Over the last few months through the virtue
of my employers I had the opportunity to meet companies nationwide, along with
other observations the most dominant concern seemed to be of employee
retention. Employees just cant seem to be tamed, they keep quitting. I was
amazed to find out that even some of the brightest entrepreneurs and senior
managers went on to advocate a black listing mechanism where employees who leave
their company can no longer get a job anywhere else.
In my career I have had the opportunity to
work for the most amazing companies and the worst possible ones, within the
spectrum of multinational corporations to national giants, family owned
businesses, small start-up companies to private entities. With all these
flavours I just wanted to address the Human Resource Management and Employee Retention
issue being widely faced by our businesses today; and from a different
perspective.
I believe the reason behind low employee
retention is in 6 areas, these are
1. Respect
Employees are not slaves; they have values
and egos which should be respected at all times. No superior can scold his
subordinates just because he has a bad tamper; the employees are not hired to tolerate
your Schizophrenia. Everyone has bad bosses but the chain of command needs to be
monitored and constantly reminded about respecting their subordinates. If your
company can hire and fire people with no policy or procedure then do not be a
fool to expect that your employees are going to follow a procedure to leave
you.
In fact the respect should extend to all the
employees needs things such as security, prayer areas, parking spots,
cafeterias etc are solely the employer’s responsibility. I have witnessed
companies allocating billions of rupees worth of company property to be used as
free employee parking spaces whereas I have also experienced company owners using
every inch of their property to be used for profit maximisation.
2. Equality
All employees are to be treated equally
once they become a part of your team, you cannot practice discrimination of any
sort based on the university they studied in, the company they are coming from,
their religious beliefs, gender or ethnicity. You also cannot stereotype
employees based on absurd associations e.g. employees with beards who offer
prayers five times a day are good employees and the ones who smoke are bad
ones. This is one of the most ridiculous practices which has nothing to do with
employee productivity. Gauging performance is described next but when I say you
need to practice equality you need to ensure that you have no double standards
defined in your organisation, no favouritism and no biased judgements. You
cannot treat employees differently; the same rules should be applied to all. If you practice inequality then you have deliberately
alienated a particular group or individual and its going to switch on the next
best offer.
3. Performance Metrics and Measurement
It is said that you cannot manage what you
cannot measure; you need to have realistic quantifiable well defined parameters
for performance measurement. Never use subjective associations like above or any
ones personal judgement to measure performance. There are numerous tools and
literature available for measuring performance but the key is to always set
clear parameters, targets which have been broken down to a monthly or even a weekly
level ensuring frequent calculations. Both you and the employee should know
exactly where he stands on the performance scale, you should be able to track
performance and identify deviations as frequently as possible.
With the results you will be able to
identify high achievers, spot individuals who need training and practice a
fair reward based system.
4. Training
No employee is perfect not even Harvard
Barkley Brown or Yale graduates. Everyone needs to continue learning and
improving their skills, so provide them opportunities to do so. These can be basic
professional skills the immediate boss imparts or specific skills that an
employee needs to perform his current job or general skills such as project
management or contract writing. These trainings can be in-house or it can
include local and international classroom sessions and they send a clear
indication to the employees that the company is investing in them and preparing
them for future leadership positions.
This training is also in form of specific
assignments where for a predefined duration employees are rotated between
various job functions, this creates a better understanding of the company and
eliminates monotony which sometimes employees face who have been involved in
the same function/ market for too long.
Your employees are your ambassadors so even
if your well trained employee leaves he carries the acumen with him and the new
employer develops the respect for your organisation who trained him creating a
positive image. On the other hand employees who are not trained are an embarrassment
for you especially if they have spent a lot of time with you.
So don’t look for employees from reputable
companies who have created amazing individuals, try to become the institution
yourself.
5. Growth
Everyone needs to keep growing in their
personal capacities and climbing the corporate ladder; the pace of this growth
is determined by the performance measurement tools you have adopted. In the
earliest phases of the career an employee feels he’s growing with monetary
gains only but as he progresses he needs more authority and control, so make
sure your employees keep growing.
In certain types of businesses there is no room for growth, in such cases the next point might help and in family businesses the top management places are reserved for family so please do not be alarmed if your senior management quits or decides to start their own ventures.
In certain types of businesses there is no room for growth, in such cases the next point might help and in family businesses the top management places are reserved for family so please do not be alarmed if your senior management quits or decides to start their own ventures.
6. Ownership
All employees need to feel a strong bond
with the company this can be achieved by offering them a share in the company
equity. Sometimes bonuses or benefits such as paid leisure trips try to accomplish
this but when you make your employees a partner in your business the bond is strengthened.
This sense of belonging has a positive impact of productivity and retention, if
you realise that you have someone valuable there is no harm in offering them a
small percentage of company shares.
Darbari is a raag and Jon Puri is a raagni,
both consist of the same notes but have a different style of delivery; this difference
completely changes the music’s meaning and application. Our HRM practices are
also comparable on a similar scale, our companies know these six elements and
even practice them but the difference is of the style of delivery or the “chaal”
as the legendary Mehdi Hasan once described the two at a live performance. He
said that if you even slightly deviate from the specific style of delivery you’ll
ruin the raag, extreme care is to be practiced.
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