Dear All,
In my organization, we have high retention of younger employees.. who join as junior executive , assistants to Line Managers, it seems 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.
Awaiting for your valuable suggestions.
Thanks & Regards.
Supriya
From India, Mumbai
14In my organization, we have high retention of younger employees.. who join as junior executive , assistants to Line Managers, it seems 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.
Awaiting for your valuable suggestions.
Thanks & Regards.
Supriya
From India, Mumbai
Dear Supriya,
My comments on your post are as below:
a) Do you have high "retention" or "attrition" of younger employees? If former then what is the problem?
b) Is the work of the manager gets appreciated so that they also start appreciating the work of their juniors?
c) In your company, have the systems and processes are well defined? If yes, then are the measures of performance designed based on this study? Attainment of measures is recognition in itself, whether one explicitly recognises work or not.
d) Are the managers trained on the "managerial competencies"? Is it a case that managers have acquired designation because of the length of their service but they do not know what are the managerial competencies and neither cared to know.
e) Are managers told to be role model for their subordinates? If yes, then who is their role model?
f) Have you conducted any organisational surveys like "Employee Satisfaction Survey" (ESS)? Do you have culture of recognition in the company?
g) Does the leadership sets unattainable targets? Do juniors have 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 at several places. Against this backdrop, I have designed 2-day Training Programme on "Leadership and Motivation". You may conduct training of 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
My comments on your post are as below:
a) Do you have high "retention" or "attrition" of younger employees? If former then what is the problem?
b) Is the work of the manager gets appreciated so that they also start appreciating the work of their juniors?
c) In your company, have the systems and processes are well defined? If yes, then are the measures of performance designed based on this study? Attainment of measures is recognition in itself, whether one explicitly recognises work or not.
d) Are the managers trained on the "managerial competencies"? Is it a case that managers have acquired designation because of the length of their service but they do not know what are the managerial competencies and neither cared to know.
e) Are managers told to be role model for their subordinates? If yes, then who is their role model?
f) Have you conducted any organisational surveys like "Employee Satisfaction Survey" (ESS)? Do you have culture of recognition in the company?
g) Does the leadership sets unattainable targets? Do juniors have 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 at several places. Against this backdrop, I have designed 2-day Training Programme on "Leadership and Motivation". You may conduct training of 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
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
From India, Mumbai
Dear Supriya,
If attrition of the junior employees is a problem then it problem could be because of recruitment also. Anyway, as of now you may do department-wise analysis and find out from what department maximum number of juniors leave and why do they leave. The department from where maximum attrition happens that HOD needs counselling.
If you want to do attrition analysis as a whole then you may go through my past reply. The link is as below:
https://www.citehr.com/519562-employ...ml#post2211229
All the best!
Dinesh Divekar
From India, Bangalore
If attrition of the junior employees is a problem then it problem could be because of recruitment also. Anyway, as of now you may do department-wise analysis and find out from what department maximum number of juniors leave and why do they leave. The department from where maximum attrition happens that HOD needs counselling.
If you want to do attrition analysis as a whole then you may go through my past reply. The link is as below:
https://www.citehr.com/519562-employ...ml#post2211229
All the best!
Dinesh Divekar
From India, Bangalore
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
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
Dear Supriya,
If your managers are unappreciative even for 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 is required to be scanned closely. However, if they are unappreciative for good work by their nature, they are badly in need for imparting repeated behavioural training from time to time to motivate them to change their attitudes.
From India, Delhi
If your managers are unappreciative even for 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 is required to be scanned closely. However, if they are unappreciative for good work by their nature, they are badly in need for imparting repeated behavioural training from time to time to motivate them to change their attitudes.
From India, Delhi
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
From India, New Delhi
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
From India, Pune
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 utter good words. There should not be delay for objective appreciation which to be natural.
Hence in Bangalore in many places I made a deliberations on "Appreciation and Criticism" How to do and Receive. Received well and many experienced success after hearing.
Ram K Navaratna
HR Resonance
WWW:hrresonance dot com
From India, Bangalore
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 utter good words. There should not be delay for objective appreciation which to be natural.
Hence in Bangalore in many places I made a deliberations on "Appreciation and Criticism" How to do and Receive. Received well and many experienced success after hearing.
Ram K Navaratna
HR Resonance
WWW:hrresonance dot com
From India, Bangalore
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 which means shaping their attitude and improving their competencies,if there through keeping the channels of communication open with them for regular feed back but 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 Mangers 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
B.Saikumar
From India, Mumbai
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