Hi!
Attrition is good if it gives efficient employee. But regular basis is bad as it affect organization's growth & it reflect that organization is not serious about development & not taking care of employee.
Swati
From India, Nasik
Attrition is good if it gives efficient employee. But regular basis is bad as it affect organization's growth & it reflect that organization is not serious about development & not taking care of employee.
Swati
From India, Nasik
Attrition is neither good nor bad. It is just a phenomenon of atleast making HR people of thinking that there is one more challenging thing.
And we as HR people combat attrition by recruiting further. The exit interviews become a formality and recruiting a person for that position becomes our priority.
The issue is to combat attrition with OD initiatives. The discussion of good and bad can be put on a hold for a while.
can anyone list some initiatives which will really help us as HR people to fight against attrition. OR we as HR executives of one organization continue to cause attrition in another organization.
This also brings on the issue of talent poaching. :roll:
too much to talk....
"my apologies if this post poses any offence to anyone"
And we as HR people combat attrition by recruiting further. The exit interviews become a formality and recruiting a person for that position becomes our priority.
The issue is to combat attrition with OD initiatives. The discussion of good and bad can be put on a hold for a while.
can anyone list some initiatives which will really help us as HR people to fight against attrition. OR we as HR executives of one organization continue to cause attrition in another organization.
This also brings on the issue of talent poaching. :roll:
too much to talk....
"my apologies if this post poses any offence to anyone"
Hello Saurabh229:
>The issue is to combat attrition with OD initiatives.<
Why wait until people are hired to combat attrition?
It is far more expensive and time consuming to use OD initiatives to reduce attrition than it is to hire people who will become successful employees without OD initiatives.
>The discussion of good and bad can be put on a hold for a while.<
But it has to be addressed before the job offer is made if we really want to reduce attrition.
>can anyone list some initiatives which will really help us as HR people to fight against attrition. OR we as HR executives of one organization continue to cause attrition in another organization.<
When managers hire for talent attrition declines and new hire productivity goes up.
Bob Gately
From United States, Chelsea
45>The issue is to combat attrition with OD initiatives.<
Why wait until people are hired to combat attrition?
It is far more expensive and time consuming to use OD initiatives to reduce attrition than it is to hire people who will become successful employees without OD initiatives.
>The discussion of good and bad can be put on a hold for a while.<
But it has to be addressed before the job offer is made if we really want to reduce attrition.
>can anyone list some initiatives which will really help us as HR people to fight against attrition. OR we as HR executives of one organization continue to cause attrition in another organization.<
When managers hire for talent attrition declines and new hire productivity goes up.
Bob Gately
From United States, Chelsea
Dear Bob,
Thanks a very nice answer.
You know that very day me and my senior was thinking of developing a methodology which can be used at the time of recruiting.
The key was to recruit the right candidate.... We were trying to build a competency framework and may take help of some psychological test...
Please advice on this lines.. or again correct me :) if we are going wrong in that direction.
Regards
Saurabh
Thanks a very nice answer.
You know that very day me and my senior was thinking of developing a methodology which can be used at the time of recruiting.
The key was to recruit the right candidate.... We were trying to build a competency framework and may take help of some psychological test...
Please advice on this lines.. or again correct me :) if we are going wrong in that direction.
Regards
Saurabh
its bad but if u look it in a positive way it is good — - it si good because the company can know where it stands
From India, Hyderabad
From India, Hyderabad
Hello Saurabh:
>Thanks a very nice answer.<
You're welcome and thanks for sharing that with me, I appreciate it.
>You know that very day me and my senior was thinking of developing a methodology which can be used at the time of recruiting.<
Great, more managers ought to do the same thing.
>The key was to recruit the right candidate....<
Good, that is the secret--the right candidate not the best candidate.
>We were trying to build a competency framework and may take help of some psychological test...<
Competency is only part of the job success puzzle and most all employers have that piece. Over reliance on competence sets the stage for job failure by competent future new hires.
>Please advice on this lines.. or again correct me if we are going wrong in that direction. <
Send me an email with your email address and I'll send you the "Testing and Assessment: an Employer's Guide to Good Practices", Employment and Training Administration U.S. Department of Labor, 1999. It is good resource for the end user.
Bob Gately
From United States, Chelsea
>Thanks a very nice answer.<
You're welcome and thanks for sharing that with me, I appreciate it.
>You know that very day me and my senior was thinking of developing a methodology which can be used at the time of recruiting.<
Great, more managers ought to do the same thing.
>The key was to recruit the right candidate....<
Good, that is the secret--the right candidate not the best candidate.
>We were trying to build a competency framework and may take help of some psychological test...<
Competency is only part of the job success puzzle and most all employers have that piece. Over reliance on competence sets the stage for job failure by competent future new hires.
>Please advice on this lines.. or again correct me if we are going wrong in that direction. <
Send me an email with your email address and I'll send you the "Testing and Assessment: an Employer's Guide to Good Practices", Employment and Training Administration U.S. Department of Labor, 1999. It is good resource for the end user.
Bob Gately
From United States, Chelsea
Dear Bob,
I did not understand that "how over depence of competence can lead to job failure" With wat i have read so far compencies provide a very strong base for rating a person. It has been helpful for the entire PMS process.
Talking about competency, we are also in a process of developing a competency framework for our managers goign for foreign assignment (expats). Can you provide some more insights in developing the entire process (right from selection to repatriation)
WEll my email id is
Thanks & regards
Saurabh
I did not understand that "how over depence of competence can lead to job failure" With wat i have read so far compencies provide a very strong base for rating a person. It has been helpful for the entire PMS process.
Talking about competency, we are also in a process of developing a competency framework for our managers goign for foreign assignment (expats). Can you provide some more insights in developing the entire process (right from selection to repatriation)
WEll my email id is
Thanks & regards
Saurabh
Hello Saurabh:
>I did not understand that "how over depence of competence can lead to job failure"<
I'll try to explain, see below.
>With wat i have read so far compencies provide a very strong base for rating a person. It has been helpful for the entire PMS process. <
New hires need to be competent or they need to be trained, coached, managed, and mentored until they become competent but they need to have a talent for the job in any case.
>Talking about competency, we are also in a process of developing a competency framework for our managers goign for foreign assignment (expats).<
Competency is required for job success but does it predict job success? If it did, most all employers would have nothing but successful employees since they hire for competence.
>Can you provide some more insights in developing the entire process (right from selection to repatriation).<
Hiring for talent is the key to hiring successful employees.
If we want to be sure that all our new hires and employees become long-term successful employees, we need to make sure that all employees are competent and have a talent for their jobs.
For employees to find job success...
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, What the world's greatest managers do differently." I can send you my review if you'd like.
Most employers don't measure talent so they can't hire for talent even if they do hire the best and the brightest.
Competence and Talent are necessary but they are not the same.
The following ties competence and talent together in a short guide for selecting the right people for a position. Talent and competence are necessary but they are two different things. Selecting for competence and talent avoids many performance problems. There are two conditions, see 3A and 3B below, when competent people should not be hired or selected for a position. Each position has its own talent requirement.
Job applicants can have
1. Excellent Talent ... greater than 85% job suitability
2. Adequate Talent ... 85% to 70% job suitability
3. Inadequate Talent ... less than 70% job suitability
Job applicants can also be
A. Highly Competent
B. Competent
C. Not Competent
The following is the order in which applicants and/or employees should be selected for positions.
1A = Excellent Talent and Highly Competent
1B = Excellent Talent and Competent
2A = Adequate Talent and Highly Competent
2B = Adequate Talent and Competent
The following should be selected if they can become competent.
1C = Excellent Talent and Not Competent
2C = Adequate Talent and Not Competent
The following should not be selected.
3A = Inadequate Talent and Highly Competent
3B = Inadequate Talent and Competent
3C = Inadequate Talent and Not Competent
Talent must be hired since it cannot be imparted or acquired after the hire.
Bob Gately
From United States, Chelsea
>I did not understand that "how over depence of competence can lead to job failure"<
I'll try to explain, see below.
>With wat i have read so far compencies provide a very strong base for rating a person. It has been helpful for the entire PMS process. <
New hires need to be competent or they need to be trained, coached, managed, and mentored until they become competent but they need to have a talent for the job in any case.
>Talking about competency, we are also in a process of developing a competency framework for our managers goign for foreign assignment (expats).<
Competency is required for job success but does it predict job success? If it did, most all employers would have nothing but successful employees since they hire for competence.
>Can you provide some more insights in developing the entire process (right from selection to repatriation).<
Hiring for talent is the key to hiring successful employees.
If we want to be sure that all our new hires and employees become long-term successful employees, we need to make sure that all employees are competent and have a talent for their jobs.
For employees to find job success...
- talent is necessary, but not sufficient.
skills are necessary, but not sufficient.
training is necessary, but not sufficient.
orientation is necessary, but not sufficient.
knowledge is necessary, but not sufficient.
competency is necessary, but not sufficient.
qualifications are necessary, but not sufficient.
effective management is necessary, but not sufficient.
successful interviews are necessary, but not sufficient.
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, What the world's greatest managers do differently." I can send you my review if you'd like.
Most employers don't measure talent so they can't hire for talent even if they do hire the best and the brightest.
Competence and Talent are necessary but they are not the same.
The following ties competence and talent together in a short guide for selecting the right people for a position. Talent and competence are necessary but they are two different things. Selecting for competence and talent avoids many performance problems. There are two conditions, see 3A and 3B below, when competent people should not be hired or selected for a position. Each position has its own talent requirement.
Job applicants can have
1. Excellent Talent ... greater than 85% job suitability
2. Adequate Talent ... 85% to 70% job suitability
3. Inadequate Talent ... less than 70% job suitability
Job applicants can also be
A. Highly Competent
B. Competent
C. Not Competent
The following is the order in which applicants and/or employees should be selected for positions.
1A = Excellent Talent and Highly Competent
1B = Excellent Talent and Competent
2A = Adequate Talent and Highly Competent
2B = Adequate Talent and Competent
The following should be selected if they can become competent.
1C = Excellent Talent and Not Competent
2C = Adequate Talent and Not Competent
The following should not be selected.
3A = Inadequate Talent and Highly Competent
3B = Inadequate Talent and Competent
3C = Inadequate Talent and Not Competent
Talent must be hired since it cannot be imparted or acquired after the hire.
Bob Gately
From United States, Chelsea
Hi, I agree with Bhavana.........Attrition is required to certain extent, to introduce new blood into organisation, a change which is required, new initiatives.
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