hyderabad
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Hi to all my seniors,
Thank you so much for sharing your views. I am really feeling happy for having so many seniors. Mr. Raman, sir, mentioned that I am in a dormant state. Not like that, sir, sorry for that. Due to some power problem, I couldn't read your views. Today, only I am reading your views. Also, due to my capability, it takes some more time to understand every senior's views. Sorry for that, seniors because before that, I replied without understanding every view's depth. After understanding every view, I will surely ask my queries and share my thoughts.
Thank you to everybody.
Thanks,
Revathi
From India, Chennai
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Thank you so much for sharing your views. I am really feeling happy for having so many seniors. Mr. Raman, sir, mentioned that I am in a dormant state. Not like that, sir, sorry for that. Due to some power problem, I couldn't read your views. Today, only I am reading your views. Also, due to my capability, it takes some more time to understand every senior's views. Sorry for that, seniors because before that, I replied without understanding every view's depth. After understanding every view, I will surely ask my queries and share my thoughts.
Thank you to everybody.
Thanks,
Revathi
From India, Chennai
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Ms. Revathi,
Immense thanks for your response. However, I'm sorry if I hurt you; it wasn't my intent at all. You need a special mention and a "big pat" on your back for this act. But the fact is, there have been many before this who didn't have the courtesy to even acknowledge the efforts. I'll feel small when someone apologizes to me. In fact, I might share a small tip with you, "never get into a point that you have to seek an apology from anyone if it's not needed." However, if you have really erred, never hesitate even a single moment to tender an apology, even to a kid.
I can empathize with you when you mention, "your views as well as due to my capability, it takes some more time to understand every senior's views. Sorry for that, seniors, because before that, I replied without being able to understand every view's depth."
Do not get discouraged at all. You will learn and grow to become a "utility professional." Just apply yourself and make it a point to "learn something new every day." Click into CITEHR regularly; you'll probably get to know a lot of things without too much of a strain.
Yes, it could be our limitation to put the message across in even simpler terms. The attempt is always to make it easy to understand and digest. I know I am more profuse when I begin to elaborate on a point that I wish to make. Let me assure you that you can get in touch with me for any clarifications or explanations that you might need. Just remember it's not good to remain "ignorant" as it hinders growth.
Best wishes.
From India, Hyderabad
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Immense thanks for your response. However, I'm sorry if I hurt you; it wasn't my intent at all. You need a special mention and a "big pat" on your back for this act. But the fact is, there have been many before this who didn't have the courtesy to even acknowledge the efforts. I'll feel small when someone apologizes to me. In fact, I might share a small tip with you, "never get into a point that you have to seek an apology from anyone if it's not needed." However, if you have really erred, never hesitate even a single moment to tender an apology, even to a kid.
I can empathize with you when you mention, "your views as well as due to my capability, it takes some more time to understand every senior's views. Sorry for that, seniors, because before that, I replied without being able to understand every view's depth."
Do not get discouraged at all. You will learn and grow to become a "utility professional." Just apply yourself and make it a point to "learn something new every day." Click into CITEHR regularly; you'll probably get to know a lot of things without too much of a strain.
Yes, it could be our limitation to put the message across in even simpler terms. The attempt is always to make it easy to understand and digest. I know I am more profuse when I begin to elaborate on a point that I wish to make. Let me assure you that you can get in touch with me for any clarifications or explanations that you might need. Just remember it's not good to remain "ignorant" as it hinders growth.
Best wishes.
From India, Hyderabad
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Hi Revathi, welcome to HR Family. Please find my inputs below:
1. I suggest you conduct the Employee Satisfaction Surveys first and try to find out the reasons. Then, work on addressing them in a step-by-step process.
2. Provide more benefits to senior employees if management is okay with that.
3. Employee engagement - divide the employees into groups and arrange some fun activities to interact with each other, which helps build a good bond and coordination.
4. You can name the teams with inspiring words/names to motivate them.
5. Rewards & Recognition.
6. Company outings.
7. Try to understand the reasons during the exit interview process when an employee is leaving. Try to retain them by explaining the HR policies you have implemented to enhance employee satisfaction if they are a valuable resource.
From India, Hyderabad
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1. I suggest you conduct the Employee Satisfaction Surveys first and try to find out the reasons. Then, work on addressing them in a step-by-step process.
2. Provide more benefits to senior employees if management is okay with that.
3. Employee engagement - divide the employees into groups and arrange some fun activities to interact with each other, which helps build a good bond and coordination.
4. You can name the teams with inspiring words/names to motivate them.
5. Rewards & Recognition.
6. Company outings.
7. Try to understand the reasons during the exit interview process when an employee is leaving. Try to retain them by explaining the HR policies you have implemented to enhance employee satisfaction if they are a valuable resource.
From India, Hyderabad
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