That's how Jeff Kortes, author of No Nonsense Retention: Painless Strategies to Retain Your Best People, frames the issue of sustaining organizational performance by getting the most out of top performers and acting on bad hires before they drain productivity and morale. If your organization isn't already thinking about how to keep its best people, time is of the essence.
Joseph Daniel McCoolPosted by JACOB. K.V.
06/09 @ 09:38 PM
06/09 @ 09:38 PM
Further to my comments dated 06/06 @ 07:27,
I add.....
After all,Industrial Management is a human relationship. Moreover, business is all about profit making,so it is a 'Give and Take " process. To the extent possible the employee should keep the Company's high morale and should understand that if the company is doing good, the worker has the possibility of being good at work. Rather he has the chance to grow. Broadly speaking, when the employer takes the risk, the employee should do his best part by putting maximum effort to produce maximum output. Anyhow ' Survival the Fittest '. Manager should be a Problem solver. The System should work. If the manager is away, Still the system should work, power of deligation should be exercisied,development should be taken place, and Discipline maintained. Under performers should be given at least a chance to improve. Mutual Trust is most important in keeping good relationship as Industrial relationship is a human relationship. Continuous improvement is to be achieved, as time is gone ,it is gone for ever. Work output should be maintained and improved and new technologies are designed. 'Work is Worship', the person who works should know that. A worker should also understand that no employer pay him from his pocket. He pays from the net outcome available. The principle
' Love your neighbor as you love yourself ' should be remembered, and one should not be selfish and find not only his own benefits but also others benefits.
I am an Ex - Indian Air Force an ex - Executive from a Government of India Enterprise and a permanent resident in US looks for job.
I add.....
After all,Industrial Management is a human relationship. Moreover, business is all about profit making,so it is a 'Give and Take " process. To the extent possible the employee should keep the Company's high morale and should understand that if the company is doing good, the worker has the possibility of being good at work. Rather he has the chance to grow. Broadly speaking, when the employer takes the risk, the employee should do his best part by putting maximum effort to produce maximum output. Anyhow ' Survival the Fittest '. Manager should be a Problem solver. The System should work. If the manager is away, Still the system should work, power of deligation should be exercisied,development should be taken place, and Discipline maintained. Under performers should be given at least a chance to improve. Mutual Trust is most important in keeping good relationship as Industrial relationship is a human relationship. Continuous improvement is to be achieved, as time is gone ,it is gone for ever. Work output should be maintained and improved and new technologies are designed. 'Work is Worship', the person who works should know that. A worker should also understand that no employer pay him from his pocket. He pays from the net outcome available. The principle
' Love your neighbor as you love yourself ' should be remembered, and one should not be selfish and find not only his own benefits but also others benefits.
I am an Ex - Indian Air Force an ex - Executive from a Government of India Enterprise and a permanent resident in US looks for job.
Posted by Peter Gow
06/07 @ 08:00 AM
06/07 @ 08:00 AM
I agree that there's strong pent-up demand to move and this is broadly spread across different levels of management. This is my reading of the situation in Australia where people are sitting patiently waiting for things to improve. We also have a two tiered economy; one that is powering ahead on the resources side and one in the doldrums for everything else. The resource companies are performing strongly and are being driven by the Chinese economic growth.
I agree with your comments in relation to focus and performance. In my experience, it is all about the team and how well they work together. I believe that we have different cultural values around teamwork when compared to other countries. Perhaps it came from the our early history and our necessity to survive in inhospitable country. This was probably the start of it and it was further developed with the ANZAC tradition; leaders and their teams working together with limited resources and under adversity but with a shared goal. The end result is strong performance. However, if you lose a member of your team, it may have dire consequences for a period and hopefully it's not fatal.
I think having a back-up succession plan is really important with one of the other team members stepping up or dare I say, a leader stepping down while you re-build your team.
Keeping the communication going when an event like this occurs is really important. It is just as important too if you removing someone from the team for poor performance.
I agree with your comments in relation to focus and performance. In my experience, it is all about the team and how well they work together. I believe that we have different cultural values around teamwork when compared to other countries. Perhaps it came from the our early history and our necessity to survive in inhospitable country. This was probably the start of it and it was further developed with the ANZAC tradition; leaders and their teams working together with limited resources and under adversity but with a shared goal. The end result is strong performance. However, if you lose a member of your team, it may have dire consequences for a period and hopefully it's not fatal.
I think having a back-up succession plan is really important with one of the other team members stepping up or dare I say, a leader stepping down while you re-build your team.
Keeping the communication going when an event like this occurs is really important. It is just as important too if you removing someone from the team for poor performance.
Posted by Chandra Bhan Gupta
06/07 @ 01:46 AM
06/07 @ 01:46 AM
Employees also do look quality and assurance from the company where they work like the company look into them. This Q & A trend is present in both the side.
Now, what the Company should do to retain the best talent with them need below mentioned three factors:
1. Good annual incentives like around 30% increment in wages.
2. Next promotion with good work profile.
3. Good working comfort level with the boss.
So, if these three factors are met by any company, will retain the best talent.
Chandra Bhan Gupta
Now, what the Company should do to retain the best talent with them need below mentioned three factors:
1. Good annual incentives like around 30% increment in wages.
2. Next promotion with good work profile.
3. Good working comfort level with the boss.
So, if these three factors are met by any company, will retain the best talent.
Chandra Bhan Gupta
Posted by Danny Rodman
06/06 @ 02:34 PM
06/06 @ 02:34 PM
The development of your talent on hand is often the most cost effective regardless of age. large corps buy into " Politics are a part of doing Business " thus during down times .. the front line and mid management is thrown out to be the cause.. when the Exc Leadership had years of notice yet continue to build the empire above the director level. When is the last time a 100 or 500 Corp SrVp offered to triple their organizational span of control 
never I bet.. you will get all sorts of Harvard BS why not...in fact most can do twice as much or more... shame the shareholds don't understand the basic math or want to.
never I bet.. you will get all sorts of Harvard BS why not...in fact most can do twice as much or more... shame the shareholds don't understand the basic math or want to.Posted by Eric L
06/06 @ 02:03 PM
06/06 @ 02:03 PM
"You find your true worth to an organization when you turn your resignation in"
I'm quoting a line I've told new subordinates for the last 25 years. Over my career I've found it to be true - a valuable employee will have a counter-offer and be asked to reconsider. A poor performer will be shown the door and receive a handshake goodbye.
Just this morning I turned in my own resignation, unsure of the response. I've found out that I am a key employee and my leaving is going to have a tremendous impact. "Please tell us what we can do".
I was taken for granted, and thrown off by others receiving recognition while I received criticism for a tough economy. It took its toll on me as the criticism began to feel like a personal slight against me. It wasn't, but that's how I internalized it.
The owners now need to scale back on key initiatives at a time when these initiatives are needed. I could have been a success story on how to make your key employees feel valued, but am instead a lesson on what not to do when you don't want to lose a senior employee.
I'll move into a new position with less responsibility, but higher pay and greater long term opportunity for growth. I'm feeling torn, yet now that the barn door has been opened, its the right move and the correct decision for my career.
Pay attention to what and who is important, or you may find those that are important will take the situation into their own hands.
I'm quoting a line I've told new subordinates for the last 25 years. Over my career I've found it to be true - a valuable employee will have a counter-offer and be asked to reconsider. A poor performer will be shown the door and receive a handshake goodbye.
Just this morning I turned in my own resignation, unsure of the response. I've found out that I am a key employee and my leaving is going to have a tremendous impact. "Please tell us what we can do".
I was taken for granted, and thrown off by others receiving recognition while I received criticism for a tough economy. It took its toll on me as the criticism began to feel like a personal slight against me. It wasn't, but that's how I internalized it.
The owners now need to scale back on key initiatives at a time when these initiatives are needed. I could have been a success story on how to make your key employees feel valued, but am instead a lesson on what not to do when you don't want to lose a senior employee.
I'll move into a new position with less responsibility, but higher pay and greater long term opportunity for growth. I'm feeling torn, yet now that the barn door has been opened, its the right move and the correct decision for my career.
Pay attention to what and who is important, or you may find those that are important will take the situation into their own hands.
Posted by Danny rodman
06/06 @ 12:53 PM
06/06 @ 12:53 PM
I know the company I retired from really doesn't care who leaves. The size of the corp has a lot to do with that I suspect. It is poor leadership on their part however you won't get them to admit it.
Posted by Chuck Behn
06/06 @ 12:20 PM
06/06 @ 12:20 PM
I agree with Mr. McCool - you can't start too early to begin a retention program. I also know from people I have met and know in the current job market, that no matter how strong a retention program, many are planning to leave. They have seen colleagues, neighbors, friends, and family RIF'd and some are still pursuing jobs after two years of looking. Even those at the highest level believe there is no more loyalty by employers. I personally know of CEO's, CFO's, CTO's, etc of small to mid-sized companies/divisions asked to leave due to financial difficulties. Some have had 30+ years on the job. Others were brought in as recent as 12 months prior.
As a result there is a new dynamic involving the relationships between corporations and employees and it is not a good thing. Many are becoming selfish (or even more selfish) and are being told to "look out for #1" by all those associated with the job search. It is not a bad thing to consider yourself first when looking at opportunities but how can one possible sell their talents if they don't look at what they have to offer from a potential employer's perspective?
So when discussing retention programs, one must also discuss how both sides should work together to help the company progress in the right direction. The conversation should include something about the apparent lack of loyalty so many are experiencing today.
As a result there is a new dynamic involving the relationships between corporations and employees and it is not a good thing. Many are becoming selfish (or even more selfish) and are being told to "look out for #1" by all those associated with the job search. It is not a bad thing to consider yourself first when looking at opportunities but how can one possible sell their talents if they don't look at what they have to offer from a potential employer's perspective?
So when discussing retention programs, one must also discuss how both sides should work together to help the company progress in the right direction. The conversation should include something about the apparent lack of loyalty so many are experiencing today.
Posted by ANOOP KUMAR DASGUPTA
06/06 @ 11:54 AM
06/06 @ 11:54 AM
Most of the organization hire persons based on telephonic interview and then a personal interview, if clics both ways, the person is recruited as an employee.
HR plans for induction with all departments and then, after 7 to 10 days the person employed is on board and he called an asset of the organization without knowing him and his performance.
Like this , so many people are recruited and called asset. After two or three months,the same group of asset tuns into about 50 - 50 in the bracket of performers & non-performers. Now in the eyes of HR and Line function managers, 100% so called assets reduced to 50%.
After another six months, 50% assets comes down to number of 20% to 25%, means real performer number locks some where at 10% to 15%.
Now the episode start from here. Question arises, what to do with 85% to 90% employees recruited but non performer & they liability on the organization? How to manage & retain 10% to 15% employees who are real asset?
Most of the organization follow the above route of recruitment and put themselves in trouble. This is one reason, management faces difficulty in retaining real performer unless the liability of non performers to the organization is reduced to great extent ie fixed cost.
Some organization finds way to motivate performers in different way by loading expenditure in their fixed cost to maintain HQ & EQ of performers even with the liability of non performers..
If we do RCA, we find selection critera is the route cause of avoiding retention of performers as I have tried to put my logic above.
If the quantum of performers v/s non performers is just reverse as 80% & 20%, productivity of the organization increases, cash in flow is managed well, no crisis management, ownership and belongingnes are in place ,then the organization will launch effective proposals and schemes for retaining best employees. With this, the Employees HQ & EQ are found at so high level, you can't believe and they deliver at their best.These employees would never like for a change.
I have put my logic up to great extent on retaining people and difficulties generally faced for retaining employees by the organization. I welcome more thoughts on this.
Anoop Kumar Dasgupta
HR plans for induction with all departments and then, after 7 to 10 days the person employed is on board and he called an asset of the organization without knowing him and his performance.
Like this , so many people are recruited and called asset. After two or three months,the same group of asset tuns into about 50 - 50 in the bracket of performers & non-performers. Now in the eyes of HR and Line function managers, 100% so called assets reduced to 50%.
After another six months, 50% assets comes down to number of 20% to 25%, means real performer number locks some where at 10% to 15%.
Now the episode start from here. Question arises, what to do with 85% to 90% employees recruited but non performer & they liability on the organization? How to manage & retain 10% to 15% employees who are real asset?
Most of the organization follow the above route of recruitment and put themselves in trouble. This is one reason, management faces difficulty in retaining real performer unless the liability of non performers to the organization is reduced to great extent ie fixed cost.
Some organization finds way to motivate performers in different way by loading expenditure in their fixed cost to maintain HQ & EQ of performers even with the liability of non performers..
If we do RCA, we find selection critera is the route cause of avoiding retention of performers as I have tried to put my logic above.
If the quantum of performers v/s non performers is just reverse as 80% & 20%, productivity of the organization increases, cash in flow is managed well, no crisis management, ownership and belongingnes are in place ,then the organization will launch effective proposals and schemes for retaining best employees. With this, the Employees HQ & EQ are found at so high level, you can't believe and they deliver at their best.These employees would never like for a change.
I have put my logic up to great extent on retaining people and difficulties generally faced for retaining employees by the organization. I welcome more thoughts on this.
Anoop Kumar Dasgupta
Posted by Bill Edwards
06/06 @ 08:52 AM
06/06 @ 08:52 AM
Mr. McCool is "right on" on all points. I have had to coordinate employee RIF's and they are not fun. BUT.... the better performing employees always have said "It's about time!".
However, I do believe companies have a tendency to limit their investment in their existing workforce. Often hiring new skills acquired through outside education. Supporting argument has focused on the NEED to keep the old systems and old ways running. These current employees become discouraged watching the new arrivals get the "new assignments" and often withdraw.
When RIF's have occurred, I have used a formula based on past performance ratings, skill sets (multiple) and service. These vary in value by company. It provides employees a feeling of thoughtful consideration vs. arbitrary action.
As an HR practitioner, I urge my line managers to always think of the future and what a RIF will cost in terms of RIF awards, turnover, lost productivity, and employee/public good will. You do NOT want to use RIF's to constantly adjust to current "pipeline operational needs" when they have short downturns.
Just my thoughts. Mr. McCool - great article.
However, I do believe companies have a tendency to limit their investment in their existing workforce. Often hiring new skills acquired through outside education. Supporting argument has focused on the NEED to keep the old systems and old ways running. These current employees become discouraged watching the new arrivals get the "new assignments" and often withdraw.
When RIF's have occurred, I have used a formula based on past performance ratings, skill sets (multiple) and service. These vary in value by company. It provides employees a feeling of thoughtful consideration vs. arbitrary action.
As an HR practitioner, I urge my line managers to always think of the future and what a RIF will cost in terms of RIF awards, turnover, lost productivity, and employee/public good will. You do NOT want to use RIF's to constantly adjust to current "pipeline operational needs" when they have short downturns.
Just my thoughts. Mr. McCool - great article.
Posted by Mercedes Sahagun
06/06 @ 07:59 AM
06/06 @ 07:59 AM
Hi Robyn,
I appreciate all your emails...I don't know what to do at this time. Our store is closing. We only have two months to look for another job. I serve Garden Ridge for 4 years. I was dedicated, hardworking, honest-oriented, professional store manager. But still, there's nothing I can do...our store is closing for the reason that the lease was too high and they can't compete with the other bidders. Period...that's it. What about us??? Who works 10-12 hours/day? We have some employees who serve them for 16 years...?
I had a my bachelor degree in BSBA...and still struggling to complete my MBA(two more years). I don't think I can do that now, I need a job...PLEASE. I am a sole breadwinner with a kid.
I appreciate all your emails...I don't know what to do at this time. Our store is closing. We only have two months to look for another job. I serve Garden Ridge for 4 years. I was dedicated, hardworking, honest-oriented, professional store manager. But still, there's nothing I can do...our store is closing for the reason that the lease was too high and they can't compete with the other bidders. Period...that's it. What about us??? Who works 10-12 hours/day? We have some employees who serve them for 16 years...?
I had a my bachelor degree in BSBA...and still struggling to complete my MBA(two more years). I don't think I can do that now, I need a job...PLEASE. I am a sole breadwinner with a kid.
Posted by JACOB. K.V.
06/06 @ 07:27 AM
06/06 @ 07:27 AM
Based on the experience I have following points.
1. 1/2 hr. meeting (or 15 minutes)/ discussion around the table for better decision making right before the operation.
2. Asking opinion of others.
3. See every body's participation.
4. Find out who has experience and knowledge.
5. If needed, ask them to view and get it in writing their views.
6. Introduce incentive schemes. Caution : before introducing incentive schemes, make sure production/productivity can be achieved - if needed conduct a study from a specialist/time and motion study group etc. to determine Break Even Point.
7. Study Market Price of the Person.
8. Make Improvements as a continuous process.
9. Take judgement not by hearing but verify.
10. Have a Library to refer/study.
11. Make good Environment.[ Remember Home is the best place to work - create a Home Feeling. ].
12. Find people who enjoy the work.
13. Conduct Training Program.
14. Conduct some Get - Together.
1. 1/2 hr. meeting (or 15 minutes)/ discussion around the table for better decision making right before the operation.
2. Asking opinion of others.
3. See every body's participation.
4. Find out who has experience and knowledge.
5. If needed, ask them to view and get it in writing their views.
6. Introduce incentive schemes. Caution : before introducing incentive schemes, make sure production/productivity can be achieved - if needed conduct a study from a specialist/time and motion study group etc. to determine Break Even Point.
7. Study Market Price of the Person.
8. Make Improvements as a continuous process.
9. Take judgement not by hearing but verify.
10. Have a Library to refer/study.
11. Make good Environment.[ Remember Home is the best place to work - create a Home Feeling. ].
12. Find people who enjoy the work.
13. Conduct Training Program.
14. Conduct some Get - Together.
Page 1 of 1 pages
Lessons learned from and about six-figure leadership and executive career management
