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People leave Managers & not Companies
Human Resources » Employee Relations

Chrm Message From: shawn Total Posts: 40 Join Date: 16/08/2006
Rank: Executive Post Date: 28/08/2006 04:15:54 Points: 200 Location: United States

Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or simply for just one reason 'pak gaya'. This article might just throw some light on the matter...... After reading it I realised how true the subject line of this mail is.

Early this year, Arun, an old friend who is a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO of this company, charismatic man often quoted in the business press for his visionary attitude.

The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food. Twice Arun was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined. "It's a real high working with such cutting edge technology." Last week, less than eight months after he joined, Arun walked out of the job.

He has no other offer in hand but he said he couldn't take it anymore. Nor, apparently, could several other people in his department who have also quit recently. The CEO is distressed about the high employee turnover. He's distressed about the money he's spent in training them. He's distressed because he can't figure out what happened.

Why did this talented employee leave despite a top salary? Arun quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called First Break All The Rules.

It came up with this surprising finding: If you're losing good people, look to their immediate supervisor. More than any other single reason, he is the reason people stay and thrive in an organization. And he's the reason why they quit, taking their knowledge, experience and contacts with them. Often, straight to the competition.

"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman. "So much money has been thrown at the challenge of keeping good people - in the form of better pay, better perks and better training - when, in the end, turnover is mostly manager issue." If you have a turnover problem, look first to your managers. Are they driving people away?

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. Much of this depends directly on the immediate manager. And yet, bad bosses seem to happen to good people everywhere. A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. You can leave one job to find - you guessed it, another wolf in a pin-stripe suit in the next one.

Of all the workplace stressors, a bad boss is possibly the worst, directly impacting the emotional health and productivity of employees.

HR experts say that of all the abuses, employees find public humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he starts looking for another job. When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information.

Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job." Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over seemingly trivial issue.

It isn't the 100th blow that knocks a good man down. It's the 99 that went before. And while it's true that people leave jobs for all kinds of reasons- for better opportunities or for circumstantial reasons, many who leave would have stayed - had it not been for one man constantly telling them, as Arun's boss did: "You are dispensable. I can find dozens like
you." While it seems like there are plenty of other fish especially in today's waters, consider for a moment the cost of losing a talented employee.

There's the cost of finding a replacement. The cost of training the replacement. The cost of not having someone to do the job in the meantime. The loss of clients and contacts the person had with the industry. The loss of morale in co-workers. The loss of trade secrets this person may now share with others. Plus, of course, the loss of the company's reputation. Every person who leaves a corporation then becomes its ambassador, for better or for worse.

We all know of large IT companies that people would love to join and large television companies few want to go near. In both cases, former employees have left to tell their tales. "Any company trying to compete must figure out a way to engage the mind of every employee," Jack Welch of GE once said. Much of a company's value lies "between the ears of its employees". If it's bleeding talent, it's bleeding value.

Unfortunately, many senior executives busy traveling the world, signing new deals and developing a vision for the company, have little idea of what may be going on at home.

That deep within an organization that otherwise does all the right things, one man could be driving its best people away.

What say people ??


Chrm Message From: david Total Posts: 26 Join Date: 16/08/2006  
Rank: Executive Post Date: 28/08/2006 06:23:43 Points: 130 Location: United States

Dear shawn and colleagues,

It's true indeed, I believe it's 60% because of immediate supervisors and remaining 40% for several other reasons.

An immediate supervisor has to identify the talent of an employee, appraise him/her and at the same time if there is any gap, train him/her. That is the best way to gain the confidence of the employee, and inturn employee will trust the manager. It increases the mutual understanding between them, who knows; this manager could become a role model to that employee.

Talent if not identified or appreciated would be a demotivating factor for the employee. As rightly pointed out blaming an employee in front of his/her colleagues has proven disastrous in several cases.

If you want to blame or point a finget at him/her, do it personally and opposite should be done in case of appraise. If a manger wants to give a pat on the back, do that infront of all his/her colleagues. This will definitely boost employee morale and he /she shows more gratitude towards the organisation.

Expecting more from our friends.


Chrm Message From: kaushik Total Posts: 61 Join Date: 16/08/2006  
Rank: Manager Post Date: 28/08/2006 08:51:54 Points: 305 Location: United States

We have been talking on these lines since quite few years now, but it surprises me that no efforts (if at all) are taken by the management of the company to recognise this serious issue which is eating away the performance of not only a department, but the entire operations. Just imagine, if  people don't leave their managers, it directly brings down the concentration from several functions. We are only concentrating on reducing attrition levels, retaining talent, exit interviews whereas the need of the hour is to focus on issues of empoyer-employee relationships. Why not give this a try and see for ourselves as to where the attrition curve lies on the graph.

Any more views ???



Chrm Message From: madure Total Posts: 278 Join Date: 16/08/2006  
Rank: Coach Post Date: 28/08/2006 09:41:07 Points: 1440 Location: United States

Here is what was dicovered in the last CIPD -Lond survey on employee retention.

Why do people leave organisations?

Employees resign for many different reasons. Sometimes it is the attraction of a new job or the prospect of a period outside the workforce which 'pulls' them, on other occasions they are 'pushed' due to dissatisfaction in their present jobs to seek alternative employment. Sometimes it is a mixture of both pull and push factors. For a fourth group reasons for leaving are entirely explained by domestic circumstances outside the control of any employer, as is the case when someone relocates with their spouse or partner.

Recent research strongly suggests that push factors are a great deal more significant in most resignations than most managers appreciate. It is relatively rare for people to leave jobs in which they are happy, even when offered higher pay elsewhere. Most staff have a preference for stability.

It is important to appreciate that the reasons people give for their resignations are frequently untrue or only partially true. The use of exit interviews is widespread yet they are notoriously unreliable, particularly when conducted by someone who may later be asked to write a reference for the departing employee. They are reluctant to voice criticism of their managers, colleagues or the organisation generally, preferring to give some less contentious reason for their departure.

Recent CIPD research highlights the importance of front line managers and how their behaviour relates directly to the levels of commitment, motivation and satisfaction reported by employees. A poor relationship with a line manager can be an important reason for individuals leaving their organisation, but its significance can be masked as a result of the difficulties associated with exit interviews mentioned above.

A lack of training and developmental opportunities is also major reason for voluntary turnover.

Early leaving

In the high turnover industries in particular, a great deal of employee turnover consists of people resigning or being dismissed in the first few months of employment. Even when people stay for a year or more, it is often the case that the decision to leave sooner rather than later is effectively taken in the first weeks of employment. Poor recruitment and selection decisions, both on the part of the employee and employer, are usually to blame, along with poorly designed or non-existent induction programmes.

Expectations are often raised too high during the recruitment process, leading people to compete for and subsequently to accept jobs for which they are in truth unsuited. Organisations do this in order to ensure that they fill their vacancies with sufficient numbers of well-qualified people as quickly as possible. However, over the longer term the practice is counter-productive as it leads to costly, avoidable turnover and the development of a poor reputation in local labour markets.


Chrm Message From: jigar Total Posts: 61 Join Date: 16/08/2006  
Rank: Manager Post Date: 29/08/2006 00:48:31 Points: 305 Location: United States

An employee may join a company because of its prestige and reputation, but it's the employee's relationship with his or her immediate supervisor that determines how long the employee stays and how productive he or she will be. Today, eight out of ten employees report that they are not managed in a way that brings out the best they have to offer. They know that the parking brake is on.

It doesn't have to be this way. In the future, we can build organizations that are highly motivating and engaging. We can begin by catching ourselves, our teammates, and even our bosses doing things right. We can build organizations that bring out the best in all of us.

You can be a catalyst. In your day-to-day interactions you have the ability to influence the people around you. People want to be treated as an individual worthy of basic respect. They want someone to take interest in them and to help them succeed. What people really want is someone to inspire them. It could be you!



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