Job Attrition, Employee leave in an organization

Attrition of Talent

Talented employees leaving their jobs is an alarming development for most organizations. This article explores the empowerment of managers in arresting this trend.

Do we have the answers?

Are we using the right processes to identify new hires?

Do we know why our employees leave our company?

Are managers given tools to identify talent and reward performance? Do they have the skills to use these tools?

Do we have a system to develop potential?

Views & Reviews

Right candidate for the right job. One important aspect of hiring is in defining the job responsibilities of the new-hire.

Do the hiring managers give adequate details on the job requirement?

Are the line managers involved in the short-listing and interview process.

Are the job-descriptions consistent and available to all people in the hiring process.

Without well defined job-descriptions that are available to all people in the recruitment process, it may be difficult to identify the right candidates. Most attrition happens because we try to fit a round peg in a square hole.

Offboarding. “No one utilizes my capability & capacity for work”, said one employee in an exit interview. In organizations where no process exists to manage Offboarding, there may be many such unnoticed employee separations.

HR Strategy. Most management teams are focused on increasing revenues & profits. While it is true that most organizations exist primarily for financial growth, it is important to realize that this growth is not sustainable without keeping a unified and integrated HR strategy in mind.

Tracking achievements. Employees are hired based on their past experience and track-record and it is assumed that they will do well in the new job. However, actual performance is a true test of their capabilities.

If you can’t assign goals and track achievements periodically, how do you differentiate between the performers and non-performers – and reward them appropriately? This may frustrate talented employees and they may look elsewhere – where they are appreciated more.

Planning Growth. Without capabilities to assign and track goals, managers cannot look at the performance of their reportees objectively.

Employees cannot be counseled regularly and effectively.

Performance evaluation tends to be subjective with primary aim being completion of the performance appraisal process.

Development needs cannot be identified at line-manager level.

It is difficult to launch schemes that recognize performers – such as Pay for Performance

Training is not effective and does not map to required development needs.

In such a scenario, how do you plan the growth of high potential employees?

Our experience indicates that over a period of time those employees quit, who are not recognized adequately yet have the maximum capability to deliver. They perceive that their current organization can not offer them the challenges, growth & recognition matching with their career ambitions.