Hello HR Skippers, Please find attached a very interesting ET article on Stay Interviews A Proactive Step to Retain High Performing Talent.
From India, Mumbai
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540From India, Mumbai
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Hi,
This is one of the tools to understand employees and should be used very carefully. It is not just about understanding but also about taking action. I used this in my organization; we created an action plan and I see the difference. Employees may still have their priorities and may choose to leave the organization, but there are employees who, if heard early, will definitely show a positive response.
Regards,
From India, Pune
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This is one of the tools to understand employees and should be used very carefully. It is not just about understanding but also about taking action. I used this in my organization; we created an action plan and I see the difference. Employees may still have their priorities and may choose to leave the organization, but there are employees who, if heard early, will definitely show a positive response.
Regards,
From India, Pune
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A very good narration in the article. Mr. Satpute needs to be complimented as time and again he puts excellent articles for others to read, which we may have missed by us.
The article takes me to a very pertinent observation on the path, known well but followed rarely by many organizations and we see the difference as the names of the companies which are doing well by following the method.
We all know that "Data" is mere numbers, or "unprocessed material." It is also called Data is "Unprocessed Information" & Organizations have huge data generated easily by the questionnaire given right at the start with routine additions throughout. This is so not only for the office staff but more so field staff.
When we process the "available data" what we get is "Information." Even the "information" by itself is not enough and it must be analyzed by a capable, unbiased senior so as to actionable document. No need to stress that "Mediocrity Thrives on Mediocrity" and personnel entrusted with analysis must be capable and beyond nepotism.
What generally is missing in the organizations is availability of capable people to carry out the analysis, making personal favors to a few unworthy individuals and unwillingness of the management to acknowledge the abilities with meaningful rewards. I also would like to stress that "meaningful rewards coming on time" is also very important.
Here there is a lot of scope for innovation. Well, money is, and would remain a key driver. However, there are many unmet needs, and innovation in finding such requirements would make a lot of difference. Where else the idea can emerge? Through Feedback
What these companies did was exactly that, and not only analyzed the information further for an action plan but acted on the action report. No wonder they are highly successful organizations! That made the difference between the Wise Companies & the Otherwise or the me too companies.
From India, Mumbai
Acknowledge(0)Amend(0)
The article takes me to a very pertinent observation on the path, known well but followed rarely by many organizations and we see the difference as the names of the companies which are doing well by following the method.
We all know that "Data" is mere numbers, or "unprocessed material." It is also called Data is "Unprocessed Information" & Organizations have huge data generated easily by the questionnaire given right at the start with routine additions throughout. This is so not only for the office staff but more so field staff.
When we process the "available data" what we get is "Information." Even the "information" by itself is not enough and it must be analyzed by a capable, unbiased senior so as to actionable document. No need to stress that "Mediocrity Thrives on Mediocrity" and personnel entrusted with analysis must be capable and beyond nepotism.
What generally is missing in the organizations is availability of capable people to carry out the analysis, making personal favors to a few unworthy individuals and unwillingness of the management to acknowledge the abilities with meaningful rewards. I also would like to stress that "meaningful rewards coming on time" is also very important.
Here there is a lot of scope for innovation. Well, money is, and would remain a key driver. However, there are many unmet needs, and innovation in finding such requirements would make a lot of difference. Where else the idea can emerge? Through Feedback
What these companies did was exactly that, and not only analyzed the information further for an action plan but acted on the action report. No wonder they are highly successful organizations! That made the difference between the Wise Companies & the Otherwise or the me too companies.
From India, Mumbai
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Hello Mr. Dilip S. Satpute,
It is a very bold and interesting concept. One point that is always believed is that management conducts surveys to hear what it wants to hear. This is a departure from such a belief. Being proactive in asking someone about one's talent utilization opens many avenues. At first, it recognizes that the existing avenues are inadequate for a person, so the management owns the responsibility for it. The chance is best utilized by genuinely talented persons as there are new avenues waiting for them. The management is successful in retaining talent. It leads to a win-win situation.
Thanks for the post,
V. Raghunathan
Navi Mumbai
From India
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It is a very bold and interesting concept. One point that is always believed is that management conducts surveys to hear what it wants to hear. This is a departure from such a belief. Being proactive in asking someone about one's talent utilization opens many avenues. At first, it recognizes that the existing avenues are inadequate for a person, so the management owns the responsibility for it. The chance is best utilized by genuinely talented persons as there are new avenues waiting for them. The management is successful in retaining talent. It leads to a win-win situation.
Thanks for the post,
V. Raghunathan
Navi Mumbai
From India
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Stay Interviews.ppt
EXIT INTERVIEWS.doc
Proactive Brochure.pdf