Adventures in India

Every company faces the problem of people leaving the
company for better pay or profile.
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<p style="font-family: Arial;">Early this year, Arun, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO. The salary was great. The company had allthe right systems in place employee-friendly human resources (HR)policies, a spanking new office, and the very best technology, even a canteen that served superb food.

<p style="font-family: Arial;">Twice Arun was sent abroad for training. "My learning curveis the sharpest it's ever been," he said soon after he joined.

<p style="font-family: Arial;">Last week, less than eight months after he joined, Arun walked out of the job.

<p style="font-family: Arial;">Why did this talented employee leave?

<p style="font-family: Arial;">Arun quit for the same reason that drives many good peopleaway.

<p style="font-family: Arial;">The answer lies in o­ne of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employeesand 80,000 managers and was published in a book called "First Break All The Rules". It came up with this surprising finding:

<p style="font-family: Arial;">If you're losing good people, look to their immediate boss.Immediate boss is the reason people stay and thrive in an organization.And he's the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition.

<p style="font-family: Arial;">"People leave managers not companies," write the authorsMarcus Buckingham and Curt Coffman.

<p style="font-family: Arial;">Mostly manager drives people away?

<p style="font-family: Arial;">HR experts say that of all the abuses, employees findhumiliation the most intolerable. The first time, an employee may notleave,but a thought has been planted. The second time, that thought getsstrengthened. The third time, he looks for another job.

<p style="font-family: Arial;">When people cannot retort openly in anger, they do so bypassive aggression. By digging their heels in and slowing down. By doingonly what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basicallywant to get him into trouble. You don 't have your heart and soul in thejob."

<p style="font-family: Arial;"> Different managers can stress out employees in different ways - by being too controlling, too suspicious,too pushy, too critical,but they forget that workers are not fixed assets, they are free agents.When this goes o­n too long, an employee will quit - often over a trivial issue.

<p style="font-family: Arial;">Talented men leave. Dead wood doesn't.

<p style="font-family: Arial;">"Jack Welch of GE o­nce said. A company's value lies "betweenthe ears of its employees"

Note: From an email forward, no credits mentioned.