Exit Interview process

 

Introduction

Within a good business culture, the practice of an exit interview will support learning gaps and work addressing pro-actively to control high attrition situations.  Staff are free and very often tend to comment honestly when they are departing than at any other stage. Capitalizing on the situation extracting the information through a structured process and documenting will have long term benefits in dealing with findings  

 

Structure of an exit interview process

Figure 1: Exit Interview Process, Source:  (MBA Skool Team, 2021)

Exit interview could be arranged in the simplest form with the objective of learning the clear reason for the staff to departing. The following structure could support the purpose.

·         Organize a discussion

·         Encourage two-way communication

·         Create a free environment with the assurance that the info will be held confidential

·         Analysis reasons and feedback for required actions to address

The benefit of an exit interview process

It's well worth the time and effort to refine your process—asking the appropriate questions reaps some significant benefits. For example.

·         Cost-effectiveness

·         Understanding employee turnover

·         Increase employee retention

Conclusion

Exit interviews provide information on why people quit, what they loved about their jobs, and where the company can improve. When data is compiled and tracked over time, they are most effective. The concept has been revived as a means of capturing information from departing employees. Exit interviews can be a win–win situation for both the business and the departing employee: the organization retains and shares a piece of the departing person's expertise, while the departing employee articulates distinctive contributions and leaves a mark. (Serrat, 2017)

 

References

MBA Skool Team, 2021. www.mbaskool.com. [Online]
Available at: https://www.mbaskool.com/
[Accessed 27 November 2021].

Serrat, O., 2017. researchgate. [Online]
Available at: https://www.researchgate.net/publication/318019346_Conducting_Exit_Interviews
[Accessed 27 11 2021].

 

 

My HR Blog 5 - Recruitment and Retention

 Recruitment and Retention 

Introduction  

Human Resources are the most important part of an organization, sometimes called the most valued assets. In modern-day's business environments where technology plays a key part in the driving processes and associated tasks, employees are essential to keep them properly functioning. In these situations retention of key staff becomes important.

Retention of key employees helps the organization stability, future planning of the resource requirement, and maintaining high productivity through the seasoned resources.  A competent workforce also supports keeping the cost of recruitment and training low and efferent.

According to Frankeiss, (2008) study, it was found that policies and practices in talent management, recruitment, and retention can help reduce attrition rates. Oracle white paper (2012), it is discussed that recruiting the right person in the first place would be the best practice for the retention of employees. Beardwell and Wright (2012) emphasized in a study that organizations systematic approach to recruitment and selection which would help in decrease in turnover of employees.  

    

                       Source: (Mango Personal 2012) 

Conclusion

As detailed in the literature quoted from expertise, just as the right recruitment retention is very crucial. Having to channel them through the right policies and practices in structure form, when recruiting is likely to sustain longer.  

References

Dunn, N., 20112. Mango Personal. [Online] Available at: www.mangopersonnel.co.uk[Accessed 25 November 2021].

Franckeiss, A. 2008. "Mining the good from the goodbyes". Human resource management international digest.

Oracle white paper (2012)

Beardwell, J., and Wright, M., (2012) Recruitment and Selection: Human resource management: A contemporary approach, Harlow, Pearson Education Limited, 189-229

 

                    

My HR Blog 4 Performance Management Plan

Performance Management Plan

Introduction

The performance management plan is to ensure employee performances are recorded and monitored in a structured form. The process covers a framework for employees and managers to understand respective employee performances and how the manager sees it through two way communication process thereby management of overall organization performances.

According to (Otley, 1999) a performance management framework should address concerns, goals, tactics, methods for achieving them, target-setting, incentive and reward structures, and information feedback loops.

                                                       Figure 1: Performance Management Framework Sucre: (exqserve)

The performance management process is a continual process where managers and employees get the opportunity to receive and provide feedback on expectations and deliverables states.  This process facilitates long-term objectives to keep on track with quarterly or half-year interactive reviews.

According to the Gallup State of the American Workplace research. Only 22% of employees are engaged and prospering, Employees who are engaged and flourishing are more likely to maintain high levels of productivity, especially in the face of adversity. This also suggests that 78 percent of the workforce could perform better if their company had the correct management approach in place.

Seeing fewer deserving employees receive promotions, a lack of practical feedback and management not involving staff in goal planning are some of the factors cited in this study for a lack of motivation. All this together demonstrates the importance of the performance management process and why each component of it must be executed flawlessly for the best results. (Gallup Workplace, 2021)

 

Conclusion

Performance Management Program is a collaborative, communication process that enables employees and management to work to a robust plan in achieving organizational objectives, future plans, and overall company performances. A good plan with high integrity will support steady and strong performances short, medium to long term. 

References

exeQserve, 2021. exe Q serve. [Online]
Available at: https://exeqserve.com/using-competency-frameworks-for-talent-development/performance-management-framework-2/
[Accessed November 2021].

Gallup Workplace , 2021. Gallup Workplace. [Online]
Available at: https://www.gallup.com/workplace/238085/state-american-workplace-report-2017.aspx?thank-you-report-form=1
[Accessed November 2021].

Otley, D., 1999. https://www.sciencedirect.com/. [Online]
Available at: https://www.sciencedirect.com/science/article/abs/pii/S1044500599901154
[Accessed November 2021].

 

My HR Blog 3: People and Organization

 Toxic Leadership 

Introduction

Toxic leaders are undeniably a burden to any team but often seen within many organizations. They need to be dealt with but very carefully. Its very important to learn the background and work along with getting them back on track and carefully supervises and guide them over a period.     

According to Balasundaram, (2020) Toxic leadership is a set of self-centered attitudes, motivations, and behaviors that harm subordinates, the organization, and the environment.  It also the fact that the success of the mission of such leadership is ineffective, concern for his or her subordinates as well as the organization. This will have extremely adverse consequences.

According to Balasundaram, (2020) “Ulmer Jr. (2012) has defined toxic as poisonous, not far from destructive or harmful. Walton (2007) defined Toxic leadership as behaviour which is exploitive, abusive, destructive, psychological and perhaps legalistically corrupt and poisonous. Reed (2004) defined Toxic Leadership as an apparent lack of concern for the well-being of subordinates. It is a personality or interpersonal technique that negatively affects organizational climate”.

 

                                            Figure 1: Toxic Leader (Yorges, 2021)

Conclusion

Since the toxic leadership is disruptive in many ways, senior leadership  should have moral or courage to eliminate such working practices from the environment at any cost. This will enable to nurture creativity and fearless participation thereby active contribution by every stakeholders within the  team.

References 

Balasundaram, I., 2020. www.researchgate.net. [Online]
Available at: https://www.researchgate.net/publication/338800769
[Accessed 20 November 2021].

Reed, G. E. (2004).Toxic leadership. Military Review,84, 67- 71.

Ulmer Jr., W.F.(2012). ARMY, 62(6), 47-52.

Yorges, S., 2021. Leading Higher. [Online]
Available at: https://leadinghigher.com/toxic-triangle-of-destructive-leadership/
[Accessed 20 November 2021].

My HR Blog 2: People and Organization

 Effect of a Reword and recognition Program

Introduction

Human resources are the most important resources of an organization possess out of all others. Retaining efficient and experienced workforce is very important for its overall performances. Motivated employees can bring genuine values to take its performances to a different level thereby continues to improve desired bottom lines.

This attempt is to explore key influencing factors that motivates employees and the relationship among reword, recognition and motivation working within an organization and the effect of these to business performances and results.

“Lawler’s original one‐directional strategic reward model progressing from business strategy, to HR strategy, to reward policies, to employee behavior, can therefore be extended to encompass multi‐directional relationships, with employees and the total rewards context they perform within becoming much more central. WorldatWork’s Total Rewards Model illustrates these relationships very well” (Reilly, September 2013).

Total - Reword - Model 

Source: (Duncan Brown, 2013)

Key objective of reward and recognition is to attract and retain the best talent. Rewarding performance is to build up an organizational culture where good work done by employees is valued and their exceptional efforts are recognized. Transparency and consistency of the process will ensure the credibility of the process which is a crucial requirement. Therefore, having a reword and recognition policy detailing process align with organizational culture and business strategy will ensure them. 

6 reasons to implement a reword and recognition programs  

Spiegel, (2020) in her article to Chewhu.com explains six reasons to have a reword and a recognition program in an organization and the effect of each reasons. 

1. Increase motivation
2. Show appreciation
3. Encourage friendly competition
4. Improve productivity
5. Boost employee retention
6. Create a positive workplace

According to Hastwell, (2021) in her article to Great place to work- Certified^TM Company Q.C.Trainer, a survey done using 1.6 million employees of small, mid-size and large larger scale companies congregated during 2018 to 2020 period including a question “What is the most important thing that your manager or company currently does that would cause you to produce great work?”

Out of many responses 37% of them responded personal recognition will motivate them to feels better and walk extra miles to produce results.   

 

“To win in the marketplace you must first win in the workplace."

“In order to be successful, you must start internally with employees. Recognition and rewards programs give managers a formal channel to recognize their outstanding performers. Top employees can be recognized in private and in public vi (Hastwell, 2021) a online recognition walls or companywide events”.

(Doug Conant, 2017)

Conclusion

It is a debate that we often get in to have a comprehensive, perfectly documented reword and recognition program to develop before implementing, thereby resulting delays, or not starting at all. In such situations it`s more effective when initiate with a simplified program and evolve with learnings and feedback of your team. While keeping in mind the ultimate objective of business performances and results key to success is transparency and integrity of the reword and recognition. In this perspective provisioning for feedback or to challenge will assist to cultivate feelings of the program, of their own rather than a top down program.

 

References

Doug Conant, F. P. a. C. o. t. C. S. C., 2017. awardsnetwork. [Online]
Available at: https://blog.awardsnetwork.com/top-10-quotes-rewards-recognition

Duncan Brown, P. R., 2013. Reserchgate. [Online]
Available at: https://www.researchgate.net/

Hastwell, C., 2021. Great Place to Work-Certified™ company O.C. Tanner. [Online]
Available at: https://www.greatplacetowork.com/resources/blog/creating-a-culture-of-recognition

Reilly, D. B. a. P., September 2013. Reward and Engagement The New Realities - Compensation and Benifit Review.

Spiegel, S., 2020. crewhu.com. [Online]
Available at: https://www.crewhu.com/blog/top-6-reasons-to-implement-a-rewards-and-recognition-program

 

 

Remote workers in Hybrid work environment

Introduction

Hybrid work environment came into light with the Covid pandemic impact demanding less people gatherings. With this situation many companies explored options of having employees function remotely wherever possible.

Hybrid work environment defined as the mixture of people working on sight, off sight and mixture of both depending on the nature of the works performs.

                    Source: https:\\www.envoy.com

                                            

Developing worker concerns

Even though many initially preferred working remotely within hybrid environments, it is now a developing concern amongst remote workers that they will be forgotten or go unnoticed over those who will be working within offices having to interact with managers on frequent basic, when it comes to promotion or performance ratings and other associated benefits. 

October 26^th, 2021 businesswire.com says 60% of the remote workers fears working from home could hinder their carrier developments.      

‘Proximity bias can influence employees’ perceived performance and put some at a disadvantage’
^{– MARIE KRETLOW}

Future of hybrid working

It has been a new learning to many that there are more pros than cons in a hybrid working environment, therefore its likely that many companies are going to adapt to this concept in future. At this stage many companies are figuring out how to iron out the concerns and move forward. In this process developing inequality or proximity bias has been considered as a breathing concern.

Jenny Dramody in her article to siliconrepublic has quoted from "gsb.stamford.edu" in 2015, an experiment by a NASDAQ-listed Chinese firm has reviled that working from home has increased performance productivity by 13 percent."

27^th July 2021 Harvard Business Review explains five characteristics of a successful hybrid work environment. 

Recommendations

In a hybrid working environment every stake holder should play their part to ensure such concerns to eliminate. 

• Feared workers falling in in to the background have opportunity to work on their own destiny.  Stretching to the extent that they will be noticed.  Offer to do more or to take additional responsibilities.
• Managers spend more time addressing subordinates personally and making them feel comfortable. Extend time to speak to individuals those who potentially fearing, listening them and creating laughter, before starting a virtual meeting.
• Leaders could consider developing policies addressing such concerns extending guidance for all stakeholders.

Jenny Dramody in her article below details how leaders should behave when dealing with such concerns.     

“Leadership has to take the first step to ensure everyone is set up for success. Their presence – either remote or in-office – and behaviour set the tone for the rest of the organisation. Leaders must proactively define expectations for the team to ensure the ways in which the organisation works together are equitable for all, regardless of work location.”

She also said that leaders must explain why certain processes and practices are important instead of merely laying down the rules and expecting employees to follow blindly.

“With a solid understanding of this, employees across the team are more likely to champion equitable practices and advocate for their teammates who aren’t physically in the room.”

References

businesswire.com (https://www.businesswire.com/news/home/20211026005224/en/Remote-Workers-Fear-Missing-Out-on-Promotions

siliconrepublic.com (https://www.siliconrepublic.com/advice/proximity-bias-remote-working

gsbs.stanford.edu (https://www.gsb.stanford.edu/faculty-research/publications/does-working-home-work-evidence-chinese-experiment

Harvard Business Review (https://hbr.org/sponsored/2021/07/5-traits-of-a-successful-hybrid-work-environment