How can you identify employees at risk of leaving using performance appraisals?

I shall talk about employee retention in small and medium sized organizations. Out of my decade long experience in working in these organizations, has taught me several key learnings which I would like to share with the group. As we all know, In India and elsewhere, a large workforce is employed in small and medium sized organizations. One of the key issue is high employee attrition rate particularly at the junior levels. If the company is not highly automated or digitized, that hurts a lot. The team remains in a state of never ending destabilization. What is more intriguing that often the Management is also either reluctant to address this issue or in a fix on how to fix it. Let's talk more on it in coming articles.

Si están muy mal evaluados más de una vez, deben dejar la organización. Se debe promover la sinergia y el buen ánimo de los trabajadores. Si hay personas con problemas personales, con ellos se debe conversar con total sinceridad, darles todas las facilidades para que administren la dificultad que enfrentan, así se crean lazos fuertes y sentido de pertenencia en la empresa.

Las Evaluaciones de desempe?o a personas que ya están prácticamente desmotivadas, por factores externos, vienen bien para poner sobre la mesa puntos importantes, para la toma de decisiones. Nunca hay que juzgar en una evaluación, una persona puede ser totalmente distinta a como crees que es. Una persona que se muestra aparentemente tranquila, pueden estar comiendole los nervios por dentro. Pregunta, y no des por hecho nada. Identifica que es lo que realmente necesita y cómo se le puede ayudar.

- Assess the quality of relationships between employees and their managers. Poor relationships or ineffective leadership can be strong indicators of potential turnover!!! Happened to me! - IMPORTANT : using performance appraisals to predict employee turnover requires a holistic approach that combines various indicators and feedback sources. To identify potential departure evaluate how recognition and appreciation are addressed during performance reviews. Lack of acknowledgment for contributions might contribute to an employee feeling undervalued or unappreciated. Knowing risks early can help organizations take proactive measures to retain valuable talent.

According to a popular motivation theory, incentivization of the task, reduces internal satisfaction of the employees in the long run, that they derive from the job, hence, quality of work deteriorates. Hence, it has to be carefully balanced. It is important to make a job challenging and interesting for the employees so that internal satisfaction remains there. Over and above it, a good and relevant pay package and incentive will drive better performance, there by reducing employee turn over to a great extent.

Quiet Quitting signs are evident. The employee's disengagement at the workplace be it to the work he is doing, participating in group activities, lack of initiatives, does not contribute to the function, does what is bare minimum, sees performance appraisal as a process which needs to be complied with. There are many more indications. A good manager gets to observe these demonstrated behaviors and engages with the employee to address the core issues. Quiet quitting leads to absenteeism, irregularity, indiscipline, noncompliance, unsupportive and non participative. These indicators are to be seen with the core issue and the core is to be addressed and not the indicators.

Discordo de um dos pontos apresentados como sinal de possível perda do empregado: a atualiza??o ou atividade no LinkedIn. O profissional pode estar completamente engajado na sua atual organiza??o e também manter-se ativo na rede social, para manter networking, manter-se atualizado e conectado, trocar boas práticas, etc. Isso inclusive pode se voltar favoravelmente para a contribui??o do empregado para com a empresa.

Detectar a los empleados infravalorados y que dejan entreveer ambiciones por crecer en la Empresa, deberian ser atendidos por su jefatura directa y de alguna manera integrar esas cualidades en mejorar su estatus dentro del eslsbon empresarial.

Sem dúvidas, o antídoto para a evas?o dos empregados s?o as boas práticas de reten??o. Mas elas também n?o s?o uma garantia. O mercado de trabalho está cada vez mais dinamico e, por isso, além das práticas de reten??o, é fundamental e estratégico o investimento em um eficiente processo de mapeamento sucessório e desenvolvimento de sucessores, que entregue um pipeline robusto para rapidamente cobrir possíveis perdas de talentos.