Hi!
To all,
I totally agree that no organisation is doing charity.So it can be taken from the fresh recruited person point of view also. If he is giving full to the companyi.e, his energy, his talent and is equally productiv then he needs compensation, perk hike and incentive for his/her efforts.No matter he is in a learning phase but these hikes are in the performance mangement. These add-ons even make an employee engaged.
If the organisation is small or medium sized then its growth is definite if it caters the needs of its employee and here the role of HR department comes into picture to act as an interface between the organisation and the employee.
And this may even reduce the attrition rate as "Knowledge moves with people."
Regards
Anupriya Bhattacharya
From India, Pune
2To all,
I totally agree that no organisation is doing charity.So it can be taken from the fresh recruited person point of view also. If he is giving full to the companyi.e, his energy, his talent and is equally productiv then he needs compensation, perk hike and incentive for his/her efforts.No matter he is in a learning phase but these hikes are in the performance mangement. These add-ons even make an employee engaged.
If the organisation is small or medium sized then its growth is definite if it caters the needs of its employee and here the role of HR department comes into picture to act as an interface between the organisation and the employee.
And this may even reduce the attrition rate as "Knowledge moves with people."
Regards
Anupriya Bhattacharya
From India, Pune
Hi
NK Tiwari is absolutely right
The case is about an employee who has done extremely well in a short span of time Whether he would have learned in bigger organizations highly theoretical
He has performed be bold enough to accept and reward him
You are worried about those who are in the same cadre if they quit, you can replace
It is difficult to get talented people for smaller organization
So retain him
From India, Chennai
NK Tiwari is absolutely right
The case is about an employee who has done extremely well in a short span of time Whether he would have learned in bigger organizations highly theoretical
He has performed be bold enough to accept and reward him
You are worried about those who are in the same cadre if they quit, you can replace
It is difficult to get talented people for smaller organization
So retain him
From India, Chennai
Dear friends
In today's corporate world, to remain competitive is essential for the organisation as well as for the employees. In this particular case, the said employee has learnt to perform on a faster note than otherwise. Whether the organisation is large or small, the fact is the employee is a performer which the organisation has accepted and it is quite fair enough that he has realised his worth and I feel the organisation should reward him for his achievement rather than demoralise him. This also sends a strong message to other employees that performers will be rewarded.
K.S.Narayan
From India, Hyderabad
In today's corporate world, to remain competitive is essential for the organisation as well as for the employees. In this particular case, the said employee has learnt to perform on a faster note than otherwise. Whether the organisation is large or small, the fact is the employee is a performer which the organisation has accepted and it is quite fair enough that he has realised his worth and I feel the organisation should reward him for his achievement rather than demoralise him. This also sends a strong message to other employees that performers will be rewarded.
K.S.Narayan
From India, Hyderabad
Hello Everyone ,
That was one real interesting discusion. Some points which one can learn from this case study ;
Fresher or experienced , talent has to be rewarded.
It is the responsibility of the organisation to ensure that such talented youngsters be retained.
The youngster must be made aware that the organization has encouraged and given him the opportunity to learn , just six months experience in one small organisation does not mean he has learnt everything .
Retention cannot be achieved through a legal bond , it can be made possible by having a psychological "contract" with the employee.
Once the company realises that they cannot retain him in the same level of enthusiasm he has started with , it is better for them to let him go .A frustrated employee does more harm than good , and thus the organisation should have a system of developing employees for potential vacanices .
This case gives us an insight of one of the main HR challenges of SME's .
Thanks for posting the case
Kirti
From India, Bangalore
That was one real interesting discusion. Some points which one can learn from this case study ;
Fresher or experienced , talent has to be rewarded.
It is the responsibility of the organisation to ensure that such talented youngsters be retained.
The youngster must be made aware that the organization has encouraged and given him the opportunity to learn , just six months experience in one small organisation does not mean he has learnt everything .
Retention cannot be achieved through a legal bond , it can be made possible by having a psychological "contract" with the employee.
Once the company realises that they cannot retain him in the same level of enthusiasm he has started with , it is better for them to let him go .A frustrated employee does more harm than good , and thus the organisation should have a system of developing employees for potential vacanices .
This case gives us an insight of one of the main HR challenges of SME's .
Thanks for posting the case
Kirti
From India, Bangalore
am agree with NKT afterall end of day everybody love to count good money. No matter employer or emplyee.
From India, Mumbai
From India, Mumbai
First of I's like to congratulate for putting up this case on the current & most serious HR Issue : ATTRITION Rate because of the current Industry Boom.
A Fresher can readiy get opportunity in small organisations, but when an organisation-small or big gives an opportunity to a fresher it is very essential to identify his potentials & periodically give him recognition in cash or kind in case if the org. is small & the person is competitive & has the potential to become the Key member of the org. During the course of hid learning a timely urge should be created in him to be committed & his career & growth prospects in the company must be made clear to him if he has to be retained for a longer period.
However the org. should also be prepared the time such person quits the org. i he gets a golden opportunity ans dhould not bank on him so much that his loss will not be recoverable.
Thanks,
Sneha Naphade
Asst. Mgr -HR
A Fresher can readiy get opportunity in small organisations, but when an organisation-small or big gives an opportunity to a fresher it is very essential to identify his potentials & periodically give him recognition in cash or kind in case if the org. is small & the person is competitive & has the potential to become the Key member of the org. During the course of hid learning a timely urge should be created in him to be committed & his career & growth prospects in the company must be made clear to him if he has to be retained for a longer period.
However the org. should also be prepared the time such person quits the org. i he gets a golden opportunity ans dhould not bank on him so much that his loss will not be recoverable.
Thanks,
Sneha Naphade
Asst. Mgr -HR
Well Said Sathiya,
I agree the point "Boss is the major cause for attrition". I have seen several people who left the organisation just because of the above reason. Most of the problems come with the experienced boss who is working for several years in the same post.
VR Kadam
From India, Mumbai
I agree the point "Boss is the major cause for attrition". I have seen several people who left the organisation just because of the above reason. Most of the problems come with the experienced boss who is working for several years in the same post.
VR Kadam
From India, Mumbai
I think organisation needs to do an introspection of it's practices of joining time orientation. Salary cannot become the sole criteria for seperation within a period of 6 months. What makes the employee think that the organisation is incapable of further enriching his learnings.
So far as leaving is concerned, no rmployee can be stopped legally from leaving an organisation provided he has not done something illegal.
AS
From India, New Delhi
So far as leaving is concerned, no rmployee can be stopped legally from leaving an organisation provided he has not done something illegal.
AS
From India, New Delhi
Hi,
I think that such an employee should be motivated by the company through hike in his salary & by promoting him to a responsible position inorder to boost his morale & productivity . The organization should try to retain such a person anyhow so that company doesn't face any kind of loss due to lack of skilled manpower.
Regards
Aparna
HR Professional
From India, Gurgaon
I think that such an employee should be motivated by the company through hike in his salary & by promoting him to a responsible position inorder to boost his morale & productivity . The organization should try to retain such a person anyhow so that company doesn't face any kind of loss due to lack of skilled manpower.
Regards
Aparna
HR Professional
From India, Gurgaon
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