When an employee joins a company, a lot of time is spent on Induction, identifying what’s needed to improve the current skill set or even benchmarking overall expectations. No, we do not straight away start thinking about heavy terms such as “High Labor Turnover” or “Employee Retention” or “Resignations” or even “Exit Interviews”. High labor turnover is becoming an increased source of worry with not just being termed as Management Responsibility but also a strategy to stay competitive in the market. Question is High Labor Turnover – Management Responsibility? Or An Individual Choice?

I mean do we really start thinking about our turnover reports the moment someone joins? No, we don’t, but should we – yes we should indeed!

If you have been going through my articles, I often talk about the FAD of blindly following HR trends and not customizing them as per your specific goals. When we lose good employees, we don’t lose them overnight, we instead may have missed the lack of interest simmering for a long time.

High performers in my opinion always project themselves to the world for saying the most appropriate words in a meeting, following the rules set by an organization, following expected norms & even putting in extra hours wherever needed. However, they may silently overwhelm themselves leading to disengagement & lack of commitment

I personally have had the privilege of working with startups, MSE’s & even Global MNC’s and from my overall experience I can summarize the following practices which can be categorized as worst offenders in the list that leads to “High Turnover” in general:

  • I remember back in school we all are taught to be treated equally but can the same tactics work in an organization? The answer is No! We need to distinguish employees based on their performance, and I don’t mean we respect the non-performers any less. However, high performers may need to feel recognized based on their efforts or contribution to the organization. Not adhering to that can lead to a lack of engagement & demotivation as it may imply “no matter how hard I work, I will be treated just the same”. I have felt that myself, and trust me it’s not a great feeling!

We all need to have some rules to stay on track however micromanaging, rigid attendance management systems, robotic leave policies & even restricting employee interaction may seem claustrophobic. Working in an environment where “somebody is always watching” can be daunting to say the least

  • Tolerating poor or average performers can bring everything else down too. High-performers may feel the need to get rewarded & be appreciated for the extra effort they take to achieve organizational goals. Permitting weak links to stay unaffected without any repercussions could lead to high performing employees looking for another job (again that doesn’t happen overnight)
  • We all have read, “you leave Managers, not the actual job” (trust me it’s true). More than half of your employees may be leaving because of their manager and it might be an alarm for the organization to either invest in LM Training or intervene to prevent high turnover rates.

When bosses become mechanical in only expecting outputs from the team and not really caring about being involved, employees are likely to start looking

  • Overloading star performers with more work isn’t a way to keep them motivated. Rewards & Recognition is vital in retaining good employees where Job Enrichment is underlined and not Job Enlargement. When employees lack a purpose of their job, they tend to lose focus and become distracted towards greener (as they might look) pastures. Showing them a bigger picture & validating their overall contribution helps them stay engaged & committed to their organization
  • When we forget an employee’s overall passion towards their job, opportunities to grow do become restrictive. Talented employees are always looking for ways to contribute however restricting them to specific Job Descriptions may lead to a lack of productivity. I have personally experienced Managers being paranoid and wanting their teams to work in a little box as they fear otherwise the overall productivity may decrease.
  • When things become too serious at work, we tend to adopt that culture in our personal life as well. Imagine staying in the office for 8-10 hours with no fun activity can be really tiresome & boring. It can affect your personal life too where you have had such long hours at work with no extracurricular & you are too tired to carry that forward over the weekend or after office hours (Work life balance, is another topic we should discuss, shall we?)

Big global names and even smaller corporations have started introducing fun activities such as fitness classes, free meals & dance classes. Who wouldn’t enjoy working when you can loosen up a little and perform better? (Work life stress busters, as I call them)

  • Last but not least, when you see your colleagues quitting every now and then, it can definitely shake your own morale. It can lead to lack of trust & uncertainty and companies do need to think not just in terms of its cost implications, but also in terms of its reputation.

If you wish to write about HR or Human Psychology & get published on IHA website, do email us at nitika@indianhrassociates.com


http://www.indianhrassociates.com/wp-content/uploads/2019/01/IMG_4810.pnghttp://www.indianhrassociates.com/wp-content/uploads/2019/01/IMG_4810-150x150.pngNitika BhandariHR ResearchWhen an employee joins a company, a lot of time is spent on Induction, identifying what’s needed to improve the current skill set or even benchmarking overall expectations. No, we do not straight away start thinking about heavy terms such as “High Labor Turnover” or “Employee Retention” or “Resignations”...Connecting HR - The only big thing