Today everyone talks about increasing the retention level in an organisation. Gone are the days when people use to talk about attrition rate, now companies are more worried about retention rate. However, in the retention rate as well it is more important to observe what kind of workforce you are retaining. Do they really add value to the organisation while your letting the good employees go?

It is said that employees leave manager and not the companies. And I totally agree with that, after the company is made of people and managers are no different. In most of the companies where I have worked and still providing support as a consultant, most of the managers are asked two very important questions and that is what analyse their managerial capabilities as well, and they are their attrition rate and team performance. When it comes team performance, they very easily put the blame on wrong hiring, however when it comes to the attrition rate they blame all possible reasons under the sun, completely ignoring the fact that people have left them as managers and not the company.

So what is it that they do to push their good employees away while retaining non performers or not the right kind of staff in the team, which makes the organisations constantly struggle for the expected performance

Lack of appreciation

It is true that money is not everything, but if it is not money directly than what is it? well it is the appreciation of your efforts. It is not compulsory that you have to appreciate only the top performers to motivate others to perform better as well. But at times, what is more important is to appreciate the employees who are showing improvements and are putting efforts in improving their performance. Those who are good are already good, appreciation makes them better, however that’s generally no the case with the majority of the employees, major workforce lies somewhere between good and bad, and that’s the part that needs nurturing and appreciation.

Being harsh and sometimes even too harsh

If someone is not getting appreciated that’s one part, but being bashed for the mistakes or not been able to keep up with the pace that the manager expects is all together even worst, because most of the times such managers feel that loosing out on the employees will motivate and push their teams to perform better and refrain from making mistakes, forgetting one simple psychological fact, that push is good but being too pushy makes even your good employees nervous which leads to make them mistakes and eventually reducing the overall performance

Unable to identify the true potential

Having the right person in a wrong job is the worst thing one could do to an employee and his career. Most of the time managers are so busy micro managing their resources that they over see what they actually good at. And if you are in a job that is not utilising your actual talent, you will eventually realise that you are in a wrong job and will leave.

Fail to develop the champions

When you have talented employees in your team, if becomes even more important for a manager to create champions of them. Most of the time, the talented resources strive to get constant feedback and ideas on how they can do even better. What are the skills they can develop? because they are talented resources and they know what they are doing and what they can do. So if such resources doesn’t see themselves growing and becoming a champion they tend to lose the engagement in their role, and we all know what happens next.

Lack of trust

The team that trust is team that triumphs! well to make a winning team, the first thing that is a must is the trust. If the manager doesn’t trust his team on their capabilities, how can they create a team that trust in him. Where there is no trust there is no room to stay. Many a time managers make this mistake of not trusting their team, and end up doing lot of things on their own, and then they blow their own trumpet of success and cry out the failure on team.

If you want your top talent to stay and even know that they are the best talent, then think carefully, how many of these points stands true on you, and start working on them. You need to understand that you can’t make anyone work for you, but you need to make them “Want” to work for/with you.

About the Author

Dr. Manan is the founder of #GlocalizedHR and a 360º HR Setup and Transformation services company Fortune Architect. He is a scholar of Human Resources and works closely with companies design their data-driven talent acquisition strategies that drive effectiveness, growth, and competitive advantage. He also speaks, writes and chairs conferences on HR Development and management.

Connect with Dr. Manan by emailLinkedIn or Twitter

Follow his articles :