Resignation / Retention: A Page In People Management

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When resignations are rampant and the attrition rate spikes, all the eyes invariably turns on the eyes of the HR as scapegoats, when nothing concrete comes out as evidence for the exit . other than speculations flying thick and fast which twirls into wild rumours, the real reason for someone’ departure is never disclosed, for whatever reasons.

Some of the most heard is “blame the manager”. Fine. What happens if the manager quits? Blame the manager who managed the manager? We can keep going round in circles. The bottom-line – the person was either willing to go or forced to leave. The reasons can be anything – from conjectures to outright conclusions.

Pinning on a person fails to make sense. Rather look at the person leaving. Particularly HR. The HR derives no pleasure as they alone know better the ‘cost of hire’ right from advertising about openings to screening resume and shortlisting and hoping the candidate will clear the countless rounds of interview so that they can close the file or requirement. It can be daunting in cost and effort. And it gets tough on the Hiring manager to bring the ‘new hire’ to speed, the transition in timeline will sometimes roll into months. So overall, it is an expensive exercise that no one wants unless or otherwise forced to engage. Rather, it is far more prudent to retain than release. That’s why many companies consider to ‘talk it through’ the pain points that made the employee severe ties.

And what could be the pain points? The data points collected from various exit interviews and successful retention discussions were pooled and the most striking listed :

Stagnation. When an employee feels grinding the same stone with nothing new but regular, routine, monotonous work, frustration boils and resentment builds badly seeking a release. That’s when they look around. Everyone has an axe to grind. When you do something repeatedly, that’s called monotony or specialist?  Its your take. Somehow the passion in you has replaced with pressure.

Stunning Offer: something you can’t resist or refuse. Obviously, it far better than where you are that has made up your mind to move. A great work culture, exciting job responsibilities, eye-popping package with perks and all the freebies and holidays. Sometimes, the allure with the offer tantalizing which is hard to let go . money is a great motivator – the lure of CTC. Not many read CTC as cost, but as ‘package’. Not many realize the grass is just as green on the other side.

Sense of belonging: by far, what many fail to admit or accept is that the employee simply lost  the sense of belonging in in the work place . “I don’t fit in here anymore.” What made the employee draw such a conclusion could be attributed to any factor – may be the manager or the employee itself for underperformance or incompetent. But the unmistakable fact is unless one feels "I belong here", expecting to stay on is simply chasing the wind. 

Erosion in trust. It works both ways. The employee loses or the employer. Trust is sacred. Trust is both strong and fragile. So long trust is upheld, it remains strong. But just like one stone to bring down a glass plane, its so brittle. Once doubt creeps, trust dilutes.

Unreasonable timeline. Overwork overburdens. When the effort estimation is not realistic then one has to wake up to reality. Pushing beyond the permissible limits can prove punishing. Expecting productivity is preposterous. Sometimes, one has set reasonable expectations. Stretching in grave situation is acceptable so long the stakeholders concerned are accommodative, failing which the situation simmers with hostility. The person in-charge can hammer about delayed deadline while the programmer under pressure  will cry foul about the fixtures.

The way out is a win-win. Earning confidence is the best way to build a relationship. Times have proved how the crew went beyond their call of duty to combat challenges only because of the confidence and faith placed in them. People management is a practice that many leaders are yet to perfect.

The Cost of Employee Engagement – may be a lunch | HR Management

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(an account by one of our staff)

Personal stories really connect.

One of the employees seeking a day off met the HR for sanction. When queried for the reason, the employee responded “wedding anniversary”. Offering her congratulations, the HR requested for 5 minutes time. And then came around ‘where would you want to take your wife out tomorrow?”

The puzzled employee was taken aback by surprise and blurted “we don’t have any such plans. Just spend time together.”

The HR persisted “will it be lunch or dinner? How about candlelight dinner?”

Still in a daze, the employee politely declined the offer and thanked her thoughtfulness.

“I am not sponsoring. It’s the company’s gift. Why don’t you call your wife and let me know.”

“Thanks. Then we would prefer lunch.”

“Where exactly do you stay? I mean, your residential address.” The HR made careful note and sought another 10 minutes.

“A table for two booked tomorrow. The venue details messaged to you. Congratulations and hope you guys enjoy the lunch.” She greeted and parted.

Reaching home, the employee shared the ‘luncheon’ with his spouse, who smiled “hey, that’s really nice. Which place?”

“I don’t know but HR will message the venue.” And checked his phone. It was some name not that familiar “at least we can check it out and hope the food tastes good.”

When the couple showed up at the place, they were taken in by surprise. It was not some non-descript restaurant  as expected but star hotel. He would recollect “we were treated royally from the valet to the manager. First time I have ever been to a hotel like that and of course, it was quite an expensive lunch.”

His wife was intrigued and unspeakably impressed “never expected it to be so grand. How come we never heard and that too within our vicinity.” The employee understood why the HR took pain to know about the address. The drive was less than 3 miles and the food fabulous. And the place close – unthinkable, even for a wedding anniversary lunch.

Over that ‘umpteen’ course lunch, someone always waiting upon and filling the plate with something to munch, it was an amazing experience. Over ‘chow’ time, the wife queried “why this place? And why you? Do they do it for all the staff?”

"I dont know. First time for me." responded the employee lost in thoughts.

It was difficult a choice – which was more sweet? The dessert or the company’s decision.

“You know what, you must stay here. Even the place I work could think of something as ‘personal’ like this lunch, “ stressed the wife and surprised employee looked up “you mean, they just bought my loyalty for this table full of food?”

“It’s not the food or star-studded hotel. It is how they treat you. The kind of personal touch that makes you feel truly special. Respect. It gives a sense of belonging. Come to think of it, why didn’t my company surprise me with such an invite? Because, the personal connect probably missed the preoccupied minds. I am planning to offer the same to my team. Your company left an indelible mark and I am going to remember this lunch for a long time. Terrific HR. I am amazed. Seriously. “ that was an awesome toast.

She is right. Respect. You can’t buy anyone with a buffet. Commitment is a call within and how you a strike a chord matters. The company’ thoughtfulness in celebrating an employee’s milestone ‘measured in full’ their worthiness.

Excellence is to do a common thing in an uncommon way. Booker T. Washington