HR ROLE IN MAKING A HAPPY COMPANY
HR ROLE IN MAKING A HAPPY COMPANY
AND NOT A TRIESOME COMPANY THAT PEOPLE WANT TO LEAVE
1 How HR department can control attrition? Companies don't cause employees to leave—people in companies cause employees to leave. Employees often leave companies because of conflicts with people, usually people in authority. Employees are more likely to stay with a company when they enjoy their co-workers, feel respected, and know they're valued by their managers—in other words, when they feel connected to the people in their company.
2 Problems of HR that can sucks out loyalty and retention for employees Non response of HR management leave co-workers with resentment toward one and other, often times leading to loss in productivity. HR professionals need to stop, stand back and ask themselves do I spend enough time in reviewing my units’ performance. Getting back to basics is easiest and once those activities are in place, go for value add interventions. However if they spend harassing employees with Poor, misguided policies, and inflexible corporate attitudes then people leave companies. Some examples of preventable attrition are listed below.
(a) Lack of visible interaction and helping the employees. This is a perpetual problem of an HR executives in completing HR formalities at time of joining, no proper filling HR documents timely but cutting their salaries on those pretext ,The employees are not attended on telephone and not even entertained but rudely shooed off. This causes resentment and it does not remain between the employee and HR head but with the employee and the company, the disgruntled employee view the company as something he must leave very quick . Where as in such situation the human resource manager must be an effective mediator between the management and the worker. This is one of the key aspects of Human resource management and they must act o resolve human issues that not close the case as finance resource management .
(b) No recognition and mutual respect with an employee. The operation and production guys from top to bottom are taxed with so many issue. In midst of this if HR department acts funny with a team member that could have been avoided by due mutual talk/ conflict resolution means, the feeling of undervalued and overworked comes, people will certainly look for another job.
(c ) Absence of timely appraisal/bonus /incentives. In fact there is no policy only and no signs of making such policy also leads to going to companies start reward professionals. Naturally a hardworking employee will be resigning. They will wants to advance their career, but position is a dead end. Even at senior and m middle manager all, are great employee and likes company, but their own goals don't match with position's potential. This can be avoided by moving them into a position with growth potential
(d) There is no growth plan, no training plan, no competency testing for junior technician and worker also . Every junior/ middle superovzior also employee wants to grow based on his competency skill and visible work he has done , but undue favouritism leads to again couch potatoes leading to higher promotions and the disgruntled professional leads to another company. There is no opportunity also given to plan training of those employee who can be seen as future leaders, there is actually no growth plan of junior leadership.
(e) Non performers rule the roost There are too many junior managers/executives grossly over paid who are sitting around their laptops playing games whole day /gossiping around and there are many who are around the clock working but no proper role of interconnection, target recognitions , appraisal or incentives. Each non-performer also remains glued to his/ her chair/missing from office. The worst happens when a non-performing manager has to appraise/audit subordinates who are professionally competent, high-energy youngsters. It leads to resentment especially when the underemployed / less utilized to pass time after sick of boredom start interfering in the deliverable teams , as time wasters. Some of them leave the organization per-maturely and add to the attrition rate. The end result is the building of a non-performers lobby which impedes the progress of the organization. It is a vicious cycle which can be stopped only by filtering out the non-performers.
(f) There is no attrition control policy or retentions . Nobody is bothered to identify, develop & retain high performers , the result is under your nose the best talent is spotted by competitors and are secretly lured by other companies, your HR schemes to reward performance are simply inadequate. Many high performers are approached by a recruiter who said he could find her a job paying twice what your company is paying her and with far better benefits. He/ She'll take him up on his offer. You could prevent this by paying employees what they're worth and having a comprehensive benefit plan.
(g). Allergic to have voice of the people in the company. There are no one to one face meetings , no suggestions are welcome, stand off with other department heads whose teams are big affected by a hardnosed egoistic HR head, al this leads to a toxic environment where the heads and teams start looking for new jobs rather banging heads with a toxic HR head.
(h) Not following the Golden Rule: Do unto others as you would have them do unto you. Not following the Golden Rule: Do unto others as you would have them do unto you. There is no people training for HR team and head /Project manager/line managers to manage people . All are combined responsible for not listening to grievance of employees and causing their exodus . In fact all are responsible for motivating people & uniting them as a team. A good engineer, HR managers, finance manager , project manager s at the work place have to be transformed into a good people managers for organizational growth. I've seen so many managers in a couple of companies who just don't get that and the company suffers because of it . A few HR managers i have known in couple of companies where my friends are working, are terrible for morale and does not have enough numbers to show for their behaviour. It is a mystery that why did the management think that such a terrible people manager was the way to do better business? It's not even close. There are thus no answers as to why organizations sometimes find themselves run by mean, unhelpful people in Fin and HR departments who keep a blind eye to misuse by senior managers but use small issues to make junior employee go home without salaries . But when they do, the rot starts from the top managers and goes all the way down through the ranks, passing through the HR department before it exits the system and hits the customers.
(h) Overall impression of HR goes for a toss . The employees start believing that never trust the HR dept, that they are not friends. At best they are spin for management. At worse they will take the information you gave them and use it against you or me, . Companies don't cause employees to leave—people in companies cause employees to leave. Employees often leave companies because of conflicts with people, usually people in authority Employees are more likely to stay with a company when they enjoy their co-workers, feel respected, and know they're valued by their managers—in other words, when they feel connected to the people in their company.
3. A piece of advise for all HR manager who want to do good for the companies they are serving: HR Managers can improve retention by applying strategies for developing strong connections with employees. As a human resources professional, you can work with your project and production managers to help improve employee retention. Specifically, you can help managers build and maintain employee connections in the following ways as a metrics
