Article (January-2018)


3R for Retention : Respect, Recognize & Reward

Anil Malik

Designation : -   Management Consultant HR & IR Strategies

Organization : -  AM HR Solutions, Indore


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People Management starts with talent acquisition and subsequent challenges of its retention. In today's time one of the biggest imperatives these days for the organizations is to attract, hire and retain the best employees in the industry. However, the fact is that HR Departments are not able to retain their existing best talent for attracting new one. 
In the current case, it is quite evident that in a company, a robust training scheme for the fresher's is existing and company has its proper execution plan up to their placement in the departments for execution of job. However post deployment growth plan seems to be missing. 
Mr. Vipul joined the company as a fresh Graduate Engineer trainee with his own preferences and personal conveniences with back up in mind that he had opportunities in abroad with scholarship. Therefore, a superiority complex was in his mindset from the beginning. Despite of this Mr. Vipul appeared to be an emotional, sensitive and influenced with family induced pressures, which mobilized his decision of joining an Indian company and rejected the opportunities there in abroad. 
After successful training in the company, Mr. Vipul was placed in a workshop where he proved his talent by solving many critical issues. However, there is a saying that a subordinate cannot select his boss whereas a boss has always an opportunity to select or reject his subordinates. Here in the current case Mr. Joshi, a diploma holder having 25 years hands on experience has its own style of traditional working which was not matching with the style of Mr. Vipul a young bright successful engineering student with good technical knowledge.
At many occasions, Mr. Joshi took it as personal threat, & found feedback and inputs of Mr. Vipul as arguments, which resulted into bitter professional relationship between them. 
Mr. Vipul being an engineer must have an inbuilt habit of going in deep for finding the root cause of the problem, which seems not to be the modus operandi of Mr. Joshi. This also appeared to be a gap between knowledge and expertise knowledge. This Engineering aptitude of going into deep into the root cause made Mr. Vipul more sensitive and bit arrogant of his knowledge.
Here Mr. Vipul being a new young & junior should have tried to gel with his superior and learned from the experience of Mr. Joshi. However, as it is being observed these days that young professionals are over ambitious and pretty fast and always in hurry for giving his best result, which creates clashes with the old deep - rooted experienced superiors. Similarly, here also Mr. Vipul could not cope up with the style of his boss Mr. Joshi, which resulted into the situation that he could not receive appreciation for his good performance and Mr. Vipul was stamped as non - cooperative and non - supportive employee of the department. In consequent to this, Mr. Vipul was not given 
promotion, which was traditionally given to upcoming employees after 3-4 years of their work, which Mr. Vipul was expecting. His performance assessment has also given him a big shock when he found that he was rated as normal performer. Here it also appears that in the company the performance appraisal system is also not robust and transparent. The appraisal should have been with mutual dialogues between assesse and assessor. In this case, Mr. Vipul has not been given opportunity to express his views on his performance evaluation, which resulted a shock to him when heard about his normal rating. 
This is really an unfortunate part in a company that with such a beautifully well - defined training scheme, the post deployment career development plan is not in a structure and people are left at the mercy of old traditionally trained and experienced bosses. 
The Role of Mr. Joshi being the boss was not appropriate. Being a head of the department his role was not limited to command and control the helm of affairs. Recognition and appreciation to his employees is also a part of his role. He should have been a supportive boss and an active mentor for his subordinates. He should have worked as a guide and answered the queries of Mr. Vipul instead of discouraging him. Mr. Joshi missed a basic understanding that an employee who feels appreciated will always put in discretionary efforts in whatever they do. They might even encouraged and motivated to help others in the team. 
A bright brilliant student having impeccable technical knowledge was put in low profile and not appreciated and recognized, as his boss did not like his suggestions and found them as arguments. However, Mr. Joshi was an experienced person and designated as manager but his leadership qualities appeared to be low. A leader creates leader with his knowledge, traits and caring approach. Here, instead of creating & developing a leader in Mr. Vipul, Mr. Joshi took it is a threat & personal insult to him and he intentionally discouraged him at every level. Mr. Joshi could not develop Mr. Vipul as a subordinate. He should have created a space for him and should have allowed him to settle which he did not. One should understand that a man makes the post important not the post makes the man important. 
The role of HR head also remained ineffective. Knowing this fact that Mr. Vipul was deployed in a critical service department he did not transferred him but could not lead his issue of promotion. 
It appears that there is no grievance handling procedure that exist in the organization. The point is where a person should complain if he has some issue with his bosses. When Mr. Vipul approached to the General Manager, who listened him & gave promises. However, in the end, Mr. Vipul was transferred to another department but nothing was done on his promotion and recognition. Whereas in past in similar cases the promotion used to be given. 
This all one sided situation has created frustration in the mind of Mr. Vipul, which forced him to leave the job from a company in which he came with preferences leaving many options. 
The company with good name and fame must have a policy of grooming his leaders who could learn that retention of employees is the key responsibilities of the leaders. It is unfortunate that company investing lots of money in training and development of new employees but focus is not towards the leader development.
Now a days companies use to implement the Buddy policy, which help the new comers in settling.
Equally, I also think that the engineer as if Mr. Vipul should also understand that apart from talent he should be equally tolerant and respect the experience of the people who are there in the organizations for a long time. Mutual respects can resolve many problems of relationship whether it is in office or at home. Simultaneously, Companies should also understand that the trainees and the new employees are the brand ambassadors of the organization. The young generation of today's era is well connected and updated by means of social media and internet. Any adverse experience of young employee may spoil the brand image of the company. Hence, they should be well taken care with proper growth plan and retention strategies. Some time I feel it has been rightly said that employees do not leave their company they leave their bosses. Here CEO and HR professionals' needs to look into it.