Dear all,
On one of the WA groups of HR, Administrator of the groups, Mr Rajaram Thorve, has raised the topic for discussion titled Indispensability and Retention of the 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 employee 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 the paper. Practically, organisation depends on some key persons. Some of the reasons for their indispensability are as below:
a) Rather than having process-centric approach, many times organisation has person-centric approach. This increases dependence on the persons.
b) Documenting processes elaborately or studying the systems and making them as flawless as possible is time-consuming. Rather than conducting the study of the operations, “experienced” people are hired. These people are expected to give the results. Bu in the bargain, it only increases the dependence on the persons.
c) Initially when the organisation was small since that time few persons continue with it. They get the rewards because they did not leave the organisation. Their performance may be mediocre but they are highly loyal to the boss and incorruptible. Therefore, boss depends on these persons more because of their trustworthiness rather than performance.
d) Persons working in the finance or accounts department are relied most. This is because the machinations done while maintaining the books of the accounts are on the tips of the tongue of these persons. Obviously, boss depends on these persons.
e) Everybody department, must maintain a log to record the lessons learnt from the past mistakes. Employees are expected not to repeat those mistakes. Sans this data, dependence on the persons increases.
Q. 2 Why should we retain employees?
Reply: - There is no need to retain the all the employees. We should retain employees only if they render desired level of performance. Organisation must take precautions to avoid flight of star employees. Employee retention is general is important because when an employee leaves an organisation he/she carries knowledge with him/her.
Knowledge Management practices help companies to offset the loss caused by the exit of the employees. Each organisation must have independent department that identifies tacit knowledge. After identification it is extracted, converted into explicit knowledge, stored in organised manner and then made available when needed. The organisations that do not have these provisions must retain the employees._
Q. 3 How much is the authenticity of predictive analytics either to retain employee or make other arrangements?
Reply: - In India HR Analytics is practiced by the organisations that are few and far between. Therefore, not many case studies are available on efficacy of the predictive analytics. Nevertheless, at this stage, hypothetically it is assumed that predictive analytics helps in identification of the key employees who might quit the organisation. However, competence in prediction can be developed after intense study for a long time. How many organisations in India are ready to invest in creation of section called Analytics within HR Department is a point to moot!
Dinesh Divekar

From India, Bangalore

Learned member above has given apt reply.
My views
Q.1 Is anyone indispensable in any organization?
No one is indispensable.
It all depends on how organisation builds its talent base and avoids total dependence on any particular person or group of persons.
Organisation 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 1960s, question came who after him,leaders came up and nation moved on.
Q. 2 Why should we retain employees?
Lesser the turnover of employees, more the stability.
But then fresh ideas come from new entrants.
If there is no turnover of employees at all, taken for granted attitude may come up and employees can start feeling indispensable.
Brining in suitable fresh blood from time to time is good for the organisation.
Q. 3 How much is the authenticity of predictive analytics either to retain employee or make other arrangements?
This field of predictive analysis in HR has not taken deep roots yet
This link is interesting in our country.

From India, Pune
Q.1 Is anyone indispensable in any organization?
Reply: - Nobody is indispensable. Someone is indispensable for time being but is dispensable. This we consider with our little knowledge and information. We need to understand that there are many similar nature of organisations are existing. They are doing well but some even well than us. Then how this is happening when the indispensable natured man is existing in your organisation.
a) When the word “indispensable” strikes our mind for any position. One should focus on to develop a substitute to fill the vacuum if arises in future or search.
People considered as indispensable not as a person but for qualities within.
b) Putting right person in right place.
c) Bring a system to function not person.
d) Develop your human resource by imparting best information & knowledge.
Q. 2 Why should we retain employees?
Reply: - Employee to be retained till gives desired output. The role of HR department is to study into individual productivity against fixed.
Q. 3 How much is the authenticity of predictive analytics either to retain employee or make other arrangements?
Reply: - The predictive analysis is not very much in practice in India. Our act & laws are in force e have less scope for termination on ground of performance, may be a reason. The tools followed by different establishments to make predictive analysis is genuinely not free from ambiguity.

From India, Mumbai

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