Dear members, a survey report on employee engagement has been published in *Business Standard* dated July 12, 2018. Click the following link to refer to it: [I love my job, but I'll still quit if I can, says 1 of 4 employees in study](https://www.business-standard.com/article/pti-stories/despite-great-pride-in-current-job-1-in-4-employees-may-still-quit-report-118071200640_1.html).
Comments: The survey report shows that employee engagement fails to contain attrition. A contrasting situation exists wherein engaged employees are ready to quit if they get a better opportunity. Therefore, a question arises as to whether HRs, who are obsessed with employee engagement, should be investing their time and energy in this activity. Or is it that HRs should invest their time and energy in engagement activities, at least while employees are with them? Otherwise, if employee engagement activities are stopped, they may become disengaged, leading to more attrition. So what is the truth?
HR professionals may provide their valuable opinions after reading the survey report.
Thanks,
Dinesh Divekar
From India, Bangalore
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8072Comments: The survey report shows that employee engagement fails to contain attrition. A contrasting situation exists wherein engaged employees are ready to quit if they get a better opportunity. Therefore, a question arises as to whether HRs, who are obsessed with employee engagement, should be investing their time and energy in this activity. Or is it that HRs should invest their time and energy in engagement activities, at least while employees are with them? Otherwise, if employee engagement activities are stopped, they may become disengaged, leading to more attrition. So what is the truth?
HR professionals may provide their valuable opinions after reading the survey report.
Thanks,
Dinesh Divekar
From India, Bangalore
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"Look out for more competitive compensation, linkage of rewards with performance, and career advancement."
These desires of employees are not in the hands of HR. HR can try to keep employees engaged and happy, but ultimately, they cannot do much if qualified and capable employees feel they can do better elsewhere and decide to leave. What HR can probably do is plan for succession in case key employees leave, focusing on training so that the exit of key employees does not hamper the organization.
HR should focus on a recruitment strategy to ensure a steady flow of new employees from time to time while keeping an eye on salary levels for various jobs in the market and ensuring a fair system of rewards. The wandering mind of human beings and dissatisfaction with remaining in one job/place is always to be kept in mind.
From India, Pune
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These desires of employees are not in the hands of HR. HR can try to keep employees engaged and happy, but ultimately, they cannot do much if qualified and capable employees feel they can do better elsewhere and decide to leave. What HR can probably do is plan for succession in case key employees leave, focusing on training so that the exit of key employees does not hamper the organization.
HR should focus on a recruitment strategy to ensure a steady flow of new employees from time to time while keeping an eye on salary levels for various jobs in the market and ensuring a fair system of rewards. The wandering mind of human beings and dissatisfaction with remaining in one job/place is always to be kept in mind.
From India, Pune
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Though it may appear to be an oxymoron, from my experience, the header from Business Standard is factual. I am engaged and fully committed to my organization, but that does not mean I will not be on the lookout for greener pastures. Highly motivated employees look for competitive compensation (their horizon is not limited to state or national level; it could be international as one regularly interacts with multinational agencies), managerial freedom or the lack of it, the scope for creativity or imagination, growth opportunities, challenges ahead, and the managerial style of the organization. They compare their present situation with better or best practices elsewhere. While they remain loyal and fully committed to the present organization, they always dream of better days elsewhere.
From India, Mumbai
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From India, Mumbai
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Dear Colleagues,
The basic premise that employee engagement programs make employees engaged is questionable. Employee engagement programs should nevertheless be carried out in the organization, but expecting them to always result in better satisfaction, efficiency, and lower attrition rates is utopian.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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The basic premise that employee engagement programs make employees engaged is questionable. Employee engagement programs should nevertheless be carried out in the organization, but expecting them to always result in better satisfaction, efficiency, and lower attrition rates is utopian.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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Employee Engagement – Scaling Down Attrition.pdf
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