My comments are as under:
Not necessary.
I do not agree with.
Legally you can not do with every one.
You can not do it. It is not ethical.
There is no guaranty that people will not leave. But you have to do it.
From India, Mumbai
2556Not necessary.
I do not agree with.
Legally you can not do with every one.
You can not do it. It is not ethical.
There is no guaranty that people will not leave. But you have to do it.
From India, Mumbai
Hi,
Malay and Anonymous have given all the answers.
I am just saying it in a different way.
Only those organizations those are not able to hold on to talent are the ones who use arm twisting methods to keep employees.
People do not just move on from a challenging job, a person who is engaged in the company in which he works very seldom moves on.
What does a person look for in a job?
1. Good work culture
2. Good work environment
3. Good prospects of advancement
4. Challenging work
5. Appreciation for work done
6. Social status
7. Happy family
8. Good compensation
These are basic things that all HR managers must ensure in an organization.
If this cannot be done then employees will leave that goes without saying.
This topic was hottest during the IT boom during the years 2000 to 2006; many leading IT companies took a relook at their HR policies and work culture. This was the time when good HR managers were in demand and got excellent compensation.
This was the time of good work culture, excellent salaries, great employee welfare schemes and many such things. I saw and experienced it myself.
This was the time when all employees pointed fingers at HR if things went wrong; all employees looked up to HR for solace.
Then the scene changed and job seekers were more than the job available and so employees were no longer treated as they were before. Things changed.
It is up to the HR managers to ensure that companies retain talent.
I am sure they are all working towards that goal.
Best Regards
From India, Hyderabad
Malay and Anonymous have given all the answers.
I am just saying it in a different way.
Only those organizations those are not able to hold on to talent are the ones who use arm twisting methods to keep employees.
People do not just move on from a challenging job, a person who is engaged in the company in which he works very seldom moves on.
What does a person look for in a job?
1. Good work culture
2. Good work environment
3. Good prospects of advancement
4. Challenging work
5. Appreciation for work done
6. Social status
7. Happy family
8. Good compensation
These are basic things that all HR managers must ensure in an organization.
If this cannot be done then employees will leave that goes without saying.
This topic was hottest during the IT boom during the years 2000 to 2006; many leading IT companies took a relook at their HR policies and work culture. This was the time when good HR managers were in demand and got excellent compensation.
This was the time of good work culture, excellent salaries, great employee welfare schemes and many such things. I saw and experienced it myself.
This was the time when all employees pointed fingers at HR if things went wrong; all employees looked up to HR for solace.
Then the scene changed and job seekers were more than the job available and so employees were no longer treated as they were before. Things changed.
It is up to the HR managers to ensure that companies retain talent.
I am sure they are all working towards that goal.
Best Regards
From India, Hyderabad
Hi,
I just came across a very good article on Interviews. It is not directly related to the topics being discussed but it does lead to hiring good employees and thus leads to less attrition.
I hope you all like this article.
Best regards
From India, Hyderabad
I just came across a very good article on Interviews. It is not directly related to the topics being discussed but it does lead to hiring good employees and thus leads to less attrition.
I hope you all like this article.
Best regards
From India, Hyderabad
I want to begin by saying, "I really feel sorry for the company for losing trained resources to it's competitors."
Having said this I quickly wish to add that the problem that you are in is not a new phenomenon it's been there for ages. And each of the companies that were hurt by this "poaching" act, devised means and methods to counter this menace and succeeded in their own way. That may not have happened unless they did some serious introspection and thinking to generate the right strategies to stem the rot if not eliminate.
The point that I am trying to make is that there can be several reasons that one can attribute to this happening with respect to your company. If I might say, "you perhaps choose potential people and give them good initial induction training to make them productive," then that seems to be the one that has led to your competitor's being attracted to hire people who choose to leave your company.
That apart there may be something that is missing in your company - it could be the management or the policy that precipitates acts of exit.
There are several reasons cited already here as apart of the discussion and the theory world over would have these and they would have added a few more.
This is valid, and can be true, which I may choose to repeat
Unhappiness with the "Boss"
Inadequate compensation
Nature of the work itself
Shifts
Recognize outstanding work
Offer professional development opportunities
etc.,
Years ago, I read this on the Internet, the source of which I am not sure, and so I'd acknowledge Source - Anon
I'd like to narrate a story which highlights the point the original write was trying to make
A frail old lady was waiting at a bus-stop with load of bags hanging on her shoulders apart from the one's in her hands.
After along wait a bus came that way and stopped to pick the waiting passengers. As soon as the bus stopped, young students, rushed into it and as the old lady was struggling to make her way on to a vacant seat in the end row, she got pushed and she fell down.
Reacting to this incident were some of the passengers, " How rude, these days young kids are, didn't their parents teach them any manners," yelled a lady who was a teacher.
"Such people should be booked under law and be punished, " yelled a man, who was a lawyer.
"Oh! No, she would have probably broken her shoulder bones, she needs immediate medical attention, " was a shrill voice who happened to be a doctor.
Like these each one was passing his/her comment but no one really went close to the lady to help her get to her feet and then to her seat, nor inquire her about how she is feeling till one person actually did this, by helping her stand and then made her sit on the vacant seat, and he turned out to be a Welfare Officer in a local manufacturing company.
This story clearly narrates how people's thinking and behaviors shows up according to their professions - the teacher, the lawyer, the doctor, and the welfare officer acted or reacted to help a frail old lady crying in pain. The passengers forgot the fact that they are human being first and then professionals. This may just seem like a story, but professionals get greatly influenced in their thinking and behavior by the profession which they are in.
Keeping the HR part of it aside for the time being I would want to suggest that you try creating an "Employee Branding Exercise"
It'll be useful for you all as the company's management team to ask the following question and to get answers for that which will define the roadmap for brand builidng.
SWOT Analysis
• What are your strengths as an employer? Your weaknesses?
• How does top talent rate you against your competitors?
• What do your competitors offer that you do not?
• What do you offer that your competitors do not?
• What do employees like about coming to work for you?
• What do employees dislike about coming to work for you?
• What drives job seekers to apply to your jobs?
• What prevents job seekers from applying to your jobs?
• Are you offering competitive pay?
• How could you better position yourself as an employer of choice?
• Where should you be advertising your jobs?
After this done, and all of you have a consensus findings, plan a "branding exercise
1. Defining Your Message
2. Communicating Your Brand
3. Evaluating Your Message’s Effectiveness
4. Assessing Your Employment Brand
This is slightly time-consuming but really worth the effort. Companies that were not there fifteen or twenty years ago have indulged in this, and companies that have been their before that have been established as leading brands, more because of the product's utility and it quality. Names have become house-hold names, "thanks to branding."
The last word from me would be "Be Human in your touch with Employees" and if they still desert you, take it that they don't deserve good people like you. Let them feel guilty for leaving you while you don't have to feel sorry they left you.
This will go a long way in solving the problem on hand, and who knows the competitors will have to work overtime to retain their employees.
From India, Hyderabad
Having said this I quickly wish to add that the problem that you are in is not a new phenomenon it's been there for ages. And each of the companies that were hurt by this "poaching" act, devised means and methods to counter this menace and succeeded in their own way. That may not have happened unless they did some serious introspection and thinking to generate the right strategies to stem the rot if not eliminate.
The point that I am trying to make is that there can be several reasons that one can attribute to this happening with respect to your company. If I might say, "you perhaps choose potential people and give them good initial induction training to make them productive," then that seems to be the one that has led to your competitor's being attracted to hire people who choose to leave your company.
That apart there may be something that is missing in your company - it could be the management or the policy that precipitates acts of exit.
There are several reasons cited already here as apart of the discussion and the theory world over would have these and they would have added a few more.
This is valid, and can be true, which I may choose to repeat
Unhappiness with the "Boss"
Inadequate compensation
Nature of the work itself
Shifts
Recognize outstanding work
Offer professional development opportunities
etc.,
Years ago, I read this on the Internet, the source of which I am not sure, and so I'd acknowledge Source - Anon
I'd like to narrate a story which highlights the point the original write was trying to make
A frail old lady was waiting at a bus-stop with load of bags hanging on her shoulders apart from the one's in her hands.
After along wait a bus came that way and stopped to pick the waiting passengers. As soon as the bus stopped, young students, rushed into it and as the old lady was struggling to make her way on to a vacant seat in the end row, she got pushed and she fell down.
Reacting to this incident were some of the passengers, " How rude, these days young kids are, didn't their parents teach them any manners," yelled a lady who was a teacher.
"Such people should be booked under law and be punished, " yelled a man, who was a lawyer.
"Oh! No, she would have probably broken her shoulder bones, she needs immediate medical attention, " was a shrill voice who happened to be a doctor.
Like these each one was passing his/her comment but no one really went close to the lady to help her get to her feet and then to her seat, nor inquire her about how she is feeling till one person actually did this, by helping her stand and then made her sit on the vacant seat, and he turned out to be a Welfare Officer in a local manufacturing company.
This story clearly narrates how people's thinking and behaviors shows up according to their professions - the teacher, the lawyer, the doctor, and the welfare officer acted or reacted to help a frail old lady crying in pain. The passengers forgot the fact that they are human being first and then professionals. This may just seem like a story, but professionals get greatly influenced in their thinking and behavior by the profession which they are in.
Keeping the HR part of it aside for the time being I would want to suggest that you try creating an "Employee Branding Exercise"
It'll be useful for you all as the company's management team to ask the following question and to get answers for that which will define the roadmap for brand builidng.
SWOT Analysis
• What are your strengths as an employer? Your weaknesses?
• How does top talent rate you against your competitors?
• What do your competitors offer that you do not?
• What do you offer that your competitors do not?
• What do employees like about coming to work for you?
• What do employees dislike about coming to work for you?
• What drives job seekers to apply to your jobs?
• What prevents job seekers from applying to your jobs?
• Are you offering competitive pay?
• How could you better position yourself as an employer of choice?
• Where should you be advertising your jobs?
After this done, and all of you have a consensus findings, plan a "branding exercise
1. Defining Your Message
2. Communicating Your Brand
3. Evaluating Your Message’s Effectiveness
4. Assessing Your Employment Brand
This is slightly time-consuming but really worth the effort. Companies that were not there fifteen or twenty years ago have indulged in this, and companies that have been their before that have been established as leading brands, more because of the product's utility and it quality. Names have become house-hold names, "thanks to branding."
The last word from me would be "Be Human in your touch with Employees" and if they still desert you, take it that they don't deserve good people like you. Let them feel guilty for leaving you while you don't have to feel sorry they left you.
This will go a long way in solving the problem on hand, and who knows the competitors will have to work overtime to retain their employees.
From India, Hyderabad
Dear TSK. Raman ji, Great sharing. Great learning. Unfortunate thing, today’s HR Professionals, majority of them are lacking in Human Touch. I am sorry say it.
From India, Mumbai
From India, Mumbai
Hi,
TSK Raman really hits the nail on the head. I enjoy reading his posts they make a lot of sense and are rewarding.
After reading his post I recall one incident that happened to me, when I was leaving a company and at the going away party my manager said some thing very special. He said, "We do not permanently employ good people we just borrow them".
A lot can be read from this statement. The way a manager or a company looks at their employees. Why should someone stay forever with a company,
Why should a company expect an employee to stay with them forever; is it a marriage "till death do us part" or is a transition in the employee's journey up the ladder.
Give it a thought and more answers will emerge.
Have a great day
Regards
From India, Hyderabad
TSK Raman really hits the nail on the head. I enjoy reading his posts they make a lot of sense and are rewarding.
After reading his post I recall one incident that happened to me, when I was leaving a company and at the going away party my manager said some thing very special. He said, "We do not permanently employ good people we just borrow them".
A lot can be read from this statement. The way a manager or a company looks at their employees. Why should someone stay forever with a company,
Why should a company expect an employee to stay with them forever; is it a marriage "till death do us part" or is a transition in the employee's journey up the ladder.
Give it a thought and more answers will emerge.
Have a great day
Regards
From India, Hyderabad
Thanks to all seniors who shared valuable knowledge.
I believe that, Good HR policies help to avoid such situations, employer has to give freedom to their HR team.
careful recruitment will help to identify future risk.
From India, Pune
I believe that, Good HR policies help to avoid such situations, employer has to give freedom to their HR team.
careful recruitment will help to identify future risk.
From India, Pune
My humble thanks to Mr. Keshav Korgaonkar and Mr. Ronald de Saran, for their appreciation, however, the larger part of the discussion is that we are all thriving or trying to thrive in a "chaotic" set up. Not all employers are good or bad, not all employees are good or bad, but yes the challenge often is how to be good both as an employer and an employee. We need to eliminate pain points from our workplaces, and be sincere to those who employ us, as much as remembering to be good advocates of those whom we serve. We should keep our "internal customers happy" and to make that possible we as HR people will have to work closely with everyone from the CEO to the last in the line to make things happen. We need to be utterly transparent… be more open and honest than any of our competitors to enable our employees feel proud to be working with us. The management has to be as simple as possible, and for that elimination of "policing policy," if there is one, is a must. We should care for their "Work -Life Balance" so that we all end up on the winning side.
And this is one bit of an eye-opener for CEO's and management's of companies..."Experts advise young people these days, not to bet their career on a company that hasn’t relooked or changed its business model since it came into being." Please take cue from this. If your company needs to keep pace with times, relook at your business model.
Another option Innovate or perish.
From India, Hyderabad
And this is one bit of an eye-opener for CEO's and management's of companies..."Experts advise young people these days, not to bet their career on a company that hasn’t relooked or changed its business model since it came into being." Please take cue from this. If your company needs to keep pace with times, relook at your business model.
Another option Innovate or perish.
From India, Hyderabad
After 45 year\'s of experience in Hr Field I realise that Hr is getting neglected in most organizations.There is a lot to be desirable in this field.It has become a bread earner for the business not a responsibility. It is high time that in India We make sincere efforts for Hr branding to retain our talent.Let every organization measure itself on the following scale:1. CLARITY OF JOB EXPECTATIONS
2. CAREER GUIDANCE AND SUPPORT
3. LEARNING OPPORTUNITIES
4. SOCIALLY SIGNIFICANCE OF JOB
5. WORK VALUE
6. CAREER ADVANCEMENT
7. POSITIVE RELATIONSHIP WITH SUPERVISORS
8. COOPERATIVE COLLEAGUES AND SUBORDINATES
9. EFFECTVE COMMUNICATION-UPWARD & DOWNWARD
10. REWARDS AND RECOGNITIONS
From India, Mumbai
2. CAREER GUIDANCE AND SUPPORT
3. LEARNING OPPORTUNITIES
4. SOCIALLY SIGNIFICANCE OF JOB
5. WORK VALUE
6. CAREER ADVANCEMENT
7. POSITIVE RELATIONSHIP WITH SUPERVISORS
8. COOPERATIVE COLLEAGUES AND SUBORDINATES
9. EFFECTVE COMMUNICATION-UPWARD & DOWNWARD
10. REWARDS AND RECOGNITIONS
From India, Mumbai
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How.to.Stop.Wor rying.and.Start .Living,.Dale.C arnegie.pdf
Job Work-outwork employees.docx