A RESURGENT ECONOMY AND WAR FOR talent has increased attrition beyond the normal level across sectors. While instances of mass exodus are yet to take place, HR experts say its high time that bosses take note to prevent such a crisis. Writankar Mukherjee spoke to a cross-section of seasoned HR professionals on how bosses can take guard and boost employee morale.
Make the office a learning ground
Research has shown people don’t change jobs just for money. It is the job profile and the ability to learn within a organisation which often becomes a deciding factor. More so, in case of today’s generation of professionals who want to learn and move up the ladder fast. “When bosses and organisations continuously help an employee develop their capabilities, they will not quit as they have a sense of enrichment. Bosses should give correct feedback to employees on their performance, help them learn on the job and build their capabilities,” says AkzoNobel India’s HR director Sangeeta Pandey.
Chart the employee’s growth
HR experts say employees who know in advance their growth plan within an organisation are much more motivated. “Even though youngsters tend to change jobs every two years, they do so for career growth. So, why not show employees their future career growth within the current organisation, which highlights their potential salary and future role?” says YV Verma, COO at LG Electronics India.
Reward and recognise
Like talent management should ideally be a year-round phenomena for every employee-friendly company, so should be reward and recognition. “Giving a pat at the back at the right time is important. Such rewards or recognition then becomes a kind of psychic income. It sends the message that employees come before customers,” says Max India Group director (human capital) P Dwarkanath, a veteran HR professional.
Make your company a dynamic one
The best way to boost employee morale is by constantly evolving their role and responsibilities. HR experts say organisations should be dynamic enough to offer that challenge to their employees. Top performers like new challenge and tends to get bored doing the same thing for a long time. Godrej Consumer Products VP (HR) Rahul Gama admits it is like walking on a tight rope when it comes to balancing a person’s tenure in a role and ensure he does not quit for delay in upward movement. “Rotation of professionals in different roles is a must to ensure equitable growth of the organisation and individual,” says Gama. Godrej tends to rotate an employee’s role every three years.
Identify the employee’s sweet spot
HR experts say bosses should identify an employee’s sweet spot, be it job security, faster growth, desire to work out of a particular location, or be part of a new business, and try to nurture it. “People work for themselves and not for an employer. Each boss should know the eco-system of an employee well enough. And then give him the ability to perform, which if he lives up to then compensate him adequately and nurture his emotional and sentimental well-being. These should be the responsibility of all bosses,” says Ajit Isaac, HR analyst and MD at Ikya Human Capital Solutions.
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