Arresting symptoms of work-disconnect

There are a horde of reasons that lead to employees resigning from and leaving their current jobs. However, it is an extremely complex affair to identify the most common contributory factor. It is only in the later stages of their tenure or during exit interviews that something could become known. Among the explanations generally cited, problems in coping with domestic issues in view of work pressures, inability to click with immediate seniors, non-availability of adequate time for leisure activities and monetary considerations are just a few.

The important point is that there can be no across the board remedy for this quandary.  It is only because of this that administrative departments and human resource managers remain preoccupied in anticipating and forestalling the fundamental reasons for employees, particularly middle-level ones quitting and moving on to other organizations. It is therefore, no wonder that today, companies subscribe to employee – friendly procedures and plans with the intended objective of preventing people from leaving. Some pertinent aspects related to the issue are:

·   Why do good employees often fail? This phenomenon calls for a detailed examination. Below average performance could well stem from company-related and business-linked factors like inability to fulfill work obligations and meeting set targets. However, the likelihood of some other reason contributing to work-disconnect and low inspiration level cannot be totally discounted.

·   Prolonged employment on the same project:  It is a known fact that monotony in work schedule brings about a loss of interest and gusto. It is thus imperative for human resource managers to conduct intervallic evaluation to gauge inspiration levels among employees. Perhaps a small and casual interaction undertaken occasionally could throw light on indications of work-disconnect. Apprising department heads of the findings and recommending lateral transfers could turn out to be immensely helpful in motivating such employees to stay on.

·   Tendency to work overtime:  Meeting deadlines and completion of projects is basically the responsibility of the immediate boss or departmental head. But it will be in the fitness of things, interests of efficiency and also consideration of employee welfare to carry out periodic scrutiny on the reasons behind people working overtime. The findings should be brought to the notice of seniors so that problems if brewing could be nipped in the bud.

·   Challenging & testing assignments:  Work is work and may occasionally call for extra efforts and additional devotion of time. Now, if you enforce rigid work timings, it may not work. What could possibly be done is acknowledging sustained hard work put in by employees and even permitting them options like working from home or flexible hours of working. Giving such employees a break at company expense will generate a feeling of esteemed belonging among them.

·   Inability of managers to handle subordinates amiably:  When organisational introspection is in progress, the people skills of managers should also be evaluated. This may not be an uncomplicated or simple job at all. It should be remembered that well-qualified managers are not necessarily good administrators or employee-handlers. And this is precisely the reason why industrious and efficient employees leave their jobs. It is therefore an inescapable requirement to subject all managers to acquire man-management skills so that they can address the beliefs and aspirations of those under them.

 People are definitely a company’s greatest asset. They are like a small bird in your hand; you have to hold it neither too tight nor too loose because either it will die or fly away. That in essence is what good management is all about. You simply cannot inspire awe among employees; on the contrary, you have to generate confidence. Rather than playing blame-games, the focus should be on correcting mistakes. It is only then that work becomes interesting. And most importantly, there is no place for suspicion and arrogance at work if the best among the employees has to be brought about.

It should not be forgotten that employees are people and not creatures of logic; they are in fact creatures of emotions fired by self-esteem and self-pride. Hence, efforts have to be made to maintain high motivation among them. Towards this, managers have to be assistants to those working under him or her. Only then can work-disconnect be prevented and attritions precluded.