Skip to main content

“Sense of worth” before “Sense of growth”

Thinking of retention risks?  Focus on people finding their “sense of worth” before giving them, the  “sense of growth”

Retention is an issue that haunts HR folks much more than any other evil. Reasons are galore. What make people think of moving out?.One is "urge to get out of here" and the other could be "to get in there". Though it is just a trigger.

Someone's loss is someone's gain. The devil emerges, many a times, when a team becomes dysfunctional for any reason, from losing a juicy project to a enter of a dictatorial manager to the poor performance review. Quite often, the reasons for people choosing to move out are sectoral technology change, seasonal recessionary trends, making business sick and people have no clue on when company returns to pink. 
Let others, not just HR folks, do the thinking and build a robust plan to retain the stars (A player) and others, respectfully called B players, as they hold the organization with their consistent performance and lesser threatening demands than the A players.

Retention is a strategic game as it aims at averting the "War for talents" scenario. 
Skill/Capability building takes much longer than buying it. Money makes the move. Fancy and high sounding Titles, ESOPs, On-site 5 star training, Outside India office training/orientation and hefty sign-on bonus play a deal-maker. Here we have the capitalist mind-set, which boasts, 'WHO PAYS WINS' and rest of the lot say, let's re-build our long-term strategic retention rod-map. The war has begun.

Surprisingly, while building war strategy to protect business, we often ignore what we are made of is just not people, who are bought and sold, we have people, who keep searching their 'sense of worth', much more valuable than the "market-rate" and RFP Jewellery!

Let's start talking to people heart-to-heart and you will find them having all the solutions that can make you think beyond the "survival strategy". People are there to grow with a sense of achievement, sense of belongingness.
Share your concerns with them. "When in doubt, disclose" is what NRN says. What does not work is, "when in doubt, cut it out". Solutions are not that close and easy. Cookie-cutter is a good day scenario!

Many a times, we do statistical regression analysis to Fair Issac predictive analysis, of employee exit data in an attempt to figure out what might have gone wrong in managing people. Unassumingly, what we get are so very different reasons that we start doubting the authenticity of exit interview captured data.

Retention actually starts from the date of hiring. We need to be aware of the personal and professional aspirations, ambitions and dream, one joins organization for. That has to be tracked and fulfilled or disillusionment starts building.

Remember, people look for their sense of worth to the organization much before they start thinking of sense of growth. Ensure that a new employee finds her sense of worth very quickly and very well. As said, values are built in initial six months in the organisation. If it does not, it is an attrition or worse than that, we call dis-engaged/disgruntles employee.


Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Why is ‘Total Rewards’ key to talent management?

Why is ‘Total Rewards’ key to talent management?  Total Rewards (TR) is talent life-cycle management tool that holistically embeds into the whole business plan.  TR can add feather to the modern day HR if they can handle it well to give company the long term competitive edge Unfortunately TR is not a broad-brush tool and so it requires an insightful ‘HR Leader’ with strong sense and capability of strategic alignment, analytic thinking and rightful implementation strengths . WHY TOTAL REWARDS? You must show employees “what’s in it for me.” This means tying together the benefit of the job, the culture, their colleagues, and the company’s mission and its values, as well as total rewards. But total rewards are the most immediate and visible element to employees. SOURCE: Bremen, John and Sejen, Laura. Advancing Total Rewards & the Employee Value Proposition. WorldatWork. 2012. COMPENSATION: IT’S KIND OF A BIG DEAL Compensation can be the single biggest cost