Dear All,
In my organization, we have a high retention rate of younger employees who join as junior executives or assistants to line managers. It seems that most of them don't feel appreciated by their managers for their work.
Please suggest what can be done so that the line managers start recognizing their subordinates and appreciating them.
Looking forward to your valuable suggestions.
Thanks & Regards,
Supriya
From India, Mumbai
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14In my organization, we have a high retention rate of younger employees who join as junior executives or assistants to line managers. It seems that most of them don't feel appreciated by their managers for their work.
Please suggest what can be done so that the line managers start recognizing their subordinates and appreciating them.
Looking forward to your valuable suggestions.
Thanks & Regards,
Supriya
From India, Mumbai
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Dear Supriya,
My comments on your post are as below:
a) Do you have high "retention" or "attrition" rates of younger employees? If the former, then what is the problem?
b) Is the work of the managers appreciated so that they also start appreciating the work of their juniors?
c) In your company, are the systems and processes well-defined? If yes, then are the performance measures designed based on this study? Attainment of measures is recognition in itself, whether one explicitly recognizes work or not.
d) Are the managers trained in "managerial competencies"? Is it a case that managers have acquired their designation because of the length of their service but do not know what managerial competencies are, and have not cared to know?
e) Are managers instructed to be role models for their subordinates? If yes, then who is their role model?
f) Have you conducted any organizational surveys like "Employee Satisfaction Survey" (ESS)? Is there a culture of recognition in the company?
g) Does the leadership set unattainable targets? Do juniors have a sinking feeling that no amount of work is going to satisfy their superiors?
The problem that you have described is not new to me. It happens in several places. Against this backdrop, I have designed a 2-day Training Programme on "[Leadership and Motivation](https://drive.google.com/file/d/0BwFZpLigNaA5X2lNdFdTYnlJcFE/view?usp=sharing)". You may conduct training for your managers and expect a change. Click on the hyperlink to know the details of the training programme. This is a proven training programme. We will measure the change before and after the training.
All the best!
Dinesh Divekar
From India, Bangalore
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My comments on your post are as below:
a) Do you have high "retention" or "attrition" rates of younger employees? If the former, then what is the problem?
b) Is the work of the managers appreciated so that they also start appreciating the work of their juniors?
c) In your company, are the systems and processes well-defined? If yes, then are the performance measures designed based on this study? Attainment of measures is recognition in itself, whether one explicitly recognizes work or not.
d) Are the managers trained in "managerial competencies"? Is it a case that managers have acquired their designation because of the length of their service but do not know what managerial competencies are, and have not cared to know?
e) Are managers instructed to be role models for their subordinates? If yes, then who is their role model?
f) Have you conducted any organizational surveys like "Employee Satisfaction Survey" (ESS)? Is there a culture of recognition in the company?
g) Does the leadership set unattainable targets? Do juniors have a sinking feeling that no amount of work is going to satisfy their superiors?
The problem that you have described is not new to me. It happens in several places. Against this backdrop, I have designed a 2-day Training Programme on "[Leadership and Motivation](https://drive.google.com/file/d/0BwFZpLigNaA5X2lNdFdTYnlJcFE/view?usp=sharing)". You may conduct training for your managers and expect a change. Click on the hyperlink to know the details of the training programme. This is a proven training programme. We will measure the change before and after the training.
All the best!
Dinesh Divekar
From India, Bangalore
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Dear Dinesh Sir, Thank you for replying my query we have issue on Attrition... All your questions have forced me to think and do necessary changes... Thank you very much.. Regards Supriya
From India, Mumbai
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From India, Mumbai
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Dear Supriya,
If attrition of the junior employees is a problem, then it could be because of recruitment as well. Anyway, for now, you may conduct department-wise analysis to determine from which department the maximum number of juniors are leaving and why they are leaving. The department with the highest attrition rate should have the Head of Department (HOD) receive counseling.
If you wish to analyze attrition on a broader scale, please refer to my previous reply. The link is provided below:
https://www.citehr.com/519562-employ...ml#post2211229
All the best!
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
If attrition of the junior employees is a problem, then it could be because of recruitment as well. Anyway, for now, you may conduct department-wise analysis to determine from which department the maximum number of juniors are leaving and why they are leaving. The department with the highest attrition rate should have the Head of Department (HOD) receive counseling.
If you wish to analyze attrition on a broader scale, please refer to my previous reply. The link is provided below:
https://www.citehr.com/519562-employ...ml#post2211229
All the best!
Dinesh Divekar
From India, Bangalore
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Hi
Appreciation must generally be spontaneous and genuinely expressed. However due to a number of factors, seniors grudgingly appreciate the juniors. It is important to understand the factors that limit seniors from freely appreciating their subordinates, for therein lies the clue to how the problem can be tackled.
Here are a few reasons for seniors not being spontaneous in their appreciation
• A feeling that subordinates are supposed to give their best and no appreciation is needed but if they fail to give their best they need to be reprimanded.
• A subconscious fear that any appreciation would go to their head of the junior and he/ she would then feel that they are indispensable.
• A cultural problem where the superiors have a view that appreciation is to be understood unless a person is reprimanded
Against this backdrop, it may require some intervention on the part of management to subtly get line managers to convey their appreciation of their subordinates.
The following possibilities must be explored to attain the above objective.
- have Monday’s as appreciation day where every line manager has to nominate a team member for appreciation by the team (based on the previous week’s performance). The same team member can be nominated only twice in a month.
- Every quarter ending nominate the name of one team member from all those who have won the weekly appreciation award as the performer of the quarter and also give name of one or two others who contributed significantly.
- Have a leadership training for managers in which among other inputs significant input is given on the importance of appreciation and the how to be objective in giving appreciation.
- Also draw attention to the fact that appreciation need not be formal as enumerated in the first two suggestions above. Appreciation can be conveyed spontaneously and informally too, by way of a appreciative word to a subordinate or a word of praise in the work bay so that other team members also are made aware of the specific contribution worth emulating by others.
Trust the above suggestions can be tweaked to meet the specific requirements at your work place.
Regards
From India, Mumbai
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Appreciation must generally be spontaneous and genuinely expressed. However due to a number of factors, seniors grudgingly appreciate the juniors. It is important to understand the factors that limit seniors from freely appreciating their subordinates, for therein lies the clue to how the problem can be tackled.
Here are a few reasons for seniors not being spontaneous in their appreciation
• A feeling that subordinates are supposed to give their best and no appreciation is needed but if they fail to give their best they need to be reprimanded.
• A subconscious fear that any appreciation would go to their head of the junior and he/ she would then feel that they are indispensable.
• A cultural problem where the superiors have a view that appreciation is to be understood unless a person is reprimanded
Against this backdrop, it may require some intervention on the part of management to subtly get line managers to convey their appreciation of their subordinates.
The following possibilities must be explored to attain the above objective.
- have Monday’s as appreciation day where every line manager has to nominate a team member for appreciation by the team (based on the previous week’s performance). The same team member can be nominated only twice in a month.
- Every quarter ending nominate the name of one team member from all those who have won the weekly appreciation award as the performer of the quarter and also give name of one or two others who contributed significantly.
- Have a leadership training for managers in which among other inputs significant input is given on the importance of appreciation and the how to be objective in giving appreciation.
- Also draw attention to the fact that appreciation need not be formal as enumerated in the first two suggestions above. Appreciation can be conveyed spontaneously and informally too, by way of a appreciative word to a subordinate or a word of praise in the work bay so that other team members also are made aware of the specific contribution worth emulating by others.
Trust the above suggestions can be tweaked to meet the specific requirements at your work place.
Regards
From India, Mumbai
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Dear Supriya,
If your managers are unappreciative even for the good work of their subordinates, they don't know their job properly and are unable to distinguish between good or bad work/performance of their subordinates. In that case, their own performance needs to be closely scrutinized. However, if they are unappreciative by nature for good work, they are badly in need of repeated behavioral training from time to time to motivate them to change their attitudes.
In my organization, we have high retention of younger employees who join as junior executives, assistants to line managers. It seems that most of them don't feel appreciated by their managers for their job/work. Please suggest what can be done so that the line managers start recognizing their subordinates and appreciate them.
Looking forward to your valuable suggestions.
Thanks & Regards,
Supriya
From India, Delhi
Acknowledge(0)Amend(0)
If your managers are unappreciative even for the good work of their subordinates, they don't know their job properly and are unable to distinguish between good or bad work/performance of their subordinates. In that case, their own performance needs to be closely scrutinized. However, if they are unappreciative by nature for good work, they are badly in need of repeated behavioral training from time to time to motivate them to change their attitudes.
In my organization, we have high retention of younger employees who join as junior executives, assistants to line managers. It seems that most of them don't feel appreciated by their managers for their job/work. Please suggest what can be done so that the line managers start recognizing their subordinates and appreciate them.
Looking forward to your valuable suggestions.
Thanks & Regards,
Supriya
From India, Delhi
Acknowledge(0)Amend(0)
Dear Supriya, I personally believe they can write at least one appreciation letter or email to their Jr. even a mail work lots. Regards Rohini Gupta
From India, New Delhi
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From India, New Delhi
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Basic human courtesy is to appreciate good work done by others. If managers fail in this basic /elementary step, then they really deserve behavioral coaching.
From India, Pune
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From India, Pune
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Hi,
Very good discussion, thoughts, and contributions by delighted members.
In one of the Sanskrit Subhashit, it is said: "Even creatures and animals crave for good words and appreciation. Hence, always speak good words. There should not be a delay in objective appreciation, which should be natural."
Therefore, in Bangalore, in many places, I conducted deliberations on "Appreciation and Criticism" - how to give and receive. The sessions were well-received, and many experienced success after attending.
Ram K Navaratna HR Resonance Website: hrresonance.com
From India, Bangalore
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Very good discussion, thoughts, and contributions by delighted members.
In one of the Sanskrit Subhashit, it is said: "Even creatures and animals crave for good words and appreciation. Hence, always speak good words. There should not be a delay in objective appreciation, which should be natural."
Therefore, in Bangalore, in many places, I conducted deliberations on "Appreciation and Criticism" - how to give and receive. The sessions were well-received, and many experienced success after attending.
Ram K Navaratna HR Resonance Website: hrresonance.com
From India, Bangalore
Acknowledge(0)Amend(0)
In addition to what the seniors said above, I would like to say that the line managers, to whom the juniors are entrusted, have the responsibility of grooming and inducting them into their roles. This means shaping their attitude and improving their competencies through keeping the channels of communication open for regular feedback. However, the fact that most of the junior members feel that they are not appreciated by the Line Managers raises doubts about the competencies of the Line Managers themselves or even suggests something sinister about the problem, such as the value system of the line managers, etc. You need to sort out the problem at the level of line managers, and it may solve the problem of attrition of juniors.
B. Saikumar
From India, Mumbai
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B. Saikumar
From India, Mumbai
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