Friday, May 18, 2012

Extracting work

In today’s world, where every industry is facing fierce competition, curving out top performers out of many proletariats, is a nail-biting task for Managers. It is also very crucial to specifically identify such people since the growth is generally maintained to the tune of 50% to 60% on CAGR basis with unparallel performance of top performers. Lackluster performance of low performers brings the atmosphere of rue in the organization.  Despite all these hanky panky, the recent data emerged from an explanatory survey says that 50% of the top performers of any company leave the job without assigning any broader reason. But, most of these performers prefer to leave their present organizations yielding a severe mental frustration. Above kind of research provides inkling that low performers are content with their jobs, and they are statistically least in the job hoper’s category.

Though finding out good performers from the talent market is really a heart breaking exercise, the employers through their human resources department should ensure recruiting high category performers who master the particular functions of their jobs and attach themselves to the company for a considerable period of time. This group of people is well tuned to deliver the anticipated performance and if such a lot of people leaves the organization abruptly and frequently, managers extracting work from them, are required to detect the reasons of their sudden exits. If a fact-finding reveals that their positive attitude saddles them with extreme work pressure and drags them into exhaustion, a remedial action should immediately be taken so that repetition of such attrition of crop-fetchers is avoided. A remedial action may consist of proper job scrutiny, workload distribution and periodical change over of responsibilities according to real scenarios in light of the company’s objectives and their achievements. Of course, inspite of all these measurements, about 30% to 40% of high performers yet remain with a tendency of leaving the jobs for better career. But by formulating proper HR policies, counseling with employees, surveying their satisfaction level, inducing the skills of all categories of employees, the attrition rate, though not completely eradiated can surely be minimized.

Despite all the remedial steps, if the attrition rate stands beyond control, one more alternative still lies with the employer. If the inkling of survey stated hereinabove with regard to top performers’ tendency of leaving the jobs frequently and the lower performers’ attitude of sticking to the same job for a long time is believed to be true, the indication is that the company should focus on augmenting the skills of the low performers who are always a permanent asset of the company, and increase their abilities to produce more for the organization. It is very sure that such lot is content enough with their existing job and will not flee away. It is a better course of action to put them into a race and fetch the best out of waste.

The low performers are also to be periodically assessed and reviewed so that the lacking, if any, can be addressed to and the performance can be improved. By this way, an organization if can’t prevent the exit of high performers, at least can extract the best from the low performers and maintain the equilibrium of growth. A high rate of good performance from the group of low performers counterbalances the deficit arising out of exit of high performers. This situation if view from different angle, we can see that it may ease the monetary burden of the organization. A huge investment made on the high performers is washed away when they walk off; whereas spending money on low performers reaps good crop as they adhere to the organization because of their contentment with the present job. Further, it helps company save money by spending less remuneration over low performers as compared to high performers.

Though a challengeable job for HR management to train the low performers and get better results from them, it can play a vital role in development of the organization. A company can turn the low performers to a high rewarding lot by implementing certain steps like this. However, skill-augmentation training only can not bring difference, but the motivation for the assigned responsibilities can produce desired results. Developing positive attitude in the employees towards their job can prove a better element to fetch the maximum from them. Departmental heads should also be encouraged to practice cordiality towards their subordinates as it proves a moral boosting factor for them, which finally benefits the organization. It is found that the senior people avoid appreciating the astonishing performance of their assisting staff with the belief that they are bound to do well because they are paid for that purpose only and there is nothing admirable. This attitude of seniors really disappoints the hard working people. But they should not neglect the fact that just remunerations run employees’ families but appreciation runs their brains, boosts their innovation, increases their loyalty and strengthens their commitment.
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