保留是最讨论的，最不集中的人力资源实践或者我应该说出误认为是误认为是管理者会在他们看到3个月的员工躺在桌子上的员工分离通知时进行。所以，理想情况下，员工保留应该开始吗？
在招聘之前？当然
在培训之前？是的
在登机前？一个大的是的
实际上，当一个组织开始考虑他们期待雇用的那种人，他们的薪酬组合和他们的采购战略时，仍然应该开始。但是，遗憾的是，当它变得太晚来处理这一点时，所有目标都是留住员工的所有选项都被认为只是另一个'人力资源噱头'。Basics of retention strategy takes inspiration from ‘Vroom’s Expectancy Theory’ as deep within those ‘white collars’ and ‘blue collars’ lies a social animal with needs and biases of its own, and failure to understand & tap those needs and expectations may result in ‘exodus’ of company’s ‘High Pots’; sometimes after putting in years of hard work when an employee fails to receive outcomes as per his/her expectations he/she will simply move out of such organization and retention at such a point will fail to give any output. In a survey conducted by SHRM in 2014 revealed that there are some intangible aspects of a job which actually are crucial as far as employee retention is concerned. 72% employees rated that ‘Need for respectful treatment’ is of utmost importance for them, while 64% reported that ‘Trust b/w employees and management’ is a vital factor they look for in a job. Benefits and compensation took 3rd and 4th positions respectively as most sought after things in a job by employees.
图片：Pixabay.
这项调查可能会对一些专注和衷心相信“金钱”的经理来震惊，这是能够激励和留住组织员工的唯一因素。令他们惊讶的是，它很简单，难以实现“尊重”和“信任”等因素，这将促进一个组织的保留环境。
许多具有强大人力资源实践的良好组织将屈服于较小的人的稳健性HR实践的“沟通和实施”;actually as per a statics 80% of the time people will leave their ‘bosses’ not the ‘company’, this happens probably because line managers are too much involved in achieving their targets that they ignore the ‘human’ aspect of their sub-ordinate employees and ‘retention’ never crosses their minds till the time some of their subordinates files his/her resignation papers. In this manner employees will keep on leaving and organization is the one who will lose in the end. So, our next pressure point should be how to handle such bosses? There can be numerous ways to handle that but let us see to some of the ways to do that -
1. 360度反馈：Encouraging 360 degree feedback can be helpful in gathering ‘general’ idea about the type of managers that are there on organization floor and it will also make managers compulsorily focus on resolving employee issues and focussing on their needs which will be a big step as far as retention is concerned. Biases arising out of such 360 degree feedback can be neutralized through another feedback regarding the same manager collected from some other team working on the same floor.
2.匿名反馈：从员工收集匿名反馈和从一般趋势的结论中的结论在识别管理人员和他们的管理风格非常有用。可能有2-3名员工通过来自某种线路经理的匿名反馈来复仇，因为他们的个人原因，但是“人群智慧”的匿名反馈可以真正有助于了解任何线路经理和他的管理员工风格。
3.修改管理员KPI：线路经理的KPI可以用“员工满意度分数”和“职员数量的员工数量”开始更新，如“员工满意度分数”和“职员数量”开始。但由于执行复杂性和归属问题所列，此方法将在本文中列出的所有措施中排名。
除了这些因素的“工作健康”之外，如果有关他们所需的“人才类型”的组织战略，则在“员工保留”中发挥着重要组成部分，并认真实施，那么员工将留下该组织的机会。为了提高上述讨论，让我们考虑Infosys的例子，印度IT公司的海报男孩Infosys与宽松的人力资源实践开始艰难，他们在旅程中只意识到这一点。由于Infosys保持不变的员工也与之发展，但不知何故的界限未能意识到这一点。Employees continuously compared themselves with their friends in other organizations and kept raising their concerns about ‘need for development’, ‘pay’, ‘dress code’ etc. on company discussion boards and in open house sessions, but they were always replied back with organizational justifications rather than any reformative actions as a result of which attrition rates kept on rising and finally hovered in early twenties. Things only started to change when newly appointed CEO Vishal Sikka observed the gloomy environment on work floor and decided to take some concrete steps as he discontinued the dress code policy, gave increments and even stopped force fitting ratings of employees. Effect became apparent just after few months of those changes when Infosys finally reported attrition rate of around 14% which was even less than that of TCS.
这个例子说明，当雇员提供辞职通知时，如何与员工的期望符合员工的期望可以拯救经理在保留的名称中抛出“世界”。So, to conclude it must always be kept in mind that ‘retention’ is not a onetime activity and is actually an ongoing process of balancing employee’s needs and organizational objectives and executing it with earnest communication with employees can help an organization build its ‘Human capital’ for its long term competitive advantage.
这篇文章已由Raj Kiran Saraswat，Xlri Jamshedpur撰写
