Singhabhishek
Humar Resource
Rajat Joshi
Hr Consulting ,trainer -creative Thinking
Ashra
Hr Diplma Student
Srivathsa
It Professional
Kayal
Asst. Manager Hrd
Rainbow4
Student
Yashama
Employee

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Hi All, Need your views on the topic "what makes an employee to retain in a Company?"
From India, Bangalore
All employees expect a satisfactory pay check which is usual. But in my opinion just the salary or other monetary benefits it self does not make an employee happy at work and does not help retain him. Proper compensation, none-monetary benefits, happy work environment, positive relationships with superiors/ subordinates and co-workers, healthy organizational culture, great job satisfaction etc also makes a great impact on employee satisfaction which in return helps retain them in the company for a longer period and they become loyal to the company where make they make a genuine effort at work.
From Sri Lanka
I would like to add that an employee who gets attached to the company and has the feeling of belongingness is the one who stays for long.So basicall apart from the salary and perks creating an enviornment where people feel to be an integral part of the company and gets feeling of association and belongingness helps retaining employees.
From India, Delhi
Hello Amrita:

People join the employer but quit their supervisor.

Managers are seldom equipped psychologically to talk to their people on a

personal level. One reason is that many people are managers because of

their technical ability not because of their managerial or people skills.

We should reward technical experts with higher salaries but not with

promotions to management. We would be far better off if we promoted to

management the people who have good managerial and people skills and

poor technical skills -- which will solve two problems:

1 - Improve overall technical competence

2 - Improve managerial effectiveness

As long as executives do not know how to identify future effective

managers, management will be stuck with The Peter Principle:



"In a hierarchy, every employee tends to

rise to his level of incompetence."

When managers are asked to list the Top Ten Motivators for their employees the list looks like:

1 - Salary

2 - Bonuses

3 - Vacation

4 - Retirement

5 - Other Benefits & Perks

--------------- the money line ---------------

6 - Interesting work

7 - Involved in decisions

8 - Feedback

9 - Training

10 - Respect

Note:

Managers rank money items as their employees' Top Five Motivators.

When employees are asked to rank their own Top Ten Motivators the list looks like:

1 - Interesting work

2 - Involved in decisions

3 - Feedback

4 - Training

5 - Respect

--------------- the money line ---------------

6 - Salary

7 - Bonuses

8 - Vacation

9 - Retirement

10 - Other Benefits & Perks

Employees rank items that are equivalent to money as their bottom five motivators.

The managers' top five motivators are the employees' bottom five motivators.

The managers' top five motivators are more related to the need of the managers

to avoid personal contact with employees than the desires

or motivational needs of their employees.

Managers pick the top five motivators because these are the things that

managers can "give" their employees without ever having to ask what the

employees want or need, i.e., no involvement on a personal level is needed

and all decisions can be made behind closed doors--all the while avoiding

personal contact even to the detriment of the organization.

Note:

Managers give the same sequence as employees when asked to rank their own motivators which is very interesting and revealing.

From United States, Chelsea
Hi Thank You Bob,,, That was really wonderful,,,, I have attached some material, may of some use to you,,, MPMS :lol: :lol: :lol: :lol: :lol:
From India, Coimbatore

Attached Files
File Type: doc twenty_retention_tools_for_curbing_attrition_183.doc (69.5 KB, 3111 views)
File Type: doc twenty_retention_tools_for_curbing_attrition_183.doc (69.5 KB, 1932 views)

Hello MPMS:
>Thank You Bob, That was really wonderful,<
You're welcome and thank you for sharing that with me.
>I have attached some material, may of some use to you<
That is a great list and all employers ought to be doing all 20 items.
Where is hiring for talent?
Employees without adequate talent for their jobs do not become long term successful employees. Yes, they may stay a long time because they are well managed and paid well but successful they are not.
Bob Gately

From United States, Chelsea
hi MPMS
ur material was very nice. i was looking for it.
also if anyone cud provide some material regarding "challenges in rec & selection in changing times", i would be grateful.this is my summer project.MY MAIL ID IS
hoping for a positive reply!
pooja

From India, Delhi
Hi,

I believe that in an organisation, people stay because of individual reasons.

I think we can attribute the reasons according to the Maslow's theory of hierarchy of needs. I have just reproduced(From a website) the Maslow's pyramid with relevance to the current trends.

The needs are different for people at various levels. We should identify these needs and try to address them.

But please remember that attrition is a reality and employees always will find better value for their skills elsewhere. Attrition cannot be prevented, it has to be managed.

I also agree with Bob's views that in an oranisation we tend to promote people with supreme technical abilities as managers. They sometimes fail if they are not good people managers. Hence increasingly two ladders are being created for growth(Technical and management) in organisations.

My personal suggestion is that there should be a process for managing attrition. In large organisations , employees down the hierarchy don't even know or get to meet their managers. I suggest that making one-on-one meetings with the staff the manager is responsible for a mandatory one once in a month. Any indications of dissatisfaction/concern can be immediately acted upon. A consolidation of the meeting notes can serve as a good indicator of the morale of the employees in that division/group.

regards

Srivathsa

From India, Bangalore

Attached Images
File Type: gif maslowmaster4ts_107.gif (18.2 KB, 456 views)
File Type: gif maslowmaster4ts_107.gif (18.2 KB, 517 views)

Hi Peer That was wonderful. The hilight of the document was each points were illustrated with egs or practice followed by other companies. Gr8 job. Kayal

Selection of the right employees with the right competency.
Challenging Key Result Areas.
Let him/her know how his/her work creates value for the organisation
Rewards and punishment should always go hand in hand.
Coaching and Development of the employees.
Leadership and motivation skills displayed by the functional heads.
Regards,
Rajat

From India, Pune

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