I am not agreed with this statement.
"Employees dont leave companies, they leave their 'boss' "...
All bosses are not bad, very rarely people ( boss) are bad because of their management stress and work pressure. Employee are leaving the company not their boss because of so many reasons.
1.Delay in salary
2.Over strict rules
3.Partiality between the employees
4,Target.... boss is indirectly blamed in all these cases. truly say employees are leaving the company... we can find many examples with our friends if they start working in other companies also they will keep in touch with their previous boss....
Thanks & Regards
Please look at this question from the prespective of an HR Professional.
Needless to say, we take lot of efforts to find right talent through various sources. Subsequently, Line Managers fail to capitalize on it.
Imagine you are trying to fill a pot with water and there are small holes in it. You keep on pouring water in it and it never gets filled.
Hence, I want my fellow HR Professionals to enlighten me on the effective solutions to deal with the problem of attrition / retention.
I'm not in total agreement with you, one of those factors that precipitate and exit could be the "boss or manager" and those cases can form a pretty low percentage, as it will depend on the organization, the management structure, the autonomy etc.,
As Pon1965 has mentioned here, people leaving for more money, is an absolute truth, however, the other reasons today can be proximity to the workplace, dislike the schedule, many hours @ work, job was too difficult, no work-life balance, unable to get along with co-workers.
That apart, there are innumerable reasons why a person would want to quit a job, among which just one component could be the "boss/manager" but the "boss/manager" being the primary reason to quit would be a major factor if the "boss" is the "whole and sole authority," one who takes and makes all the decisions. In companies where there is a organization structure, and an effective feedback mechanism, particularly a 360 degree appraisal, there are little chances that the "boss/manager" can escape coming under the scanner.
For slightly middle/senior people, lack of recognition and being passed over for promotion, poor management decisions, poor communication, inconsistent and poor senior leadership, excessive workload, lack of adequate support by way of tools and resources, lack of simple appreciation, lack of inter-departmental teamwork, excessive focus on numbers, not enough on people, rude behavior by peers or leadership, organizational instability, trust shortfall hence faith and confidence shaken, not honoring commitments etc., can all be reasons, it may be single or a collection but any of the reasons here can trigger an exit.
There is a point that you all need to think about.
Imagine yourself to be the "boss/manager" and you know yourself well, would you then like an employee exit saying the "boss/manager" is bad, and that is why he/she is quitting the job. In that case what would you do, blame the organization, the environment, the business model, the compensation, the management structure, the organization culture or what else.
After joining ; When it comes to practically performance of the task. Due to lack of knowledge,exposure etc. they repeatedly fails and ultimately told by the management to see alternate.
Instead of seeing and improving their incapacity they simply blame to the organization culture,reporting boss etc. etc.
In my earlier postings I have dealt with "Employees don't leave companies, they leave their 'boss' How many of you agree / disagree," and I said I disagree. Now to the next question:
"What can be done to deal with the problem of attrition?"
Here is my submission: FIRST BREAK ALL THE RULES, A Best Seller which sold millions of copies authored by MARCUS BUCKINGHAM & CURT COFFMANWHAT THE WORLD'S GREATEST MANAGERS DO DIFFERENTLY, BASED ON IN-DEPTH INTERVIEWS BY THE GALLUP ORGANIZATION OF OVER 80,000 MANAGERS IN OVER 400 COMPANIES-THE LARGEST STUDY OF ITS KIND EVER UNDERTAKEN.
A mini extract from the book:
"Measuring the strength of a workplace can be simplified to twelve questions.
These twelve questions don't capture everything you may want to know about your work place, but they do capture the most information and the most important information. They measure the core elements needed to at tract, focus, and keep the most talented employees.
Here they are:
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
These twelve questions are the simplest and most accurate way to measure the strength of a workplace.
Most people knew, for example, that strong relationships and frequent praise were vital ingredients of a healthy work place.
Second, you may be wondering why there are no questions dealing with pay, benefits, senior management, or organizational structure.
There were initially, but they disappeared during the analysis. This doesn't mean they are unimportant. It simply means they are equally important to every employee, good, bad, and mediocre. Yes, if you are paying 20% below the market average, you may have difficulty attracting people. But bringing your pay and benefits package up to market levels, while a sensible first step, will not take you very far. These lands of issues are like tickets to the ballpark — they can get you into the game, but they can't help you win."
Conclusion: For a company to succeed it's always good to look for and hire the most talented people, who can be difficult to manage, but certainly are winning-horses. They will challenge everyone in the organization in every manner as they carve a "career" for themselves. The challenge therefore is to go out finding talented people rather than mediocre people who are only a drag on you as a "boss/manager" and the organization as a whole. Talented people will also make the managements and the leadership think, hard to engage them and to also get the best out of them. Such people will quit anyway once they feel satiated, but they will certainly level a mark and a legacy to carry forward. It can also become a "benchmark" practice for the organization as far as Talent Acquisition and Talent Development is concerned. Successful companies take pride in this aspect.
I really appreciate and respect the best of the knowledge you always share on various posts.This one is really a million worth learning for those who run the small organisations.Thanks sir.
As regards to My opinion on the subject,employees,these days,as the very human nature goes, look out for better opportunities, easy and comfortable stay at work place , with less burden and more money fetching jobs.No doubt people have talent and skill sets with best of the qualifications ,but the hunger for above said reasons their staying in any job for a longer time becomes difficult, provided the organisation management promises the growth and opportunities of growth.My personal feeling is that employees need to align themselves with the goals of organisation and thrive to hone their talent in a manner that not only benefits the organisation but makes the organisation/management/boss to consider them as their real assets.Also on the other hand it is the prime duty of any organisation to ensure that employees be given all the opportunities and resources that will be required for them to execute their role and responsibilities with dignity and pleasure without being under any pressure.
Last but not the least training and motivation plays a great role in eradicating such feelings from the minds of employees who say " Employees dont leave companies, they leave their 'boss'.
Mr. Vijay,I can only say that 'A good boss will never leave his employees and a good employee will never leave the company of good boss
Am feeling too flattered for words, yet, immense thanks for the appreciation.
You are absolutely spot-on in stating your view point, especially your last punch, " 'A good boss will never leave his employees and a good employee will never leave the company of good boss."
In sporting terms it is said "the game is above individual," using the same analogy, I would say the "Organization is above the individuals."