Retention; A Panacea? - A February 2001 Version
In today's dynamic business environment, Retention is perhaps one thought that is foremost in the minds of HR Managers in any organisation. In this article, an attempt is being made to analyse some aspects relating to retention of employees with special reference to manufacturing organisations.
At the outset, I would like to state that what follows is not, as the title may seem to suggest an elixir to this pressing problem, but some thoughts which naturally are consequent to exposure to environmental stimuli, to be precise.
Understanding the Manufacturing Psyche
Manufacturing setups are the offshoots of the Licence / permit raj, which is under threat with the advent of liberalisation. Needless to say, traditional job enablers like Job Security and Location are still believed to be the Job motivators in such organisations. It is here that we require a paradigm shift.
The Neo graduates consider job content, reputation of the company, learning offered by the job as well as the company, opportunities for growth and Compensation itself to be the motivators than the traditional life time employment / Secure job concept on which the manufacturing organisations thrived. This rather radical difference in the thought process develops into another generation gap for the fresh recruits of these manufacturing companies where majority of the employees are in the 45-48 year age group.
Neo Recruit Psyche
Let us devote some time to understand the aspirations of the fresh recruits. A thorough understanding of these will go a long way in developing strategies towards retention.
Job Content has become the most important motivating factor for the young generation. The hierarchies in a traditional organisation and the resultant lead-time before decisions taken are implemented makes a heavy toll on the job content itself. This can lead to frustration.
This is where the proactive measures from HR managers are called for. Efforts should be made to:
- Set clear career paths for the recruits based on role based competencies rather than grade based competencies
- Take specific measures to make the job itself appealing to the employees; like empowering them and making them feel that their contribution is sizable.
- Setting clear career goals which align with the organisational goals. These naturally are specific to companies.
- Efforts aimed at enhancing the self image of new recruits. Eg. Inserting a photograph of newly recruited employees in the company magazine with a brief personal profile can be a start.
- On a more personal level, a mentor can be identified for each individual to provide guidance, facilitation and inputs to the new employee. Selection of the mentor can be done preferably after a month's stay with the organisation so that it allows the employee to develop a personal chemistry with the mentor rather than the HR dept assigning one for each employee. However this is also very specific.