Keep Your Best Employees : Retention Tips

Recruiting the right employees and keeping the right employees matters, especially now. A recent Society for Human Resource Management (SHRM) press release revealed the answer to the question of what people plan to do when the job market rebounds. The majority of the Human Resource (HR) professionals and managers surveyed agreed that turnover will rise significantly once the job market improves. Both groups felt that the job market will improve within the next year, according to the latest Job Recovery Survey. The survey is produced by SHRM and CareerJournal.com, the free, executive career site of The Wall Street Journal, two of my personal favorite sites. The survey results include responses from 451 HR professionals and 300 managerial or executive employees. "We’re surprised by the percentage of executive employees who say they plan to jump ship once hiring rebounds," says Tony Lee, editor in chief/general manager of CareerJournal.com. "And with 56 percent of HR professionals agreeing that turnover will rise, we’re interested to see what types of retention efforts those companies launch to keep their best employees on board." Employees cited the following three top reasons they would begin searching for a new job:

• 53 percent seek better compensation and benefits.
  
• 35 percent cited dissatisfaction with potential career development.
  
• 32 percent said they were ready for a new experience.
  

HR professionals were asked which programs or policies they use currently to help retain employees. The following three are the most common programs employers are using to retain employees:

• 62 percent provide tuition reimbursement.
  
• 60 percent offer competitive vacation and holiday benefits.
  
• 59 percent offer competitive salaries.
  

Most HR professionals surveyed (71 percent), in large organizations (those with more than 500 employees), thought it would be extremely likely or somewhat likely to experience an increase in voluntary turnover once the job market improves. Forty-one percent from small organizations (1-99 employees) said it was extremely likely or somewhat likely that turnover would increase. Fifty-three percent of respondents from medium organizations (between 100 and 499) thought the same. In addition to the three retention tips offered by HR professionals in the SHRM-CareerJournal.com survey, competitive salary, competitive vacation and holidays and tuition reimbursement, these are your key retention strategies. (If you think they read like the Golden Rule, you're right they do.) And, they're also common-sense, basic and incredibly hard to find in organizations today.

• Select the right people in the first place through behavior-based testing and competency screening. The right person, in the right seat, on the right bus is the starting point.
  
• Offer an attractive, competitive, benefits package with components such as life insurance, disability insurance and flexible hours.
  
• Provide opportunities for people to share their knowledge via training sessions, presentations, mentoring others and team assignments.
  
• Demonstrate respect for employees at all times. Listen to them deeply; use their ideas; never ridicule or shame them.
  
• Offer performance feedback and praise good efforts and results.
  
• People want to enjoy their work. Make work fun. Engage and employ the special talents of each individual.
  
• Enable employees to balance work and life. Allow flexible starting times, core business hours and flexible ending times. (Yes, his son's soccer game is important.)
  
• Involve employees in decisions that affect their jobs and the overall direction of the company whenever possible.
  
• Recognize excellent performance, and especially, link pay to performance.
  
• Base the upside of bonus potential on the success of both the employee and the company and make it limitless within company parameters. (As an example, pay ten percent of corporate profits to employees.)
  
• Recognize and celebrate success. Mark their passage as important goals are achieved.
  
• Staff adequately so overtime is minimized for those who don't want it and people don't wear themselves out.
  
• Nurture and celebrate organization traditions. Have a costume party every Halloween. Run a food collection drive every November. Pick a mmonthly charity to help. Have an annual company dinner at a fancy hotel.
  
• Provide opportunities within the company for cross-training and career progression. People like to know that they have room for career movement.
  
• Provide the opportunity for career and personal growth through training and education, challengine assignments and more.
  
• Communicate goals, roles and responsibilities so people know what is expected and feel like part of the in-crowd.
  
• According to research by the Gallup organization, encourage employees to have good, even best, friends, at work.
  

Now that you have the list, why not work to make your organization one of the few, the best, that truly honor and appreciate employees. If you treat your employees wonderfully, you will never lose them.

Competitive salary, competitive vacation and holidays, and tuitionreimbursement are three basics in employee retention. Especially for millennialemployees, these are the holy grail for recruitment and retention. But,employers can reduce employee turnover in many other ways. (If you think theseread like the Golden Rule, you're right, they do.) Reducing employee turnover is dependant on the total work environment youoffer for employees. These recommendations about reducing employee turnover are also common-sense, basic and incredibly hard to find in organizations today.

Now that you have the list, why not work to make your organization one of the few, the best, that truly honor and appreciate employees. If you treat your employees wonderfully, you will seriously reduce employee turnover.

Top Ten Ways to Retain Your Great Employees
Key employee retention is critical to the long term health and success of your business. Managers readily agree that retaining your best employees ensures customer satisfaction, product sales, satisfied coworkers and reporting staff, effective succession planning and deeply imbedded organizational knowledge and learning. If managers can cite these facts so well, why do they behave in ways that so frequently encourage great employees to quit their jobs? Employee retention matters. Organizational issues such as training time and investment; lost knowledge; mourning, insecure coworkers and a costly candidate search aside, failing to retain a key employee is costly. Various estimates suggest that losing a middle manager costs an organization up to 100 percent of his salary. The loss of a senior executive is even more costly. I have seen estimates of double the annual salary and more.Employee retention is critically important for a second societal reason, too. Over the next few years while Baby Boomers (age 40 to 58) retire, the upcoming Generation X population numbers 44 million people (ages 25-34), compared to 76 million Baby Boomers available for work. Simply stated: there are a lot fewer people available to work. Employee retention is one of the primary measures of the health of your organization. If you are losing critical staff members, you can safely bet that other people in their departments are looking as well. Exit interviews with departing employees provide valuable information you can use to retain remaining staff. Heed their results. You’ll never have a more significant source of data about the health of your organization. I’ve provided retention tips in earlier articles, but will add ten more retention tips to your arsenal with these top ten ways to retain a great employee.

Here are six additional employee retention tips. Here are the first four tips and a discussion about why retention is critically important.

• The perception of fairness and equitable treatment is important in employee retention. In one company, a new sales rep was given the most potentially successful,
  commission-producing accounts. Current staff viewed these decisions as taking food off their tables. You can bet a number of them are looking for their next opportunity. In another instance, a staff person, just a year or two out of college, was given $20,000 in raises over a six month time period. Information of this type never stays secret in companies so you know, beyond any shadow of a doubt, the morale of several other employees will be affected. For example, you have a staff person who views her role as important and she brings ten years of experience, an M.B.A. and a great contribution record to the table. When she finds she is making less money than this employee, she is likely to look for a new job. Minimally, her morale and motivation will take a big hit. Did the staff person deserve the raises? Yes. But, recognize that there will be impact on others.
  
• When an employee is failing at work, I ask the W. Edwards Deming question, “What about the work system is causing the person to fail?” Most frequently, if the employee knows what they are supposed to do, I find the answer is time, tools, training, temperament or talent.
  
• The easiest to solve, and the ones most affecting employee retention, are tools, time and training. The employee must have the tools, time and training necessary to do their job well – or they will move to an employer who provides them.
  
• Your best employees, those employees you want to retain, seek frequent opportunities to learn and grow in their careers, knowledge and skill. Without the opportunity to try new opportunities, sit on challenging committees, attend seminars and read and discuss books, they feel they will stagnate. A career-oriented, valued employee must experience growth opportunities within your organization.
  
• A common place complaint or lament I hear during an exit interview is that the employee never felt senior managers knew he existed. By senior managers I refer to the president of a small company or a department or division head in a larger company. Take time to meet with new employees to learn about their talents, abilities and skills. Meet with each employee periodically. You'll have more useful information and keep your fingers on the pulse of your organization. It's a critical tool to help employees feel welcomed, acknowledged and loyal.
  
• No matter the circumstances, never, never, ever threaten an employee's job or income. Even if you know layoffs loom if you fail to meet production or sales goals, it is a mistake to foreshadow this information with employees. It makes them nervous; no matter how you phrase the information; no matter how you explain the information, even if you're absolutely correct, your best staff members will update their resumes. I'm not advocating keeping solid information away from people, however, think before you say anything that makes people feel they need to search for another job.
  
• I place this final tip on every retention list I develop because it is so key and critical to
  retention success. Your staff members must feel rewarded, recognized and appreciated. Frequently saying thank you goes a long way. Monetary rewards, bonuses and gifts make the thank you even more appreciated. Understandable raises, tied to accomplishments and achievement, help retain staff. Commissions and bonuses that are easily calculated on a daily basis, and easily understood, raise motivation and help retain staff. Annually, I receive emails from staff members that provide information about raises nationally. You can bet that work is about the money and almost every individual wants more.
  

Take a look at your organization Are you doing your best to retain your top talent? Employ these ten factors in your organization to retain your desiredemployees and attract the best talent, too.

A management philosophy, that flies in the face of conventional thinking, compels you to help employees develop their strengths by deliberate practice. This is a substitute for helping employees develop their weaknesses, a concept more traditional in management thinking. This theory was proposed by Marcus Buckingham and Curt Coffman in First, Break All The Rules: What the World’s Greatest Managers Do Differently as a result of the Gallup organization's interviews with 80,000 effective managers. On top of trying to complete their daily work and achieving their annual goals, employees have a finite amount of time for development. Spend the time on what matters. Develop employee strengths - not weaknesses, and in the process, train your management philosophy and company culture. Using myself as an example, I'm good with people and good at conveying common sense, applicable information. I'm not very good with mathematical story problems though I can add columns of numbers like a speed demon. No matter what, I will never be good at solving complex mathematical problems. Could I get better? Probably. But, why not spend my time honing my strengths? I'll bet you have a parallel in your life? Yet, the traditional approach to developing employees, one of the critical factors in employee motivation, has been to identify weaknesses, often during an annual performance appraisal meeting. The employee is then sent to training or just told to "get better" at whatever his or her weak area is. Now, if the area of weakness is critical to the employee's job success, developing the weaker area might make sense. But, more likely, the employee is in the wrong job. Consider matching the employee's best skills to your company needs in a different job. In another personal example, I have always been a good writer. But, strengthening that skill over the past eight years, writing online and for publications, has made me a better writer and a faster writer. Writing is definitely a skill that can be developed if you approach it with deliberate practice. Once I started writing every single day, with hours of practice and a deliberate commitment to growth, I continued to develop the strength. I still work on my writing every day. I'm sure you have a parallel in your life - or you could. What skill should you develop daily for your own career and your employer's needs?
Why Develop Employee Strengths With Deliberate Practice
Stephen J. Dubner at the Freakonomics blog weighs in with these thoughts:
"A while ago, we wrote a New York Times Magazine column about talent — what it is, how it’s acquired, etc. The gist of the column was that 'raw talent,' as it’s often called, is vastly overrated, and that people who become very good at something, whether it’s sports, music, or medicine, generally do so through a great deal of 'deliberate practice,' a phrase used by the Florida State psychologist Anders Ericsson and his merry band of fellow scholars who study expert performers in many fields." In the column cited in the quote above, Anders Ericsson concludes that: "…the trait we commonly call talent is highly overrated. Or, put another way, expert performers — whether in memory or surgery, ballet or computer programming — are nearly always made, not born. And yes, practice does make perfect. These may be the sort of clichés that parents are fond of whispering to their children. But these particular clichés just happen to be true.
"Ericsson's research suggests a third cliché as well: when it comes to choosing a life path, you should do what you love — because if you don't love it, you are unlikely to work hard enough to get very good. Most people naturally don't like to do things they aren't 'good' at. So they often give up, telling themselves they simply don't possess the talent for math or skiing or the violin. But what they really lack is the desire to be good and to undertake the deliberate practice that would make them better."
So, it seems there is truth to the power of developing your strengths and deliberately practicing the areas you want to improve. I also liked the plug for love your work, a concept I discuss frequently because of it's power to impact your work life. Do you agree?

A “training needs assessment”, or “training needs analysis”, is the systematic method of determining if a training need exists and if it does, what training is required to fill the gap
between the standard and the actual performance of the employee. Therefore, training needs analysis is

· Systematic method of determining performance discrepancies
· Causes of performance discrepancies Reasons to conduct training needs analysis
· Identify the deficiencies
· Determine whether employees lack KSAs
· Benchmark for evaluation of training
· Makes sure training is provided to the right people
· Increases the motivation of training

Training needs assessment can be as simple as asking an employee what they'd like to be able to do better to as complex as developing an individualized training plan for every employee. Learn how to select appropriate training needs assessment approaches and tools. Traning needs assessment is a tool that helps you create a superior workforce. Want to quickly learn the training needs of a group of employees who have similar jobs? Yet, you don't want to develop and implement a survey, put the questions in a computer program, or run analyses on demographic information you collect. This training needs assessment works best in small to mid-sized organizations. It will give you a quick assessment of the training needs of an employee group. This training needs assessment helps find common training programs for a group of employees.
Difficulty: Average
Time Required: Approximately 1-2 hours
Here's How:

1. The facilitator gathers all employees who have the same job in a conference room with a white board or flip charts and markers.
   
2. Ask each employee to write down their ten most important training needs. Emphasize that the employees should write specific needs. Communication or team building are such broad training needs, as an example, that you would need to do a second training needs assessment on each of these topics. How to give feedback to colleagues or how to resolve a conflict with a coworker are more specific training needs.
   
3. Then, ask each person to list their ten training needs. As they list the training needs, the facilitator captures the training needs on the white board or flip chart. Don't write
   down duplicates but do confirm by questioning that the training need that on the surface appears to be a duplicate, really is an exact duplicate.
   
4. When all training needs have been listed, use a weighted voting process to prioritize the training needs across the group. In a weighted voting process, you use sticky dots
   or numbers written in magic marker (not as much fun) to vote on and prioritize the list of training needs. Assign a large dot 25 points and smaller dots five points each. Distribute as many dots as you like. Tell needs assessment participants to place their dots on the chart to vote on their priorities.
   
5. List the training needs in order of importance, with the number of points assigned as votes determining priority, as determined by the sticky dot voting process. Make sure you have notes (best taken by someone on their laptop while the process is underway) or the flip chart pages to maintain a record of the training needs assessment session.
   
6. Take time, or schedule another session, to brainstorm the needed outcomes or goals from the first 3-5 training sessions identified in the needs assessment process. This will help as you seek and schedule training to meet the employees' needs. You can schedule more brainstorming later, but I generally find that you need to redo the needs assessment process after the first few training sessions.
   
7. Note the number one or two needs of each employee, that may not have become the priorities for the group. Try to build that training opportunity into the employee's performance development plan
   

Tips:

1. Training Needs Assessment can be, and often needs to be, much more complicated than this. But, this is a terrific process for a simple training needs assessment.
   
2. Make sure you keep the commitments generated by the training needs assessment process. Employees will expect to receive their key identified training sessions with the brainstormed objectives met.
   

What You Need:

• Conference RoomFlip Chart or White Board and Markers
  

Training needs analysis includes:

• ORGANIZATIONAL ANALYSIS – It includes the analysis of
  
  
  
  • Mission & strategies of organization
    
  • The resources and their allocation
    
  • Internal environment- attitudes of people
    
  </li>
  
• OPERATIONAL ANALYSIS
  
  
  
  • Determine KSAs required for standard performance
    
  • Job analysis
    
  </li>
  
• PERSON ANALYSIS
  
  
  
  • Specific areas of training required by the individual
    
  • Whether an individual is capable of being trained
    
  • The data regarding the person analysis can be collected through-
    
    
    
    • Performance data
      
    • Behavioral and aptitude tests &
      
    • Performance appraisal
      
    </li>
    
  </li>
  

Asserting Your Workplace Rights
Protect your rights in the workplace and get results.
Depending on the size of your employer, the state you live in, and your profession, you may be entitled to certain legal protections in the workplace, including:

• the right not to be discriminated against because of your race, national origin, skin color, gender, pregnancy, religious beliefs, disability, or age (and in some places, marital status, sexual orientation, gender identity, or other characteristics)
  
• the right to a workplace free of harassment
  
• the right to fair pay: to be paid at least the minimum wage, plus an overtime premium for any hours worked over forty in one week (or, in some places, over eight hours in one day)
  
• the right to a safe workplace
  
• the right to take leave to care for your own or a family member's serious health condition, or following the birth or adoption of a child, and
  
• the right to some privacy in personal matters.
  

Nolo's online articles on employee rights explain these rights in detail. However, once you have figured out that your legal rights may have been violated, what should you do about it?
Here are several steps you can take to assert your legal rights.
1. Talk to Your Employer
In many cases, the first thing to do is talk to your employer. An intelligent discussion can resolve most wrongs, or at least get your differences out on the table. Most companies want to stay within the law and avoid legal tangles. Unless you work for a truly uncaring and antagonistic employer, chances are that your problem is the result of an oversight, a misunderstanding, or a lack of legal knowledge. Here are a few tips on how to present your concerns to your employer:

• Know your rights. The more you know about your legal rights in the workplace, the more confident you will be in presenting your problem.
  
• Stick to the facts. Before meeting with your employer, write a brief summary of what has gone wrong and your recommendation for resolving the problem. It might help to have someone more objective, such as a friend or family member, review the facts and brainstorm with you about possible resolutions. Make sure not to leave any important facts out.
  
• Don't be overly emotional. Dealing with a workplace problem can be stressful, but unfounded accusations and emotional outbursts won't help you get your point across. Practice your presentation ahead of time to make sure you can remain professional and calm.
  
• Decide the next steps. Before finishing your discussion with your employer, come to some agreement about what will happen next. Will the company investigate the problem? Will your boss talk to your coworkers or supervisor? Will evaluations, job responsibilities, or reporting relationships be changed?
  
• Follow up with your employer. Once you have spoken to your employer, make sure to follow up on the meeting. If your employer promised to investigate the matter or talk to other employees, check back to find out the status of those actions. After a few weeks have passed, schedule another meeting with your employer to discuss what progress has been made in resolving your problem.
  

2. Document the Problem
In addition to talking things through with your employer, protect yourself by gathering documentation. Take notes of key conversations and events, including the time, date, and names of others who were present. Gather documents that might support your side of the story, such as company policies, offer letters, performance reviews, memoranda, emails and other correspondence, or employee handbooks. Be careful, however, to collect only those documents you have legitimate access to. Taking or copying confidential documents -- even if they are related to your dispute -- could get you fired and could compromise your legal claims. If your coworkers saw or heard any of the incidents that contributed to the problem (such as a verbal performance review, a harassing comment, or a search of your workspace), ask them to write down what they saw and heard in signed, dated statements.
3. Don't Miss Legal Deadlines
If your employer doesn't seem to be taking your complaint seriously, or you are demoted or fired, consider whether to take legal action. The law sets deadlines (often called "statutes of limitations") for filing certain types of claims or lawsuits, ranging from several weeks to several years. If one of these deadlines applies to your case, you will have to think sooner rather than later about whether to go to court. You might want to consult with a lawyer about your problem to figure out how strong your claims are, whether any filing deadlines apply to your dispute, and what you might expect to gain or lose if you file a lawsuit.

Employee Discipline- DEFINITION:
(1) Discipline, Employee; Discipline, Personnel; Disciplines, Employee; Disciplines, Personnel; Employee Disciplines; Personnel Disciplines Regulations or conditions imposed on employees by management in order to correct or prevent behaviors which are counterproductive to the organization.
(2) Regulations or conditions imposed on employees by management in order to correct or prevent behaviors which are counterproductive to the organization.

To study a sample Employee Disciplines of a company , click the link below

http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/default.htm

To watch a video on Employee Disciplines,click the link below or try it in Int. Explorer

https://www.youtube.com/watch?v=UTSAeVkUiI8



To download free books on Excluded Emloyees, click the link below


http://www.hr.gov.nt.ca/policy/excluded/


To read more about the subject, click the link below or try it in Int. Explorer
http://moss07.shrm.org/hrdisciplines/Pages/default.aspx
http://performance-appraisals.org/Bacalsappraisalarticles/articles/sinsdisci.htm

Introduction
Every employee has certain expectations, which he thinks must be fulfilled by the organization he is working for. When the organization fails to do this, he develops a feeling of discontent or dissatisfaction. When an employee feels that something is unfair in the organization, he is said to have a grievance. According to Julius, a grievance is “any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or, even feels to be unfair, unjust or inequitable.”
Features
If we analyze this definition, some noticeable features emerge clearly:
(a) A grievance refers to any form of discontent or dissatisfaction with any aspect of the organization.
(b) The dissatisfaction must arise out of employment and not due to personal or family problems.
(c) The discontent can arise out of real or imaginary reasons. When the employee feels that injustice has been done to him, he has a grievance. The reasons for such a feeling may be valid or invalid, legitimate or irrational, justifiable or ridiculous.
(d) The discontent may be voiced or unvoiced. But it must find expression in some form. However, discontent per se is not a grievance. Initially, the employee may complain orally or in writing. If this is not looked into promptly, the employee feels a sense of lack of justice. Now the discontent grows and takes the shape of a grievance.
(e) Broadly speaking, thus, a grievance is traceable to perceived non-fulfillment of one’s expectations from the organization.
Forms of Grievances
A grievance may take any one of the following forms: (a) factual, (b) imaginary, (c) disguised.
(a) Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled, e.g., wage hike has been agreed but not implemented citing various reasons.
(b) Imaginary: When an employee’s dissatisfaction is not because of any valid reason but because of a wrong perception, wrong attitude or wrong information he has. Such a situation may create an imaginary grievance. Though management is not at fault in such instances, still it has to clear the ‘fog’ immediately.
(c) Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. If he/she is under pressure from family, friends, relatives, neighbors, he/she may reach the work spot with a heavy heart. If a new recruit gets a new table and cupboard this may become an eyesore to other employees who have not been treated likewise previously.
Causes
Grievances may occur for a number of reasons:
(a) Economic: Wage fixation, overtime, bonus, wage revision, etc. Employees may feel that they are paid less when compared to others.
(b) Work environment: Poor physical conditions of workplace, tight production norms, defective tools and equipment, poor quality of materials, unfair rules, lack of recognition, etc.
(c) Supervision: Relates to the attitudes of the supervisor towards the employee such as perceived notions of bias, favoritism, nepotism, caste affiliations, regional feelings, etc.
(d) Work group: Employee is unable to adjust with his colleagues; suffers from feelings of neglect, victimization and becomes an object of ridicule and humiliation, etc.
(e) Miscellaneous: These include issues relating to certain violations in respect of promotions, safety methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.
Advantages of having a grievance handling procedure
The following are some of the distinct advantages of having a grievances handling procedure:
(a) The management can know the employees’ feelings and opinions about the company’s policies and practices. It can feel the ‘pulse’ of the employees.
(b) With the existence of a grievance handling procedure, the employee gets a chance to ventilate his feelings. He can blow off his ‘steam’ through an official channel. Certain problems of workers cannot be solved by first line supervisors, for these supervisors lack the expertise that the top management has, by virtue of their professional knowledge and experience.
(c) It keeps a check on the supervisor’s attitude and behavior towards their subordinates. They are compelled to listen to subordinates patiently and sympathetically.
(d) The morale of the employees will be high with the existence of proper grievance handling procedure. Employees can get their grievances redressed in a just manner.
The Discovery of Grievances
Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about employee grievances. Gripe boxes, open door policies periodic interviews, exit surveys could also be undertaken to uncover the mystery surrounding grievances. These methods are discussed below:
(a) Observation: A manager/supervisor can usually track the behaviors of people working under him. If a particular employee is not getting along with people, spoiling materials due to carelessness or recklessness, showing indifference to commands, reporting late for work or is remaining absent – the signals are fairly obvious. Since the supervisor is close to the scene of action, he can always find out such unusual behaviors and report promptly.
(b) Grievance procedure: A systematic grievance procedure is the best means to highlight employee dissatisfaction at various levels. Management, to this end, must encourage employees to use it whenever they have anything to say. In the absence of such a procedure, grievances pile up and burst up in violent forms at a future date. By that time things might have taken an ugly shape altogether, impairing cordial relations between labor and management. If management fails to induce employees to express their grievances, unions will take over and emerge as powerful bargaining representatives.
(c) Gripe boxes: A gripe box may be kept at prominent locations in the factory for lodging anonymous complaints pertaining to any aspect relating to work. Since the complainant need not reveal his identity, he can express his feelings of injustice or discontent frankly and without any fear of victimization.
(d) Open door policy: This is a kind of walk-in-meeting with the manager when the employee can express his feelings openly about any work-related grievance. The manager can crosscheck the details of the complaint through various means at his disposal.
(e) Exit interview: Employees usually leave their current jobs due to dissatisfaction or better prospects outside. If the manager tries sincerely through an exit interview, he might be able to find out the real reasons why ‘X’ is leaving the organization. To elicit valuable information, the manager must encourage the employee to give a correct picture so as to rectify the mistakes promptly. If the employee is not providing fearless answers, he may be given a questionnaire to fill up and post the same after getting all his dues cleared from the organization where he is currently employed.
(f) Opinion surveys: Surveys may be conducted periodically to elicit the opinions of employees about the organization and its policies.
It is better to use as many channels as possible, if the intention is to uncover the truth behind the curtain.