ARMY RETENTION POLICY FOR CORPORATE WORLD
SUGGESTED RETENTION POLICY
1 Sanik Sameelan In Indian Army, This is a meeting between soldiers and Company commander every month where there is interaction between soldiers and officers management where all points from each other are discussed.
(A) Capture voice of Employees Companies can start every a joint meeting with all technicians/support staff . The meeting is important as we will not know what is right or wrong . To check the pulse of the organization , we must conduct employee surveys on regular basis. Once points are told by all we must analyze and ensure its implementation.
(B) Stay interviews . It is not necessary that a senior is always right in any conflict . Have an ombudsmen concept it will ensure an opportunity for an employee to speak her mind out and come out what is troubling them, it may be nothing for the senior management to resolve it in a minute . The end product is not downing anybody the senior or junior but have value added output in terms of job satisfaction, attitude, skills , knowledge, practices and trust .
(C) Exit interview In Army I normally conducted interview when an employee finally leaves something I learned in Indian Army where we conducted interview when somebody went on posting. However in corporate world in exit interview common grievance of an employee is he was never understood or senior management never knew he ever existed. It is good we have seen HR organizing lunch parties or dinner parties , that is a good initiative and must maintain that .However I will advocate for all PM/DM/Managers and self also to meet technician coming from outside periodically or speak to them to learn about them their skills and abilities. Aim is to have an open door for all employees all the time, that is why my office is filled with some technician or the other also.
2. Value employees In army , during Sanik Sameelan, We also used to reward technicians and junior support staff as they are the real soldiers who bring value to the organization.
(A) Publicly announce contribution of a good employee preferably till coordinator level as above coordinator all are expected to deliver based on skills. It is the technicians and coordinator who need to be guided. During same meet take out time to comment on staff support members also how they contribute
(B) Demonstrate via emails on contribution of a technician and coordinator, I keep sending purposely as they should know if I pull them up I am also acknowledging the work and also encouraging non performers .Such email appreciation from HR team as star performer of the month will encourage a vibrant work place.
3. Develop an effective Induction Program In army we never put a young officer or a soldier in real team work till he is properly inducted.
(A) Three week Induction program All companies can have a three week induction program for any new technician to reorient what is the equipment, a new manager to re orient what is the new work task.
(B) Coordinated training with system department During these three weeks , complete all HR documents, bank accounts, issue tools its usage, prevention, technical training on sites , quality work issues etc. Orient the training program with system and operation team
4. Encourage Higher learning In Army we created opportunities for technicians and soldiers to enhance the skills and learning to grow.
(A) Motivate young Engrs to do PTID/various courses to come to a proper salary bracket
(B) Motivate new technician to learn to do an independent site work without any Punch pints and become a Team leader and upgrade himself with new salary package
(C) I have seen many in support staff without MBA / certified course in ERP/ MSP/ Quality audit . Motivate them to do these courses and come in higher bracket.
5. Transparency in Communication In Army we had regular conference under hierarchy leadership with staff updating all leaders on what is taking place in Indian Army in terms of policies/ update etc.
(A) Similar update in news bulletin on Company new targets and business working etc be informed for all technician to also feel proud of the company they are working under. Keep people in loop what is happening within the company. That is actually interaction between sales and HR to keep all informed. Also with commercial the HR should ensure that at any time the people should know how business has been carried out and target achieved.
6. Mentor and Buddy relationship Make a redress mentor for each employee to reduce friction. The senior management be assigned mentor role. Also encourage buddy relationship between a highly skilled technician and a fresher when working on a site.
Make a chart and circulate in notice board .
7. Job enrichment opportunities Many employees who work will certainly look forward to more work opportunities. In Indian Army is 80 : 20 KEY PERFOMRERS. I banked on those 20 percent to lot to take the whole 80 percent.
(A) Junior leadership Identify those 20 percent . I keep doing that on my own and seeking PM/Coordinators /technician who want to contribute to big picture of the company and help the company in troubled times. Aim is to provide them meaningful and challenging opportunities to them .
(B) Senior Leadership The same goes in senior leadership. Any professional if not utilized properly will soon start feeling bored if he is not doing the role originally designed for him . It becomes difficult to then keep looking for some variety challenging assignments , to keep simulation level high but that will be possible once a clear defined role for each senior professional is also assigned. While a few call the shots even it may backfire .There is no participative meeting and thought brain session and appetite of real professional goes wasted and unnoticed in midst of old faithful and and the professionals move to new companies where they can make a difference and be empowered to make that difference .
(C ) Organize Strategic Road map for all to know where they will be in terms of job responsibilities and decision making for future growth of the company.
8. Mission statement for all Everyone wants to feel they are working towards a meaningful and worthwhile goal. In Army we had these mission statement for each appointments and pasted in his office. We also mission statement for all senior commanders displayed in offices. Aim is
(A) Work with human capital to align the departmental mission align with company goals
(B) Make sure all employees know the PMI/AOR/AOI and how they can contribute and past the mission statement in their work stations with schemes to have up gradation in salaries and appointments. They will read it everyday and feel motivated.
(C) Start rewarding such employees to make your mission statement translate in letter and spirit
9. Fun is a Must
In National Defence Academy if we won a cross country race or firing competition etc, each winner used to celebrate the victory with jam session. We had storming session that we used to bask the team that performed with outstanding results with all goodies and cakes.
(A) Encourage all to celebrate success and archive milestone.
(B) Good thing we are celebrating birthdays.
(C) How about Cricket and Table tennis tournament and celebration of Company raising day .
10. Team work an cross functional teams That will encourage new team leaders and new coordinators to come forth from own pool. It will encourage new leadership that can help us better resource utilization , customer acceptance, It will encourage acceptance, sharing of ideas and better new ways of doing things .
11. Better compensations Use tools and surveys to identify the on going market rate for each appointment and work involved . Tie up increase performance pay to meeting specific goals and objectives . Coordinate what perks ,incentives and wages will keep them motivated . Work on the expectation also once their wages are agreed and monitor results.
