goldfish jumping out of the water

Is your business facing high attrition? Does performance of your best employee drooping suddenly? Are your employees seeking leave with illegit excuses? Are you getting compelled to atrite any of your old employees on disciplinarian grounds? Then there must be some serious problem lurking high on your business and it’s prospect.

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Even though the problems are seemingly diverse but if remain ignored, these problems certainly culminates in irrevocable loss of business and revenue prospect. Hence, no matter what excuses do they give but high attrition, drooping performance of employees are issues awaiting your priority and interference.

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Also read: Google HR boss explains the only 2 ways to keep your best people from quitting

I believe that when a good employee leaves a company, he/ she loses a job but the company loses a fortune. My sheer experience in HR and critical analysis of behavioral science vastly substantiate the popular belief- employees don’t leave the organization, they leave their manager/s. Managerial incompetence is the bedrock of high attrition and dearth of employee engagement.

Job role of managers in start up generation is more than that of mere accountants, supervisors or ring masters wielding whip at his employees. They should play the role of a visionary and act as doting guardians to their employees. They should learn to discern good from evil. Hence most effective managers are the ones with deeper understanding of subjects and human psyche. Managers, being the leader should be exemplary performers, motivators and honest influencers.
So what are the managerial flaws which compel good employees leave his/her job or decline employee engagement in any organization? All that I could figure out are as follows:

1) When quality of employees surpass qualities of the manager.

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A good employee is not born overnight. Qualities that make an employee good are his/her long nurtured honesty, experience, family values, education, upbringing, insights, hard work, commitment and his past struggles. A credible manager sans ego should never leave a chance to admire those atttributes in others and take lessons from that person, eeven if he/ she is a junior employee. This how effecient managers learn to upgrade his business acumen and governing skills. We should remember that every dignified employee hates to get governed by incompetent managers.

2) Filthy politics in the guise of healthy competition.

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The difference between the two are droll. Competitive attitude within an organization is the only attribute desired by both employees and employers. In mindless pursuit of impressing his seniors, managers tend to induce superficially concocted rivalry within organization. The manager gets elated when any of his employees bags incentives, he starts believing his connived rivalry to be the key factor. Whereas its not the rivalry but the alluring incentive scheme which might have driven the employee to excel. Thus making the existence of managers as useless and virulent to the organization.

Also read: 10 secrets to running a company everyone wants to work for.

3) Exemplifying wrong employees

1-xCf5UU7Vgz3-sSh91PS1yAThis is one of the most prominent factors comprising almost 60% of all accounted attritions. Exemplification can be done in several ways like

  • a) By misrepresentation: Exemplifying wrong employees by manipulation of performance reports. Misrepresentations can be of two ways. Either concocted reports are being escalated to higher authorities or suppressing requisite information from the concerned employee with the objective of deliberate misguidance.
  • b) By attitude: Attitude of the manager towards all employees should be equal. Mentoring a team does not mean that the manager should be disgraceful to employees who doesn’t feed his/ her ego. Often its the manager who instigate and drives the behavior of other employees towards the subversive employee. Even sexual advancements by managers at workplaces are crucial factors leading to enormous attrition.
  • c) Payment deferrals at random: This problem is mostly common in unorganized industries or mid level private companies. Egoist managers tend to exercise their authority to feed their own ego. Instead of regarding their designation as responsibility they start considering it as an opportunity to execute their obnoxious intentions. Deferred salary is an integral part of any organization which may cause mainly due to paucity in operational revenue. But handling such situation demands honest and competent leadership. Forwarding salary to selective employees at random; irrespective of designation, performance or intent will stoop organizational performance irrevocably.
  • d) Ignoring their contributions: A good employee tends to justify himself to the company on basis of his salary but the best employee not only justifies his salary but also justifies the trust adhered to it. Passionate employees always try to look out for ways to improve their productivity and contributions to the company. The additional service which an employee renders to the company should always be recognized and appreciated. They try new avenues to increase prospects of his company as well as his own self. Managers failing to recognize and admire these resources drive the organization to HR bankruptcy.

 

4) Unproductive, irksome rules and regulations:

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During Soviet regime,  Maxim Gorky once during a conversation with his friend, V.I.Lenin did express his desire to become an official member of Bolshevik Party. Lenin negated his proposition and explained how stringent rules and disciplines of a communist party might rob Gorky off his free flowing creativity and spontaneity. Till his last days, Gorky never became a member of Bolsheviks.Yes, too much of rules and disciplines can worsen creativity and organizational performance. This is why Google has been voted 150th times for being the best company to work with. Irrelevant rules and regulations worsen organizational productivity more than anything else. Rules are imperative but leaders should know that if needed, how to tamper it for organizational benefits.

5) Myopic management

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“Remember, that in 70s and 80s, there were people who negated all possibilities of computer in the process of advocating typewriters.”

Myopic management at present is the greatest threat for global business fraternity. For some myopia is a result of unprecedented accidents while for some its a significant excuse to maintain status quo. Reforms in educational system since 90s has noted a remarkable upsurge in employee workforce. However ascent of leaders with entrepreneurial potential has taken a deep plunge. Most business houses prefer to nurture and exemplify status quoists instead of risk taking leaders. Remember, that in 70s and 80s, there were people who negated all possibilities of computer while advocating for typewriters. In today’s dynamic market scenario, being non- chalant is utterly suicidal. Overtly obsequious employee tends to shirk responsibilities and decisions which may affect status quo of the organization. Businesses fail mostly in lieu of myopic perspectives of their managers. Though these status quoists can also be indispensable part of an organization- only if their job role demands them to be replicators instead of initiators (read managers/ C suite).

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It’s clear that managing for the short term comes at the expense of firms’ long-term value. But what can be done to limit this type of behavior? One reason that managers engage in myopic management is that they are evaluated on current financial performance. Often, managers are rewarded for the gains but not penalized for the losses, or they are able to move on before negative consequences transpire. Companies can reduce incentives for myopic behavior by increasing vesting periods and delaying payoffs to departing executives. Firms should also look beyond their current earnings and share prices when setting performance evaluation standards. Consideration should be given to a variety of factors, both financial and non-financial. The non-financial ones need to reflect strategies with long-term value implications. For example, many of the key aspects of a brand’s strength, such as differentiation from the competition or the degree to which customers perceive the brand as relevant to their needs, can be measured through surveys and then linked to compensation. Long-term performance measures will motivate executives to manage with an eye to the future.

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Every organization should have effective HR policies to distinguish leaders from bosses. Myopic management are most likely to nurture and bequeath the same stigma to their next line of professionals.

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