KB 87 Attrition Management

KNOWLEDGE BEANS I S SUE NO 8 7 | OC TOB E R 2 0 1 5

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from previous page | NEITHER ORGANIZATION NOR BOSS, WE LEAVE SICK JOBS OR FOR BETTER PROSPECTS ! - Paremvir Malik . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8. Near my home factor - has a location advantage boosting your work life balance while curtailing your travel time.

9. Hobby factor - new assignment is what you actually love to do.

10. Pride factor - new assignment is giving you an opportunity to develop/deliver a product or service which will impact masses.

The cause list can be endless, but as social dynamics change it’s time that we challenge the boss - company blame theory too else our diagnosis will never lead to appropriate remedies! Last but not the least, a stake holder never desires the organization to fail nor does a manager desires to answer for higher team attrition in today's practical and people dependent competitive business scenario. Exceptions will always remain but the process of dealing with attrition surely demands a fresh approach!

OD FOLLOWER’S ORATE | Ilyas Khan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ATTRITIONMANAGEMENT Ilyas Khan holds post graduate degree in Biotechnology from Bangalore University. He is presently engaged with a social service organization as project proposal writer, trainer for skill development and livelihood programmes under various ministries, GoI and CSR organizations.

The issue of attrition arise due to “push pull aects” within organizations and a natural movement of labour force either as a natural tandem or induced phenomena subjected to varied dynamics which act as motivation or de-motivation factors. The eect of labour force movement and its cumulative eect on organization and labour itself is dependent on place, location and varies with supply and demand of labour. Most organizations design employee engagement models which subsequently also takes care of sustaining motivation towards its goals. Diversity management and many aspects of organization for building capability also fall under the ambit of such employee engagement. However, this eort also is always subjected to place, location and nature of business. External economic factors, organization maturity and leadership sometimes can have a direct impact on such contentment amongst the employee life cycle. When Lehman Brother went into bankruptcy following the great credit crunch and subprime losses, it is the millions of workers across globe who went through negative disruption. Thus, unless any employee engagement initiatives have a suitable fortifying mechanism they fail to withstand and arrest attrition.

The phenomena of attrition management are a far cry and a completely unknown territory in unorganized sectors. Although Government of India addressed issues of daily labourers in unorganized sectors through bold initiatives like MNREGA, sustainability with employee engagement has not seen any link with labour at the bottom of the pyramid. For instance more than a thousand daily labours in the city of Guwahati suer issues of sustainability without any form of engagement. Now most modern organizations over a period of time have developed and implemented various employee engagement initiatives which include virtual work force, distant employee engagement model or developing engagement architect based on the famous Maslow’s principle. This enables one to combine some of the best benets for the welfare of the work force.

Thus, attrition management requires a robust and sustainable model to manage talent pool and enhancing it to continue to contribute to organization capability.

Sentimental relationships prevent desired attrition, while rigid policies create undesired attrition, no wonder growth thus tends to be challenging. BEAN STATEMENT

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