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Welcome letter
http://humanresources.about.com/od/orientation/

employee attrition analysis

http://psycnet.apa.org/journals/bul/86/3/493/
http://www.hrintelligenceblog.com/en/?p=785


Onboarding
From Wikipedia, the free encyclopedia


A model of onboarding (adapted from Bauer & Erdogan, 2011).
Onboarding, also known as organizational socialization, refers to the mechanism through
which new employees acquire the necessary knowledge, skills, and behaviors to become
effective organizational members and insiders.
[1]
Tactics used in this process include formal
meetings, lectures, videos, printed materials, or computer-based orientations to introduce
newcomers to their new jobs and organizations. Research has demonstrated that these
socialization techniques lead to positive outcomes for new employees such as higher job
satisfaction, better job performance, greater organizational commitment, and reduction
in occupational stress and intent to quit.
[2][3][4]
These outcomes are particularly important to an
organization looking to retain a competitive advantage in an increasingly mobile and globalized
workforce. In the United States, for example, up to 25% of workers are organizational
newcomers engaged in an onboarding process.
[5]

Contents
[hide]
 1 Antecedents of success
o 1.1 New employee characteristics
o 1.2 New employee behaviors
o 1.3 Organization socialization efforts
 1.3.1 Socialization tactics
 1.3.2 Jones' model (1986)
 1.3.3 Formal orientations
 1.3.4 Recruitment events
 1.3.5 Mentorship
 2 Employee adjustment
o 2.1 Role clarity
o 2.2 Self-efficacy
o 2.3 Social acceptance
o 2.4 Knowledge of organizational culture
 3 Outcomes
 4 Limits and criticisms of onboarding theory
 5 Executive onboarding
 6 Recommendations for practitioners
 7 See also
 8 References
 9 Further reading
Antecedents of success[edit]
Onboarding is a multifaceted operation influenced by a number of factors pertaining to both the
individual newcomer and the organization. Researchers have separated these factors into three
broad categories: new employee characteristics, new employee behaviors, and organizational
efforts.
[6]
New employee characteristics are individual differences across incoming workers,
ranging from personality traits to previous work experiences. New employee behaviors refer to
the specific actions carried out by newcomers as they take an active role in the socialization
process. Finally, organizational efforts help facilitate the process of acclimating a new worker to
an establishment through activities such as orientation or mentoring programs.
New employee characteristics[edit]
Research has shown evidence that employees with certain personality traits and experiences
adjust to an organization more quickly.
[7]
These are a proactive personality, the "Big Five",
curiosity, and greater experience levels.
"Proactive personality" refers to the tendency to take charge of situations and achieve control
over one's environment. This type of personality predisposes some workers to engage in
behaviors such as information seeking that accelerate the socialization process, thus helping
them to adapt more efficiently and become high-functioning organizational members.
[1]
Empirical
evidence also demonstrates that a proactive personality is related to increased levels of job
satisfaction and performance.
[8][9]

The Big Five personality traits—openness, conscientiousness, extraversion, agreeableness, and
neuroticism—have been linked to onboarding success, as well. Specifically, new employees who
are proactive or particularly open to experience are more likely to seek out information, feedback,
acceptance, and relationships with co-workers. They also exhibit higher levels of adjustment and
tend to frame events more positively.
[3]

Curiosity also plays a substantial role in the newcomer adaptation process and is defined as the
"desire to acquire knowledge" that energizes individual exploration of an organization's culture
and norms.
[10]
Individuals with a curious disposition tend to frame challenges in a positive light
and eagerly seek out information to help them make sense of their new organizational
surroundings and responsibilities, leading to a smoother onboarding experience.
[11]

Employee experience levels also affect the onboarding process such that more experienced
members of the workforce tend to adapt to a new organization differently from, for example, a
new college graduate starting his or her first job. This is because seasoned employees can draw
from past experiences to help them adjust to their new work settings and therefore may be less
affected by specific socialization efforts because they have (a) a better understanding of their
own needs and requirements at work
[12]
and (b) are more familiar with what is acceptable in the
work context.
[13][14]
Additionally, veteran workers may have used their past experiences to seek
out organizations in which they will be a better fit, giving them an immediate advantage in
adapting to their new jobs.
[15]

New employee behaviors[edit]
Certain behaviors enacted by incoming employees, such as building relationships and seeking
information and feedback, can help facilitate the onboarding process. Newcomers can also
quicken the speed of their adjustment by demonstrating behaviors that assist them in clarifying
expectations, learning organizational values and norms, and gaining social acceptance.
[1]

Information seeking occurs when new employees ask questions of their co-workers and
superiors in an effort to learn about their new job and the company's norms, expectations,
procedures, and policies. Miller and Jablin (1991) developed a typology of information sought
after by new hires. These include referent information, understanding what is required to function
on the job (role clarity); appraisal information, understanding how effectively the newcomer is
able to function in relation to job role requirements (self-efficacy); and finally, relational
information, information about the quality of relationships with current organizational employees
(social acceptance). By actively seeking information, employees can effectively reduce
uncertainties about their new jobs and organizations and make sense of their new working
environments.
[16]
Newcomers can also passively seek information via monitoring their
surroundings or by simply viewing the company website or handbook.
[1]
Research has shown
that information seeking by incoming employees is associated with social integration, higher
levels of organizational commitment, job performance, and job satisfaction in both individualistic
and collectivist cultures.
[17]

Feedback seeking is similar to information seeking, but it is focused on a new employee's
particular behaviors rather than on general information about the job or company. Specifically,
feedback seeking refers to new employee efforts to gauge how to behave in their new
organization. A new employee may ask co-workers or superiors for feedback on how well he or
she is performing certain job tasks or whether certain behaviors are appropriate in the social and
political context of the organization. In seeking constructive criticism about their actions, new
employees learn what kinds of behaviors are expected, accepted, or frowned upon within the
company or work group, and when they incorporate this feedback and adjust their behavior
accordingly, they begin to blend seamlessly into the organization.
[18]
Instances of feedback
inquiry vary across cultural contexts such that individuals high in self-assertiveness and cultures
low in power distance report more feedback seeking than newcomers in cultures where self-
assertiveness is low and power distance is high.
[19]

Also called networking, relationship building involves an employee's efforts to develop
camaraderie with co-workers and even supervisors. This can be achieved informally through
simply talking to their new peers during a coffee break or through more formal means such as
taking part in pre-arranged company events. Research has shown relationship building to be a
key part of the onboarding process, leading to outcomes such as greater job satisfaction and
better job performance,
[2]
as well as decreased stress.
[4]

Organization socialization efforts[edit]
Organizations also invest a great amount of time and resources into the training and orientation
of new company hires. Organizations differ in the variety of socialization activities they offer in
order to integrate productive new workers. Possible activities include their socialization tactics,
formal orientation programs, recruitment strategies, and mentorship opportunities.
Socialization tactics[edit]
Socialization tactics, or orientation tactics, are designed based on an organization's needs,
values, and structural policies. Some organizations favor a more systematic approach to
socialization, while others follow a more "sink or swim" approach in which new employees are
challenged to figure out existing norms and company expectations without guidance.
Van Maanen and Schein model (1979)
John Van Maanen and Edgar H. Schein have identified at least six major tactical dimensions that
characterize and represent all of the ways in which organizations may differ in their approaches
to socialization.
Collective versus Individual socialization
Collective socialization refers to the process of taking a group of recruits who are facing a given
boundary passage and putting them through the same set of experiences together. Examples of
this include: basic training/boot camp for a military organization, pledging for
fraternities/sororities, education in graduate schools, and so forth. Socialization in the Individual
mode allows newcomers to accumulate unique experiences separate from other newcomers.
Examples of this process include: Apprenticeship programs, specific internships, ―on-the-job‖
training, etc.
[20]

Formal vs. Informal socialization
Formal socialization refers to those tactics in which newcomers are more or less segregated from
others and trained on the job. These processes can be witnessed with such socialization
programs as police academies, internships, and apprenticeships. Informal socialization
processes, on the other hand, involve little separation between newcomers and the existing
employees, nor is there any effort made to distinguish the newcomer’s role specifically. Informal
tactics provides a non-interventional environment for recruits to learn their new roles via trial and
error. Examples of informal socialization include on-the-job training assignments, apprenticeship
programs with no clearly defined role, and more generally, any situation in which a newcomer is
placed into a work group with no recruit role.
[20]

Sequential vs. Random socialization
Sequential socialization refers to the degree to which an organization or occupation specifies
discrete and identifiable steps for the newcomers to know what phases they need to go through.
Random socialization occurs when the sequences of steps leading to the targeted role are
unknown, and the entire progression is quite ambiguous. In other words, while there are
numerous steps or stages leading to specific organizational roles, there is necessarily no specific
order in which the steps should be taken.
[20]

Fixed vs. Variable socialization
This dimension refers to the extent to which the steps have a timetable developed by the
organization and communicated to the recruit in order to convey when the socialization process
is complete. Fixed socialization provides a recruit with the exact knowledge of the time it will take
complete a given passage. For instance, some management trainees can be put on ― fast tracks‖
where they are required to accept new rotational assignment on an annual basis despite their
own preferences. Variable socialization processes gives a newcomer no specific timetable, but a
few clues as to when to expect a given boundary passage. This type of socialization is commonly
associated upwardly mobile careers within business organizations because of several
uncontrolled factors such as the state of the economy or turnover rates which determine whether
any given newcomer will be promoted to a higher level or not.
[20]

Serial vs. Disjunctive socialization
A serial socialization process refers to experienced members of the organization grooming the
newcomers who are about to occupy similar positions within the organization. These experience
members essentially serve as role models for the inexperienced newcomers. A prime example of
serial socialization would be a rookie police officer getting assigned patrol duties with an
experienced veteran who has been in law enforcement for a lengthy period of time. Disjunctive
socialization, in contrast, refers to when newcomers are not following the guidelines of their
predecessors, and there are no role models to inform new recruits on how to fulfill their duties.
[20]

Investiture vs. Divestiture socialization
This tactic refers to the degree to which a socialization process either affirms or disaffirms the
identity of the newly entering recruit. Investiture socialization processes sanction and document
for newcomers the viability and efficacy of the personal characteristics that they bring to the
organization. When organizations use this socialization process it prefers that the recruit remains
the exact way that he or she naturally behaves and the organization merely makes use of the
skills, values, and attitudes that the recruit is believed to have in their possession. Divestiture
socialization, on the other hand, is a process that organizations use to reject and remove the
certain personal characteristics of a recruit. Many occupations and organizations require
newcomers to sever previous ties, and forget old habits in order to create a new self-image
based upon new assumptions.
[20]

Thus, tactics influence the socialization process by defining the type of information newcomers
receive, the source of this information, and the ease of obtaining it.
[20]

Jones' model (1986)[edit]
Building upon the work of Van Maanen and Schein, Jones (1986) proposed that the previous six
dimensions could be reduced to two categories: institutionalized and individualized socialization.
Companies that use institutionalized socialization tactics implement structured step-by-step
programs, enter into an orchestrated orientation as a group, and receive help from an assigned
role model or mentor. Examples of organizations using institutionalized tactics include the
military, in which new recruits undergo extensive training and socialization activities through a
participative cohort, as well as incoming freshmen at universities, who may attend orientation
weekends before beginning classes.
On the opposite end of the spectrum, other organizations use individualized socialization tactics
in which the new employee immediately starts working on his or her new position and figures out
company norms, values, and expectations along the way. In this orientation system, individuals
must play a more proactive role in seeking out information and initiating work relationships.
[21]

Formal orientations[edit]
Regardless of the socialization tactics utilized, formal orientation programs can facilitate
understanding of company culture, and introduces new employees to their work roles and the
organizational social environment. Formal orientation programs may consist of lectures,
videotapes, and written material, while other organizations may rely on more usual approaches.
More recent approaches such as computer-based orientations and Internets have been used by
organizations to standardize training programs across branch locations. A review of the literature
indicates that orientation programs are successful in communicating the company's goals,
history, and power structure.
[citation needed]

Recruitment events[edit]
Recruitment events play a key role in identifying which prospective employees are a good fit with
an organization. Recruiting events allow employees to gather initial information about an
organization's expectations and company culture. By providing a realistic job preview of what life
inside the organization is like, companies can weed out potential employees who are clearly a
misfit to an organization and individuals can identify which employment agencies are the most
suitable match for their own personal values, goals, and expectations. Research has shown that
new employees who receive a great amount of accurate information about the job and the
company tend to adjust better.
[22]
Organizations can also provide realistic job previews by
offering internship opportunities.
Mentorship[edit]
Mentorship has demonstrated importance in the socialization of new employees.
[23][24]
Ostroff and
Kozlowski (1993) discovered that newcomers with mentors become more knowledgeable about
the organization than did newcomers without mentors. Mentors can help newcomers better
manage their expectations and feel comfortable with their new environment through advice-
giving and social support.
[25]
Chatman (1991) found that newcomers are more likely to have
internalized the key values of their organization's culture if they had spent time with an assigned
mentor and attended company social events. Literature has also suggested the importance of
demographic matching between organizational mentors and protégés.
[23]
Enscher & Murphy
(1997) examined the effects of similarity (race and gender) on the amount of contact and quality
of mentor relationships. Results indicate that liking, satisfaction, and contact were higher in
conditions of perceived mentor-protégé similarity.
[26]
But what often separates rapid on-boarders
from their slower counterparts is not the availability of a mentor but the presence of a "buddy,"
someone of whom the newcomer can comfortably ask questions that are either trivial ("How do I
order office supplies?") or politically sensitive ("Whose opinion really matters here?").
[27]
Like
mentors, buddies can be people who are officially assigned by a manager or who simply emerge
informally (a nearby co-worker, for instance) as an easily accessible resource and
confidant.
[28]
Furthermore, buddies can help establish relationships with co-workers in ways that
can't always be facilitated by a newcomer's manager or mentor.
[29]

Employee adjustment[edit]
In order to increase the success of an onboarding program, it is important for an organization to
monitor how well their new hires are adjusting to their new roles, responsibilities, peers,
supervisors, and the organization at large. Researchers have noted that role clarity, self-efficacy,
social acceptance, and knowledge of organizational culture are particularly good indicators of
well-adjusted new employees who have benefitted from an effective onboarding system.
Role clarity[edit]
Role clarity describes a new employee's understanding of his or her job responsibilities and
organizational role. One of the goals of an onboarding process is to aid newcomers in reducing
ambiguity and uncertainty so that it is easier for them to get their jobs done correctly and
efficiently. Because there often is a disconnect between the chief responsibilities listed in a job
description and the specific, repeatable tasks that employees must complete to be successful in
their roles, it's vital that managers are trained to discuss exactly what they expect from their
employees.
[30]
A poor onboarding program, for example, may produce employees who exhibit
sub-par productivity because they are unsure of their exact roles and responsibilities. On the
other hand, a strong onboarding program would produce employees who are especially
productive because they know exactly what is expected of them in their job tasks and their
organizational role. Given this information, it is easy to see why an organization would benefit
substantially from increasing role clarity for a new employee. Not only does role clarity imply
greater productivity, but it has also been linked to both job satisfaction and organizational
commitment.
[31]

Self-efficacy[edit]
Self-efficacy is the degree to which new employees feel capable of successfully completing their
assigned job tasks and fulfilling their responsibilities. It makes logical sense that employees who
feel as though they can get the job done would fare better than those who feel overwhelmed in
their new positions, and unsurprisingly, researchers have found that job satisfaction,
organizational commitment, and turnover are all correlated with feelings of self-efficacy.
[3]

Social acceptance[edit]
Social acceptance gives new employees the support needed to be successful. While role clarity
and self-efficacy are important to a newcomer's ability to meet the requirements of a job, the
feeling of "fitting in" can do a lot for one's perception of the work environment and has been
demonstrated to increase commitment to an organization and decrease turnover.
[3]
If an
employee feels well received by his or her peers, a personal investment in the organization
develops, and leaving becomes less likely.
Knowledge of organizational culture[edit]
Knowledge of organizational culture refers to how well a new employee understands a
company's values, goals, roles, norms, and overall organizational environment. For example,
some organizations may have very strict, yet unspoken, rules of how interactions with superiors
should be conducted or whether overtime hours are the norm and an expectation. Knowledge of
one's organizational culture is important for the newcomer looking to adapt to a new company, as
it allows for social acceptance and aids in completing work tasks in a way that meets company
standards. Overall, knowledge of organizational culture has been linked to increased satisfaction
and commitment, as well as decreased turnover.
[32]

Outcomes[edit]
Historically, organizations have overlooked the influence of business practices in shaping
enduring work attitudes and thus have continually underestimated their impact on financial
success.
[33]
Employees' job attitudes are particularly important from an organization's perspective
because of their link to employee engagement and performance on the job. Employee
engagement attitudes, such as satisfaction with one's job and organizational commitment or
loyalty, have important implications for an employee's work performance and intentions to stay
with or quit an organization. This translates into strong monetary gains for organizations as
research has demonstrated that individuals who are highly satisfied with their jobs and who
exhibit high organizational commitment are likely to perform better and remain in an organization,
whereas individuals who have developed negative attitudes (are highly dissatisfied and
unattached to their jobs) are characterized by low performance and high turnover
rates.
[33][34]
Unengaged employees are very costly to organizations in terms of slowed
performance and rehiring expenses. Since, attitudinal formations begin from the initial point of
contact with an organization, practitioners would be wise to take advantage of positive attitudinal
development during socialization periods in order to ensure a strong, productive, and dedicated
workforce.
Limits and criticisms of onboarding theory[edit]
Although the outcomes of socialization organization have been positively associated with the
process of uncertainty reduction, they may not necessarily be desirable to all organizations.
Jones (1986) as well as Allen and Meyer (1990) found that socialization tactics were related to
commitment, but they were negatively correlated to role clarity.
[21][35]
Because formal socialization
tactics insulate the newcomer from their full responsibilities while ―learning the ropes‖, there is a
potential for role confusion once expected to fully enter the organization. In some cases though,
organizations may even desire a certain level of person-organizational misfit in order to achieve
outcomes via innovative behaviors.
[6]
Depending on the culture of the organization, it may be
more desirable to increase ambiguity despite the potentially negative connection with
organizational commitment.
Additionally, socialization researchers have had major concern over the length of time that it
takes newcomers to adjust. There has been great difficulty determining the role that time plays,
but once the length of the adjustment is determined, organizations can make appropriate
recommendations regarding what matters most in various stages of the adjustment process.
[6]

Further criticisms include the use of special orientation sessions to educate newcomers about
the organization and strengthen their organizational commitment. While these sessions have
been found to be often formal and ritualistic, several studies have found them unpleasant or
traumatic.
[36]
Orientation sessions are a frequently used socialization tactic, however, employees
have not found them to be helpful, nor has any research provided any evidence for their
benefits.
[37][38][39][40][41]

Executive onboarding[edit]
Executive onboarding is the application of general onboarding principles to helping new
executives become productive members of an organization. Practically, executive onboarding
involves acquiring, accommodating, assimilating and accelerating new executives.
[42]
Proponents
emphasize the importance of making the most of the "honeymoon" stage of a hire, a period
which has been described by various sources as either the first 90 to 100 days or the first full
year.
[43][44][45]

Effective onboarding of new executives can be one of the most important contributions any hiring
manager, direct supervisoror human resources professional can make to long-term
organizational success, because executive onboarding done right can
improve productivity and executive retention, and build shared corporate culture. A study of
20,000 searches revealed that 40 percent of executives hired at the senior level are pushed out,
fail, or quit within 18 months.
[46]

Onboarding may be especially valuable for externally recruited executives transitioning into
complex roles, because it may be difficult for those individuals to uncover personal,
organizational, and role risks in complicated situations when they don't have formal onboarding
assistance.
[47]
Onboarding is also an essential tool for executives promoted into new roles and/or
transferred from one business unit to another.
[48]

It is often valuable to have new executives start some onboarding activities in the "Fuzzy Front
End" even before their first day.
[49]
This is one of ten steps executives can follow to accelerate
their onboarding.
[50]

1. Position yourself for success
2. Choose how to engage the context and culture
3. Embrace and leverage the Fuzzy Front End before day one
4. Take control of day one: Make a powerful first impression
5. Drive action by activating and directing ongoing
communication
6. Embed a strong burning imperative
7. Exploit key milestones to drive team performance
8. Over-invest in early wins to build team confidence
9. Secure adept people in the right roles and deal with the
inevitable resistance
10. Evolve people, plans, and practices to capitalize on
changing circumstances.
Recommendations for practitioners[edit]
Some suggest
[who?]
that practitioners should seek
[citation needed]
to design an onboarding strategy
that takes individual newcomer characteristics into consideration and encourages proactive
behaviors, such as information seeking, that help facilitate the development of role clarity, self-
efficacy, social acceptance, and knowledge of organizational culture. Research has consistently
shown that doing so produces valuable outcomes such as high job satisfaction (the extent to
which one enjoys the nature of his or her work), organizational commitment (the connection one
feels to an organization), and job performance in employees, as well as lower turnover rates and
decreased intent to quit.
In terms of structure, empirical evidence indicates that formal institutionalized socialization is the
most effective onboarding method.
[citation needed]
New employees who complete these kinds of
programs tend to experience more positive job attitudes and lower levels of turnover in
comparison to those who undergo individualized tactics.
[6][51]
Some evidence suggests that in-
person onboarding techniques are more effective than virtual ones. Though it may initially appear
to be less expensive for a company to use a standard computer-based orientation program to
introduce their new employees to the organization, research has demonstrated that employees
learn more about their roles and company culture through face-to-face orientation.
[52]

See also[edit]
 Employment
 Industrial and organizational psychology
 Job performance
 Job satisfaction
 Mentoring
 Business networking
 Organizational commitment
 Organizational culture
 Personnel psychology
 Recruitment
 Socialization
 Personality-Job Fit Theory
 Person-environment fit
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programs that facilitate organizational entry. In organizational
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Further reading[edit]
 Ashforth, B. E., & Saks, A. M. (1996). Socialization tactics:
Longitudinal effects on newcomer adjustment. Academy of
Management Journal, 39, 149–178.
 Gruman, J. A., Saks, A. M., & Zweig, D. L. (2006).
Organizational socialization tactics and newcomer proactive
behaviors: An integrative study. Journal of Vocational Behavior,
69, 90–104.
 Klein, H. J., Fan, J., & Preacher, K. J. (2006). The effects of
early socialization experiences on content mastery and
outcomes: A mediational approach. Journal of Vocational
Behavior, 68, 96–115.
 Van Maanen, J. and Schein, E, H. 1979. Toward a Theory of
Organizational Socialization. In B. M. Staw(Ed.) Research in
Organizational Behavior, 1, pp. 209 – 264, Greenwich, CT: JAI
Press.
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 Causes of Employee Attrition :

......Salary Scale
This is the most common cause of the employee turnover rate being so high.
Employees are in search of jobs which pay well.
........Benefits
Employees always flock to companies who offer more benefits.
......Advancements and Promotion Policies
This is the prime reason why many mid-level executives leave the company. Due to
no potential opportunity for advancements or promotions, they prefer other
companies which may provide them with higher posts and increased compensation
packages. The companies need to evaluate and modify their promotion policies in a
fair way which would enable promotions for candidates only on the basis of employee
performance.
......Working Environment
This is also one of the main causes for employee turnover. Employees prefer to work
in an environment which is suitable for them. This is the most common reason why
they jump from company to company in just a few months. If they find an appropriate
work environment in a specific company, they may work in the same organization for
several years.
........Working Procedures
The companies should analyze and alter their work procedures and policies in a way
which would enable employees to use their full potential and even gain significant
work experience. There are many cases where employees have left the company
due to no projects or assignments which do not require their full potential. Employees
would certainly leave if they don't get experience and are just placed on the 'bench'.

These are some of the principal causes of employee turnover which can surely be
avoided by the organizations after taking some necessary steps to better their in-
house services towards employees. However, there are many more causes which
contribute to employee turnover; such as lack of employee motivation, work
pressure, job stress, partiality and favoritism, employee egos and attitudes, poor
employee management, etc.

According to the above factors, you have research on this issue.... with a proper
questionnaire.


 REDDI.TIRUPATHI - contributing member
 10 reasons why organizations are not able to retain employees

1. People don't get integrated. Most organizations have an orientation program which
is more of data-dump or focussed on compliance trainings being completed. The
focus should be more on enabling employees to form networks within themselves.
2. Performance goals are unclear. In a fast growing team or business the focus is on
getting the thing done today, but rarely are performance goals thought through and
employees told as to which resources to approach for help.
3. Development is always tomorrow's job. Culturally Indians are focussed on
learning. If learning adds value only to the job and not to the overall career goals of
the individual then the organizations seems too transactional for the employee
4. The personal touch is missing. How comfortable are managers building personal
bonds with their subordinates? A lot of managers shy away fearing a bond will make
delivering hard messages difficult. I would argue that it's the other way round!
Knowing employees on personal level makes a manager know their strengths and
weaknesses. Work allocation and employee development become easier.
5. Reward systems are not transparent. Most employees who get salary increases
because they have a rare skill at a particular point of time think they got their raise for
excellent performance. Can you share details about how they have been
compensated?
6. Percieved equity of reward systems is low. Like it or not, employees discuss salary
details and if there is any percieved lack of equity then you have an issue !
7. Goal setting process is not scientific. Most organizations impose a normal curve
fitment, but do not train managers to set realistic goals or goals that tie up with
organizational or functional goals. This also leads to point number 6
8. External equity is missing too. Don't do an annual compensation survey when the
market moves every 3-4 months. If your practitioners feel that externally comparable
professionals are being valued more, then they will leave.
9. No communication around total value. If you offer benefits apart from only
monetary terms do you communicate that to employees too. Things like being a
global or niche industry leader, value of the brand of the organization, should also be
made explicit.
10. No career planning. Are people aware of the ways in which they can grow in the
organization? Who are the role models within the organization? Do they know what
they have to do to gain the competencies to move to various levels? (update: Can
you be radical enough and create an internal talent market


attribution http://www.citehr.com/392328-employee-attrition-career-
planning.html#ixzz355G6edn1

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