Information Technology Management with a Purpose

May 30 2011   2:42AM GMT

Talent retention: Value the aspirations of your employees

S R Balasubramanian Profile: S R Balasubramanian

We have enough experience of dealing with the staff who work with us. The staff always puts in efforts to achieve goals that we define and is one of the reasons behind our success. We know how to encourage, motivate them, at times by giving a pat on their backs, getting them awards, or by providing incentives so that they continue to help us attain our short terms goals. As a part of development activities, we send them for  training programs, seminars, or workshops.

A pertinent issue

But in all this process we fail to address one situation which I have often experienced and may be true in many other organizations.

I am talking of the situation when a staff member acquires some additional qualification either through an executive education program, a correspondence course, or a certification program. He undertakes this study with the objective of advancing his professional careers. It is natural, therefore, that upon his completion of such program, he would expect some consideration from the employer in the form of an expanded role or a promotion. But to his disappoint, many a time, the employee doesn’t get any such consideration.

Apart from cases where the boss acts as the spoilsport, it can also be the HR department that puts spokes in the wheel. Their bureaucratic ways come to fore as they cite outdated policies to deny any such considerations. They may even point out that such a college or university does not figure in their approved list (which is made in the past) of institutions.

The poor fellow then loses out. Think again. Isn’t  it the company that proves to be the loser? Let’s  take a closer look at the situation.

Further scrutiny

The candidate, disappointed, starts looking out for an alternative and sooner than later finds an employer who is ready to respect his qualification and work experience and gives him a position that he deserves. He decides to separate and gives a damn about loyalty or any such terms thrown at him.

It’s only now that the boss or the company gets into the act. Suddenly, the candidate is bestowed a lot of attention and is persuaded to stay on. He is termed as the rising star in the team and is given assurances, including of a promotion (in the next year) and so on. Ironically, none of these promises are made in writing. The candidate, having been slighted earlier, usually turns down such overtures and makes an exit.

Collateral damage

Now what does the company do? Obvious; it starts the candidate search afresh to fill up the vacancy. It is surely the boss and the company that lose out as they have to deal with:-

Loss of a good and experienced hand: The ongoing project suffers; deadlines are missed. The managers is hard-pressed to get work done by his other colleagues who swear and complain. The corporate brand suffers with company losing its face to its internal/ external customers.

Fresh recruitment efforts, costs: An unnecessary situation thrust upon due to faulty handling of the leaving colleague. This process takes time, effort, and the attendant costs.

Cost of change-over: The new candidate joins only after a certain gap. He requires time to get used to the new environment. Pace of work slows down. There would be a cost of spoilt work, which is but natural for a new recruit. He becomes valuable over a period of time.

Clearly companies pay dearly for their inability to address such a situation. It is sometimes the ego of the boss, unresponsive HR department, or the organizational culture that discourages the new and emerging talent. There are lessons to be learnt from such experiences and the earlier we learn the better.

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