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
From India, Delhi
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115Do 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
From India, Delhi
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Few more pointers : - If an employee talks off-late, quite high about his previous employments. - Taking half - day leaves and sudden casual leaves frequently Rgds. Venkat
From India, Mumbai
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From India, Mumbai
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Also, employees take no effort towards improvements both in their work and personally. They adopt more of an indifferent attitude.
You can also find them comparing their company with competitors, speaking more in favor of the competitors.
From India, Mumbai
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You can also find them comparing their company with competitors, speaking more in favor of the competitors.
From India, Mumbai
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Hi Archana,
Further tell-tale signs... He starts wearing a tie or formal dress to the office and either leaves on time or comes in late, whereas for the past two years, he used to wear casuals or jeans. He often receives frequent calls and leaves the office or his private cabin frequently, displaying an unusual pattern of behavior. Additionally, he takes leave to upgrade himself, such as pursuing a course in chemical engineering for the production department or taking a SAP course. Moreover, he may take an unusually long sick leave and return complaining about the workplace.
The other points mentioned have been covered in your article.
Regards,
Rajat
From India, Pune
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Further tell-tale signs... He starts wearing a tie or formal dress to the office and either leaves on time or comes in late, whereas for the past two years, he used to wear casuals or jeans. He often receives frequent calls and leaves the office or his private cabin frequently, displaying an unusual pattern of behavior. Additionally, he takes leave to upgrade himself, such as pursuing a course in chemical engineering for the production department or taking a SAP course. Moreover, he may take an unusually long sick leave and return complaining about the workplace.
The other points mentioned have been covered in your article.
Regards,
Rajat
From India, Pune
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Hi!
Organizations which have mentoring systems and succession planning in place don't consider the indicated pointers as signs of trouble. Instead of acting as spies, these professionally managed companies always have a second line of defense in place and reinforce it from time to time.
Regards,
Alok
From India, Bharat
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Organizations which have mentoring systems and succession planning in place don't consider the indicated pointers as signs of trouble. Instead of acting as spies, these professionally managed companies always have a second line of defense in place and reinforce it from time to time.
Regards,
Alok
From India, Bharat
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Hi Rajat,
Thanks for incorporating your points. :)
Devjit,
We are not detectives actually; it is just that many HR professionals make good use of their intuitions.
Alok,
This is not about spying but being prepared by observing. It is more about taking precaution actually. Hope these signs will be of help.
Cheers,
Archna
From India, Delhi
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Thanks for incorporating your points. :)
Devjit,
We are not detectives actually; it is just that many HR professionals make good use of their intuitions.
Alok,
This is not about spying but being prepared by observing. It is more about taking precaution actually. Hope these signs will be of help.
Cheers,
Archna
From India, Delhi
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Hi Archna,
I know that. I was only joking (a very stupid joke, I guess). Hope you did not mind. I have myself used some of these indicators to anticipate 'trouble' in teams I have led in the past.
Warm regards,
Devjit
From India, Gurgaon
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I know that. I was only joking (a very stupid joke, I guess). Hope you did not mind. I have myself used some of these indicators to anticipate 'trouble' in teams I have led in the past.
Warm regards,
Devjit
From India, Gurgaon
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Hi Devjit, No I didn’t mind that at all, But i took it as a complement. We surely act like detectives sometimes. :wink: Cheers Archna
From India, Delhi
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From India, Delhi
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Hi!
What I feel is any behavior deviant from the norm is an indicator of some problem, whether personal or professional. Now, what the HR and the TL/Manager need to do is probe a little to find out the real cause and tackle that.
On a personal level, I feel that any deviant behavior should be monitored carefully because you just don't know what trouble might be brewing. As it is said, "NIP IT IN THE BUD".
Regards,
Shyamali
From India, Nasik
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What I feel is any behavior deviant from the norm is an indicator of some problem, whether personal or professional. Now, what the HR and the TL/Manager need to do is probe a little to find out the real cause and tackle that.
On a personal level, I feel that any deviant behavior should be monitored carefully because you just don't know what trouble might be brewing. As it is said, "NIP IT IN THE BUD".
Regards,
Shyamali
From India, Nasik
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Hi!
You are welcome. :D The human mind is devious, and once it gets a whiff of something, it may command its body to change its behavior. But the body does not comply well; there will always be some telltale signs.
Regards,
Shyamali
From India, Nasik
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You are welcome. :D The human mind is devious, and once it gets a whiff of something, it may command its body to change its behavior. But the body does not comply well; there will always be some telltale signs.
Regards,
Shyamali
From India, Nasik
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Hi,
In addition to all this, I have seen and experienced over the last 3+ years of my career, when employees are about to leave, they become silent, do not mingle with others, lose their initiative behavior, and start working very hard. They produce results that are unimaginable because they used to take frequent leaves while maintaining high performance. Everyone thinks they are doing well, but one day, they send a 2-line resignation email. I, too, did the same thing when I was working with my first company.
Regards,
Vinay
9866254387
From India, Hyderabad
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In addition to all this, I have seen and experienced over the last 3+ years of my career, when employees are about to leave, they become silent, do not mingle with others, lose their initiative behavior, and start working very hard. They produce results that are unimaginable because they used to take frequent leaves while maintaining high performance. Everyone thinks they are doing well, but one day, they send a 2-line resignation email. I, too, did the same thing when I was working with my first company.
Regards,
Vinay
9866254387
From India, Hyderabad
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Hi,
Taking unsolicited leaves and then arguing about the policies of the company. Spreading negativity and thus upsetting the apple cart. Stops taking assignments voluntarily and discourages others to do so. Feigns overwork while actually delaying projects for no apparent reason. Putting in unreasonable demands like trying to manipulate rules and regulations with emotions and thus getting confused and confusing others. Suddenly develops dementia about everything in the work area. 'Oliver asks for more' syndrome. Frequent disappearance from seat. Boss bashing, Company bashing, colleague bashing. Becomes reactive in language and approach. Some may be repetitive, but this is what came to my experience for a long time in my work area.
DK
From India, Mangaluru
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Taking unsolicited leaves and then arguing about the policies of the company. Spreading negativity and thus upsetting the apple cart. Stops taking assignments voluntarily and discourages others to do so. Feigns overwork while actually delaying projects for no apparent reason. Putting in unreasonable demands like trying to manipulate rules and regulations with emotions and thus getting confused and confusing others. Suddenly develops dementia about everything in the work area. 'Oliver asks for more' syndrome. Frequent disappearance from seat. Boss bashing, Company bashing, colleague bashing. Becomes reactive in language and approach. Some may be repetitive, but this is what came to my experience for a long time in my work area.
DK
From India, Mangaluru
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Hi!
A trend that I have observed is that employees tend to leave after a certain duration of stay. They also tend to wait to receive the statutory bonus at various intervals:
- 1 Month
- 3 Months
- 6 Months
- 1 Year
- 2 Years
- 3 Years
- 5 Years
Regards,
Shyamali
From India, Nasik
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A trend that I have observed is that employees tend to leave after a certain duration of stay. They also tend to wait to receive the statutory bonus at various intervals:
- 1 Month
- 3 Months
- 6 Months
- 1 Year
- 2 Years
- 3 Years
- 5 Years
Regards,
Shyamali
From India, Nasik
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Hi All,
This is a truly eye-opening discussion and true indicators. Lately, I feel that I have negativity towards the organization and obviously recently took the step of resigning, but after in-house discussions, I did not proceed.
Well, in addition to this, I wanted to know, is it necessary for an HR professional to be fully satisfied with their organization...?
Hi Archana,
This was indeed a great topic. Looking forward to meeting you and talking to you.
Warm Regards,
Geeti
From India, Bangalore
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This is a truly eye-opening discussion and true indicators. Lately, I feel that I have negativity towards the organization and obviously recently took the step of resigning, but after in-house discussions, I did not proceed.
Well, in addition to this, I wanted to know, is it necessary for an HR professional to be fully satisfied with their organization...?
Hi Archana,
This was indeed a great topic. Looking forward to meeting you and talking to you.
Warm Regards,
Geeti
From India, Bangalore
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HR Manual (Employee Hand Book).doc