Do you know when the trouble is coming??

Read this and share your views: HR managers are usually taken aback when they have to conduct an exit interview of a star performer. The organisation hits the panic button and conducts a post mortem to find out the reasons. The cost of turnover is enormous. HR managers can overcome these costly surprises by thinking ahead. A wellplanned strategy can help HR managers predict employees who run a high risk of quitting. A few pointers: Grapevine can be used effectively to detect prospective turnover. Care must be taken to see that this information gathering from the grapevine is not viewed as inquiry. Ask head hunters to run a dry search of the talent and assess their demand and value in the job. If your talent is valued higher than what they are be paid, then you run a risk of losing them. Run a search in various jobsites with the given specifications of your star performers, to find out if they are listed. Use spiders to keep you updated with the current updating in various jobsites. Acquaint yourself with the website address of your employees, check these periodically, to find out if they have updated their resumes and profiles. This gives you an insight into their career aspirations increased responsibility or an expertise shift. This will help you combat the potential turnover by providing the employee his motivator within the organisation. Companies, at times run blind lucrative advertisements to see how many from their own talent will apply. Check with your office librarian to find out which employee regularly checks the wanted column. Check with your administration department, which employee off late has be asking questions related to quitting. You will be amazed to know that an increased attendance to seminars and volunteering to speak on public platforms are all indicators of a prospective turnover. There should be a subtlety maintained while conducting this kind of inquiry, lest the employees suspect you of prying. This could affect the morale of the talent and could result in turnover. Turnover is almost never sudden. Before someone actually leaves, there are usually warning signs, which most mangers tend to overlook. Alert the smoke detectors. Are your employees complaining of not learning anything new on job? Beware Says Harvard Business School professor John Kotter: " When theres nothing new you can offer, your employees will move even if promoted Is the organisation successful in optimising the talent of the employees? # Does the employee feel over worked and under recognised? This pointer is a difficult one to assess. # Has the company stopped investing in certain employees? # Does the employee feel super annulled? # When asked to describe his job what are the aspects he gives most importance to? Does he sound excited enough? Does he highlight the negative aspects more?

# Does he provide constructive feedback? # Does he believe that his skills would be better regarded elsewhere? # Are the employees having enough fun? Few more pointers: - If an employee talks off late, quite high about his previous employments. - Taking half - day leaves and sudden casual leaves frequently Also * Employees takes no effort towards improvements both towards his work and personal , adopts more of an indifferent attitude * You can also find them comparing their company with the competitors , talking more in favour of them Further tell-tale signs.. He starts wearing tie or best dress to office and leaves on time or comes late. When for the last two years he used to wear casuals/jeans. Often gets calls too often and goes out of office or private cabin. Unusual pattern/behaviour. Takes leave to upgrade himself like a chemical engineer in a production deptt taking a sap course. Or takes an unusual long sick leave. Comes back complaining about the workplace.. Moreover 1. Taking unsolicited leaves and then arguing about the policies of the company. 2. Spreading negativity and thus upsetting the applecart. 3. Stops taking assignments volunatarily and discourages others to do so. 4. Feigns overwork while actually delaying projects for no apparent reasons. 5. Putting in unreasonable demands like trying to manipulate rules and regulations with emotions and thus getting confused and confusing others. 6. Suddenly develops dementia about everything in the work area. 7. 'Oliver asks for more', syndrome. 8. Frequent disappearance from seat. 9. Boss bashing, Company bashing, colleague bashing. 10. Becomes reactive in language and approach. Some may be repetitive, but this is what came to my experience for a long time in my work area As a HR you must maintain a who is vulnerable list, and initiate re-motivation process. The goal of this exercise should not be to find the potential deserters