CASE:
A candidate with good communication and interpersonal skills joins an organization that is developing. When he stepped in, he does not have any exposure to the corporate culture and practical knowledge of the work that happens. He was given with a chance in this smaller organization. Candidate being good, he picked the pace in 6 months and got habituated to the people working over there and shares a very good relation with everyone over there. In this process he was given with many responsibilities and the good part is accepted them and was handling them well. All of a sudden he started feeling that he is being paid less even after holding many responsibilities and thought of changing his job right after six months of his joining.
Now, If we think from orgnization's point of view, it gave him opportunity to work and responsibilities to explore the things. Point to be noted is he might not have learnt this much in six months if he had joined some other company, because you got specialists for every area in big organisations. Where as it being smaller organization he was given wih many responsibilities and hence forth the opportunity to learn more things in less time. He has become a key person with in very short span of time. Now, it is tough time for organzation if he leaves.
Employee too knows this and he is ready to continue if his salary is revised. So, is that paticular employee taking advantage of the Smaller company or this is what so called as professionalism in these days? The reason for the above case is smaller organizatons cannot afford back ups for the employees as big MNCs does. It does not make much difference if a person leave an MNC. Where as, if a well settled person resigns a smaller organization it shows its effect.
What can be done from HR's point of view to avoid these kinds of situations. This is something I have noticed myself and have also heard many about.
Please do comment with your valuable opinoins.
From Pakistan, Lahore
2A candidate with good communication and interpersonal skills joins an organization that is developing. When he stepped in, he does not have any exposure to the corporate culture and practical knowledge of the work that happens. He was given with a chance in this smaller organization. Candidate being good, he picked the pace in 6 months and got habituated to the people working over there and shares a very good relation with everyone over there. In this process he was given with many responsibilities and the good part is accepted them and was handling them well. All of a sudden he started feeling that he is being paid less even after holding many responsibilities and thought of changing his job right after six months of his joining.
Now, If we think from orgnization's point of view, it gave him opportunity to work and responsibilities to explore the things. Point to be noted is he might not have learnt this much in six months if he had joined some other company, because you got specialists for every area in big organisations. Where as it being smaller organization he was given wih many responsibilities and hence forth the opportunity to learn more things in less time. He has become a key person with in very short span of time. Now, it is tough time for organzation if he leaves.
Employee too knows this and he is ready to continue if his salary is revised. So, is that paticular employee taking advantage of the Smaller company or this is what so called as professionalism in these days? The reason for the above case is smaller organizatons cannot afford back ups for the employees as big MNCs does. It does not make much difference if a person leave an MNC. Where as, if a well settled person resigns a smaller organization it shows its effect.
What can be done from HR's point of view to avoid these kinds of situations. This is something I have noticed myself and have also heard many about.
Please do comment with your valuable opinoins.
From Pakistan, Lahore
Hi,
This situation is very prevalent in small organizations and most of the times it involves freshers who are highly energetic and raring to make a mark. Looking at their dedication, the enegy levels they put in organization is tempted to offer them more work which is a mistake.
A fresher would always join the organization to get started and climb up the success ladder as soon as possible.
By the time they finish 6 months they get to know their worth, their importance in the organization and their value outside. By this time they also get to know that nobody in this professional world is out to do charity.
Lessons to learn:
1. Never let a FRESHER handle many reponsibilities because he is here only for a short stint.
2. Freshers need to be frequently shown the growth path - this keeps them happy.
3. Always offer a benefit/incentive with an additional responsibility so that he should never feel that he is underpaid.
4. Talented individuals always get more responsibility irrespective of the organization (small or MNC) they join.
5. If an employee is extremely good, he/she will expect a raise again - be prepared :)
Thanks,
Yash.
From India, Bangalore
This situation is very prevalent in small organizations and most of the times it involves freshers who are highly energetic and raring to make a mark. Looking at their dedication, the enegy levels they put in organization is tempted to offer them more work which is a mistake.
A fresher would always join the organization to get started and climb up the success ladder as soon as possible.
By the time they finish 6 months they get to know their worth, their importance in the organization and their value outside. By this time they also get to know that nobody in this professional world is out to do charity.
Lessons to learn:
1. Never let a FRESHER handle many reponsibilities because he is here only for a short stint.
2. Freshers need to be frequently shown the growth path - this keeps them happy.
3. Always offer a benefit/incentive with an additional responsibility so that he should never feel that he is underpaid.
4. Talented individuals always get more responsibility irrespective of the organization (small or MNC) they join.
5. If an employee is extremely good, he/she will expect a raise again - be prepared :)
Thanks,
Yash.
From India, Bangalore
True Yashee, that this situation is a general occuring. But I feel that as a HR its our reaponsibility to counsel such behavior as not only is the company is at loss but even the employee loses in long term.
Instead of restricting the responsibilities to be given to the fresher, we should be able to channalise this high energy and make maximum use of it as well as motivate their loyality. Secondly, create more barriers for exit. Include performance bonus factor with a reveiw after every quarter. There are many retention policies which help us and at the same time we can create a nice work force.
Regards,
Smitaa
From India, Mumbai
Instead of restricting the responsibilities to be given to the fresher, we should be able to channalise this high energy and make maximum use of it as well as motivate their loyality. Secondly, create more barriers for exit. Include performance bonus factor with a reveiw after every quarter. There are many retention policies which help us and at the same time we can create a nice work force.
Regards,
Smitaa
From India, Mumbai
hi all,
i dont agree from yash points of view, because any body including self also ,it is the nature of human being that its desire are unlimited,you get one thing and then move for another one, if you put your self on that place then your action would be justified in your sense because that is your veiw,
in my veiw substitute should be there , and also that he is compensated according to the market rate, as if this thing is not done either you recruit a fresher or experience fellow no body will stay.
sant singh
From India, Calcutta
i dont agree from yash points of view, because any body including self also ,it is the nature of human being that its desire are unlimited,you get one thing and then move for another one, if you put your self on that place then your action would be justified in your sense because that is your veiw,
in my veiw substitute should be there , and also that he is compensated according to the market rate, as if this thing is not done either you recruit a fresher or experience fellow no body will stay.
sant singh
From India, Calcutta
Hi Sant,
I agree with you. I only meant to comment about the shifting tendency of freshers compared to the experienced ones. Experienced people are not always on a lookout, the way freshers are, due to the following reasons:
1. They realize after a certain point that too much of shifting is detrimental for their resume/career.
2. Experienced guys are generally more mature and understand well that a mere hike is not going to make a whole lot of difference to their lives.
3. Since experienced people come with a particular experince and work culture, they cannot adjust easily in any environment.
4. At home, experienced people generally have more responsibility which is another reason they find it difficult to keep moving.
Yash
From India, Bangalore
I agree with you. I only meant to comment about the shifting tendency of freshers compared to the experienced ones. Experienced people are not always on a lookout, the way freshers are, due to the following reasons:
1. They realize after a certain point that too much of shifting is detrimental for their resume/career.
2. Experienced guys are generally more mature and understand well that a mere hike is not going to make a whole lot of difference to their lives.
3. Since experienced people come with a particular experince and work culture, they cannot adjust easily in any environment.
4. At home, experienced people generally have more responsibility which is another reason they find it difficult to keep moving.
Yash
From India, Bangalore
I suggest that you can have bond or Original certificates of the employee for some 2 Yrs and then release it.
From India, Madras
From India, Madras
Hi Friends,
I regret to go with Cgnanij's comments, because by holding the certificates and by a physical bond, I don’t think we can retain talent and propagate the employee's performance.
In my real time experience I have seen a number of people including youngsters sticking with the organization just because of the work culture and exposure that they have been getting. Learning gives more satisfaction to an employee and the boss is the major cause for attrition.
Issues with the bosses crop up when they start finding their subordinate as a threat, by this they avoid collaborating for success. This normally hurts the individual and makes them to look for the change. Provide more opportunities and visibility to the employees, make them feel valued, show them their career ladder, have a transparent system and a open communication channel, have periodic reviews with juniors, take their value additions, keep them engaged with challenging work. If we can do these youngsters can be converted to real assets than considering them as threats.
Regards
Sathiya
From India, Madras
I regret to go with Cgnanij's comments, because by holding the certificates and by a physical bond, I don’t think we can retain talent and propagate the employee's performance.
In my real time experience I have seen a number of people including youngsters sticking with the organization just because of the work culture and exposure that they have been getting. Learning gives more satisfaction to an employee and the boss is the major cause for attrition.
Issues with the bosses crop up when they start finding their subordinate as a threat, by this they avoid collaborating for success. This normally hurts the individual and makes them to look for the change. Provide more opportunities and visibility to the employees, make them feel valued, show them their career ladder, have a transparent system and a open communication channel, have periodic reviews with juniors, take their value additions, keep them engaged with challenging work. If we can do these youngsters can be converted to real assets than considering them as threats.
Regards
Sathiya
From India, Madras
All are correct from their point of view but I hold a different view. Whether it is six month or sixteen months talent should be rewarded. If the person has got potential he should be rewarded of course after negotiation. Others have stated their point of view which is also correct but if an extraordinary talent has to be retained he should be rewarded accordingly(from professional point of view.
regards
NKT
From United States, Cambridge
regards
NKT
From United States, Cambridge
Dear,
The problem is not with the guy, rather it was with the selection of such a guy. Recruitment is always made keeping in view the Company's objectives and its culture. A fast paced company cannot keep a slow moving employee and a very smart/intellegent employee can't stick with any Small/slow paced company. In small company, if new position is generated, the director him/herself are involved in supervision of the activities. You cant hold this guy for a long time with this organization even you revise his pay. At present, revise his pay and also give him an assistant to train. In future, always recruit any guy whose family background or caliber is equal to Company or its future plans.
Tariq
From Pakistan
The problem is not with the guy, rather it was with the selection of such a guy. Recruitment is always made keeping in view the Company's objectives and its culture. A fast paced company cannot keep a slow moving employee and a very smart/intellegent employee can't stick with any Small/slow paced company. In small company, if new position is generated, the director him/herself are involved in supervision of the activities. You cant hold this guy for a long time with this organization even you revise his pay. At present, revise his pay and also give him an assistant to train. In future, always recruit any guy whose family background or caliber is equal to Company or its future plans.
Tariq
From Pakistan
I agree the case represents the case today but however I don't agree either of the view presented above in totality. I think it is my view that we must map the career plan for the new freseher, if he shows talents and is able to perform, we must fast track and should adequately compensate the employee as well. It is even more critical for small companies to retain these brilliant talents, the employee should be compensated as he is being burdened with additional responsibilities. Think it this way that if the company lose this person, they may have to replace him with two employees salary! It is even more critical to keep up and give him enough challenges and responsibilities to retain him otherwise he will loose interest but only till the time he can sustain. Past performance is not and indicator of the future success! :)
From India, Andheri
From India, Andheri
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