We humans work according to our habits be it at home or at our work place. Thus habit makes us go about with our everyday basic routines without questioning our functioning but the application of a similar recurring work activity is quick to make us feel boring. Stagnating employees are a concern most organizations feel challenged with and today this concern is setting off alarms. With the business dynamics getting more radical it is not viable for companies to employ the services of those who are not making progress workwise.
In spite of all this HRM creates a career plateau and a problem that HR managers across industries and organizations have to deal with. It can be defined as reaching a level of complacency in many cases leading to employee exhaustion. It is not that such employees are incompetent; however there is a general feeling of being stuck. Such employees often harbour an illusion that they have nothing more to achieve. Employee plateauing is threatening the very potential and future of the corporate world as fast as most lifestyle diseases. This too needs expert treatment and its own set of managerial medications. Plateaued employees could stem from boredom of routine work or just plain complacency. Very often, external stimulators such as excitement of new work or a hard reality session can help motivate the employee out of his complacency.
Today, as business trade gets global, it has become relevant to efficiently manage career which is at a standstill in companies as it affects both the management and its employees. Counseling, plateaued employees helps in understanding their line of thinking. Redesigning one’s career graph and reforming their goals helps bring in the much needed sanity in the otherwise stagnant employee’s career. Employers need to make an attempt to create a vision and goal that will motivate their employees. But the complacent ones are the ones that plague the organization.
Sometimes an employee could be so proficient in his /her job that nobody wants to move him /her as, she /he is too good. An employee might be too good for his /her job profile, but holding on to him/her for a long time without considering one’s growth, could hurt a firm as the employee could get frustrated and eventually end up being depressed and unproductive.
The reasons of plateauing vary from person to person and HR managers have to deal with it on a case to case basis. Employees can feel complacent due to over achieving in one’s own work and not seeing any value addition that they can make. Often, employees fall prey to their own mind games and start believing that everyone is doing well in the booming market. As they begin to draw such comparisons, they feel stagnant as they set unrealistic demands on themselves.
Thus, it is imperative for HR managers to deal with the situation by means of inventive techniques such as the much spoken herding out of the average performer and ensure that such plateaued employees don’t act as speed breakers slowing down the momentum of the organization.
A survey states that young workers worldwide are more satisfied with their employers as opposed to the rest, yet are more likely to be thinking about leaving.
The youngest members of the global workforce represent a perplexing contradiction compared to the overall workforce they tend to be more satisfied with both, their organizations and jobs. They are even more likely to recommend their organization as a good place to work. Younger workers 30 and below are far more likely to be seriously considering leaving their organizations at the present time.
This generation has a very different view of work and therefore of loyalty. They see work as a mutually beneficial exchange with their employer and when it’s no longer working for them, they plan to move on. There is no strong sense of allegiance to the organization or expectation of long term employment. Their attachment is primarily to themselves and their careers, and that is a major implication of how employers manage this youngest of their workforce.
The younger generation is prepared to step into the corporate world right through their academic curriculum. In the information age they are further informed of the trends in the corporate developments and aware of the opportunities India Inc. has to offer. Therefore the youth of today seeks challenges and new assignments that excite them in the job environment. Here money becomes an important parameter as it is taken for granted that corporates are willing to pay well for the right talent.
Thus, the younger generation would like to take up challenges execute and get recognized thereon; hence job satisfaction is only one of the many pivotal factors determining their stay in an organization.
It is important to focus on transparent and consistent communication to retain young talent for which one should have an objective monthly performance review system through which employees and their reporting authorities exchange information and share concrete feedback. There is a need to openly communicate and maintain transparency about the organization. This will result in the young employees retaining confidence and a sense of security about the employer and the organization. The second most important responsibility is to look for creating and administering newer systematic mentoring and coaching programs which act as powerful retaining agents.
With more consistency in global work pools, organizations today need to rethink their talent recruitment and deployment strategies in order to assure that the talent that comes into the organization stays.