Be it top shot companies in Delhi NCR or Top colleges in Noida and Greater Noida, all are facing the problem of low retention. As employers face the fact that some of their employees are departing, human resource professionals will scramble to design and implement employee retention programs. Too often incentive gifts and cash are promoted as retention solutions, but these are inadequate business tactics.
Succession management is recommended as wise retention strategy. This comprehensive program includes succession planning, preparation and implementation. To be most effective in retaining talent, a succession program must be inclusive reaching out to all employees instead of just management. This approach is different from what is seen in most employer organizations where the succession focus is typically concentrated at the most senior levels of the corporate hierarchy.
Succession Management is more critical among hourly workers and supervisors so this is where emphasis should be placed in an employee retention strategy. Resources should be invested to retain these workers to cross train them and to assure that there is sufficient back-up for every position. Herman advises that an effective succession management process must include strategic staffing with planning extending over five years whenever practical. People who may be offered or asked to assume higher positions must be educated and trained far before the need arises. Herman, a Certified Management Consultant, encourages employers to prepare each employee for several alternative career moves and to prepare several workers for each position, “Don’t make any promises,” he cautions, “but focus on helping people build their eligibility for consideration for multiple opportunities.”
We have to quickly catch the attention of our talent give them an exciting vision of the company’s future and show them how they are essential part of the success When people feel that they are contributing to an exciting product or worthwhile service, their level of commitment increases. People want to be excited about their work. Loyalty also increases when people are respected and acknowledged for what they do. People want to feel valued and that they are making a difference. Leaders need to recognize each person’s need to feel like they count. Do you let each member on your team know how he or she fits into your company’s success and ever changing environment? Do you know what each of your people wants and finds most important? A recent study of exit interviews found that money was not the reason good talent was leaving. They wanted to be a part of worthwhile enterprise, be influential in decision making and create and contribute to mutually a agreed upon objectives.
Succession management is recommended as wise retention strategy. This comprehensive program includes succession planning, preparation and implementation. To be most effective in retaining talent, a succession program must be inclusive reaching out to all employees instead of just management. This approach is different from what is seen in most employer organizations where the succession focus is typically concentrated at the most senior levels of the corporate hierarchy.
Succession Management is more critical among hourly workers and supervisors so this is where emphasis should be placed in an employee retention strategy. Resources should be invested to retain these workers to cross train them and to assure that there is sufficient back-up for every position. Herman advises that an effective succession management process must include strategic staffing with planning extending over five years whenever practical. People who may be offered or asked to assume higher positions must be educated and trained far before the need arises. Herman, a Certified Management Consultant, encourages employers to prepare each employee for several alternative career moves and to prepare several workers for each position, “Don’t make any promises,” he cautions, “but focus on helping people build their eligibility for consideration for multiple opportunities.”
We have to quickly catch the attention of our talent give them an exciting vision of the company’s future and show them how they are essential part of the success When people feel that they are contributing to an exciting product or worthwhile service, their level of commitment increases. People want to be excited about their work. Loyalty also increases when people are respected and acknowledged for what they do. People want to feel valued and that they are making a difference. Leaders need to recognize each person’s need to feel like they count. Do you let each member on your team know how he or she fits into your company’s success and ever changing environment? Do you know what each of your people wants and finds most important? A recent study of exit interviews found that money was not the reason good talent was leaving. They wanted to be a part of worthwhile enterprise, be influential in decision making and create and contribute to mutually a agreed upon objectives.
