> Hi, > > Read this, think over and see if you fit in either as an employee (or) as > a Boss !! > > When Bad Bosses Happen To Good People > > Early this year, Arun, an old friend who is a senior software designer, > got an offer from a prestigious international firm to work in its India > operations developing a specialised software. He was thrilled by the > offer. He had heard a lot about the CEO of this company, a charismatic > man > often quoted in the business press for his visionary attitude. The > salary > was great. The company had all the right systems in place - > employee-friendly human resources (HR) policies, a spanking new office, > the very best technology, even a canteen that served superb food. Twice > Arun was sent abroad for training. "My learning curve is the sharpest > it's > ever been," he said soon after he joined. "It's a real high working > with > such cutting edge technology." > > Last week, less than eight months after he joined, Arun walked out of > the > job. He has no other offer in hand but he said he couldn't take it > anymore. Nor, apparently, could several other people in his department > who > have also quit recently. The CEO is distressed about the high employee > turnover. He's distressed about the money he's spent in training them. > He's distressed because he can't figure out what happened. > > Why did this talented employee leave despite a top salary? Arun quit > for > the same reason that drives many good people away. The answer lies in > one > of the largest studies undertaken by the Gallup Organisation. The study > surveyed over a million employees and 80,000 managers and was published > in > a book called First Break All The Rules. It came up with this > surprising > finding: If you're losing good people, look to their immediate > supervisor. > More than any other single reason, he is the reason people stay and > thrive > in an organisation. And he's the reason why they quit, taking their > knowledge, > experience and contacts with them. Often, straight to the competition. > > "People leave managers not companies," write the authors Marcus > Buckingham > and Curt Coffman. "So much money has been thrown at the challenge of > keeping good people - in the form of better pay, better perks and > better > training - when, in the end, turnover is mostly a manager issue." If > you > have a turnover problem, look first to your managers. Are they driving > people away? Beyond a point, an employee's primary need has less to do > with money, and more to do with how he's treated and how valued he > feels. > Much of this depends directly on the immediate manager. And yet, bad > bosses seem to happen to good people everywhere. A Fortune magazine > survey > some years ago found that nearly 75 per cent of employees have suffered > at > the hands of difficult superiors. You can leave one job to find - you > guessed it, another wolf in a pin-stripe suit in the next one. > > Of all the workplace stressors, a bad boss is possibly the worst, > directly > impacting the emotional health and productivity of employees. Here are > some all-too common tales from the battlefield: Dev, an engineer, still > shudders as he recalls the almost daily firings his boss subjected him > to, > usually in front of his subordinates. His boss emasculated him with > personal, insulting remarks. In the face of such rage, Dev completely > lost > the courage to speak up. But when he reached home depressed, he poured > himself a few drinks, and magically, became as abusive as the boss > himself. Only, it would come out on his wife and children. Not only was > his work life in the doldrums, his marriage began cracking up too. > Another > employee Rajat recalls the Chinese torture his boss put him through > after > a minor disagreement. He cut him off completely. He bypassed him in any > decision that needed to be taken. "He stopped sending me any papers or > files," says Rajat. "It was humiliating sitting at an empty table. I > knew > nothing and no one told me anything." Unable to bear this corporate > Siberia, he finally quit. > > HR experts say that of all the abuses, employees find public > humiliation > the most intolerable. The first time, an employee may not leave, but a > thought has been planted. The second time, that thought gets > strengthened. > The third time, he starts looking for another job. When people cannot > retort openly in anger, they do so by passive aggression. By digging > their > heels in and slowing down. By doing only 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 basically want to get him into trouble. You don't > have your heart and soul in the job." > > Different managers can stress out employees in different ways - by > being > too controlling, too suspicious, too pushy, too critical, too > nit-picky. > 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 > seemingly > trivial issue. > > It isn't the 100th blow that knocks a good man down. It's the 99 that > went > before. And while it's true that people leave jobs for all kinds of > reasons - for better opportunities or for circumstantial reasons, many > who > leave would have stayed - had it not been for one man constantly > telling > them, as Arun's boss did: "You are dispensable. I can find dozens like > you." > > While it seems like there are plenty of other fish especially in > today's > waters, consider for a moment the cost of losing a talented employee. > There's the cost of finding a replacement. The cost of training the > replacement. The cost of not having someone to do the job in the > meantime. > The loss of clients and contacts the person had with the industry. The > loss of morale in co-workers. The loss of trade secrets this person may > now share with others. > > Plus, of course, the loss of the company's reputation. Every person who > leaves a corporation then becomes its ambassador, for better or for > worse. > We all know of large IT companies that people would love to join and > large > television companies few want to go near. In both cases, former > employees > have left to tell their tales. > > "Any company trying to compete must figure out a way to engage the mind > of > every employee," Jack Welch of GE once said. Much of a company's value > lies "between the ears of its employees". If it's bleeding talent, it's > bleeding value. Unfortunately, many senior executives busy travelling > the > world, signing new deals and developing a vision for the company, have > little idea of what may be going on at home. That deep within an > organisation that otherwise does all the right things, one man could be > driving its best people away. > > So, if u r a Boss and doing this mistake, rectify. If u r an employee > think over and decide upon !!??
"Thanks to Indian media who has over the period of time swiped out intellectual taste from mass Indian population." - Chetan Parekh
Originally posted by Balaji Loganathan: I think this story fits very well to all sort of Indian companies.
Made a slight correction. This appears to be a universal problem. But... good managers just don't happen anymore than good programmers just happen. Good managers are developed and trained. It amazes me to see thousands of dollars spent on technical training and nothing spent on training managers to be good managers.