Can you read the signs of trouble in your organisations??
Do you know when the trouble is coming??
Read this and share your views:
HR managers are usually taken aback when they have to conduct an exit interview of a star performer. The organisation hits the panic button and conducts a post mortem to find out the reasons. The cost of turnover is enormous. HR managers can overcome these costly surprises by thinking ahead. A well-planned strategy can help HR managers predict employees who run a high risk of quitting.
A few pointers:
Grapevine can be used effectively to detect prospective turnover. Care must be taken to see that this information gathering from the grapevine is not viewed as inquiry. Ask head hunters to run a dry search of the talent and assess their demand and value in the job. If your talent is valued higher than what they are be paid, then you run a risk of losing them.
Run a search in various jobsites with the given specifications of your star performers, to find out if they are listed. Use ‘spiders’ to keep you updated with the current updating in various jobsites. Acquaint yourself with the website address of your employees, check these periodically, to find out if they have updated their resumes and profiles. This gives you an insight into their career aspirations – increased responsibility or an expertise shift. This will help you combat the potential turnover by providing the employee his motivator within the organisation. Companies, at times run blind lucrative advertisements to see how many from their own talent will apply.
Check with your office librarian to find out which employee regularly checks the ‘wanted’ column. Check with your administration department, which employee off late has be asking questions related to quitting. You will be amazed to know that an increased attendance to seminars and volunteering to speak on public platforms are all indicators of a prospective turnover.
There should be a subtlety maintained while conducting this kind of inquiry, lest the employees suspect you of prying. This could affect the morale of the talent and could result in turnover.
Turnover is almost never sudden. Before someone actually leaves, there are usually warning signs, which most mangers tend to overlook. Alert the smoke detectors.
“Are your employees complaining of not learning anything new on job? “Beware” Says Harvard Business School professor John Kotter: "
When there’s nothing new you can offer, your employees will move even
if promoted” Is the organisation successful in optimising the talent of the employees?
# Does the employee feel over worked and under recognised? This pointer is a difficult one to assess.
# Has the company stopped investing in certain employees?
# Does the employee feel super annulled?
# When asked to describe his job what are the aspects he gives most importance to? Does he sound excited enough? Does he highlight the negative aspects more?
# Does he provide constructive feedback?
# Does he believe that his skills would be better regarded elsewhere?
# Are the employees having enough fun?
As a HR you must maintain a “who is vulnerable” list, and initiate re-motivation process. The goal of this exercise should not be to find the potential deserters
From India, Delhi
113Do you know when the trouble is coming??
Read this and share your views:
HR managers are usually taken aback when they have to conduct an exit interview of a star performer. The organisation hits the panic button and conducts a post mortem to find out the reasons. The cost of turnover is enormous. HR managers can overcome these costly surprises by thinking ahead. A well-planned strategy can help HR managers predict employees who run a high risk of quitting.
A few pointers:
Grapevine can be used effectively to detect prospective turnover. Care must be taken to see that this information gathering from the grapevine is not viewed as inquiry. Ask head hunters to run a dry search of the talent and assess their demand and value in the job. If your talent is valued higher than what they are be paid, then you run a risk of losing them.
Run a search in various jobsites with the given specifications of your star performers, to find out if they are listed. Use ‘spiders’ to keep you updated with the current updating in various jobsites. Acquaint yourself with the website address of your employees, check these periodically, to find out if they have updated their resumes and profiles. This gives you an insight into their career aspirations – increased responsibility or an expertise shift. This will help you combat the potential turnover by providing the employee his motivator within the organisation. Companies, at times run blind lucrative advertisements to see how many from their own talent will apply.
Check with your office librarian to find out which employee regularly checks the ‘wanted’ column. Check with your administration department, which employee off late has be asking questions related to quitting. You will be amazed to know that an increased attendance to seminars and volunteering to speak on public platforms are all indicators of a prospective turnover.
There should be a subtlety maintained while conducting this kind of inquiry, lest the employees suspect you of prying. This could affect the morale of the talent and could result in turnover.
Turnover is almost never sudden. Before someone actually leaves, there are usually warning signs, which most mangers tend to overlook. Alert the smoke detectors.
“Are your employees complaining of not learning anything new on job? “Beware” Says Harvard Business School professor John Kotter: "
When there’s nothing new you can offer, your employees will move even
if promoted” Is the organisation successful in optimising the talent of the employees?
# Does the employee feel over worked and under recognised? This pointer is a difficult one to assess.
# Has the company stopped investing in certain employees?
# Does the employee feel super annulled?
# When asked to describe his job what are the aspects he gives most importance to? Does he sound excited enough? Does he highlight the negative aspects more?
# Does he provide constructive feedback?
# Does he believe that his skills would be better regarded elsewhere?
# Are the employees having enough fun?
As a HR you must maintain a “who is vulnerable” list, and initiate re-motivation process. The goal of this exercise should not be to find the potential deserters
From India, Delhi
Few more pointers : - If an employee talks off-late, quite high about his previous employments. - Taking half - day leaves and sudden casual leaves frequently Rgds. Venkat
From India, Mumbai
From India, Mumbai
Hi Archana,
Further tell-tale signs..
He starts wearing tie or best dress to office and leaves on time or comes late..when for the last two years he used to wear casuals/jeans..
Often gets calls too often and goes out of office or private cabin ..unusual pattern/behaviour..
Takes leave to upgrade himself like a chemical engineer in a production deptt taking a sap course..
Or takes an unusual long sick leave..comes back complaining about the workplace..
other points have been covered in your article.
Regards,
Rajat
From India, Pune
Further tell-tale signs..
He starts wearing tie or best dress to office and leaves on time or comes late..when for the last two years he used to wear casuals/jeans..
Often gets calls too often and goes out of office or private cabin ..unusual pattern/behaviour..
Takes leave to upgrade himself like a chemical engineer in a production deptt taking a sap course..
Or takes an unusual long sick leave..comes back complaining about the workplace..
other points have been covered in your article.
Regards,
Rajat
From India, Pune
Hi!
Organisation which r having mentoring system and succession planning in place, don't find the indicated pointers as sign of trouble.
Instead of acting as a spy these professionaly managed cos. always have a second line of Defence in place and reinforce it time to time.
regards
alok
From India, Bharat
Organisation which r having mentoring system and succession planning in place, don't find the indicated pointers as sign of trouble.
Instead of acting as a spy these professionaly managed cos. always have a second line of Defence in place and reinforce it time to time.
regards
alok
From India, Bharat
Hi Rajat,
Thanks for incorporating your points. :) :)
Devjit,
We are not detectives actually, it is just that many HR professionals make good use of their intuitions.
Alok,
This is not about spying, but being prepared by observing.It is more of taking precaution actually.
Hope these signs will be of help.
Cheers
Archna
From India, Delhi
Thanks for incorporating your points. :) :)
Devjit,
We are not detectives actually, it is just that many HR professionals make good use of their intuitions.
Alok,
This is not about spying, but being prepared by observing.It is more of taking precaution actually.
Hope these signs will be of help.
Cheers
Archna
From India, Delhi
Hi!
What I feel is any behavior deviant from the normal is an indicator of some problem, whether personal or professional.
Now what the HR and the TL/Manager needs to do is to prob a little to find out the real cause and tackle that.
On a personal level, I feel that any deviant behavior should be monitored carefully because you just don't know what trouble might be brewing. As it is said "NIP IT IN THE BUD".
Regards,
Shyamali
From India, Nasik
What I feel is any behavior deviant from the normal is an indicator of some problem, whether personal or professional.
Now what the HR and the TL/Manager needs to do is to prob a little to find out the real cause and tackle that.
On a personal level, I feel that any deviant behavior should be monitored carefully because you just don't know what trouble might be brewing. As it is said "NIP IT IN THE BUD".
Regards,
Shyamali
From India, Nasik
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