The more transparent it is, the more healthier it will be. In any relation being transparent requires trust and vice-versa. Being transparent and trustworthy to your employee improves retention directly. This avoids a lot of wrong things like false promises, being biased etc and brings a lot of good things into picture improving the retention. This factor has a good weight in improving retention.
Attrition when observed at an atomic level in the organisation, Employee-Manager relationship plays a vital role.A Manager is responsible for the attrition of his employee. A Manager should try to probe the reasons given by the employee for his resignation. The employee might not put the right reason with clarity, thinking that it is of no use to put the right reason in front of his manager. Then, the manager should not accept the resignation straight away or with little effort to know the reasons. Instead, it is his reponsibility to know the right reason and see what can the organisation do to retain him. It is very vital that the manager will not play safe and ignore the issue. Even if the HR policies of the company make the employees adhere to this system, it still depends on how well the system is put into effect. For an example, two same reasons given by two employees, one being genuine and the other not, the system cannot distinguish the genuinity of it; it is upto the Manager to handle this effectively.
Why only Manager?
Manager is the bigger player here, because the employee looks for stability. During this phase, the employee is loosely bound with the organisation and will look for stability anywhere in the market. This is why I stress it is the responsibility of the Manager, to see that the employee finds his comfort staying in the same organisation. This will happen effectively if the relationship is transparent to some extent, in case of which you can make him spend some more time with the organisation which might help in a change in his decision.
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1 comment:
I do agree with you that the onus lies on the manager to retain his/her employees , but the i beleive that an associate/employee might not always take the his genuine concerns till the manager.
The reasons might be umpteen one feels the manager is older than him to share a concern,some one else might be too new to the team to voice a concern etc .. etc ..
Think of having a relationship manager/resourcemanger/ mentor .... give him any name but have that person as one who looks after the concerns the details of the associate , This person should be atleast at the level of the reporting manager of the associate.
In case we delink the heirarchy in the middle and can make a connection of this sort , that would give a forum for the associates to voice their opinions better.
Regards
Subbu
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