Dear Shoeb,
I do not wish to prove you wrong, but the issue you are discussing and the subject you have mentioned misleads the discussion.
Firstly, let me share my perception of the term "Team" - It is a group of individuals who have their own set of competencies and work both individually and as a team to achieve goals. They carry out tasks assigned to them and help others achieve their tasks through cooperation.
A team obviously consists of more than one individual, and its composition varies from organization to organization, place to place, type of tasks, and in many other ways.
Having a good team does not necessarily mean they should all be from the same geographical location. The membership in a team has to be goal/objective-specific. Anyone who has the competence to contribute towards the goals/objectives of the team is eligible for membership - in fact, it is an essential requirement.
One cannot have selection/membership criteria such as being from a particular geographical area. In such a scenario, one cannot have a competent and, in turn, successful team.
Building a team is a broad term that involves aspects like individuals cooperating with each other irrespective of their religion, domicile, and personal and social customs.
People leaving a team is a common phenomenon in today's industrial world, but it cannot be correlated with cases of bosses favoring long-staying migrants and scolding punctual locals. A team is far beyond all such things.
If you want to discuss the issue of employees misusing the internet/phone facilities provided by the company (irrespective of during office hours or after office hours, by locals or migrants), you can discuss it. But please do not relate it to team building, retention in a team, or lateral thinking.
I hope you understand the point I am trying to make. In one sentence, I would like to reiterate my views: Team building and retention in a team are irrespective of members being locals or migrants. The issue of misuse of office phone and internet can and should be discussed separately.
Thank you.
Hiten
From India, New Delhi
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32I do not wish to prove you wrong, but the issue you are discussing and the subject you have mentioned misleads the discussion.
Firstly, let me share my perception of the term "Team" - It is a group of individuals who have their own set of competencies and work both individually and as a team to achieve goals. They carry out tasks assigned to them and help others achieve their tasks through cooperation.
A team obviously consists of more than one individual, and its composition varies from organization to organization, place to place, type of tasks, and in many other ways.
Having a good team does not necessarily mean they should all be from the same geographical location. The membership in a team has to be goal/objective-specific. Anyone who has the competence to contribute towards the goals/objectives of the team is eligible for membership - in fact, it is an essential requirement.
One cannot have selection/membership criteria such as being from a particular geographical area. In such a scenario, one cannot have a competent and, in turn, successful team.
Building a team is a broad term that involves aspects like individuals cooperating with each other irrespective of their religion, domicile, and personal and social customs.
People leaving a team is a common phenomenon in today's industrial world, but it cannot be correlated with cases of bosses favoring long-staying migrants and scolding punctual locals. A team is far beyond all such things.
If you want to discuss the issue of employees misusing the internet/phone facilities provided by the company (irrespective of during office hours or after office hours, by locals or migrants), you can discuss it. But please do not relate it to team building, retention in a team, or lateral thinking.
I hope you understand the point I am trying to make. In one sentence, I would like to reiterate my views: Team building and retention in a team are irrespective of members being locals or migrants. The issue of misuse of office phone and internet can and should be discussed separately.
Thank you.
Hiten
From India, New Delhi
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Hi Shoeb,
Thanks for posting. Could you please tell me why an employee leaves the organization even if the candidate hired is local and the manager is good?
Regards,
8)
From India, Hyderabad
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Thanks for posting. Could you please tell me why an employee leaves the organization even if the candidate hired is local and the manager is good?
Regards,
8)
From India, Hyderabad
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Dear Hiten,
Friend, please read my first post on the captioned subject. It is not misleading; it is about team retention, and I am focused on it, not about the misuse of office resources. The comments you are referring to, I used that paragraph to explain my point.
A team is what you get; it is easy to build a team. But to keep that team and its morale high and keep them motivated is the real challenge.
I have repeated several times: do not take this as discrimination against anyone. Geographical location does matter. Take it in the true spirit. Do not take it personally.
When someone in your team leaves, ask them or a very close one about the real reason. If you follow my advice, maybe you can retain your team for a longer period. If you are handling a team, discuss my article with your team and try to get their honest opinion about it, and I am sure the majority of them will be on my side.
"People do not leave companies, they leave Managers/Bosses." It is not that the company is bad or exploiting; it is the managers and their behavior that give the company a bad name.
So, friend, chill down and please do not divert me by posting misleading posts on subjects not related to my topic, "How to Prevent your Team Member from Leaving the Team."
From India, Mumbai
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Friend, please read my first post on the captioned subject. It is not misleading; it is about team retention, and I am focused on it, not about the misuse of office resources. The comments you are referring to, I used that paragraph to explain my point.
A team is what you get; it is easy to build a team. But to keep that team and its morale high and keep them motivated is the real challenge.
I have repeated several times: do not take this as discrimination against anyone. Geographical location does matter. Take it in the true spirit. Do not take it personally.
When someone in your team leaves, ask them or a very close one about the real reason. If you follow my advice, maybe you can retain your team for a longer period. If you are handling a team, discuss my article with your team and try to get their honest opinion about it, and I am sure the majority of them will be on my side.
"People do not leave companies, they leave Managers/Bosses." It is not that the company is bad or exploiting; it is the managers and their behavior that give the company a bad name.
So, friend, chill down and please do not divert me by posting misleading posts on subjects not related to my topic, "How to Prevent your Team Member from Leaving the Team."
From India, Mumbai
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Arf
What I am addressing here is the reason that is 75% responsible for any employee to leave the company. There are other factors like better salary, better positions, closeness to residence, etc. It is a human tendency that if the environment is healthy, equal opportunities are given to all, work is appreciated, the boss favors and supports the person who works and not just his favorite chosen ones during promotions and bonuses, then no one will think of leaving such a company even if they are paid less.
No human likes a golden cage without freedom, appreciation, and motivation. Meaning having a good salary but no time left for personal life, no appreciation of work, and no motivation given by the boss. Some people do take this route but they regret and change later when their personal life suffers. To decide on leaving a job, a 25% reason is not enough. For the remaining 75%, read my article.
From India, Mumbai
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What I am addressing here is the reason that is 75% responsible for any employee to leave the company. There are other factors like better salary, better positions, closeness to residence, etc. It is a human tendency that if the environment is healthy, equal opportunities are given to all, work is appreciated, the boss favors and supports the person who works and not just his favorite chosen ones during promotions and bonuses, then no one will think of leaving such a company even if they are paid less.
No human likes a golden cage without freedom, appreciation, and motivation. Meaning having a good salary but no time left for personal life, no appreciation of work, and no motivation given by the boss. Some people do take this route but they regret and change later when their personal life suffers. To decide on leaving a job, a 25% reason is not enough. For the remaining 75%, read my article.
From India, Mumbai
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It has been proven that productivity is higher in a company where there is workforce diversity. If you want only local members, then you can never think about being or becoming global, Mr. Hakim. You work only for local, not for global. Think with a global perspective.
Regards,
Ravikumar J
From India, Madras
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Regards,
Ravikumar J
From India, Madras
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Thank you for the advice. 😊 But, Mr. Ravi, you must read my comments carefully with a concentrated frame of mind, not in the perspective of what some users are reading and thinking it is biased against non-locals.
Let me repeat, I said, "Friend, the other side is migrated members should be put in one team. This team should consist only of migrated team members, no local members."
I hope this answers you. A good manager must have the ability to balance between management and his team. He should work towards keeping the morale of his team high and keep them motivated.
If you see it from a global perspective, "Team retention" is the issue I am discussing here, and from a local perspective, it is about the reasons that contribute to the breaking of the team. I do not have any reservations towards anyone.
So, my dear friend, please read in a global perspective and try to understand the global subject of the discussion rather than thinking local.
From India, Mumbai
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Let me repeat, I said, "Friend, the other side is migrated members should be put in one team. This team should consist only of migrated team members, no local members."
I hope this answers you. A good manager must have the ability to balance between management and his team. He should work towards keeping the morale of his team high and keep them motivated.
If you see it from a global perspective, "Team retention" is the issue I am discussing here, and from a local perspective, it is about the reasons that contribute to the breaking of the team. I do not have any reservations towards anyone.
So, my dear friend, please read in a global perspective and try to understand the global subject of the discussion rather than thinking local.
From India, Mumbai
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Although I respect your thoughts on the way a team is to be built, I feel that the soul of HR is supposed to be unbiased and non-discriminating.
Yes, the performers and the non-performers can be categorized. This particular situation has a lot to do with the culture of the organization, the maturity of the leadership, and the managers.
From India, Bangalore
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Yes, the performers and the non-performers can be categorized. This particular situation has a lot to do with the culture of the organization, the maturity of the leadership, and the managers.
From India, Bangalore
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Madam Shanti Sekhar,
Thank you for your valuable input.
In the real world, HR plays no role; it is a firewall between the company and the employee. They are just for formality's sake. All decisions are taken by the management and managers. HR is there to execute those orders. Most companies are outsourcing their salary processing, search and shortlisting of candidates to outside HR firms, and training and development to professional consultants who are not part of the HR team. The only work left for HR these days is making appointments and issuing experience letters.
From India, Mumbai
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Thank you for your valuable input.
In the real world, HR plays no role; it is a firewall between the company and the employee. They are just for formality's sake. All decisions are taken by the management and managers. HR is there to execute those orders. Most companies are outsourcing their salary processing, search and shortlisting of candidates to outside HR firms, and training and development to professional consultants who are not part of the HR team. The only work left for HR these days is making appointments and issuing experience letters.
From India, Mumbai
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My dear friend,
We must look forward in a corporate way. If we work out a yearly leave record, most of the percentage of taking leave or holidays will be the same or more or less. Here is what happened: non-local persons take leave in bulk, so it is in the picture. We should not dwell on this point.
Furthermore, how are we going to judge if non-local employees are using the internet, phone calls during work hours, and how can we track this for local employees?
There are many instances where local employees try to leverage their local influence through politics or other sources.
In short, a company or managers must assess how much output the employee has delivered for their tasks or assignments, regardless of being local or non-local.
For your information, nowadays, as I mentioned, many companies provide phone, internet, and all sorts of facilities to their employees for personal use too. After all, they are also human beings who have come from a far distance, leaving their families behind.
No offense taken, we must think like a pure HR person.
You are right to correct me for any wrong statements.
Thanks,
Prashant More
From India
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We must look forward in a corporate way. If we work out a yearly leave record, most of the percentage of taking leave or holidays will be the same or more or less. Here is what happened: non-local persons take leave in bulk, so it is in the picture. We should not dwell on this point.
Furthermore, how are we going to judge if non-local employees are using the internet, phone calls during work hours, and how can we track this for local employees?
There are many instances where local employees try to leverage their local influence through politics or other sources.
In short, a company or managers must assess how much output the employee has delivered for their tasks or assignments, regardless of being local or non-local.
For your information, nowadays, as I mentioned, many companies provide phone, internet, and all sorts of facilities to their employees for personal use too. After all, they are also human beings who have come from a far distance, leaving their families behind.
No offense taken, we must think like a pure HR person.
You are right to correct me for any wrong statements.
Thanks,
Prashant More
From India
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Welcome, friend, to the bandwagon of others. You seem to have taken this personally, and it appears that you are working away from your hometown. Your words are filled with emotion and sympathy.
I, too, am working away from my hometown. Hence, I can empathize with the feelings and emotions you have expressed.
I have worked for many years in Corporate Surveillance, and what I am saying is based on my experience.
Let me clarify, in big cities like Mumbai, Chennai, Pune, etc., people hardly know any politicians. They are so engrossed in their own lives that they rarely have time for politics. It is more common for people from small towns to be closely connected to politicians. I observed this in Delhi when people would break a signal and mention to the cops that their uncle is a minister or IAS officer, expecting to be let go. In cities, you rarely encounter such behavior when stopped by a cop.
By the way, friend, you seem to be diverting from my real subject: "How to Prevent Your Team Members from Leaving the Team."
Please consider this from a corporate perspective rather than taking it personally and becoming emotional. My concern is team retention, and I would appreciate it if you could discuss along those lines instead of delving into politics and off-topic matters.
It appears that you agree with what I mentioned about the misuse of resources, etc.
Thank you once again for your valuable input.
From India, Mumbai
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I, too, am working away from my hometown. Hence, I can empathize with the feelings and emotions you have expressed.
I have worked for many years in Corporate Surveillance, and what I am saying is based on my experience.
Let me clarify, in big cities like Mumbai, Chennai, Pune, etc., people hardly know any politicians. They are so engrossed in their own lives that they rarely have time for politics. It is more common for people from small towns to be closely connected to politicians. I observed this in Delhi when people would break a signal and mention to the cops that their uncle is a minister or IAS officer, expecting to be let go. In cities, you rarely encounter such behavior when stopped by a cop.
By the way, friend, you seem to be diverting from my real subject: "How to Prevent Your Team Members from Leaving the Team."
Please consider this from a corporate perspective rather than taking it personally and becoming emotional. My concern is team retention, and I would appreciate it if you could discuss along those lines instead of delving into politics and off-topic matters.
It appears that you agree with what I mentioned about the misuse of resources, etc.
Thank you once again for your valuable input.
From India, Mumbai
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Employee Engagement Study.doc