746Why HR Professionals leave the organization?
We don’t get the talent in market easily. You have to search it. The same is with HR talent. The role of HR is critical in every organization. Service and retail industry is growing and also the employment in various sectors and positions. The HR has become a key to control the total Human Capital.
Hence the market demand for HR professionals is also high. The job hopping is increasing across the positions in all sectors. I have seen senior level professionals leaving the organizations due to some reasons within 6 months or one year. I tried to find the reasons from one survey.
This survey is not absolute survey and needs to work more. The sample size for the survey was 150 HR professionals from various Industries and having the experience of 2-10 years.
Why HR professionals leave the organization? What are the key reasons for leaving?
Following are top 7 reasons.
1) Compensation and benefits: 49 percent HR professionals leave the organization for increased compensation. This reason is more dominant over any other reason.
2) Challenging job Profile and Learning new HR concepts: around 40% HR professionals responded that they see challenges in new profile and also the new learning in HR.
3) Freedom to take decisions: 34% Professionals leave the organization because they were not authorized to take the decisions. The decision was dominated by the superior. They feel that they were playing the role of just co-ordinator. These people may be ambitious people.
4) Politics in the organization: 32 % professional were fade up with the politics played in the organization. The definition of politics is person specific but still important to decide the career move.
5) Lack of HR vision: Professionals are not aware about the HR vision of the organizations. 29% professionals say that they leave the organization due to lack of clarity about HR vision of the organization.
6) Good employer brand: Around 25% professionals think that Employer Brand is also important factor while deciding the career move from one organization to other organization.
7) Relations with superior: Employees leave their superior and not the organization. This is true here. 21% professionals think this.
Courtesy
Vinod Bidwaik
Vinod Bidwaik
From India, Coimbatore
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Peer Mohamed Sardhar
Good evening.
First of all, thanks for coming up with a good topic for discussion. In the survey that you have done, the first reason is money. "It's the biggest motivator."
But my question is, why are HR folks underpaid?
Regards,
Nidhin Jacob
From India
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Good evening.
First of all, thanks for coming up with a good topic for discussion. In the survey that you have done, the first reason is money. "It's the biggest motivator."
But my question is, why are HR folks underpaid?
Regards,
Nidhin Jacob
From India
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I think ur 3,4, & 7th points are more responsible for a HR guy to quit a ongoing job n seek another one.
From India, Nasik
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From India, Nasik
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Most HR practitioners and leaders of organizations would instinctively say that people leave because of the following reasons:
- There are better opportunities elsewhere.
- It is difficult to work here.
- Never did fit in.
- Can't get ahead.
- Poor management.
In a recent study of 1,100 employees conducted by Towers Perrin, it was noted that 40% to 45% of the workforce is "at risk" of leaving for another job when the economy turns around. The other news determined in this study is that one third of employees are unhappy at work. Of this discontented group, 28% are actively looking for a new job or planning to leave.
What are their concerns? The top 5 in order were:
1. Workload.
2. Insufficient support by management.
3. Concerns about the future.
4. Lack of challenge.
5. Insufficient recognition.
While surveys provide us with a variety of challenging areas, some of which are controllable and others not, management can tend to the items within their control.
Why do people stay?
By taking proactive actions to improve job satisfaction, a supervisor or a manager can help reduce turnover and retain key staff.
Provide recognition. Never underestimate the importance of good, old-fashioned day-to-day feedback. Employees welcome the "pat on the back" for a job well done because the time taken for personal feedback is disappearing from many organizations. Regular performance reviews are essential communication tools to keep your staff informed and focused. People who are uncertain about where they stand with their current employer are receptive to the lure of another organization. Giving feedback, in a constructive manner, creates respect for the employment relationship.
Measure job satisfaction. To understand an individual's general attitude toward his or her job, positive or negative, is vital in understanding the relationship to employee productivity, absenteeism, and turnover rates. The most common assessment tool in measurement is an employee survey, or through observation.
Treat Human Resources professionally. To help you with turnover or retention problems, the HRPAO and other HR associations can help you recruit an HR professional on a part-time or contract basis, or to join your Board as a volunteer. An HR professional can create and conduct exit interviews, review your policies, procedures, employee handbooks, and benefits.
What defines job satisfaction?
In a nutshell, important factors conducive to job satisfaction include mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues. Commitment to and involvement with the organization and the actual job are also factors.
- Mentally challenging work: Are there opportunities to use skills and abilities with a variety of tasks, some freedom, and constant feedback? Jobs with too little challenge are deemed boring, frustrating, and can produce feelings of failure.
- Equitable rewards: Employees want to work in a system that is perceived as just and fair. Are your promotion and pay systems policies meeting their requirements? While not everyone seeks a paycheck as the sole reward, the key is linking pay to satisfaction, which does not mean the salary paid but the perception of fairness. If these policies are perceived as just and fair, there is likely to be greater job satisfaction.
- Supportive working conditions: The working environment is very important in terms of safety, health, and wellness. Physical comfort, location heating, noise, and professionalism are all-important contributors. Ensuring that your environment is complying with all legislation and listening to employee complaints is important here.
- Supportive colleagues: For many employees, the opportunity for social interaction, with friendly coworkers and supervisors, adds greatly to the dimension of job satisfaction. The supervisor's role is a major determinant of satisfaction because of the direct impact this role plays with the employee. Whether there is praise, good listening skills, positive role modeling, or a fair attitude, the supervisor will affect the satisfaction level.
- Job Involvement: Employees with a high level of involvement strongly identify with and care about the kind of work they do. The person here identifies closely with their job title and the perceived value of their individual performance and contribution to the organization.
- Organizational Commitment: Some employees identify strongly with the employing organization. Perhaps it is the mission or vision or value system of the organization. However, an interesting development can occur: while the employee may be dissatisfied with his or her particular job, the employee may view this as a "temporary" condition due to high satisfaction with the organization as a whole and remain loyal. But when dissatisfaction spreads to the organization itself, the employee is more likely to resign.
Regards,
Nawas
From Kuwait, Kuwait
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- There are better opportunities elsewhere.
- It is difficult to work here.
- Never did fit in.
- Can't get ahead.
- Poor management.
In a recent study of 1,100 employees conducted by Towers Perrin, it was noted that 40% to 45% of the workforce is "at risk" of leaving for another job when the economy turns around. The other news determined in this study is that one third of employees are unhappy at work. Of this discontented group, 28% are actively looking for a new job or planning to leave.
What are their concerns? The top 5 in order were:
1. Workload.
2. Insufficient support by management.
3. Concerns about the future.
4. Lack of challenge.
5. Insufficient recognition.
While surveys provide us with a variety of challenging areas, some of which are controllable and others not, management can tend to the items within their control.
Why do people stay?
By taking proactive actions to improve job satisfaction, a supervisor or a manager can help reduce turnover and retain key staff.
Provide recognition. Never underestimate the importance of good, old-fashioned day-to-day feedback. Employees welcome the "pat on the back" for a job well done because the time taken for personal feedback is disappearing from many organizations. Regular performance reviews are essential communication tools to keep your staff informed and focused. People who are uncertain about where they stand with their current employer are receptive to the lure of another organization. Giving feedback, in a constructive manner, creates respect for the employment relationship.
Measure job satisfaction. To understand an individual's general attitude toward his or her job, positive or negative, is vital in understanding the relationship to employee productivity, absenteeism, and turnover rates. The most common assessment tool in measurement is an employee survey, or through observation.
Treat Human Resources professionally. To help you with turnover or retention problems, the HRPAO and other HR associations can help you recruit an HR professional on a part-time or contract basis, or to join your Board as a volunteer. An HR professional can create and conduct exit interviews, review your policies, procedures, employee handbooks, and benefits.
What defines job satisfaction?
In a nutshell, important factors conducive to job satisfaction include mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues. Commitment to and involvement with the organization and the actual job are also factors.
- Mentally challenging work: Are there opportunities to use skills and abilities with a variety of tasks, some freedom, and constant feedback? Jobs with too little challenge are deemed boring, frustrating, and can produce feelings of failure.
- Equitable rewards: Employees want to work in a system that is perceived as just and fair. Are your promotion and pay systems policies meeting their requirements? While not everyone seeks a paycheck as the sole reward, the key is linking pay to satisfaction, which does not mean the salary paid but the perception of fairness. If these policies are perceived as just and fair, there is likely to be greater job satisfaction.
- Supportive working conditions: The working environment is very important in terms of safety, health, and wellness. Physical comfort, location heating, noise, and professionalism are all-important contributors. Ensuring that your environment is complying with all legislation and listening to employee complaints is important here.
- Supportive colleagues: For many employees, the opportunity for social interaction, with friendly coworkers and supervisors, adds greatly to the dimension of job satisfaction. The supervisor's role is a major determinant of satisfaction because of the direct impact this role plays with the employee. Whether there is praise, good listening skills, positive role modeling, or a fair attitude, the supervisor will affect the satisfaction level.
- Job Involvement: Employees with a high level of involvement strongly identify with and care about the kind of work they do. The person here identifies closely with their job title and the perceived value of their individual performance and contribution to the organization.
- Organizational Commitment: Some employees identify strongly with the employing organization. Perhaps it is the mission or vision or value system of the organization. However, an interesting development can occur: while the employee may be dissatisfied with his or her particular job, the employee may view this as a "temporary" condition due to high satisfaction with the organization as a whole and remain loyal. But when dissatisfaction spreads to the organization itself, the employee is more likely to resign.
Regards,
Nawas
From Kuwait, Kuwait
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Dear Peer, need to add "some times employee recognition fails in HR department itself". Rest I agree with the 7 exteremely true points. Regards, Deeps
From India, New Delhi
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From India, New Delhi
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Hi Peer Mohamed,
That was indeed a very much required piece of information. Thank you!!
There was a time when HR/Personnel dept. was purely a support function or like a backend operation.
Only now, after deliberate efforts of many, HR functions/dept. has got the importance it deserves.
Hence any factor that might be responsible for any technical professional to change jobs would be true for an HR person as well.
HR function is growing and still evolving. Hence there will be equal attrition within the HR department as well, and on a positive note, there should be some level of attrition for the HR function to evolve and get its full importance and maturity.
Thank you,
Vidhya
From Canada, Calgary
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That was indeed a very much required piece of information. Thank you!!
There was a time when HR/Personnel dept. was purely a support function or like a backend operation.
Only now, after deliberate efforts of many, HR functions/dept. has got the importance it deserves.
Hence any factor that might be responsible for any technical professional to change jobs would be true for an HR person as well.
HR function is growing and still evolving. Hence there will be equal attrition within the HR department as well, and on a positive note, there should be some level of attrition for the HR function to evolve and get its full importance and maturity.
Thank you,
Vidhya
From Canada, Calgary
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Dear PMS,
Greetings for the day.....
If we conduct a survey of any type of professionals, more or less the same exact results are bound to appear.
So here my question arises, if an HR person leaves his job due to politics, superior relations—I don't know what they might be telling in interviews. I am sure they will hide the above two reasons because, as per the HR world, whenever any employee is asked this question, "Why?" and he replies "office politics" or "superior relations" in an interview, he is not recruited, and the HR believes these are not issues to leave organizations (source: discussions on www.citehr.com).
And is it agreed that HR is leaving the organization for more pay, politics, superior relations? If the HR is not satisfied himself, then what justice can they do to employees?
Why is there a need for HR to leave the organization when people here term the HR as the heart of the organization? Can we take one heart from one person and put it to another or can we take out someone we love from our heart and place someone else, just for some money, office politics, superior relations?
Some people even went to the extent of terming HR as a mother. So, does a mother leave her child just because he misbehaved or they had some argument?
The reasons which you posted are applicable to all employees, and there is nothing shocking for the HR to display on his face when any employee submits his resignation (source: my friends, citehr). HRs are termed to undergo a shock every time an excellent employee leaves, and their characteristics of face change from the ever-smiling face to a new expression.
So, if HR accepts these as common reasons for change, then they should really accept the resignations of employees wholeheartedly and do their duty with full dedication so that we don't come across further posts on cite hr like why HR are rude, why HR deliberately delay F&F settlements, etc.
Have a good day, BRITANNIA TIGER, and PARLE G BISCUIT.
From India, Pune
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Greetings for the day.....
If we conduct a survey of any type of professionals, more or less the same exact results are bound to appear.
So here my question arises, if an HR person leaves his job due to politics, superior relations—I don't know what they might be telling in interviews. I am sure they will hide the above two reasons because, as per the HR world, whenever any employee is asked this question, "Why?" and he replies "office politics" or "superior relations" in an interview, he is not recruited, and the HR believes these are not issues to leave organizations (source: discussions on www.citehr.com).
And is it agreed that HR is leaving the organization for more pay, politics, superior relations? If the HR is not satisfied himself, then what justice can they do to employees?
Why is there a need for HR to leave the organization when people here term the HR as the heart of the organization? Can we take one heart from one person and put it to another or can we take out someone we love from our heart and place someone else, just for some money, office politics, superior relations?
Some people even went to the extent of terming HR as a mother. So, does a mother leave her child just because he misbehaved or they had some argument?
The reasons which you posted are applicable to all employees, and there is nothing shocking for the HR to display on his face when any employee submits his resignation (source: my friends, citehr). HRs are termed to undergo a shock every time an excellent employee leaves, and their characteristics of face change from the ever-smiling face to a new expression.
So, if HR accepts these as common reasons for change, then they should really accept the resignations of employees wholeheartedly and do their duty with full dedication so that we don't come across further posts on cite hr like why HR are rude, why HR deliberately delay F&F settlements, etc.
Have a good day, BRITANNIA TIGER, and PARLE G BISCUIT.
From India, Pune
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I disagree with the facts. Research has always proved that people leave people (that's their seniors) and not the organization.
From that perspective, this comes as the number one reason with pay/benefits around 4th in the ranking next to 'challenging work profile,' 'vision, mission, passion.'
From India, Mumbai
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From that perspective, this comes as the number one reason with pay/benefits around 4th in the ranking next to 'challenging work profile,' 'vision, mission, passion.'
From India, Mumbai
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Ravi,
I will accept your words. It is true that HR has to work efficiently, and they need to take care of all issues in the organization. Otherwise, there is no meaningful role for the HR department in the organization. Very poor HR practices are observed in corporates. Merely recruiting a candidate and placing him for projects is not HR work. There is a separate department post-recruitment, in which employee relations are also included. What does that mean? Why do employees leave the organization? It is not just an HR concern; it is common to all.
Thank you.
From India, Madras
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I will accept your words. It is true that HR has to work efficiently, and they need to take care of all issues in the organization. Otherwise, there is no meaningful role for the HR department in the organization. Very poor HR practices are observed in corporates. Merely recruiting a candidate and placing him for projects is not HR work. There is a separate department post-recruitment, in which employee relations are also included. What does that mean? Why do employees leave the organization? It is not just an HR concern; it is common to all.
Thank you.
From India, Madras
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Some people even went to the extent of terming HR as a mother. Does a mother leave her child just because he misbehaved, or they had some argument?
My post: 'As an HR professional, you should exercise your quality of patience with smartness and tact. You are not a mother to nurture everyone there, and at the same time, not an authoritarian. Maybe a blend of both.'
Hi Ravi,
Mentioning HR as a mother is just to emphasize the importance of having an attitude of patience. It is a general notion that mothers have an extreme level of patience, hence the reference. Honestly, how many of us in HR have deliberately chosen this field? I have come across many people who have taken HR because this field is considered easier compared to others. HR is mostly about attitude than anything else (purely my opinion).
So, when an HR professional leaves the company, they are just an employee bound by the same factors as any other employee in the organization, becoming a child and not a mother.
Thank you,
Vidhya :) :lol:
From Canada, Calgary
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My post: 'As an HR professional, you should exercise your quality of patience with smartness and tact. You are not a mother to nurture everyone there, and at the same time, not an authoritarian. Maybe a blend of both.'
Hi Ravi,
Mentioning HR as a mother is just to emphasize the importance of having an attitude of patience. It is a general notion that mothers have an extreme level of patience, hence the reference. Honestly, how many of us in HR have deliberately chosen this field? I have come across many people who have taken HR because this field is considered easier compared to others. HR is mostly about attitude than anything else (purely my opinion).
So, when an HR professional leaves the company, they are just an employee bound by the same factors as any other employee in the organization, becoming a child and not a mother.
Thank you,
Vidhya :) :lol:
From Canada, Calgary
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Hi,
This is a very interesting discussion thread. From my personal experience, I agree that in addition to the reasons stated above, one of the main reasons is the lack of an HR vision and leadership in an organization. We all like to add value to the business we support and hence the organization we are a part of. As HR is evolving in a dynamic business arena, an HR leader with a clear vision is successful in motivating his/her team. A lack of clarity in what we as an HR team, in any organization, are trying to achieve leads to dissatisfaction and a lack of motivation. Hence, at that time, the only better way is to believe that the grass is greener on the other side and move on.
Regards.
From India, Bangalore
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This is a very interesting discussion thread. From my personal experience, I agree that in addition to the reasons stated above, one of the main reasons is the lack of an HR vision and leadership in an organization. We all like to add value to the business we support and hence the organization we are a part of. As HR is evolving in a dynamic business arena, an HR leader with a clear vision is successful in motivating his/her team. A lack of clarity in what we as an HR team, in any organization, are trying to achieve leads to dissatisfaction and a lack of motivation. Hence, at that time, the only better way is to believe that the grass is greener on the other side and move on.
Regards.
From India, Bangalore
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Good information............
We don’t get the talent in market easily. You have to search it. The same is with HR talent. The role of HR is critical in every organization. Service and retail industry is growing and also the employment in various sectors and positions. The HR has become a key to control the total Human Capital.
From India
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Why HR Professionals leave the organization?
We don’t get the talent in market easily. You have to search it. The same is with HR talent. The role of HR is critical in every organization. Service and retail industry is growing and also the employment in various sectors and positions. The HR has become a key to control the total Human Capital.
Hence the market demand for HR professionals is also high. The job hopping is increasing across the positions in all sectors. I have seen senior level professionals leaving the organizations due to some reasons within 6 months or one year. I tried to find the reasons from one survey.
This survey is not absolute survey and needs to work more. The sample size for the survey was 150 HR professionals from various Industries and having the experience of 2-10 years.
Why HR professionals leave the organization? What are the key reasons for leaving?
Following are top 7 reasons.
1) Compensation and benefits: 49 percent HR professionals leave the organization for increased compensation. This reason is more dominant over any other reason.
2) Challenging job Profile and Learning new HR concepts: around 40% HR professionals responded that they see challenges in new profile and also the new learning in HR.
3) Freedom to take decisions: 34% Professionals leave the organization because they were not authorized to take the decisions. The decision was dominated by the superior. They feel that they were playing the role of just co-ordinator. These people may be ambitious people.
4) Politics in the organization: 32 % professional were fade up with the politics played in the organization. The definition of politics is person specific but still important to decide the career move.
5) Lack of HR vision: Professionals are not aware about the HR vision of the organizations. 29% professionals say that they leave the organization due to lack of clarity about HR vision of the organization.
6) Good employer brand: Around 25% professionals think that Employer Brand is also important factor while deciding the career move from one organization to other organization.
7) Relations with superior: Employees leave their superior and not the organization. This is true here. 21% professionals think this.
Courtesy
Vinod Bidwaik
[/quote]
Vinod Bidwaik
From India
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Dear Mr. Peer Mohd,
Thank you for the informative posting. I do agree with the reasons for HR professionals leaving the organization as enumerated by you. Improper fitting, being assigned unrelated tasks, and being tasked with lower-level jobs are also some of the factors that lead HR professionals to leave the organization.
With regards,
LK
From India, Madras
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Thank you for the informative posting. I do agree with the reasons for HR professionals leaving the organization as enumerated by you. Improper fitting, being assigned unrelated tasks, and being tasked with lower-level jobs are also some of the factors that lead HR professionals to leave the organization.
With regards,
LK
From India, Madras
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There may be a number of reasons for increasing turnover, but my apprehension is why is it in private companies alone? With limited scope for work and improvement, with the absence of teamwork, and with a lot of backstabbing, why do the employees in government offices work till their superannuation? Are they not guided by such factors? Yes, but they ultimately think that they have a secured job, which is recognized as 'job' by society, and once they come out of it, they will lose the so-called respect in society.
Regards,
Madhu.T.K
From India, Kannur
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Regards,
Madhu.T.K
From India, Kannur
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Hi Sardar,
Whatever you researched on the HR people leaving the organization suits to some extent because the reasons are common for all employees, but HR people leave the organization due to reasons like more responsibilities than other department staff. This is because every HR professional has the zeal to develop the "WE" concept to drive all departments towards achieving the goal.
I believe HR personnel are considered very valuable to the organization by employers, which is why unnecessary issues arise, burdening HR professionals. Unfortunately, many employers fail to recognize that HR is an intangible asset for the organization's growth in a short period.
Yes Sardar, please work on motivating HR professionals to overcome these types of problems.
Thank you,
K. Srinivas
From India, Hyderabad
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Whatever you researched on the HR people leaving the organization suits to some extent because the reasons are common for all employees, but HR people leave the organization due to reasons like more responsibilities than other department staff. This is because every HR professional has the zeal to develop the "WE" concept to drive all departments towards achieving the goal.
I believe HR personnel are considered very valuable to the organization by employers, which is why unnecessary issues arise, burdening HR professionals. Unfortunately, many employers fail to recognize that HR is an intangible asset for the organization's growth in a short period.
Yes Sardar, please work on motivating HR professionals to overcome these types of problems.
Thank you,
K. Srinivas
From India, Hyderabad
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Hi,
Thank you for sharing this. Your survey lays down the key reasons for HR professionals to leave a company.
I personally think that HR professionals are considered as mediators between management and employees, and most organizations are unable to respect HR as a profession. Therefore, HR professionals search for a company where they can be respected as professionals, not just as coordinators, and where their work is appreciated and valued like other professions.
Thanks again!
Regards,
Upasna
From India, Delhi
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Thank you for sharing this. Your survey lays down the key reasons for HR professionals to leave a company.
I personally think that HR professionals are considered as mediators between management and employees, and most organizations are unable to respect HR as a profession. Therefore, HR professionals search for a company where they can be respected as professionals, not just as coordinators, and where their work is appreciated and valued like other professions.
Thanks again!
Regards,
Upasna
From India, Delhi
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Hi, Peer Mohd. Thanks for the good information. It's true, and I agree with you. But don't forget that we are not practicing HR at 100%. Many companies just changed the personnel department name to HR but do not work as per HR scenarios and practices. They are following old personnel practices due to business needs and employer requests. HR has a solution for every business problem; we just need to work professionally.
"Everyone has a good conscience, and when it bothers them, they leave the job."
Sacheein
From India, Mumbai
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"Everyone has a good conscience, and when it bothers them, they leave the job."
Sacheein
From India, Mumbai
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Hi,
This is definitely a very informative discussion. To add on to this, I have an experience to share here.
In my previous company, I was responsible for one of the technical teams, where I handled all HR functions for a team of 100 employees. The team was involved in embedded software testing in a specific domain (don't wish to give more specifics).
We needed B.E.'s with industry experience in a particular domain. As we couldn't find anyone to meet our requirements, we decided to hire freshers so that we could train them and make them productive within a reasonable time period.
However, all these freshers were required to sign bonds. Signing a bond is not necessarily a bad option if the company provides good training and subsequent projects to work on. Unfortunately, in my case, neither of these happened. I would have been pleased if they had been given the opportunity to learn by working on tasks from senior team members, but instead, they were only assigned to review documents, journals, and a dummy project. There was no indication of future work, and to make matters worse, some of the trainees in a sub-team were harassed by their team leader.
I was mainly involved in employee relations, where I needed to interact with these trainee engineers on a daily basis. I was in a difficult situation as I was fully aware of what was happening at the management level and the mental state of these freshers.
I recruited them through campus walk-ins, and I felt responsible for their careers. It was frustrating. From an HR perspective, we didn't make any wrong promises, but we could have handled some things better at the Technical Heads' level (a minor issue).
This mismanagement turned into a major issue. For at least five months, most of my time was spent discussing this problem with all possible stakeholders. Despite this issue, I enjoyed the new challenges in my other responsibilities and found the work rewarding, with plenty of learning opportunities.
As far as I could tell, there was a complete lack of planning and forecasting on the part of the technical team, and there was no coordination with the HR team.
However, only because of this issue, I had to surrender... I QUIT, mainly to relieve the stress I was experiencing. I know and believe I tried my best.
I fully agree with Sachin: "Everyone has a good conscience, and when their conscience bothers them, they leave the job."
Thank you,
Vidhya
From Canada, Calgary
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This is definitely a very informative discussion. To add on to this, I have an experience to share here.
In my previous company, I was responsible for one of the technical teams, where I handled all HR functions for a team of 100 employees. The team was involved in embedded software testing in a specific domain (don't wish to give more specifics).
We needed B.E.'s with industry experience in a particular domain. As we couldn't find anyone to meet our requirements, we decided to hire freshers so that we could train them and make them productive within a reasonable time period.
However, all these freshers were required to sign bonds. Signing a bond is not necessarily a bad option if the company provides good training and subsequent projects to work on. Unfortunately, in my case, neither of these happened. I would have been pleased if they had been given the opportunity to learn by working on tasks from senior team members, but instead, they were only assigned to review documents, journals, and a dummy project. There was no indication of future work, and to make matters worse, some of the trainees in a sub-team were harassed by their team leader.
I was mainly involved in employee relations, where I needed to interact with these trainee engineers on a daily basis. I was in a difficult situation as I was fully aware of what was happening at the management level and the mental state of these freshers.
I recruited them through campus walk-ins, and I felt responsible for their careers. It was frustrating. From an HR perspective, we didn't make any wrong promises, but we could have handled some things better at the Technical Heads' level (a minor issue).
This mismanagement turned into a major issue. For at least five months, most of my time was spent discussing this problem with all possible stakeholders. Despite this issue, I enjoyed the new challenges in my other responsibilities and found the work rewarding, with plenty of learning opportunities.
As far as I could tell, there was a complete lack of planning and forecasting on the part of the technical team, and there was no coordination with the HR team.
However, only because of this issue, I had to surrender... I QUIT, mainly to relieve the stress I was experiencing. I know and believe I tried my best.
I fully agree with Sachin: "Everyone has a good conscience, and when their conscience bothers them, they leave the job."
Thank you,
Vidhya
From Canada, Calgary
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I think these are common reasons. All the employees, whether in any profession (whether in HR or not), leave the organization for the same or similar reasons. What is so specific about this survey or these findings??
From India, Mumbai
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From India, Mumbai
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Dear Sir,
The survey is okay. I appreciate your efforts, but the point is how to stop this or we can say how to reduce it. Because what I believe is that HR professionals should be retained in the system. I think HR professionals should not make such decisions within 6-12 months. If we all start doing this, who else will come and establish our image in the corporate world? What I think is if a person is doing so, it means he/she is not professional.
Being professional doesn't mean earning more and more money. We need to learn how to earn respect and value in HR.
Regards,
Pankaj
From United States
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The survey is okay. I appreciate your efforts, but the point is how to stop this or we can say how to reduce it. Because what I believe is that HR professionals should be retained in the system. I think HR professionals should not make such decisions within 6-12 months. If we all start doing this, who else will come and establish our image in the corporate world? What I think is if a person is doing so, it means he/she is not professional.
Being professional doesn't mean earning more and more money. We need to learn how to earn respect and value in HR.
Regards,
Pankaj
From United States
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Hi Mr. Sardhar
The survey that you have done is quite impressive but i realy dont think there are too many jobs for HR Professionals. I mean many of my colleagues in HR havent got a job since march though they have quite good exp and even i yself dont see too many openings in market.
Regards
Rubina
Why HR Professionals leave the organization?
We don’t get the talent in market easily. You have to search it. The same is with HR talent. The role of HR is critical in every organization. Service and retail industry is growing and also the employment in various sectors and positions. The HR has become a key to control the total Human Capital.
From India, New Delhi
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The survey that you have done is quite impressive but i realy dont think there are too many jobs for HR Professionals. I mean many of my colleagues in HR havent got a job since march though they have quite good exp and even i yself dont see too many openings in market.
Regards
Rubina
Why HR Professionals leave the organization?
We don’t get the talent in market easily. You have to search it. The same is with HR talent. The role of HR is critical in every organization. Service and retail industry is growing and also the employment in various sectors and positions. The HR has become a key to control the total Human Capital.
Hence the market demand for HR professionals is also high. The job hopping is increasing across the positions in all sectors. I have seen senior level professionals leaving the organizations due to some reasons within 6 months or one year. I tried to find the reasons from one survey.
This survey is not absolute survey and needs to work more. The sample size for the survey was 150 HR professionals from various Industries and having the experience of 2-10 years.
Why HR professionals leave the organization? What are the key reasons for leaving?
Following are top 7 reasons.
1) Compensation and benefits: 49 percent HR professionals leave the organization for increased compensation. This reason is more dominant over any other reason.
2) Challenging job Profile and Learning new HR concepts: around 40% HR professionals responded that they see challenges in new profile and also the new learning in HR.
3) Freedom to take decisions: 34% Professionals leave the organization because they were not authorized to take the decisions. The decision was dominated by the superior. They feel that they were playing the role of just co-ordinator. These people may be ambitious people.
4) Politics in the organization: 32 % professional were fade up with the politics played in the organization. The definition of politics is person specific but still important to decide the career move.
5) Lack of HR vision: Professionals are not aware about the HR vision of the organizations. 29% professionals say that they leave the organization due to lack of clarity about HR vision of the organization.
6) Good employer brand: Around 25% professionals think that Employer Brand is also important factor while deciding the career move from one organization to other organization.
7) Relations with superior: Employees leave their superior and not the organization. This is true here. 21% professionals think this.
Courtesy
Vinod Bidwaik
[/quote]
Vinod Bidwaik
From India, New Delhi
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Hi All, Here is a nice writeup on why people leave organisation, hope this will definitely add to the reasons. With Regards, Hrishikesh Aponarayan
From India, Pune
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From India, Pune
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Hi Peer Good points. But fuuly agreed with Ravi also. In every professional sphere people leave the organisation for the same reason. Pooja Gupta
From India, Delhi
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From India, Delhi
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I disagree with the facts. Research has always proven that people leave people (that's their seniors) and not the organization.
From that perspective, this comes as the number one reason, with pay/benefits ranking around fourth next to challenging work profile, vision, mission, passion.
People leave the organization because their superior/manager is true in most cases, but there are also cases where people leave organizations reluctantly because they are working in a very good team but do not have enough job security in the concerned organizations. There are a large number of companies where there is no concept of a notice period, so you can understand the plight of the employees working in these organizations.
From India, Hyderabad
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From that perspective, this comes as the number one reason, with pay/benefits ranking around fourth next to challenging work profile, vision, mission, passion.
People leave the organization because their superior/manager is true in most cases, but there are also cases where people leave organizations reluctantly because they are working in a very good team but do not have enough job security in the concerned organizations. There are a large number of companies where there is no concept of a notice period, so you can understand the plight of the employees working in these organizations.
From India, Hyderabad
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Dear Sir,
I believe that the lack of HR vision often leads many HR practitioners to leave the organization. Most of the time, HR staff find themselves confined to the role of a coordinator and struggle to progress in their careers.
MS
From United Arab Emirates, Abu Dhabi
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I believe that the lack of HR vision often leads many HR practitioners to leave the organization. Most of the time, HR staff find themselves confined to the role of a coordinator and struggle to progress in their careers.
MS
From United Arab Emirates, Abu Dhabi
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Hi ALL,
An employee Exit or Entry in an organization, irrespective of position/roles, Departments Designations, is all based on certain duties/Responsibility a person need to take ownership and get his job going well....So, firstly I will not agree with " why this is happening to HR or Developer or PM or CEO or Sales Heads...or anybody as a matter of fact.
For me any person leaves an organization is purely based on his expectations.
Every body has certain push n pulls to enter an organization or exit
Push: Why is that a certain employee wants to leave or what’s making a person to leave....
Pull: What is attracting him/her to other opportunities....
If we understand these pushes and pulls, we will get our answers.....so what I mean to say is, if an employee wants to leave...lets not fix a tag to him/her n evaluate it.
Reasons could be N number of things but lets understand the fact that....leaving decisions are individual decisions....there could be so many things...Not only just company is not good...exposure is not there..Money is not there..Leads are not good ...management is not supportive...politics or anything for that matter...
But then what about the individual person contributions to an organization and to himself?
If individual decisions for Exit are more of PULLs for More of PUSH Factors...why blame organizations and people for that?
If individual decisions for exit are more of PUSH Factors then Pull Facts...then I think its not the sole management responsible but Employee is also party to it.
Therefore what I would like to Says...Exit or Entry issues purely lets not evaluate from Department, Position or any role perspectives....
I Read a lots about people leaving for other internal and external factors but I’ve read very less from individual stand point of view....Performance/Abilities/Competencies of individuals....and when that happens it becomes a big issues and topic for every body to discuss...whts right and whts wrong....BLAME GAME STARTS….
ALL SURVEYS LETS TAKE IT AS OUR GUIDING TOOLS FOR UNDERSTANDING PUSH N PULL OF OURSELVES AND OUR INTERNAL EMPLOYEES.....ALL HR PEOPLE START MAPPING THE SAME AND HIRE RIGHT PEOPLE FOR THE RIGHT JOBS AT THE RIGHT TIME ..THEN WE WILL HAVE BETTER SATISFACTION LEVELS among all employees irrespective of any positions or departments- Funda is AM I HAPPY OR NOT?
Thanks & Regards,
From India, Hyderabad
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An employee Exit or Entry in an organization, irrespective of position/roles, Departments Designations, is all based on certain duties/Responsibility a person need to take ownership and get his job going well....So, firstly I will not agree with " why this is happening to HR or Developer or PM or CEO or Sales Heads...or anybody as a matter of fact.
For me any person leaves an organization is purely based on his expectations.
Every body has certain push n pulls to enter an organization or exit
Push: Why is that a certain employee wants to leave or what’s making a person to leave....
Pull: What is attracting him/her to other opportunities....
If we understand these pushes and pulls, we will get our answers.....so what I mean to say is, if an employee wants to leave...lets not fix a tag to him/her n evaluate it.
Reasons could be N number of things but lets understand the fact that....leaving decisions are individual decisions....there could be so many things...Not only just company is not good...exposure is not there..Money is not there..Leads are not good ...management is not supportive...politics or anything for that matter...
But then what about the individual person contributions to an organization and to himself?
If individual decisions for Exit are more of PULLs for More of PUSH Factors...why blame organizations and people for that?
If individual decisions for exit are more of PUSH Factors then Pull Facts...then I think its not the sole management responsible but Employee is also party to it.
Therefore what I would like to Says...Exit or Entry issues purely lets not evaluate from Department, Position or any role perspectives....
I Read a lots about people leaving for other internal and external factors but I’ve read very less from individual stand point of view....Performance/Abilities/Competencies of individuals....and when that happens it becomes a big issues and topic for every body to discuss...whts right and whts wrong....BLAME GAME STARTS….
ALL SURVEYS LETS TAKE IT AS OUR GUIDING TOOLS FOR UNDERSTANDING PUSH N PULL OF OURSELVES AND OUR INTERNAL EMPLOYEES.....ALL HR PEOPLE START MAPPING THE SAME AND HIRE RIGHT PEOPLE FOR THE RIGHT JOBS AT THE RIGHT TIME ..THEN WE WILL HAVE BETTER SATISFACTION LEVELS among all employees irrespective of any positions or departments- Funda is AM I HAPPY OR NOT?
Thanks & Regards,
From India, Hyderabad
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Well... said Ravi. If HR himself is like that, then what about the people in the organization... Well, I agree that money matters, but it can be asked/bargained for a raise, increase, or other allowances/benefits. An HR should understand the boss, people, environment, and business.
"YES, HR IS A MOTHER, BUT IT IS ALSO A CHILD."
A child knows he gets everything he wants. An HR should have a childlike attitude and get what he (or the people) wants from his superiors/top management. There is nothing wrong with learning and growing in their career life. HR can change companies/industries when he wants to learn more from other industries/companies, like a child.
Regards from Valbooj
From India, Hyderabad
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"YES, HR IS A MOTHER, BUT IT IS ALSO A CHILD."
A child knows he gets everything he wants. An HR should have a childlike attitude and get what he (or the people) wants from his superiors/top management. There is nothing wrong with learning and growing in their career life. HR can change companies/industries when he wants to learn more from other industries/companies, like a child.
Regards from Valbooj
From India, Hyderabad
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I do agree with you...partly.
In a family of 7: 4 elders earning, 2 old persons retired, and 1 younger studying. What happens when all the 4 want to leave the family because of their personal choices/feelings.
Push/pull strategies are commonly seen as a motherly attitude for the benefit of employees as well as the family.
From India, Hyderabad
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In a family of 7: 4 elders earning, 2 old persons retired, and 1 younger studying. What happens when all the 4 want to leave the family because of their personal choices/feelings.
Push/pull strategies are commonly seen as a motherly attitude for the benefit of employees as well as the family.
From India, Hyderabad
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Hi,
Presently, I am in Canada. There is a tremendous amount of stability concerning HR jobs. I know people who have stayed with private companies for more than 10-15 years and are still working for the same company. However, attrition among technical personnel is not as high as it is in India. When compared with HR individuals, yes, people tend to move after 5-7 years.
As most of us have agreed, there is a major disconnect between HR and other processes/teams within the organization in the Indian job market. We all understand how truly and genuinely important it is for management to recognize the significance of the HR function and involve it in major business decisions. However, in most companies, this aspect is missing. HR is often only informed at the last stage, leaving very little room for any proactive involvement.
Contrastingly, here in Canada, HR is involved from the very beginning of every business decision. This integration is yet to be established strongly in the Indian industry. While there are some companies in India with robust HR processes and practices, it is crucial for these standards to be implemented industry-wide.
I agree that HR professionals also leave companies for similar reasons as any other employee in the organization. Despite being in a position where you have the ability and responsibility to drive changes, you can still find yourself in a situation of 'helplessness' that may force you to leave the company.
Thank you,
Vidhya
From Canada, Calgary
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Presently, I am in Canada. There is a tremendous amount of stability concerning HR jobs. I know people who have stayed with private companies for more than 10-15 years and are still working for the same company. However, attrition among technical personnel is not as high as it is in India. When compared with HR individuals, yes, people tend to move after 5-7 years.
As most of us have agreed, there is a major disconnect between HR and other processes/teams within the organization in the Indian job market. We all understand how truly and genuinely important it is for management to recognize the significance of the HR function and involve it in major business decisions. However, in most companies, this aspect is missing. HR is often only informed at the last stage, leaving very little room for any proactive involvement.
Contrastingly, here in Canada, HR is involved from the very beginning of every business decision. This integration is yet to be established strongly in the Indian industry. While there are some companies in India with robust HR processes and practices, it is crucial for these standards to be implemented industry-wide.
I agree that HR professionals also leave companies for similar reasons as any other employee in the organization. Despite being in a position where you have the ability and responsibility to drive changes, you can still find yourself in a situation of 'helplessness' that may force you to leave the company.
Thank you,
Vidhya
From Canada, Calgary
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Dear Peer,
The result of the survey is applicable to all positions. Humans are a mix of all emotions. Basically, financial security and self-esteem are two major reasons why an employee leaves a job. All of us work only for money and not for passion. Our interests may be different, but we might not earn much from them, which drives us away to make a livelihood. This is a never-ending problem unless we try to analyze the mindset of an employee who is very clear about his life. People are driven by the monkey mind rather than by good old culture.
Now life itself is complicated. In the name of economic and scientific developments, we are further complicating it for our generations.
I am sorry if I had burst or blabbered something.
Regards,
Mahalakshmi
From India, Madras
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The result of the survey is applicable to all positions. Humans are a mix of all emotions. Basically, financial security and self-esteem are two major reasons why an employee leaves a job. All of us work only for money and not for passion. Our interests may be different, but we might not earn much from them, which drives us away to make a livelihood. This is a never-ending problem unless we try to analyze the mindset of an employee who is very clear about his life. People are driven by the monkey mind rather than by good old culture.
Now life itself is complicated. In the name of economic and scientific developments, we are further complicating it for our generations.
I am sorry if I had burst or blabbered something.
Regards,
Mahalakshmi
From India, Madras
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Dear Mr. Pear,
Greetings of the day.
It is an awesome work that you presented. However, the HR community must try to accept the reality of a person whom they are interviewing, i.e., they must strive towards the real reasons and not run behind the fake reasons that may impress them.
From India, New Delhi
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Greetings of the day.
It is an awesome work that you presented. However, the HR community must try to accept the reality of a person whom they are interviewing, i.e., they must strive towards the real reasons and not run behind the fake reasons that may impress them.
From India, New Delhi
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Hi PMS,
I very much agree with your point-3. Actually, if we can take decisions easily and freely, then all tasks pertaining to us become easier, which in turn helps us to be favored by our superiors as well. Consequently, our appraisal will be positive, and the chances of leaving would be reduced.
From Netherlands, Amsterdam
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I very much agree with your point-3. Actually, if we can take decisions easily and freely, then all tasks pertaining to us become easier, which in turn helps us to be favored by our superiors as well. Consequently, our appraisal will be positive, and the chances of leaving would be reduced.
From Netherlands, Amsterdam
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Dear All,
Indeed, the post was very interesting and informative. I read through the replies, especially the last one by Mr. Ravi. I agree with the points mentioned by Mr. Ravi.
In cases where an employee gives resignations, HR knows the reason for the same in 90% of the cases. At times they accept it, and sometimes they try to retain the employee depending on the case and feedback from management towards the resignation of the employee. Any HR would not like to withhold an employee who has made his/her mind for a job shift because it is of no use to make them sit inside when they don't have the interest to work anymore with the organization. Thus, if the reason for the resignation is valid, HRs always accept the resignation and process further.
Regarding the delays and the change in behavior and face reactions, I would say it's more of management's reactions displayed through the HR's face because management never shows such reactions directly to employees; they fire the bullet by keeping a sniper at HR's shoulder, and employees see the face of HR only, not what's behind.
As for the post, I appreciate the point added by Ms. Deepa. It's a really valid one. HRs recognize the performance of an employee based on the feedback collected and reward them. But at the end of the day, everyone leaves for home without even saying thanks to the HR for the effort taken in bringing the recognition to the notice of management. Who is going to recognize their efforts and performance? The answer is management, but do they really do? Rarely.
Such posts really bring us, HRs, together to share our experiences and thoughts with each other. It's really a good one. Thanks to Vinod for starting such a good post.
Regards,
P Umesh
From India, Bangalore
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Indeed, the post was very interesting and informative. I read through the replies, especially the last one by Mr. Ravi. I agree with the points mentioned by Mr. Ravi.
In cases where an employee gives resignations, HR knows the reason for the same in 90% of the cases. At times they accept it, and sometimes they try to retain the employee depending on the case and feedback from management towards the resignation of the employee. Any HR would not like to withhold an employee who has made his/her mind for a job shift because it is of no use to make them sit inside when they don't have the interest to work anymore with the organization. Thus, if the reason for the resignation is valid, HRs always accept the resignation and process further.
Regarding the delays and the change in behavior and face reactions, I would say it's more of management's reactions displayed through the HR's face because management never shows such reactions directly to employees; they fire the bullet by keeping a sniper at HR's shoulder, and employees see the face of HR only, not what's behind.
As for the post, I appreciate the point added by Ms. Deepa. It's a really valid one. HRs recognize the performance of an employee based on the feedback collected and reward them. But at the end of the day, everyone leaves for home without even saying thanks to the HR for the effort taken in bringing the recognition to the notice of management. Who is going to recognize their efforts and performance? The answer is management, but do they really do? Rarely.
Such posts really bring us, HRs, together to share our experiences and thoughts with each other. It's really a good one. Thanks to Vinod for starting such a good post.
Regards,
P Umesh
From India, Bangalore
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Very true reasons .... these kinds of situations prevail every where whether its an consultancy firms or company ...
Now i would sincerely need adivce on how to keep up my self motivation in such circumstances rather than looking out for a change ...
From India, Hyderabad
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Now i would sincerely need adivce on how to keep up my self motivation in such circumstances rather than looking out for a change ...
From India, Hyderabad
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Hi Ravi,
I agree with your views. I personally feel HR should not be bothered with the above-said reasons. In one of the HR workshops, there was a discussion on what the HR should answer if he/she is asked why he/she is looking for a job change. I honestly feel that HR should never give answers like bad management, politics, a bad work environment, and all the negative stuff we see around.
The HR is not supposed to answer in this fashion as he/she (HR division) is the one responsible for creating a conducive environment for the business to prosper. If the HR itself is bothered by such issues, where is the need for an HR in an organization?
I think HR should always portray a mature image to the management and the employees and, more importantly, bridge the gap between employees and management.
It's a big disaster if the HR is demotivated, and the consequent effects could easily be seen in the employees. One thing the HR doesn't realize is that the employees consider the HR as role models.
From India, Kochi
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I agree with your views. I personally feel HR should not be bothered with the above-said reasons. In one of the HR workshops, there was a discussion on what the HR should answer if he/she is asked why he/she is looking for a job change. I honestly feel that HR should never give answers like bad management, politics, a bad work environment, and all the negative stuff we see around.
The HR is not supposed to answer in this fashion as he/she (HR division) is the one responsible for creating a conducive environment for the business to prosper. If the HR itself is bothered by such issues, where is the need for an HR in an organization?
I think HR should always portray a mature image to the management and the employees and, more importantly, bridge the gap between employees and management.
It's a big disaster if the HR is demotivated, and the consequent effects could easily be seen in the employees. One thing the HR doesn't realize is that the employees consider the HR as role models.
From India, Kochi
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Hi all,
The information is timely. HR people, who take care of employees' needs as per the company's policy, are now required to be compensated properly. Their views/proposals need to be duly considered. Rejections need to be properly explained to the HR Head. It is the duty of management to retain talent. Try to analyze the reasons for attrition and review HR policies.
KRK Rao
"If you are in a position to help, never hesitate to help."
From India, Jaipur
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The information is timely. HR people, who take care of employees' needs as per the company's policy, are now required to be compensated properly. Their views/proposals need to be duly considered. Rejections need to be properly explained to the HR Head. It is the duty of management to retain talent. Try to analyze the reasons for attrition and review HR policies.
KRK Rao
"If you are in a position to help, never hesitate to help."
From India, Jaipur
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Dear Mr. Peer,
All the points are absolutely correct, but the points that Mr. K. Ravi had written are also a matter of concern as it's the same kind of problem in most organizations. Attrition due to office politics and relations with superiors should also be considered as a valid reason, as some juniors might have been the victims.
On the other hand, these kinds of problems can never be solved. All you can do is change yourself... (I hope someone has a different solution to this problem).
Best regards,
Shikha
From India, Bangalore
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All the points are absolutely correct, but the points that Mr. K. Ravi had written are also a matter of concern as it's the same kind of problem in most organizations. Attrition due to office politics and relations with superiors should also be considered as a valid reason, as some juniors might have been the victims.
On the other hand, these kinds of problems can never be solved. All you can do is change yourself... (I hope someone has a different solution to this problem).
Best regards,
Shikha
From India, Bangalore
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100% agreed with Mr. K. Ravi. I just want to say that the issue raised by PMS was important and pressing because of what KR stated.
Why is the so-called "heart of the organization" or "mother" not satisfied with his/her work in the organization?
Regards,
Puneet
From India, Ajmer
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Why is the so-called "heart of the organization" or "mother" not satisfied with his/her work in the organization?
Regards,
Puneet
From India, Ajmer
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Hi PMS,
Indeed, a good thought on why HR people leave. Also, I feel somewhere it is the pressure that they face because they are the eyes, ears, and face of the management. At times, being an HR professional, you get into a situation where neither the management is wrong nor the employee! Some of our friends are able to sail through such situations, but there might be others who just give in. Such issues are mostly faced by the first level interacting HRs who act as a sounding board for the employees.
But again, that's what we HR people are all about: sorting out human issues and providing them resources for their development, resulting in the individual's overall development.
Regards,
Shailly
From India, Varanasi
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Indeed, a good thought on why HR people leave. Also, I feel somewhere it is the pressure that they face because they are the eyes, ears, and face of the management. At times, being an HR professional, you get into a situation where neither the management is wrong nor the employee! Some of our friends are able to sail through such situations, but there might be others who just give in. Such issues are mostly faced by the first level interacting HRs who act as a sounding board for the employees.
But again, that's what we HR people are all about: sorting out human issues and providing them resources for their development, resulting in the individual's overall development.
Regards,
Shailly
From India, Varanasi
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Dear Mr. Sardar,
Your survey is good, and the points you mentioned are absolutely correct. If we consider HR professionals as employees like any other department colleague, these findings are equally applicable to others as well. I agree with Mr. K Ravi who tried to link the HR reasons with others. Now, as HR professionals, what we can try to do is minimize the politics and relationship gap. Efforts to improve and awaken others in the gray areas through OD interventions by external experts.
P. Suresh
[quote=M. Peer Mohamed Sardhar;445618]
From India, Pune
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Your survey is good, and the points you mentioned are absolutely correct. If we consider HR professionals as employees like any other department colleague, these findings are equally applicable to others as well. I agree with Mr. K Ravi who tried to link the HR reasons with others. Now, as HR professionals, what we can try to do is minimize the politics and relationship gap. Efforts to improve and awaken others in the gray areas through OD interventions by external experts.
P. Suresh
[quote=M. Peer Mohamed Sardhar;445618]
Why HR Professionals leave the organization?
From India, Pune
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Hello everyone,
Besides all the reasons covered in the survey, my experience of over 40 years makes me believe that most of the HR professionals leave the organization if:
(i) At Senior Level: the company management does not give adequate powers even to the Head HR to make decisions, and as a functional head, he/she does not report directly to the CEO.
(ii) At Middle & Junior Level: their own bosses (Head HR/Senior HR Managers) are outdated personalities who understand little about modern HR practices, do not believe in introducing technology in the HR environment of the company, and prefer to carry on with their routine and mundane style of functioning. This results in frustration for forward-looking professionals who have joined the organization after graduating from a reputed B-school. Today's young executives want online HR systems and are not keen to dig into files to extract information. They enjoy working on computers, analyzing employee data, and projecting new thoughts on how to manage the workforce. They want to deliver against well-defined goals, want a performance-driven culture in the organization, and are very keen on their own growth. If their bosses are allergic to creating such a culture, they will prefer migrating to another company for higher job satisfaction.
We, the senior HR professionals, should get a wake-up call if we don't want to lose our highly energetic young executives. We have to revisit their job descriptions and introduce goal-based accountability for each new entrant in the organization. Let us help the CEO in driving performance across the organization by streamlining our systems and utilizing the potential of these young talented people.
B K Bhatia
From India, Delhi
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Besides all the reasons covered in the survey, my experience of over 40 years makes me believe that most of the HR professionals leave the organization if:
(i) At Senior Level: the company management does not give adequate powers even to the Head HR to make decisions, and as a functional head, he/she does not report directly to the CEO.
(ii) At Middle & Junior Level: their own bosses (Head HR/Senior HR Managers) are outdated personalities who understand little about modern HR practices, do not believe in introducing technology in the HR environment of the company, and prefer to carry on with their routine and mundane style of functioning. This results in frustration for forward-looking professionals who have joined the organization after graduating from a reputed B-school. Today's young executives want online HR systems and are not keen to dig into files to extract information. They enjoy working on computers, analyzing employee data, and projecting new thoughts on how to manage the workforce. They want to deliver against well-defined goals, want a performance-driven culture in the organization, and are very keen on their own growth. If their bosses are allergic to creating such a culture, they will prefer migrating to another company for higher job satisfaction.
We, the senior HR professionals, should get a wake-up call if we don't want to lose our highly energetic young executives. We have to revisit their job descriptions and introduce goal-based accountability for each new entrant in the organization. Let us help the CEO in driving performance across the organization by streamlining our systems and utilizing the potential of these young talented people.
B K Bhatia
From India, Delhi
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People leaving is a measure of the HR Policies and environment in an organisation. We as HR professionalas are responsible for this. Should theree be a drive to improve the HR Environs? Pradeep
From India, Lucknow
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From India, Lucknow
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I feel that just because the role of HR is not quantifiable or can be judged based on figures, the senior management, after a while, starts thinking about what HR is actually doing apart from hiring and retaining staff. They fail to realize that these are the two key functions essential to keep an organization growing. Instead of recognizing HR as the backbone of the company, they tend to believe that only departments like sales, marketing, accounting, and operations are the ones contributing significantly (no offense intended to these departments). Due to this perception, HR employees start feeling undervalued within the organization and eventually begin seeking other opportunities.
Thanks,
Amika
From India, New Delhi
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Thanks,
Amika
From India, New Delhi
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Every department in an organization has to have 'metrics' that are quantifiable, and HR is no different.
HR has to be able to measure its effectiveness and the ROI for the investment in the people and resources.
From United Arab Emirates, Dubai
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HR has to be able to measure its effectiveness and the ROI for the investment in the people and resources.
From United Arab Emirates, Dubai
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Dear Mr Peer Its very interesting pieceof information ans survey..from this i can understand the attrition rate in HR professionals for the companies is also high.
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Insofar as what Vidhya states about HR being easier than other fields, well, to us it is. To an Engineer/Doctor, it may not be. Well, anyone could turn around and find the above unpalatable. In such a case, I would agree; nevertheless, others do not enjoy this work and find themselves comfortable as engineers and doctors. We do this work because we enjoy doing it, we can contribute to its advancement, and most importantly, we are satisfied doing it. At least I am. And I enjoy many other things as long as they are learning experiences. HR work facilitates me to achieve other objectives.
As for the developments in HR, it is a foregone conclusion that its objectives require one to concentrate on the work, be responsible to the organization and its employees, and possess a generous amount of leadership and management qualities.
Regards,
Pradeep Bajaj
From India, Lucknow
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As for the developments in HR, it is a foregone conclusion that its objectives require one to concentrate on the work, be responsible to the organization and its employees, and possess a generous amount of leadership and management qualities.
Regards,
Pradeep Bajaj
From India, Lucknow
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yes it really very good data compliation.I would say personally that having very less decision making power and learning opporunity,lack of HR vision would count more ..
From India, Mumbai
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From India, Mumbai
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Wonder whether the "Why people leave an organisation, also has something to do with recessions"? Pradeep Bajaj
From India, Lucknow
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From India, Lucknow
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Hi All,
I'd like to agree with Peer Mohammed to an extent as he has given the results of his survey which are correct to some extent in the real world. However, the order of these grievances, or for that matter reasons for leaving, is yet to be decided as it can vary from person to person and situation to situation. In my opinion, recognition is the main issue that most HR departments are facing quite frequently in today's organizations. There is still a long way to go in making it a reality for most organizations that HR is one of the most important functions in the company. At this point in time, the problem lies in the mindset of the employers as they do not want to give due respect and importance to the HR department. Consequently, HR professionals are suffering.
"It takes very little to make someone smile."
Sincerely,
Fahad Arif
From Pakistan, Karachi
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I'd like to agree with Peer Mohammed to an extent as he has given the results of his survey which are correct to some extent in the real world. However, the order of these grievances, or for that matter reasons for leaving, is yet to be decided as it can vary from person to person and situation to situation. In my opinion, recognition is the main issue that most HR departments are facing quite frequently in today's organizations. There is still a long way to go in making it a reality for most organizations that HR is one of the most important functions in the company. At this point in time, the problem lies in the mindset of the employers as they do not want to give due respect and importance to the HR department. Consequently, HR professionals are suffering.
"It takes very little to make someone smile."
Sincerely,
Fahad Arif
From Pakistan, Karachi
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...because as per the HR world, whenever any employee is asked this question "WHY?" and he replies "office politics" or "superior relations" in an interview, he is not recruited, and the HR believes these are not issues to leave organizations.
Experienced HR professionals, senior managers, and organizational development professionals have historically recognized that people leave organizations primarily because of the manager. Either the relationship is non-supportive, or in the worst cases, antagonistic, or the manager and the employee have differing work styles or objectives.
You state that you cannot say "office politics" or "superior relationships." I would comment that you can... it just depends on HOW you relate them, and the level of your experience in the world of work.
If a fresh grad or new office assistant speaks to me of "office politics," I try to understand what the scenario was BEFORE I dismiss them as not having enough workplace understanding or maturity to cope with the ups and downs of work life.
If a senior professional identifies a scenario of poor fit with management ideology or a lack of alignment between their career goals and that of the organization, it can be a more than satisfactory reason for departure.
I have resigned from positions because of a "poor fit" or that the direction my employer was embarking upon and how and where I wanted to contribute my talent were no longer compatible.
Lastly, so much research shows that when people have at least a livable wage, money is NOT the prime motivator for leaving; it's often some other reason entirely, even at more junior levels.
People want to feel that their contributions at whatever level matter to the organization and that they are valued.
When an HR professional feels that they are seen solely as a paper pusher or the one who does exactly what seniors desire without having the opportunity to offer best practice recommendations, they leave in droves.
Superior talent always finds a new home where they can continue to grow.
Regards,
Bruncha
From United Arab Emirates, Dubai
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Experienced HR professionals, senior managers, and organizational development professionals have historically recognized that people leave organizations primarily because of the manager. Either the relationship is non-supportive, or in the worst cases, antagonistic, or the manager and the employee have differing work styles or objectives.
You state that you cannot say "office politics" or "superior relationships." I would comment that you can... it just depends on HOW you relate them, and the level of your experience in the world of work.
If a fresh grad or new office assistant speaks to me of "office politics," I try to understand what the scenario was BEFORE I dismiss them as not having enough workplace understanding or maturity to cope with the ups and downs of work life.
If a senior professional identifies a scenario of poor fit with management ideology or a lack of alignment between their career goals and that of the organization, it can be a more than satisfactory reason for departure.
I have resigned from positions because of a "poor fit" or that the direction my employer was embarking upon and how and where I wanted to contribute my talent were no longer compatible.
Lastly, so much research shows that when people have at least a livable wage, money is NOT the prime motivator for leaving; it's often some other reason entirely, even at more junior levels.
People want to feel that their contributions at whatever level matter to the organization and that they are valued.
When an HR professional feels that they are seen solely as a paper pusher or the one who does exactly what seniors desire without having the opportunity to offer best practice recommendations, they leave in droves.
Superior talent always finds a new home where they can continue to grow.
Regards,
Bruncha
From United Arab Emirates, Dubai
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Hi Peer,
An excellent survey made agree to all the points.
I have some queries which I would like to discuss here as I could see relevant feedback popping. Please guide me on my query below. Hope you don't mind me sharing my views and seeking opinions.
I'm an IT Recruiter with 3+ years of IT experience in Hardcore recruitments. I would like to initiate a process for unprofessional employees we come across in our day-to-day life of recruitments. By nonprofessionals, I mean candidates who are not serious about job changes but still go ahead with interview procedures, those who always give excuses for not attending a personal interview despite being in the same city, candidates who accept an offer and then never respond to calls, avoid communications, and engage in other unprofessional activities.
I understand that it's a task that a recruiter has to inculcate within themselves, but there are some candidates who can be smarter as well, and a recruiter can't always tackle it. Sometimes they may be wrong in identifying a prospective candidate.
In short, I would like to start a process wherein we can BLACKLIST a particular candidate found UNPROFESSIONAL. We (I mean the HR, Recruiters) should actually publish the names of the candidates who do so, after all, we are the people who face difficulties. I may be wrong as well.
Just would like to know a few opinions on the same, and if someone disagrees, let me know a substitute for the same.
NEED A FEW SUGGESTIONS ON THIS
Thanks,
Gauri
Feel free to reach me at:
From India, Pune
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An excellent survey made agree to all the points.
I have some queries which I would like to discuss here as I could see relevant feedback popping. Please guide me on my query below. Hope you don't mind me sharing my views and seeking opinions.
I'm an IT Recruiter with 3+ years of IT experience in Hardcore recruitments. I would like to initiate a process for unprofessional employees we come across in our day-to-day life of recruitments. By nonprofessionals, I mean candidates who are not serious about job changes but still go ahead with interview procedures, those who always give excuses for not attending a personal interview despite being in the same city, candidates who accept an offer and then never respond to calls, avoid communications, and engage in other unprofessional activities.
I understand that it's a task that a recruiter has to inculcate within themselves, but there are some candidates who can be smarter as well, and a recruiter can't always tackle it. Sometimes they may be wrong in identifying a prospective candidate.
In short, I would like to start a process wherein we can BLACKLIST a particular candidate found UNPROFESSIONAL. We (I mean the HR, Recruiters) should actually publish the names of the candidates who do so, after all, we are the people who face difficulties. I may be wrong as well.
Just would like to know a few opinions on the same, and if someone disagrees, let me know a substitute for the same.
NEED A FEW SUGGESTIONS ON THIS
Thanks,
Gauri
Feel free to reach me at:
From India, Pune
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Dear Mr. Vinod Bidwaik,
Your survey is true, and I accept all the 7 points you have mentioned therein. Especially, I vouchsafe and boldly accept your 7th point, which is not 21% true but 99% reality.
I am working in an organization that has a brand name. However, my HOD, being under an extended period beyond retirement, tortures everyone by calling discussions for unworthy things and wasting our time at least 3 hours a day.
Almost within one year, 19 persons joined our organization and left the service, forgoing one month's salary.
The present set of 16 staff are already looking for a changeover.
Despite knowing the fact very well, the Management has given another extension for one more year and will get 2 more extensions until she attains 65 years.
The worst thing is, we staff are working very hard, but the management increased her salary by 90%.
Almost all the Management looks alike, and the sufferers who put sustained effort hope for a dawn.
Thanks and sorry to bother you. My best wishes for your future surveys. Please keep posting such surveys.
Thanks and I remain,
K.C. Seshadri
From India, Madras
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Your survey is true, and I accept all the 7 points you have mentioned therein. Especially, I vouchsafe and boldly accept your 7th point, which is not 21% true but 99% reality.
I am working in an organization that has a brand name. However, my HOD, being under an extended period beyond retirement, tortures everyone by calling discussions for unworthy things and wasting our time at least 3 hours a day.
Almost within one year, 19 persons joined our organization and left the service, forgoing one month's salary.
The present set of 16 staff are already looking for a changeover.
Despite knowing the fact very well, the Management has given another extension for one more year and will get 2 more extensions until she attains 65 years.
The worst thing is, we staff are working very hard, but the management increased her salary by 90%.
Almost all the Management looks alike, and the sufferers who put sustained effort hope for a dawn.
Thanks and sorry to bother you. My best wishes for your future surveys. Please keep posting such surveys.
Thanks and I remain,
K.C. Seshadri
From India, Madras
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ya sir you are absolutely right I too left the job by the colleagues around me as well as peculiar management unsuitable to me.
From India, Indore
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From India, Indore
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HR Manual (Employee Hand Book).doc