Can you read the signs of trouble in your organisations??
Do you know when the trouble is coming??
Read this and share your views:
HR managers are usually taken aback when they have to conduct an exit interview of a star performer. The organisation hits the panic button and conducts a post mortem to find out the reasons. The cost of turnover is enormous. HR managers can overcome these costly surprises by thinking ahead. A well-planned strategy can help HR managers predict employees who run a high risk of quitting.
A few pointers:
Grapevine can be used effectively to detect prospective turnover. Care must be taken to see that this information gathering from the grapevine is not viewed as inquiry. Ask head hunters to run a dry search of the talent and assess their demand and value in the job. If your talent is valued higher than what they are be paid, then you run a risk of losing them.
Run a search in various jobsites with the given specifications of your star performers, to find out if they are listed. Use ‘spiders’ to keep you updated with the current updating in various jobsites. Acquaint yourself with the website address of your employees, check these periodically, to find out if they have updated their resumes and profiles. This gives you an insight into their career aspirations – increased responsibility or an expertise shift. This will help you combat the potential turnover by providing the employee his motivator within the organisation. Companies, at times run blind lucrative advertisements to see how many from their own talent will apply.
Check with your office librarian to find out which employee regularly checks the ‘wanted’ column. Check with your administration department, which employee off late has be asking questions related to quitting. You will be amazed to know that an increased attendance to seminars and volunteering to speak on public platforms are all indicators of a prospective turnover.
There should be a subtlety maintained while conducting this kind of inquiry, lest the employees suspect you of prying. This could affect the morale of the talent and could result in turnover.
Turnover is almost never sudden. Before someone actually leaves, there are usually warning signs, which most mangers tend to overlook. Alert the smoke detectors.
“Are your employees complaining of not learning anything new on job? “Beware” Says Harvard Business School professor John Kotter: "
When there’s nothing new you can offer, your employees will move even
if promoted” Is the organisation successful in optimising the talent of the employees?
# Does the employee feel over worked and under recognised? This pointer is a difficult one to assess.
# Has the company stopped investing in certain employees?
# Does the employee feel super annulled?
# When asked to describe his job what are the aspects he gives most importance to? Does he sound excited enough? Does he highlight the negative aspects more?
# Does he provide constructive feedback?
# Does he believe that his skills would be better regarded elsewhere?
# Are the employees having enough fun?
As a HR you must maintain a “who is vulnerable” list, and initiate re-motivation process. The goal of this exercise should not be to find the potential deserters
Do you know when the trouble is coming??
Read this and share your views:
HR managers are usually taken aback when they have to conduct an exit interview of a star performer. The organisation hits the panic button and conducts a post mortem to find out the reasons. The cost of turnover is enormous. HR managers can overcome these costly surprises by thinking ahead. A well-planned strategy can help HR managers predict employees who run a high risk of quitting.
A few pointers:
Grapevine can be used effectively to detect prospective turnover. Care must be taken to see that this information gathering from the grapevine is not viewed as inquiry. Ask head hunters to run a dry search of the talent and assess their demand and value in the job. If your talent is valued higher than what they are be paid, then you run a risk of losing them.
Run a search in various jobsites with the given specifications of your star performers, to find out if they are listed. Use ‘spiders’ to keep you updated with the current updating in various jobsites. Acquaint yourself with the website address of your employees, check these periodically, to find out if they have updated their resumes and profiles. This gives you an insight into their career aspirations – increased responsibility or an expertise shift. This will help you combat the potential turnover by providing the employee his motivator within the organisation. Companies, at times run blind lucrative advertisements to see how many from their own talent will apply.
Check with your office librarian to find out which employee regularly checks the ‘wanted’ column. Check with your administration department, which employee off late has be asking questions related to quitting. You will be amazed to know that an increased attendance to seminars and volunteering to speak on public platforms are all indicators of a prospective turnover.
There should be a subtlety maintained while conducting this kind of inquiry, lest the employees suspect you of prying. This could affect the morale of the talent and could result in turnover.
Turnover is almost never sudden. Before someone actually leaves, there are usually warning signs, which most mangers tend to overlook. Alert the smoke detectors.
“Are your employees complaining of not learning anything new on job? “Beware” Says Harvard Business School professor John Kotter: "
When there’s nothing new you can offer, your employees will move even
if promoted” Is the organisation successful in optimising the talent of the employees?
# Does the employee feel over worked and under recognised? This pointer is a difficult one to assess.
# Has the company stopped investing in certain employees?
# Does the employee feel super annulled?
# When asked to describe his job what are the aspects he gives most importance to? Does he sound excited enough? Does he highlight the negative aspects more?
# Does he provide constructive feedback?
# Does he believe that his skills would be better regarded elsewhere?
# Are the employees having enough fun?
As a HR you must maintain a “who is vulnerable” list, and initiate re-motivation process. The goal of this exercise should not be to find the potential deserters