Hi All, Need your views on the topic "what makes an employee to retain in a Company?"
From India, Bangalore
From India, Bangalore
All employees expect a satisfactory pay check which is usual. But in my opinion just the salary or other monetary benefits it self does not make an employee happy at work and does not help retain him. Proper compensation, none-monetary benefits, happy work environment, positive relationships with superiors/ subordinates and co-workers, healthy organizational culture, great job satisfaction etc also makes a great impact on employee satisfaction which in return helps retain them in the company for a longer period and they become loyal to the company where make they make a genuine effort at work.
From Sri Lanka
3From Sri Lanka
I would like to add that an employee who gets attached to the company and has the feeling of belongingness is the one who stays for long.So basicall apart from the salary and perks creating an enviornment where people feel to be an integral part of the company and gets feeling of association and belongingness helps retaining employees.
From India, Delhi
From India, Delhi
Hello Amrita:
People join the employer but quit their supervisor.
Managers are seldom equipped psychologically to talk to their people on a
personal level. One reason is that many people are managers because of
their technical ability not because of their managerial or people skills.
We should reward technical experts with higher salaries but not with
promotions to management. We would be far better off if we promoted to
management the people who have good managerial and people skills and
poor technical skills -- which will solve two problems:
1 - Improve overall technical competence
2 - Improve managerial effectiveness
As long as executives do not know how to identify future effective
managers, management will be stuck with The Peter Principle:
"In a hierarchy, every employee tends to
rise to his level of incompetence."
When managers are asked to list the Top Ten Motivators for their employees the list looks like:
1 - Salary
2 - Bonuses
3 - Vacation
4 - Retirement
5 - Other Benefits & Perks
--------------- the money line ---------------
6 - Interesting work
7 - Involved in decisions
8 - Feedback
9 - Training
10 - Respect
Note:
Managers rank money items as their employees' Top Five Motivators.
When employees are asked to rank their own Top Ten Motivators the list looks like:
1 - Interesting work
2 - Involved in decisions
3 - Feedback
4 - Training
5 - Respect
--------------- the money line ---------------
6 - Salary
7 - Bonuses
8 - Vacation
9 - Retirement
10 - Other Benefits & Perks
Employees rank items that are equivalent to money as their bottom five motivators.
The managers' top five motivators are the employees' bottom five motivators.
The managers' top five motivators are more related to the need of the managers
to avoid personal contact with employees than the desires
or motivational needs of their employees.
Managers pick the top five motivators because these are the things that
managers can "give" their employees without ever having to ask what the
employees want or need, i.e., no involvement on a personal level is needed
and all decisions can be made behind closed doors--all the while avoiding
personal contact even to the detriment of the organization.
Note:
Managers give the same sequence as employees when asked to rank their own motivators which is very interesting and revealing.
From United States, Chelsea
People join the employer but quit their supervisor.
Managers are seldom equipped psychologically to talk to their people on a
personal level. One reason is that many people are managers because of
their technical ability not because of their managerial or people skills.
We should reward technical experts with higher salaries but not with
promotions to management. We would be far better off if we promoted to
management the people who have good managerial and people skills and
poor technical skills -- which will solve two problems:
1 - Improve overall technical competence
2 - Improve managerial effectiveness
As long as executives do not know how to identify future effective
managers, management will be stuck with The Peter Principle:
"In a hierarchy, every employee tends to
rise to his level of incompetence."
When managers are asked to list the Top Ten Motivators for their employees the list looks like:
1 - Salary
2 - Bonuses
3 - Vacation
4 - Retirement
5 - Other Benefits & Perks
--------------- the money line ---------------
6 - Interesting work
7 - Involved in decisions
8 - Feedback
9 - Training
10 - Respect
Note:
Managers rank money items as their employees' Top Five Motivators.
When employees are asked to rank their own Top Ten Motivators the list looks like:
1 - Interesting work
2 - Involved in decisions
3 - Feedback
4 - Training
5 - Respect
--------------- the money line ---------------
6 - Salary
7 - Bonuses
8 - Vacation
9 - Retirement
10 - Other Benefits & Perks
Employees rank items that are equivalent to money as their bottom five motivators.
The managers' top five motivators are the employees' bottom five motivators.
The managers' top five motivators are more related to the need of the managers
to avoid personal contact with employees than the desires
or motivational needs of their employees.
Managers pick the top five motivators because these are the things that
managers can "give" their employees without ever having to ask what the
employees want or need, i.e., no involvement on a personal level is needed
and all decisions can be made behind closed doors--all the while avoiding
personal contact even to the detriment of the organization.
Note:
Managers give the same sequence as employees when asked to rank their own motivators which is very interesting and revealing.
From United States, Chelsea
Hi Thank You Bob,,, That was really wonderful,,,, I have attached some material, may of some use to you,,, MPMS :lol: :lol: :lol: :lol: :lol:
From India, Coimbatore
From India, Coimbatore
Hello MPMS:
>Thank You Bob, That was really wonderful,<
You're welcome and thank you for sharing that with me.
>I have attached some material, may of some use to you<
That is a great list and all employers ought to be doing all 20 items.
Where is hiring for talent?
Employees without adequate talent for their jobs do not become long term successful employees. Yes, they may stay a long time because they are well managed and paid well but successful they are not.
Bob Gately
From United States, Chelsea
>Thank You Bob, That was really wonderful,<
You're welcome and thank you for sharing that with me.
>I have attached some material, may of some use to you<
That is a great list and all employers ought to be doing all 20 items.
Where is hiring for talent?
Employees without adequate talent for their jobs do not become long term successful employees. Yes, they may stay a long time because they are well managed and paid well but successful they are not.
Bob Gately
From United States, Chelsea
hi MPMS
ur material was very nice. i was looking for it.
also if anyone cud provide some material regarding "challenges in rec & selection in changing times", i would be grateful.this is my summer project.MY MAIL ID IS
hoping for a positive reply!
pooja
From India, Delhi
ur material was very nice. i was looking for it.
also if anyone cud provide some material regarding "challenges in rec & selection in changing times", i would be grateful.this is my summer project.MY MAIL ID IS
hoping for a positive reply!
pooja
From India, Delhi
Hi,
I believe that in an organisation, people stay because of individual reasons.
I think we can attribute the reasons according to the Maslow's theory of hierarchy of needs. I have just reproduced(From a website) the Maslow's pyramid with relevance to the current trends.
The needs are different for people at various levels. We should identify these needs and try to address them.
But please remember that attrition is a reality and employees always will find better value for their skills elsewhere. Attrition cannot be prevented, it has to be managed.
I also agree with Bob's views that in an oranisation we tend to promote people with supreme technical abilities as managers. They sometimes fail if they are not good people managers. Hence increasingly two ladders are being created for growth(Technical and management) in organisations.
My personal suggestion is that there should be a process for managing attrition. In large organisations , employees down the hierarchy don't even know or get to meet their managers. I suggest that making one-on-one meetings with the staff the manager is responsible for a mandatory one once in a month. Any indications of dissatisfaction/concern can be immediately acted upon. A consolidation of the meeting notes can serve as a good indicator of the morale of the employees in that division/group.
regards
Srivathsa
From India, Bangalore
I believe that in an organisation, people stay because of individual reasons.
I think we can attribute the reasons according to the Maslow's theory of hierarchy of needs. I have just reproduced(From a website) the Maslow's pyramid with relevance to the current trends.
The needs are different for people at various levels. We should identify these needs and try to address them.
But please remember that attrition is a reality and employees always will find better value for their skills elsewhere. Attrition cannot be prevented, it has to be managed.
I also agree with Bob's views that in an oranisation we tend to promote people with supreme technical abilities as managers. They sometimes fail if they are not good people managers. Hence increasingly two ladders are being created for growth(Technical and management) in organisations.
My personal suggestion is that there should be a process for managing attrition. In large organisations , employees down the hierarchy don't even know or get to meet their managers. I suggest that making one-on-one meetings with the staff the manager is responsible for a mandatory one once in a month. Any indications of dissatisfaction/concern can be immediately acted upon. A consolidation of the meeting notes can serve as a good indicator of the morale of the employees in that division/group.
regards
Srivathsa
From India, Bangalore
Hi Peer That was wonderful. The hilight of the document was each points were illustrated with egs or practice followed by other companies. Gr8 job. Kayal
Selection of the right employees with the right competency.
Challenging Key Result Areas.
Let him/her know how his/her work creates value for the organisation
Rewards and punishment should always go hand in hand.
Coaching and Development of the employees.
Leadership and motivation skills displayed by the functional heads.
Regards,
Rajat
From India, Pune
Challenging Key Result Areas.
Let him/her know how his/her work creates value for the organisation
Rewards and punishment should always go hand in hand.
Coaching and Development of the employees.
Leadership and motivation skills displayed by the functional heads.
Regards,
Rajat
From India, Pune
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Employee Appraisal Form new.doc