5- Rashid Baloch - Talent Retention

8/11/2019 5- Rashid Baloch - Talent Retention

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Talent r etention approaches are only

determinants for the capaci ty

improvement i n Paki stan Sugar M i l ls.

BY

RA S H I D A L I B A L O C HGENERAL MANAGER

(HR & ADMINISTRATION)


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Objective of this Study

This study focuses on existing talent retention

approaches of the management in order to

gauge the impact of employeesturnover and

capacity improvement factors, in order to

identify the significance of their correlation.


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Talent refers to the

ability to perform functions, solveproblems and set and achieve

objectives.and

Capacity Improvement refers to the

acquisition of these abilities within a

certain period of time.


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The retention management concept includes:

Attraction, recruitment, motivation,rewarding, employee job opportunities, workenvironment, the role of leadership, as well

as communication and understanding.

RETENTION MANAGEMENT


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Sense of fit to the

company

Loyal to the

company

Not afraid

of changes

Understanding of workingtasks & organizational values

(Boomerang Effect also)

Motivated in

their

work

Retain Talented

Employees!


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Why talent is not being retained in Sugar M il ls?


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Start the new jobwith enthusiasm

Question thedecision to accept

the job

Think seriouslyabout quitting

Try to changethings

Resolve to quit

Consider the cost ofquitting

Passively seekanother job

Actively seek

Quit to accept newjob, quit without a

job, or stay anddisengage

EMPLOYEES JOURNEY FROM

DISENGAGEMENT TO DEPARTURE

(Branham June 2005)


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According to the report of a task force on job-

hopping in Singapore, more than two-thi rds of the

organizations indicated that they had suffered a

productivity loss of greater than 10%as a resul t of

the high employee turnover (National ProductivityBoard, Singapore, 1988)

CATERPILLAR: has reaped impressive results from its employeeengagement and commitment initiatives, including:

$8.8 million annual savings from decreased attr i tion, absenteeism

and overtime

70%increase in output in less than four months

Decrease in the break-even point by almost 50% in units/day and a

decrease in gr ievances by 80%

$2 million increase in prof i t and a 34% increase in highly satisf ied

customers


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44

55

61

67

75

83

92

0 10 20 30 40 50 60 70 80 90 100

Distance

Experience

Salary

OCB/Shocks

Org: Justice

Profitability

Bad Boss

Talent Retention Survey (SHRM)

Source: Business & Talent. aligned, Employee engagement


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Micro Manager Boss

Involve in unimportantdetails for defeating you. Fears giving up control andtherefore wants to be involved in every detail of your work

Seagull Manager Boss

Flies into a workplace, makes a lot of noise, and flies off, pays no attention tothe project for the most part. They may be there at the beginning, providingsome vague direction and then disappear.

Abuse (r) Manager BossThe abuser is a toxic person who enjoys verbally abusing others. Or evenworse, the mistreatment rises to the level of physical threat

Mushroom (Liar) Manager BossFake information, False promises of raise in promotions or taking progressivedisciplinary actions, to get their work-done but taking twist directionsaftermath


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Procrastinator Boss

The procrastinator is terrified of making the wrong decision.Not very organized and recognizes it.

Passive Boss

Totally avoids conflict and making unpopular decisions. This boss

refuses to lead employees, and will not confront problems.

Narcissist Boss

Believes that he or she is 'special' & unique and the smartestperson in the world. lacks empathy, shows arrogant,

Dictator Boss

The dictator genuinely believes that he has all the answers and

expects everything to be done his way.


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Talent gone..!

Loss of Trust &

Confidence in

senior leaders

Overwork / work-

li fe imbalance

Feeli ng devalued &

Unrecognized

No Growth

opportunities

No Coaching &

Feedback

M ismatch Job

& Person

Unexpected Job

/ Workplace


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There are three types

of connections that

foster Retention


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What

The capacity to accept chal lenges

The capacity to develop strategies

The capacity to draw action plans

When

The capacity to mobil ize and manage resources

The capacity to bui ld and manage partnerships The capacity to foster an enabli ng environment for community

Whom

The capacity to implement action plan The capacity to monitor progress

Capacity Improvement

(Yemile Mizrahi, June, 2003, WBI Evaluation Studies, No. EG03-72,World Bank Institute ,The World Bank, Washington, D.C)


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Retention rate

Talented personnel in theorganization

Retention rate

Talented personnel in the targeteddepartment

Attrition rateshow long Talented personnel stay in

the organization

Profiling

When the best and brightest stayed in

or left the organization

(Skills Inventory)

Indicators ofCapacity

Improvement

Cohen and Wheeler, 1992, pp.125-140


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LEARNING

Adaptation

Attitudinal

change

Capacity

Improvement

Researcher found that Capacity

Improvement involves a complex

process of..

at the individual, organizational,

and institutional levels.


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Recognize that people are valuable . Think of them as agreat art collection that has taken time and money todevelop. Take of them, nurture them, and youll keep

them.

F ind out why people are leaving . Theanswer to this question is the f irst step torealizing you have a problem and can bethe basis for your retention strategy.

Recognize you have a problem .Once understood and the

responsibility is identified, you willcreate a strong retention program.

Set goals for yourretention strategy

CI Tobelem, 1992, pp.23-51 4.13


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Boilerplate Principles of

OrganizationalCapacity(PeterMorgan, 1997, p.9)

Organization can learn and adapt to changing circumstances. I t has a self -renewing

capacity

The organi zation stresses the importance of understanding that measur ing capacity

is dif ferent from measur ing performance or outcomes.

IN SEARCH OF CAPACITY INDICATORS

The organization has an effective program for the recrui tment, development and

retention of staff that can adequately perform i ts cri tical f unctions

The organization has a structure, technology, and set of procedures that enable the

staff to carry out the cri tical functions

The organization has the abil i ty, the resources and the autonomy to focus on a

manageable set of objectives over a reasonable per iod of time

The organization has a culture, a set of values and an organizational motivation that

values and rewards performance


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80%

72%

61%58%

56%

52% 51%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Salary Designation Domestic

problems

Bad Boss Ignoring

Contribution

Skills

underestimated

Workplace

Conditions

Reasons for Leaving Sugar Mills


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81%

77%

72%

54% 53% 53%

49% 48%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Salary Honour Designation Job Security Medical &Family Care

Reward &Recognition

FairTreatment

AbleLeadership

Reasons for Stay in Sugar Mills


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Thank

youvery

much

Documents

5- Rashid Baloch - Talent Retention