-->
If as a CEO you have invested in organizational development programmes time and again and you find that employees trained to operate in new or future capacities often leave to jump on the bandwagon of your competitors, you are not alone.
Suffice to say that you, as the leader or supervisor, share the blame just as other leaders do when they send staff members on developmental trainings which help to grow general management and interpersonal skills. Often than not, many organizations struggle for years as they experience ideal talent warehouse, a short fall of talent, and even sometime a surplus of it.
The ability of a single firm to keep employees regarded as having the suitable skills for the job they do each year in year out is not at all feasible. Without internal challenge or interfering to change a company’s current culture, the recent global financial crisis gives evidence which demonstrated that a member of staff at any given timeframe in an organization may not remain for long. Therefore, change is inevitable.
In the absence of challenges that could disrupt the norm of talent management in an organization, CEOS and managers are especially at a loss on how to deal with the problem. Some corporate leaders believe that no matter what they do, newly trained staff, equipped for future responsibilities which companies may soon be on a rush to demand –will leave. True, it is not rare to see a worker in a firm apply for job in another firm which will pay him/her better each month.
A common disadvantage on the part of firms that offer development programmes to staff is that salaries cannot immediately be increased once the staff has finished the training.
For example, if MTN Nigeria is the latest entrant into the telecoms market, it could easily scour the market for qualified and already made professionals from her competitors and offer to raise their take-home pay higher than that of her competitors. In this way, her rivals have helped pay for the skills which MTN Nigeria derives from its present workforce. A common disadvantage on the part of firms that offer development programmes to staff is that salaries cannot immediately be increased once the staff has finished the training. However, the employee is fully aware of his/her new capabilities and may yearn to commence putting them into practice. Therein lays the tendency to grow long feathers and fly away to greener pastures.
Reports from Asian countries show that employers ask employees who are about to receive training to sign a contract which specifies that the employee must remain for a certain period with the company and that if they should plan to leave, a certain amount of money be paid back to the company in order to defray the training cost. Such ideas may be novel in Nigeria, yet it fails to hook an employee to a certain company anyway. After some period has passed, employees often leave but the idea is that the new employer pays the old one.
In Nigeria, many white-collar workers are underpaid. Even in some companies, both senior and support staff do not actually get their dues where they work. Some private companies do not offer health care or pension facilities to their staff. These abnormalities spur competent and general – management skilled workers to look for corporate solace elsewhere, even though few of them actually claim that moving from one job to another affords them the opportunity to quickly grow by putting the newly obtained skill to use.
Granted, poorly managed organizations will continue to lose workers who possess stellar performance rating. Often, only low – performing staff remain in a company that cannot allow them to be more creative. However, If opportunities open up, they too may soon leave and the company that fails to find and keep the kind of workers needed to make it competitive will struggle for a while and then fold up.
Like Smart Checklist e-Mag on Facebook
-->
