Mansoori Lal Kesarwani said...
the process of attracting an employee starts from the release of an advertisement inviting candidates to join an organisation. at this stage the profile of the organisation, nature of job responsibilities and an assurance for performance linked and industry matching compensation together with opportunity for career growth opportunity are the most important points to an aspiring candidate.
besides direct monetary compensation (like salary and bonus etc) and indirect incentives having monetary value for the employee (like medical facilities, insurance cover, etc), non-monetary facilities (like flexi work schedule, training opportunities, etc) also matter very much because they go a long way to enable an employee to balance his job and family responsibilities.
loyalty of an employee to his organisation does go a long way to retain him within the organisation. for this the ability of the superior to identify the skills of his subordinates (say by asking him to work independently), groom him for higher responsibilities (say by asking him to analyse and solve a problem) and get him exposed to more challenging opportunities (say by rotating him to more complex job role) is very important. the higher management is also equally responsible to structure the organisational systems for identification of such employees. periodical competency tests, group discussions and conferences are some of the tools to be used by the higher management.
a human resource executive would definitely like to ensure the above in his organisation.
July 30, 2008 12:13 PM
the process of attracting an employee starts from the release of an advertisement inviting candidates to join an organisation. at this stage the profile of the organisation, nature of job responsibilities and an assurance for performance linked and industry matching compensation together with opportunity for career growth opportunity are the most important points to an aspiring candidate.
besides direct monetary compensation (like salary and bonus etc) and indirect incentives having monetary value for the employee (like medical facilities, insurance cover, etc), non-monetary facilities (like flexi work schedule, training opportunities, etc) also matter very much because they go a long way to enable an employee to balance his job and family responsibilities.
loyalty of an employee to his organisation does go a long way to retain him within the organisation. for this the ability of the superior to identify the skills of his subordinates (say by asking him to work independently), groom him for higher responsibilities (say by asking him to analyse and solve a problem) and get him exposed to more challenging opportunities (say by rotating him to more complex job role) is very important. the higher management is also equally responsible to structure the organisational systems for identification of such employees. periodical competency tests, group discussions and conferences are some of the tools to be used by the higher management.
a human resource executive would definitely like to ensure the above in his organisation.
July 30, 2008 12:13 PM
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