Align the fulfilment of individual’s core needs with organisational requirement
Response to: Are companies incapable of retaining young talent?
“There was a time when good working conditions, above par pay and perks could motivate people to stay and perform. However, today the ‘Bleeding Human Capital’ rates range from 30 to 40 per cent across levels.”
“There is a feeling, especially among HR Managers, that while there is market dynamics involved in the demand-supply gap, there certainly is a need to find better ways to retain the knowledge workers deficiencies like the inability to influence the employees’ perception of growth, not aligning roles to talent and inflexibility in leadership styles are causing major conflicts at a very intrinsic level, resulting in employees opting for the proverbial ‘easy way out.’”
“Organisations need to train their managers to motivate people working under them. Beyond a point, an employee’s primary need has less to do with money, and more to do with how he’s treated and how valued he feels.”
“At Rapidigm we feel that the key to preventing frequent switchovers is to have a stronger vision and values, well-structured training modules and transparency in career growth, active communication, employee care competitive and monetary benefits in its true spirit where our employees are treated as our key customers.”
“We constantly ask ourselves – ‘Can we align the fulfilment of individual’s core needs with the organisational requirement?’ Praise is given for a job completed or a job well done. Encouragement is given for effort or improvement.”
“Make job descriptions detailed and specific. Meet regularly with staff to discuss progress and encourage improvement”
“Research shows that people stay in organisations for the following reasons: a chance to learn and grow, a good boss, meaningful, challenging work, and great people to work with.”
“Beyond that, retention strategies include things like flexibility, fun on the job, and the feeling of being respected.”
“So, before you jump to the ‘money as reward’ solution, check to see if your people are getting those needs met.”
Rajkumari Achtani, Human Resource Head, Rapidigm (India) Ltd, Pune.
“There was a time when good working conditions, above par pay and perks could motivate people to stay and perform. However, today the ‘Bleeding Human Capital’ rates range from 30 to 40 per cent across levels.”
“There is a feeling, especially among HR Managers, that while there is market dynamics involved in the demand-supply gap, there certainly is a need to find better ways to retain the knowledge workers deficiencies like the inability to influence the employees’ perception of growth, not aligning roles to talent and inflexibility in leadership styles are causing major conflicts at a very intrinsic level, resulting in employees opting for the proverbial ‘easy way out.’”
“Organisations need to train their managers to motivate people working under them. Beyond a point, an employee’s primary need has less to do with money, and more to do with how he’s treated and how valued he feels.”
“At Rapidigm we feel that the key to preventing frequent switchovers is to have a stronger vision and values, well-structured training modules and transparency in career growth, active communication, employee care competitive and monetary benefits in its true spirit where our employees are treated as our key customers.”
“We constantly ask ourselves – ‘Can we align the fulfilment of individual’s core needs with the organisational requirement?’ Praise is given for a job completed or a job well done. Encouragement is given for effort or improvement.”
“Make job descriptions detailed and specific. Meet regularly with staff to discuss progress and encourage improvement”
“Research shows that people stay in organisations for the following reasons: a chance to learn and grow, a good boss, meaningful, challenging work, and great people to work with.”
“Beyond that, retention strategies include things like flexibility, fun on the job, and the feeling of being respected.”
“So, before you jump to the ‘money as reward’ solution, check to see if your people are getting those needs met.”
Rajkumari Achtani, Human Resource Head, Rapidigm (India) Ltd, Pune.
posted by Swati CA @ 12:59 PM
1 Comments:
At 12:16 AM,
Anonymous said…
I am a person who worked as a Marketing Executive and I quickly realised that I would do better in analysis and hence quit the job. I think youngsters might switch jobs til they identify the job most suitable for them. If the company does not want to lose a person it must recruit one whose interests, skill set and talent match the job. This is easier said than done because most often during interview the candidate might seem to be genuinely interested in the job. ---Soni Achuthan, Alleppey, Kerala.
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