I know Bill Gates and so does he! We are the best of pals and spend each Christmas vacation together. So whenever I walk upto his cabin, he’d open his books of accounts, he’s been working upon and show me how much he’s pumping in to Microsoft. Where do the finances go and how he builds his empire!
I bet 90% of you are already scoffing at the lines written above. They sound so ridiculous and irrational by all means. Half of you at this moment are telling yourself – what a sham! Or perhaps what a jerk! Some of you may question, so what if you know him – the world knows somebody or the other; but sharing statements of profit and loss is like ‘making a mountain of a mole hill’.
Nevertheless, despite knowing the boundaries between professionalism and personal ties; how many of us do actually cross the lines? How many of us actually look out for a favour from somebody, coz we have excellent personal terms? How many of us take it for granted that coz so-and-so is a cab buddy of ours we can pry into his/her work space and hang around much to his/her discomfort? Yet behave as if it’s a Constitutional right to be cheesy!
At what cost – being labelled unprofessional by all means. Some people do not understand the seriousness of a document being marked ‘Confidential’ and take easy offense when a colleague/friend/superior/subordinate tries to elude. Imagine being briefed by your VP that this is just for your eyes and ears, and a week later the VP finds out; it has now become a muse for the entire organization. He definitely isn’t going to sound pleased about the situation. What may emerge next is fire fighting, all thanks to a friendship that led one thing to the other. A perfect grapevine doing the rounds.
Now it sounds pretty much something of common sense and one may suggest, of course one’s aware of such limitations. But again the human factor and psychology comes into play. We as humans love dodging the set norms and rules. Unless and until there’s no bent of protocols one may find it tough to survive the quick bites, facts and figures. After all, close proximity can always be flaunted among informed individuals.
If you talk of ethics, and standing at the line of fire with the CEO looking over; or the Project Manager as a matter of fact too, would you oblige or shrug away and politely ask the colleague/friend to mind their business. If you choose the former you make way to being the super star of the Organization passing vital information nobody else knows. If you chose the latter, you end up being declared a smug!
So with the ball in your court, next when someone decides to shrug away; wait for a moment and tell yourself – cricket matches and shopping spree together would sound such a brilliant idea off the office hours!
A call to one of the employees over joys him beyond the callers’ imagination. The intention was to wish the employee on his birthday, after a new policy got introduced in the Organization which required the HR to make personal calls every morning. At times it would get awkward as the receiver found it hard to believe his Organization wishing him on his day or perhaps was never wished before this day by anybody. This particular receiver perhaps was so happy that as an extension to his happiness he wished the HR back on prosperity in life and growth in career. On another such occasion, the employee felt so thankful to be remembered by the Organization; to express gratitude he got a box of sweets for the HR & Admin Dept.
It is a very normal procedure in IT Companies, wherein somebody from the Admin team sends across birthday/anniversary wishes to the intended employee and the Organization provides some benefit or gift along with wishes. Plus the team/project the employee belongs to organize small parties. However in a manufacturing there are 2 kinds of employees: the workers and the managerial staff. The needs for both the kinds are entirely different. When one of the managers like cited above could get all so over board by a personal call, the worker may expect something more than just a call. An email will make no difference to him either! Budgets can vary among Organizations for extended benefits like gifting a pair of clothes/utensils/tiffin box as well. Monetary benefits is something workers are always looking for, but that isn’t a feasible answer. Also at times the budgets planned for the entire year may fall insufficient or be scrapped off altogether due to newer policies.
So among all this circumstances when newly introduced policies talking about the wellness and benefit of employees bring in lot of hope and enthusiasm one end and receive flak the other, reaching out to an employee is what he primarily appreciates. Of course that doesn’t mean accepting all that they say. However simplest of gestures like personally being wished from the HR team (that is the extended arm of the Management and BOD) feels comforting and reassures employees about being recognized and be noted.
When Mr. X joined the mid size Company, within 2 weeks he felt everything needed a change and makeover. The first thing that required major modification was the Company Policies and immediately he got to work of designing new ones. At the end of 4 weeks from his joining date he had a new set of policies ready and looked forward to furnishing them before the Management, get an approval and be the proud creator of them.
A proud creator yes, but the policies never got approved! Several reasons could be possibly attributed to it like: how could it be that not one policy was perceived as a fit to the Organization Culture; what was the urgent need of modifying them, that too in such a short time of being on board; copied from internet resources. Plus rapport building became a huge task which couldn't be overcome with time!
A conversation with a friend led to the question: How long can an employee recruited for a crucial decision making position take, before he/she can start rolling out the decisions and the Organization would listen to him/her? The friend said ideally not more than 3 weeks and by then he/she should be well acquainted with the operations/systems flow and all that his responsibilities demand. However when it comes to introducing changes the 3 weeks is too short a time. That’s the easiest way that can lead to his being crucified before public eye. Neither would he be able to please the Management nor gain the confidence of his subordinates/colleagues or the employees.
Company policies are something that is based on the common vision and goals of the builders of the Organizations which are duly passed on down the level of hierarchy. Playing with them is a sure shot way of receiving heavy criticism and resistance. But this holds good only for Organizations that fall in the bucket of being Tier-1 and/or Tier-2. There are still quite many of those who form the bulk of mid size Organizations – for some of them their respective policies are nothing but copied material from Internet (CiteHR in fact is an excellent resource for anything that has to deal with HR) and they have always been mavericks in the way they operate and implement activities. Introducing a change out here would mean disturbing the fine balance between Management, employees and the new person hired from a corporate HR background. The others are those who are bound tight by their policies and find changes nothing less than unnecessary fingering just to prove the newly hired individual is a capable addition to the team. Both ways it’s too premature to believe that nothing is going right in the first place. No doubt the new addition may have been hired to well implement the necessary visions of the Management, however for being effective the right time would begin only after months of careful scrutiny of the culture and the way employees respond to it.
An employee approaching the HR Dept. for clarifications on a query always leads to certain phenomenal answers that have become much of a part of rote every employee remembers – “It’s written in the Co. Policies that’s the reason why it needs to be done this way!”
Infact quite many times the employees seem to know the answer well in advance before they decide to give another shot in the HR Dept. But can the HR folks really go beyond what the HR policies say? Can there be exceptions? Can there be genuine reasons when the HR needs to leap beyond the Co. boundaries and oblige employees? What’s the guarantee the employee may not get deceitful next time to avail those privileges?
The strongest of policy implementations always take place w.r.t. leaves and mediclaim issues. I remember coming across this one instance, when while the employees’ were on way to the office, one of the employee met with an accident on a deserted road. He was found injured by another employee belonging to the same organization nearly 20 minutes later. As an impulse the injured employee was rushed to the nearest medical aid centre for treatment. This resulted to non-reporting to the office of those 2 men. Now the blue collar workers are not among those privileged lot who can avail CL (Casual Leave) at their disposal nor can their work be taken care by some replacement, coz in a manufacturing more or less everybody has fixed roles. Late coming to office would in turn mean loss of pay for loss of hours in productivity.
So out here basically while the employee is heading for work and chances upon somebody who’s met with an accident, should he pass the person and reach office at stated time as given in the policy? Or should he bring the injured employee first to the office, mark their attendance and first avail medical aid present in company premises, before going elsewhere? Or alike the above stated example, straightaway take the injured for treatment, resulting to late coming and loss of pay?
What can HR ensure in such situations for the benefit of the employees’ as well as not making ways for future deceits? For this case stated above, HR for once did grant leniency on attendance and late coming and provided relief to the injured employee too, but how long is the question? People take no time in analyzing how best they can get more out of the situation, how can things be manipulated to get more of the benefits, how to get everything fixed coz of some friend/colleague happening to be at critical positions of the hierarchy?
Talking of anything that has to deal with Management, jargons for sure make way for all modes of communication and description. So be the case for Human Resources too, in fact I too have a quote at the top pf my page that reads: “Our progress as a Nation can be no swifter than our progress in education. The human mind is our fundamental resource.”
If we were to minus these fancy ways of using the language to talk about a profession perhaps there are other tell tale signs that speak in volumes about the effect and impression it creates over other people – primarily the customers/clients of the Company. For HR the best tell tale sign of its progress is how an individual’s life is touched or how the HR Dept. as a whole, all the while representing the Organization touch many lives and motivate people to put in their very best, irrespective of their designation.
This post onwards I would be sharing and talking about those innumerable HR people I’ve come across who at some point of their career have created values for their employees and help instill trust and faith in the system of the Organization. I would also be citing memorable occasions wherein the HR’s action and thoughts lead to a feeling of bonhomie among employees.
During my interns’ period in one of the CMM level 5 companies, I came across this HR who was effervescent in her ways. The day I happened to join in there was incidentally the very next day post New Year. All employees seemed to be preoccupied in their work and headed to their workstations the moment they stepped into the office premises. However, the HR who came smiling and greeting people went right upto the front desk executive (or receptionist as recognized by people) and greeted her with genuine concern and smile. Besides the HR, I never saw anybody else walk right upto that lady nor even glance towards that corner of the office building. The front desk lady was of course overjoyed when a Senior Executive HR cared enough to reach out to her. More of the days that I was there, I found her unique in many ways and the extraordinariness in her being a Human Resources person kept reflecting by her concern and spontaneous efficiency at work.
For many it may sound like ‘so what’ and ‘big deal’ however, small acts of appreciation of this kind only help the employee in believing that his/her future and career lie in the right hands that would help them grow individually and professionally. It doesn’t matter at the end of the day in such organizations, whether one’s a clerk, a class IV employee or a top management official. The culture is so strong that it reflects in the people who manage the systems and processes and without much deliberation the employee feels like giving back as much as they can.
For some people the mere task of coming out with ideas and getting the chance to implement them is a Eureka moment. The ideas are largely either pulled in from previous Organizations’ successful ventures addressing the same issue or something really out of the box that promises ease and convenience to anyone who happens to use it. Some of them plan it out really well, and follow all the protocols one ought to and design a step by step stage to go about the process. Whilst others may not follow the usual routes and create their own methods of doing things. However there is one step/protocol both kind of task doers should indulge in – Pilot Testing.
Pilot testing is a terminology primarily used by training specialists in Organizations where an entire cycle is followed before the Training & Development team decides to implement a newly designed programme upon employees. Besides developing theoretical documentation of the system, real time users / testers are allowed to use and abuse the programme stretching it to all limits of durability. If one tries searching over the Internet, in fact one may find a lot of articles and blogs addressing the available types of pilot testing and the ways of administering it all the while keeping in mind its pros and cons.
Before any of the models can be brought out into the market for the end users/customers use, a small section of testers should always see, work upon and critically analyse the intention of the model, its intended utility, the correctness in the functionality and most importantly – how is it helping the end users. However many innovators or idea generators take a leap over this step and decide to face the end users on their own. For the IT industry this terminology is equivalent to beta testing that we keep seeing on newly launched software’s and websites every other day.
The same holds good for the HR industry as well. We are in a constant race of coming up with new ideas on employee engagement as we keep observing no idea lasts for a cycle of more than 4 – 6 months. An employee outgrows himself/herself on every one of the employee welfare schemes, recreational events and activities and employee engagement. Especially when the three form the foundation for employee retention to stay! Suddenly the HR guys need to reinvent themselves as the brightest of the artists coming out with whims and fancies that seem to go well with the Management and of course doesn’t land the Organization in soup or bring them at loggerheads with their policies and employee reaction.
With the growing advent of the Internet resource available at a mouse click, today anybody from anywhere can keep a tab with what is happening at some Organization miles away and at times Continents away too. However what may work best with Organization X may go sour or in worst case, bitter too with Organization Y. Special care should be taken when people shift sectors as in different kind of industries and try to add a feather to heir cap – coming out with innovations! There’s no guarantee that if you were a star performer and the CEO of the Organization shook hands with you in great appreciation, you may end up receiving the same reception in the new Organization.
For people who have just job hopped from the IT sector to the Manufacturing sector, there’s always a challenge up the sleeve - the concept of replacing manual labour by machines often taking a back seat and receiving flak as it threatens the job security of individuals. Here one would always be sceptical to find fine exhibition of latest technologies and software’s in the market on the roll. If one man earns a living by manual entry of attendance and daily tabulation of it across the Organization’s extended units, software by the country’s most promising technology builder of HR systems may lead to snatching of his job. The helpless Manager would always try to bring about up-gradation in the department, and at times may borrow ideas by introducing a swift transition phase by first working on internally developed programmes or systems and then graduating to ERP’s. Or introducing new employee engagement schemes that worked out super duper well at an IT industry however fails to stir the curiosity and results to dropping morale and enthusiasm in employees.
Man is plagued by the need to do something challenging, however to capture the right attention at the right moment has always been a tumultuous task. It’ll be always wise for the HR conglomerate on the whole if before they decide to handle the end users face up, a small section of the employees known to be neutral and good feedback givers test the feasibility of the new system or scheme. It could save many an embarrassing moments and help better structure the implementation phases of the new idea.
Ownership today has become the fad among young generation of employees. Before joining an Organization the first thing they would want to know is how much space is available for ownership to blossom. Gone are the days when employees would keep requiring running to their bosses and seniors for approval of every step they need to take, or every procedure they need to begin with. Gone are the days when there would be one man calling all the shots. For if somebody did that today, the employee would consume hardly any reaction time and next thing that would land up is a resignation and a brighter future elsewhere.
So why has ownership replaced all measures of motivating an employee to give in their best. Why it is today that money and incentives do not derive equal pleasure and ensure a good night’s sleep as much as ownership does?
Today every person is eyeing to be an entrepreneur by their own means in some way or the other. Every induction in an Organization when somebody from the top management ask, “How many of you see yourself as future CEO’s of an Organization” instantly 70% of the crowds have their hands shot out! Even if 20% of them do not really know what it may take to be there, 25% may halt their dreams out of securing job and realizing it’s not their cup of tea, 15% may begin with something but never finish it due to early setbacks and out of the rest 10%, hardly 3% end up as CEO’s! So why is there this horde of people wanting to be the man who has the power and influence to turn tables for an Organization?
It’s all about the ability to be given enough freedom to do what they love doing. It’s about getting that space of their own where they can invent, innovate, experience, jump in joy and lie low in setbacks. It’s about feeling these moments of life on a personal account basis. Why should they let somebody else rule their chances of growth and learning?
In times like this Organizations have evolved to be smarter species and many people have edged themselves one level up compared to the EQ status of their employees. Ownership yes is provided but a controlled one. Employees get their share of responsibilities and much beyond than the actual deal of Job Description for the profile. Of course enrichment of profile is something that makes an employee gloat in content, however a controlled ownership would mean: one being free to gather all resources on their own, work out measures and strategies of approaching the issue, study the repercussion of the procedure that would soon be implemented; but just before the employee can go ahead with the grand plans – he ought to tell his superior about it. Here is where all the clipping happens, strategies are realigned to the business goals and the grand plans are modified to the superiors’ line of thought. Plus a good enough reason/feedback is rarely or never given to the employee. Resultant – the very happy an employee some time back, is not so amused now. However convincing the clippings may sound, however at the end of the day one needs to keep getting back to the management / superior for approval on matters. We have an unhappy employee now, who feels his freedom of action is curbed and encroached upon. It won’t be long when he would be at loggerheads with his superior and the Organization as a whole. It won’t be long before he would begin detaching himself with the excitement about working on something. A slow deterioration in his efficiency and performance would be strong indicators of a likely hop.
So for all managers and superiors who have at certain times practiced controlled ownership, time to think whether they can trust the instincts of enthusiastic employees and believe in their capabilities? Of course clearly mentioning the goals of the Organization before hand and how they plan to achieve it, before all work is done and then people sit and decide whether the new model suits them. Or continue with the age old hierarchy system of reporting, process flow model and operations.
Fresh out of college and yet not a placement in hand surely creates beads of perspiration on any freshers’ forehead. To add on to the pain if the market seems to be down and months go by awaiting even one single call, out of sheer desperation many freshers resort to a practice. Getting fake experience certificates made, talking of previous illustrious experiences. The best part is it works for quite many in getting them their very first break and then they take their flights towards their dream companies. Yet there are some who get caught in random background verifications and are shown doors, bringing them back to square one.
So what is the point in getting fake certificates and starting a career like that? Students, job seekers have variety of answer ready for the occasion. Do the organizations who issue such certificates too? Can it be clubbed under a similar genre where social work belongs to? For many job seekers who avail this facility have a relative / family / friend working in an elite company by good standards and see it as a ticket to easy accessibility to the HR. So we have letter heads of Companies floating around the industry for people they’ve never known and remote chances they would ever.
So why is it that Organization’s think it’s not that great an issue to be worried about?
1.To get rid of a pestering employee, who visits the HR department every alternate day inquiring about the status
2.To oblige friends and colleagues at work, perhaps someday they too can help the HR in a situation
3.It doesn’t matter as dozens come every quarter for the same
4.To help a guy needy of kick starting a career
5.It’s hardly a matter of time and the first companies are always forgotten as one moves up the ladder
AND why is it that Organizations should begin to worry of the prevailing practice?
1.We believe in what we see, so the job seeker carrying a fake certificate ends up being a brand ambassador for the Organization
2.Motifs, ID Cards, Logos, Letter heads, Mugs, T-shirts bearing Company punchlines have always been associated with a factor that generates pride and attachment to an Organization. So selling or dispatching the letter heads in the market is almost like diluting the value of it. Or atleast that is what I learnt in my Organization Structure, Process and Design paper at B-school.
3.Lucky are those times when the job seeker may turn out to be gold, however if the person cannot rise to the occasion, imagine getting a ‘Continuous Excellency Certificate’ at previous employer and a barely scraping through at the next one. Will it really benefit the person in the long run?
4. Question of ethics & responsibility to the society and coming years of innovative technology + resources
5.Recruitment costs (to find a new replacement to the new hire for non-performance) and Training & Development costs (to polish the person) increase manifold
6.A recognition certificate is something that motivates an employee to put in better and efficient efforts at the workplace. In fact I have seen employees cherishing the feel good factor that certificates bring, by placing it on their workstations religiously. The following year, there comes another to add on to the smile swelling of pride. Will these job seekers ever cherish the fake experience certificate with kind words written on it? Will it help to motivate them strive for their passion?
7.Are we as Organizations really enabling the future workforce to bring out its best?
Similar is the case for Project / Summer Trainees where Organizations are reluctant to allow them do something useful and creative for 6 – 8 weeks, invest in them and tap their potential and believe the best way to get rid of them is by issuing a certificate.
Can Organizations vouch for their knowledge and expertise too?
Compensation as always is a very touchy subject and people would prefer not to enter into a discussion on the same. Recent times of recession have brought out the worst fears among employees alive – packages dropping, being offered less on a hop, getting pink slipped. Though the last one is the extreme of the triggers that lead to depression, however money matters is something people are advised not to talk about, as one is said to be never satisfied.
Caught between the crossfire of a bad market, ever increasing costs and prices of everyday needs, the environment where to Company is located and the kind of culture that exists is a hapless employee who’s been serving for decades together putting in hard-work and sweat. At this time it would sound like a very unfair deal for the employee to be paid peanuts and he would always find lot many empathisers rooting for his cause. At manufacturing things get more vocal with a heavy presence of unions and local leaders.
But to understand from the organizations point of view the foundations that lay the structure of the compensation being offered is really important. Not all organizations can always tend towards operating to meet the demands of the market. Nor can they introduce a competitive compensation matrix that ends up becoming every one else’s envy. Climatic factors play a very important role in determining how many bands/levels can exist in the organization, can they go about partnering with consultancies to tap outside potential (resource), how best can they keep their employees happy yet never cross the line of being declared bankrupt, build the confidence among their employees despite a very poor pay.
And mind it building the confidence among employees is a really difficult task. Imagine extending your services for 3 decades at a stretch and today in the 21st century still drawing the same amount you did when you began. Back then the amount was a part of luxury, today it is pittance.
So then what is it that still keeps the employee motivated to be a part of the organization. Several factors can be seen to be held responsible for such behaviour – primarily being the tendency to stay close to family and home. Infact this is applicable not just to people who lead 3 decades of their lives associated with one company. Ask anybody and they would be trying to work out alternatives of getting the closest they can to home and taking care of aging parents/family. This may involve lots of tumultuous initial years of picking the right Organization, meanwhile justifying with qualifications, getting satisfied with salary benefits and also staying ahead or atleast in par with ever competing batchmates.
What I can comprehend as being another reason to such a behavioural aspect is – staying put at one place for ages may eventually kill the desire to learn new roles, experience new environment and yearning for more. So people, who have set into the system of monotonous defined task mode, continue going about it without further thought of improvement.
These employees now have a matured family, with kids grown up and most of them already begin to earn their own livelihood. This is the third factor I can see ingratiated in employees. Now that the nest (home) is more or less empty it hardly matters to them what is filling in their pockets.
Besides the inability of the Organization to better its pay structure over the years, despite highs and lows in their operations, workforce; makes employees believe that nothing better can happen in the times to come. So after coming to terms and accepting the organization as it is, there is still an interesting fact that works behind the scenes. Each individual knows the other all too well. Most of them live as neighbours in common societies and for any pain they have as a burden or for any joy to share there are 800 other individuals waiting to be a part of it. And in most cases after a certain stage of life, all that man wants from work, colleagues and employers is recognition, understanding and togetherness.
Last time I spoke of over quoting one’s previous employer and the amount of irritation it would generate among colleagues and superiors. However there can still be more ways of saturating one’s peers, one among them being inability to quit dropping names of references that pushed your case all the way through your orientation in the Company.
These days Companies look forward to recruiting a large chunk of prospective employees through employee referral scheme. What better way can they get to attract friends, relatives and acquaintances of existing loyal employees; to become a family of strong values. This means every second person joining the organization has been referred by somebody and times like this there are people who love to flaunt their references.
What people forget is that references can help as much as pushing one’s CV across the recruiting team, getting an interview fixed and to some extent bypass the background verification process (if the reference is strong and higher up the hierarchy). The rest of the story of a happy ending or screw up depends largely upon the individuals’ capabilities.
People who tend to drop names also forget the fact that those very individuals who are being quoted would very much be placed in the highest discomfort level finding their names being tossed around conversations and across board meetings. The discomfort level exists equally among other employees who find it disbelieving to be subjected to such influence levels.
It isn’t just the colleagues and people associated in one’s project that start keeping a distance; but the HR dept. also keeps a note of such boasting chaps. At the end of the day it’s the person who’s performing and no matter through which channel he/she lands in the organization; he/she can be shown the gates!
So if one thinks it’s fancy to show your connections and get privileges out of situations, think again – Are you performing or are you making enough background to be despised and cornered!
Ever wondered why does the new fellow who joined 2 weeks back keeps quoting his previous employer for every decision he has to make, or every policy he has to discuss to the point of everybody else’s irritation?
Quite natural we look around for benchmarks every time we are assigned tasks, and just in case nothing should go wrong, we like to consult with previously accomplished procedures on the same topic. Be it a friend who’s done it before, a process done by a different team, a website that portrays all the angles of technicalities involved, in-numerous blogs or plain simple – the previous employer!
However such affinities to the previous employer start irking the current ones. If all was so sunny with them, what prompted an individual to change gears; is the general reaction they invite. It’s okay to consult and do things, but getting overboard with frequent quotes and trying to implement anything and everything can be quite risky. For cultures of the two organizations may not really be similar. Problems deepen when two entirely different industrial sectors are compared, for example some methodology that brought excellent results in an IT sector may not yield desired results in a Manufacturing for the same set of problems. It may not even land close due to various demographical reasons, or may draw flak from the team and the management. Plus if one so frequently feels the need to depend on previous employers, a big question arises – that for his credibility and competency for the post and profile he holds.
So next time beware when a task is assigned, refer and research from every place one can, but stop swearing by the Bible of previous employers, for now you would be known for the path breaking work you do and ideas you come out with; instead of following the rules made by somebody else. Were it to be followed anyway, it would have borne clones of processes and operations, spelling disaster under respective cultures.
One of the major reasons why our companies face high level of attrition is because of the fact that their job profiles are not commensurate to their individual capabilities / qualifications they possess (This expression was made vocal by 994 respondents in a survey called ‘A Study On Engineering Students Expectations From Their Prospective Employers’, under the section ‘Top 5 Parameters Respondents Consider While Selecting Their Prospective Employers’). Either they join organizations at some point of time because they need a job in hand, to begin with something. Just like ‘A bird in hand is worth none’! Or they are qualified to do something else; however they are placed at completely unrelated departments with the bright promise that, one day they would surely be shifted there, under the mask of job rotation. Though one cannot fully discredit the job rotation process, since it’s a tried, tested and proved methodology of understanding each other’s business and deliverable schemes. However anything short of 2 weeks at a station spells disaster. Here comes the question in every new employee or existing employee’s mind – ‘Are we making a difference and doing meaningful roles for the organization?’ This dilemma was well defined in Gautam Ghosh’s ‘Recruit For a Cause Not a Role’.
Are recruiters just busy filling in the headcounts for a department and finishing their job, or do they bother to stop and think – does this guy belong in here? Problems are similar for both manufacturing and IT companies, each having a share of woes to such issues of an unsatisfied employer putting down the papers. People go for their 9 – 5 jobs, complete their responsibilities and by evening their CV’s are floating all over the Internet, from day 1.
There was this guy at a manufacturing organization, a fresher straight out of college whose flair for mechanics and machines made him an enthusiastic candidate. However 5 months down the line he put down his papers. The reason he cited was that he was very confident of opening a Xerox shop and handling prints, but for mechanical he would have to start all over again.
A similar example from an IT company, where one guy was particularly fond of .NET technology; however he was placed under the SAP wing. Three years down the line, he was an adept at SAP, and respected for his skills; and just then he was shifted under the .NET wing. He had to start all over and it seemed 3 years went a waste!
There are individuals waiting to master skills and contribute in the growth of an organization. They want to unleash their enthusiasm in belonging to a company and doing their bit. But are we recruiting to stagnate or do we have better career plans in our minds for our employees?
When the business today February 7, 2010 issue came out with the ninth ‘The Best Companies To Work For’ survey, amongst celebrated Déjà-vu’s, hushed tones and several internet jokes what followed was an overwhelming cheer for Infosys, denial and acceptance of the fact that from year 2006, it’s taken 3 years to get back on the top slot. It’s taken good amount of hard work for an Indian multinational to be at that coveted rank and Mr. Narayan Murthy is a very proud person today! This years BT survey underwent a vast shift in the methodology by bypassing the companies and going straight to the employees and ask them to rate their choice by certain factors. The resultant was a unanimous phenomenal outcome. [Rank 1 – Infosys Technologies, 2 - Google India, 3 – Tata Consultancy Services, 4 – IBM (incl. Daksh), 5 – Microsoft India]
One such survey was conducted in the year 2007, where the methodology adopted was beyond all existing techniques and which bypassed the companies, heading straight to the prospective employees – the engineering students awaiting placements. Here too Infosys Technologies emerged as one of the top 5 dream companies, anybody in India wanted to be in.
WHAT is the background:
The information technology industry has emerged as most promising business proposition in India among the new generation business ventures. The speed with which globalization of business and advancement of technology are moving is significant. India in general and Bangalore city in particular are emerging as the most sought after destination for information technology business not only in Asia but also in rest of the world. These projections create lot of positive expectations from business organizations in terms of availability of trained manpower to meet the needs. Therefore organizations are redefining their talent management strategies by hiring more and more of freshers to curtail the cost. But unfortunately most of these organizations do not have validated HR strategies to attract the freshers into the corporate world. Therefore any effort to build a consensus on strategies for hiring freshers from the campus should be based on the research conducted by collecting data from engineering college students rather than existing employees of the organization.
STARTLING facts:
As per studies - in India every third person is a Software Engineer no matter which branch he/she chooses in engineering
YET, only 30% of them are employable
The rest 70% have the following drawbacks which contributes in HIGH ATTRITION: -
- Lack of clarity about their future.
- Attraction towards salary
- Peer pressure
- Lack of soft skills
- Lack of domain knowledge
But students have more than 1 offer in hand - Where do they fail in choosing the right job?
WHY talk of it now:
Amidst the economic slow down that has had global effects of downturns and large scale layoff’s, now when the market seems to be growing again and altogether grappling to attain its previous positions and brand value; times ahead look challenging for the HR Department and the Company as a whole. They have vacant positions to be filled, pink slipped employees tugging at the elbow and an ocean of talent knocking their gates every hour. If at these times, caution is not exercised in getting the right person for the right job; losses seem imminent and just when the world around may be enjoying the bounce back, there may still be someone who missed the bus! Talent management is a process everybody has had turns of glorious days and burnt fingers. The swinging between states keeps happening, but these 1-2 years is just not the time, when companies may have to go through the bad days! A large chunk of new entrants have always been the graduating engineers from India’s brightest technical schools, but are we able to retain them for longer periods than a year or two? If not have we ever wondered, what makes them job hop so soon? Or how is it that from the top technical school we fail to attract the top most talented students?
WHO conducted the survey:
In this direction this was the first study of its kind perhaps in the entire country surveyed in the year March – May 2007 by a team of students pursuing their 1st year of MBA at PES Institute of Technology – MBA Dept., Bangalore. The survey was presented in the NHRD Event ‘Triads’ 2007, Bangalore too. The objectives of which were:
1.Finding the Dream Companies as perceived by engineering students
2.Identify the criteria that enables to exercise the decision of joining a Co. or not
3.Help IT Co.’s device appropriate strategies for attracting freshers
The members of the team constituted of Ms. Deepa S and Ms. Akanksha Yadav (Me). Also Ms. Sonam Chirania and Ms. Poornima Rajapur contributed to the survey in data collection and entry. Throughout the survey the team was guided by Dr. G. Pandu Naik, Head of Learning & Development, Karle Group of Companies, Bangalore (then a professor of Human Resource Management in PESIT, Bangalore).
The Approach:
Not having a benchmark to base the study upon, the questionnaire was such designed that it followed the descriptive research technique and contributed to being a census survey. This was done so that one could understand the entire demographics behind the choices an engineering student makes while selecting upon placements. To ensure data authenticity, the survey was conducted on 6th semester engineering students in the specializations: Computer Science, Information Science and Electronics & Communication; in all accounting to a total of 994 respondents. Participation was optional but most of the students who were present on the day of data collection participated in the survey, in the presence of the researchers. Five Engineering Colleges in Bangalore city (India) were selected for this study, out of which three were rated among the 100 best Engineering Colleges in the Dataquest survey 2006. (PES Institute of Technology, BMS College of Engineering, RV College of Engineering, Dayanand Sagar Institute of Technology & BNM Institute of Technology) The criteria for selecting the said colleges were geographical proximity to researchers and the willingness of the colleges to provide access for data collection.
Data Analysis:
The survey questionnaire had two parts, the main survey and the demographic part. Basic statistical tools like percentages and averages were used for analysis. The key analysis (that of importance of 10 parameters) involved converting importance rating to relative scales (using Likert 5 pointer).
WHAT We Asked:
Respondents were asked the following distinct set of questions:
Rate the parameters you would like to consider for selecting your prospective employer using a one to five point scale:
The 5 pointer Likert scale was classified as:
[1 – Not at all, 2 – To some extent, 3 – To a large extent, 4 – To a great extent, 5 – To a very great extent]
Company – Brand Value
Salary and allowances
Locational Preference
Nature of Work
Career Growth Opportunities
Learning & Development Opportunities
Opportunity to Work Abroad
Welfare Measures (canteen, compliments, etc)
Job Security
Transportation
Dream company:
Respondents were asked an open ended question to fill as per their choice.
Nature of company:
Respondents were provided with 3 categories of different sets of nature to select from, where they would prefer to work:
1.Indian/MNC/Joint Venture
2.Established/Newly Started
3.Product/Service
Initial Salary Expected:
Respondents were asked to mention their expected initial salary on a per month basis
Suggestions to prospective employer for attracting talented candidates:
Respondents were asked to list 3 suggestions they would want prospective employers to introduce in their policies.
WHAT We Got:
A total of 994 respondents participated from 5 top engineering colleges of Bangalore.
DEMOGRAPHIC COMPOSITION
32% from Computer Science & Information Science
71% Male
54% plan to Work, 38% want to pursue Higher Studies
60% hail from Urban areas, 19% from Rural
47% belong to Service class, 28% from Business class
26% 2 L < 4 L, 23% 1 L < 2 L,
22% parental income (p.a.) upto 1 L, 10% 4 L < 6 L, 8% parental income (p.a.) > 6 L
55.4% prefer to work with MNC’s, 21.33% Indian
55.23% prefer Established Organizations, 26% Newly Started
43.16% prefer a Product base Company, 22.54% Service
59% expected initial salary between 3 L – 6 L (p.a.), 18% upto 3 L (p.a.), 11% between 6 L – 12 L (p.a.)
INTERPRETATION:
TOP 5 DREAM COMPANIES RESPONDENTS PREFER TO WORK IN
Top Five Dream Companies
No. of Respondents
Microsoft
151
Google
117
IBM
91
Infosys
48
Intel
44
Not Responded
167
Others
376
Total
994
TOP 5 PARAMETERS RESPONDENTS CONSIDER WHILE SELECTING THEIR PROSPECTIVE EMPLOYERS
Top Five Parameters
% Of Respondents
Career Growth
52
Learning and Development
44
Nature of Work (Job Profile)
34
Job Security
32
Opportunities to go Abroad
28
TOP 5 SUGGESTIONS GIVEN TO EMPLOYER BY RESPONDENTS FOR ATTRACTING TALENTED CANDIDATES
Top Five Suggestions
Number Of Respondents
Good Salary
106
No Consideration of Marks
90
Good Working Environment
79
Planned Career Growth
65
Job Based on Talent
36
RECOMMENDATIONS & IMPLEMENTATION:
If we glance the Top 5 Dream Companies students aspired to work with, surprisingly Infosys was the only Indian multinational that figured there. From our database that Companies that made it among the Top 15, including Infosys, there were just Wipro and TCS to make it a count of 3. So how do we explain that aura foreign MNC’s have that keep attracting employees their end? How should a company survive the economic slowdown and even when not staggered by global environment, yet minimize their soaring attrition levels? As emphasized earlier large scale recruitments always deal with new entrants fresh from engineering colleges and retaining and engaging them is no child’s play. So some of the recommendations from our end that surely everybody is aware of, however a constant reminder is required every passing season to be mulled over and be implemented:
Existence of a structured induction policy is absolute essential. Further fool proofing the process by introducing psychometric tests
The recruitment panel / team that represents the company should be highly competent
Insist on an interactive pre placement talk and present a detailed power point on the company’s products, services, facilities, et al.
Introduce schemes for educational assistance and opportunities for enhancing qualification and skills
A structured induction programme for not less than 6 months
Introducing and following up the ‘Mentorship Programme’ with diligence
Evolving a high potential development programme
To possess a communication strategy nothing short of brilliance
Provide a job profile commensurate to individual capability, than trying and testing him/her on varied grounds before final allotment to an unrelated field of low interest
Plan the career map of a newly hired employee before going for selection rounds
Relax a bit on grades and scores, which doesn’t mean hire somebody not eligible by what the policy says. However give them a chance to sit for the placements by lowering the cut off bar. Who knows, there may be somebody really good in subject, but a bad writer. Or maybe somebody topped semesters, but last year fell ill or something quirky happened with him.
