Dear all, On one of the WA groups of HR, the Administrator of the group, Mr Rajaram Thorve, has raised the topic for discussion titled Indispensability and Retention of Employees in the Organisation. He raised the following questions:
Q.1 Is anyone indispensable in any organization?
Q.2 Why should we retain employees?
Q.3 How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
I have given replies to the questions. These are as below:
+++++
Dear Mr Rajaram Thorve, The replies to your questions are as below:
Q.1 Is anyone indispensable in any organization?
Reply: Nobody is indispensable; everybody is dispensable. However, this answer looks good only on paper. Practically, organizations depend on some key persons. Some of the reasons for their indispensability are as follows:
a) Rather than having a process-centric approach, many times organizations have a person-centric approach. This increases dependence on individuals.
b) Documenting processes elaborately or studying the systems and making them as flawless as possible is time-consuming. Rather than conducting a study of the operations, "experienced" people are hired. These people are expected to deliver results. But in the bargain, it only increases dependence on individuals.
c) Initially, when the organization was small, a few persons continued with it. They get rewards because they did not leave the organization. Their performance may be mediocre, but they are highly loyal to the boss and incorruptible. Therefore, the boss depends on these persons more because of their trustworthiness rather than performance.
d) Persons working in the finance or accounts department are relied upon the most. This is because the machinations done while maintaining the books of accounts are at the tips of the tongues of these persons. Obviously, the boss depends on these persons.
e) Every department must maintain a log to record the lessons learned from past mistakes. Employees are expected not to repeat those mistakes. Sans this data, dependence on individuals increases.
Q.2 Why should we retain employees?
Reply: There is no need to retain all employees. We should retain employees only if they render the desired level of performance. Organizations must take precautions to avoid the flight of star employees. Employee retention, in general, is important because when an employee leaves an organization, he/she carries knowledge with him/her.
Knowledge Management Practices help companies offset the loss caused by the exit of employees. Each organization must have an independent department that identifies tacit knowledge. After identification, it is extracted, converted into explicit knowledge, stored in an organized manner, and then made available when needed. Organizations that do not have these provisions must retain their employees.
Q.3 How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
Reply: In India, HR Analytics is practiced by organizations that are few and far between. Therefore, not many case studies are available on the efficacy of predictive analytics. Nevertheless, at this stage, hypothetically it is assumed that predictive analytics helps in the identification of key employees who might quit the organization. However, competence in prediction can be developed after intense study over a long time. How many organizations in India are ready to invest in the creation of a section called Analytics within the HR Department is a point to moot!
Thanks,
Dinesh Divekar
From India, Bangalore
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8072Q.1 Is anyone indispensable in any organization?
Q.2 Why should we retain employees?
Q.3 How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
I have given replies to the questions. These are as below:
+++++
Dear Mr Rajaram Thorve, The replies to your questions are as below:
Q.1 Is anyone indispensable in any organization?
Reply: Nobody is indispensable; everybody is dispensable. However, this answer looks good only on paper. Practically, organizations depend on some key persons. Some of the reasons for their indispensability are as follows:
a) Rather than having a process-centric approach, many times organizations have a person-centric approach. This increases dependence on individuals.
b) Documenting processes elaborately or studying the systems and making them as flawless as possible is time-consuming. Rather than conducting a study of the operations, "experienced" people are hired. These people are expected to deliver results. But in the bargain, it only increases dependence on individuals.
c) Initially, when the organization was small, a few persons continued with it. They get rewards because they did not leave the organization. Their performance may be mediocre, but they are highly loyal to the boss and incorruptible. Therefore, the boss depends on these persons more because of their trustworthiness rather than performance.
d) Persons working in the finance or accounts department are relied upon the most. This is because the machinations done while maintaining the books of accounts are at the tips of the tongues of these persons. Obviously, the boss depends on these persons.
e) Every department must maintain a log to record the lessons learned from past mistakes. Employees are expected not to repeat those mistakes. Sans this data, dependence on individuals increases.
Q.2 Why should we retain employees?
Reply: There is no need to retain all employees. We should retain employees only if they render the desired level of performance. Organizations must take precautions to avoid the flight of star employees. Employee retention, in general, is important because when an employee leaves an organization, he/she carries knowledge with him/her.
Knowledge Management Practices help companies offset the loss caused by the exit of employees. Each organization must have an independent department that identifies tacit knowledge. After identification, it is extracted, converted into explicit knowledge, stored in an organized manner, and then made available when needed. Organizations that do not have these provisions must retain their employees.
Q.3 How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
Reply: In India, HR Analytics is practiced by organizations that are few and far between. Therefore, not many case studies are available on the efficacy of predictive analytics. Nevertheless, at this stage, hypothetically it is assumed that predictive analytics helps in the identification of key employees who might quit the organization. However, competence in prediction can be developed after intense study over a long time. How many organizations in India are ready to invest in the creation of a section called Analytics within the HR Department is a point to moot!
Thanks,
Dinesh Divekar
From India, Bangalore
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My Views
Q.1 Is anyone indispensable in any organization?
No one is indispensable. It all depends on how the organization builds its talent base and avoids total dependence on any particular person or group of persons. The organization should be made process-oriented and not personality-oriented. Standby candidates should be earmarked and identified, and knowledge gaps filled in by training and mentoring. When our respected PM Jawaharlal Nehru passed away in the 1960s, the question arose: who after him? Leaders emerged, and the nation moved on.
Q. 2 Why should we retain employees?
The lesser the turnover of employees, the more the stability. However, fresh ideas come from new entrants. If there is no turnover of employees at all, a taken-for-granted attitude may arise, and employees can start feeling indispensable. Bringing in suitable fresh blood from time to time is good for the organization.
Q. 3 How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
This field of predictive analysis in HR has not taken deep roots yet. This link is interesting: https://www.business-standard.com/ar...2500643_1.html in our country.
From India, Pune
Acknowledge(1)Amend(0)
Q.1 Is anyone indispensable in any organization?
No one is indispensable. It all depends on how the organization builds its talent base and avoids total dependence on any particular person or group of persons. The organization should be made process-oriented and not personality-oriented. Standby candidates should be earmarked and identified, and knowledge gaps filled in by training and mentoring. When our respected PM Jawaharlal Nehru passed away in the 1960s, the question arose: who after him? Leaders emerged, and the nation moved on.
Q. 2 Why should we retain employees?
The lesser the turnover of employees, the more the stability. However, fresh ideas come from new entrants. If there is no turnover of employees at all, a taken-for-granted attitude may arise, and employees can start feeling indispensable. Bringing in suitable fresh blood from time to time is good for the organization.
Q. 3 How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
This field of predictive analysis in HR has not taken deep roots yet. This link is interesting: https://www.business-standard.com/ar...2500643_1.html in our country.
From India, Pune
Acknowledge(1)Amend(0)
Is anyone indispensable in any organization?
Nobody is indispensable. Someone may seem indispensable for a time, but eventually, they are replaceable. This is based on our limited knowledge and information. We need to understand that many similar organizations exist and are doing well, some even better than us. How is this possible if an indispensable person is in your organization?
a) When the word "indispensable" comes to mind for any position, one should focus on developing a substitute to fill the vacuum if it arises in the future.
People are considered indispensable not as individuals but for the qualities they possess.
b) Putting the right person in the right place.
c) Bring a system to function, not a person.
d) Develop your human resources by imparting the best information and knowledge.
Why should we retain employees?
Employees should be retained as long as they provide the desired output. The role of the HR department is to study individual productivity against set benchmarks.
How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
Predictive analytics is not widely practiced in India. Our laws and regulations offer limited scope for termination based on performance, which may be a reason. The tools used by different establishments for predictive analysis are generally not free from ambiguity.
From India, Mumbai
Acknowledge(0)Amend(0)
Nobody is indispensable. Someone may seem indispensable for a time, but eventually, they are replaceable. This is based on our limited knowledge and information. We need to understand that many similar organizations exist and are doing well, some even better than us. How is this possible if an indispensable person is in your organization?
a) When the word "indispensable" comes to mind for any position, one should focus on developing a substitute to fill the vacuum if it arises in the future.
People are considered indispensable not as individuals but for the qualities they possess.
b) Putting the right person in the right place.
c) Bring a system to function, not a person.
d) Develop your human resources by imparting the best information and knowledge.
Why should we retain employees?
Employees should be retained as long as they provide the desired output. The role of the HR department is to study individual productivity against set benchmarks.
How much is the authenticity of predictive analytics either to retain employees or make other arrangements?
Predictive analytics is not widely practiced in India. Our laws and regulations offer limited scope for termination based on performance, which may be a reason. The tools used by different establishments for predictive analysis are generally not free from ambiguity.
From India, Mumbai
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