| Author |
Message |
subhashis.basu
Reacher
Joined: Dec 28, 2005
Posts: 342
Location: India - Shanghai
Status: Offline
|
 Posted:
July 10, 2006 - 03:29 PM |
 
|
| Post subject: Managing people |
Managing people
WHY EMPLOYEES LEAVE ORGANISATIONS ? - Azim Premji,
Wipro
Every company faces the problem of people leaving the
company for better pay or profile.
Early this year, Arun, a senior software designer, got
an offer from a prestigious international firm to work
in its India operations developing specialized
software. He was thrilled by the offer.
He had heard a lot about the CEO. The salary was
great. The company had all the right systems in place
employee-friendly human resources (HR) policies, a
spanking new office,and the very best technology,even
a canteen that served superb food.
Twice Arun was sent abroad for training. "My learning
curve is the sharpest it's ever been," he said soon
after he joined.
Last week, less than eight months after he joined,
Arun walked out of the job.
Why did this talented employee leave ?
Arun quit for the same reason that drives many good
people away.
The answer lies in one of the largest studies
undertaken by the Gallup Organization. The study
surveyed over a million employees and 80,000 managers
and was published in a book called "First Break All
The Rules". It came up with this surprising finding:
If you're losing good people, look to their immediate
boss.Immediate boss is the reason people stay and
thrive in an organization. And he 's the reason why
people leave. When people leave they take
knowledge,experience and contacts with them, straight
to the competition.
"People leave managers not companies," write the
authors Marcus Buckingham and Curt Coffman.
Mostly manager drives people away?
HR experts say that of all the abuses, employees find
humiliation the most intolerable. The first time, an
employee may not leave,but a thought has been planted.
The second time, that thought gets strengthened. The
third time, he looks for another job.
When people cannot retort openly in anger, they do so
by passive aggression. By digging their heels in and
slowing down. By doing only what they are told to do
and no more. By omitting to give the boss crucial
information. Dev says: "If you work for a jerk, you
basically want to get him into trouble. You don 't
have your heart and soul in the job."
Different managers can stress out employees in
different ways - by being too controlling, too
suspicious,too pushy, too critical, but they forget
that workers are not fixed assets, they are free
agents. When this goes on too long, an employee will
quit - often over a trivial issue.
Talented men leave. Dead wood does'nt.
" Jack Welch of GE once said. A company's value lies
"between the ears of its employees". |
_________________
Motto to live by: Life should NOT be a journey to the grave with the intention of arriving safely in an attractive and well preserved body, but rather to skid in sideways, chocolate in one hand, wine in the other, body thoroughly used up, totally worn ou |
|
|
|
satan'scall
Lurker
Joined: July 09, 2006
Posts: 29
Status: Offline
|
| Posted:
July 10, 2006 - 06:56 PM |
|
|
worth at least a cent to read this |
|
|
|
|
|
mop_iko
Ranter
Joined: June 25, 2004
Posts: 523
Location: somewhere in back of JINGAN area
Status: Offline
|
| Posted:
July 13, 2006 - 06:49 PM |
|
|
|
|
|
deepblue
Talker
Joined: June 03, 2006
Posts: 96
Location: Shanghai
Status: Offline
|
| Posted:
July 17, 2006 - 07:14 PM |
|
|
Interesting article and fully agree, which brings me to this question: "What is the best way to manage and motivate local Chinese staff? |
|
|
|
|
|
mop_iko
Ranter
Joined: June 25, 2004
Posts: 523
Location: somewhere in back of JINGAN area
Status: Offline
|
| Posted:
July 18, 2006 - 08:26 AM |
|
|
|
|
|
|
deepblue
Talker
Joined: June 03, 2006
Posts: 96
Location: Shanghai
Status: Offline
|
| Posted:
July 18, 2006 - 10:19 AM |
|
|
I think that link is wrong. The pictures were nice though. |
|
|
|
|
|
|
|
| |
|
|
Forum FAQ
Search
Preferences
Watched Topics
Log in to check your private messages
Log in
