Title: The Hidden Dimension of Employee Attrition
Attrition is considered to be one of the biggest challenges the Indian corporate sector is facing today. All companies are working day and night to find a long-term solution to this critical issue. However, very few of them are in a position to face this challenge successfully till date.
According to these companies, it is a complex issue that has several dimensions. At face value, it is a role mismatch, i.e., fitting the wrong person into the right position. But why does this role mismatch occur? Many would argue that 'it is very difficult to understand a complete human being within a few minutes of conversation,' or 'the candidate seemed very good in the interview, but now it appears to be a wrong selection.'
Perhaps the most hidden dimension of this massive role mismatch is the 'Halo Effect' created by both employees and employers during the interview process under different circumstances. In this process, the recruiter's perception is often influenced by striking competencies or similarities to themselves. It is primarily a situation that can arise when an applicant has one superior competency (often a surface-level competency) required for the position. Consequently, the interviewer or interviewing panel may wrongly infer that the candidate possesses other competencies or attributes necessary for the job as well. This phenomenon can work both in a positive or negative direction. It serves as a filter to any information that contradicts first impressions. For example, someone who attended the same college or university as the recruiter may be viewed more favorably, while a person not wearing a suit or lacking a charming or magnetic personality may not be considered management material. People tend to judge more favorably those individuals with whom they have something in common.
Moreover, in this entire process, attractiveness is considered to be a central trait. Attractive people are often judged to have a more desirable personality and more skills than someone of average appearance. It is presumed that all the other traits of an attractive person are just as desirable and sought after. Individuals often exhibit their best behavior in the presence of authority figures to avoid any negative consequences. Consequently, it is widely observed that many job seekers focus exclusively on enhancing their so-called surface-level attractiveness skills to move from one lucrative assignment to another, based primarily on a glorified superficial presentation without any breakthrough performance in their current or previous roles.
During the interview process, the interviewer may be attracted to someone who resembles themselves. In many cases, the interviewer identifies favorably with some aspects of the candidate's self-presentation and then makes assumptions (not based on actual information) about the rest of the candidate.
The candidate fits into the interviewer's stereotypes. A candidate who leaves a positive impression relaxes the interviewer, leading to a sharing of identity. The interviewer is stimulated, feels good, and becomes more engaged. This interest may result in more time being allocated to the candidate compared to a candidate who leaves a negative impression.
This process spirals out of control when we notice that, to achieve success in the highly materialistic and glamorous corporate world, many young and restless job seekers of the next generation are resorting to the so-called "Short-Cut" route at any cost, including presenting a glorified superficial image during the interview or providing false information to employers as part of the recruitment process. Personal values, professional ethics, and moral character have become relics of the past for many youngsters in today's job market. Consequently, false impressions are deliberately created by many job seekers through various means during the interview process. For many young individuals, this has become the new definition of so-called "Smart Employees."
On the other hand, due to intense competition in the marketplace, top executives of all companies are under immense pressure to deliver visible results in the immediate future. Top-line growth, bottom-line profits, and the current and upcoming order books are the primary focus areas for many executives. Consequently, the priority for many companies is to quickly address immediate concerns by bringing in individuals who can provide quick-fix solutions. As a result, few companies have the time to thoroughly assess and understand individuals during interviews. Therefore, many recruitment decisions are made based on "gut feelings" or instincts rather than concrete evidence.
Effective recruitment and selection should not rely on luck. Systematic planning and preparation increase the likelihood of hiring the right person. The key to successful recruitment is preparation: understanding the job and its requirements for effective performance. Recruiting the wrong person can be costly, with expenses potentially reaching at least twice the employee's salary when considering training, expenses, and pension contributions.
Cheers,
HRProp
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Dear friends,
This is Kamakshipanda from Pune, working as an HR Manager in a manufacturing company with over 5 years of HR experience. Can anyone provide feedback on the following: how to control employee attrition rates? We have implemented service contracts for employees, yet they continue to leave the company. Retaining employees is a significant challenge, but there must be a solution. Please help me understand how to measure job satisfaction effectively and identify robust tools for this purpose.
Regards