Over the last few days, I have been reaching out to CEOs / CHROs at various companies to explore the potential of deploying Qlicket at their companies.

Qlicket is an employee sentiment measurement and communications solution which helps companies build a better culture, real time two way communication, improve productivity, reduce attrition and ultimately save costs.

I recently read a Payscale white paper which mentions the following top reasons why employees are dissatisfied / display ‘intent to leave’.

For Employee Satisfaction, the following factors are most important in this order:

  1. Appreciation ( Of employees contribution / recognition )
  2. Company Outlook
  3. Communication
  4. Pay Process ( Transparency / How well employees think they are getting paid )
  5. Development ( Career path, Knowledge, etc )
  6. Relationship
  7. Pay vs Market

For Intent To Leave, the following factors are most important in this order:

  1. Company Outlook ( How well employees perceive the company is doing )
  2. Appreciation
  3. Development ( Career path, Knowledge, etc )
  4. Pay Process
  5. Relationship
  6. Pay vs Market
  7. Communication

While most folks would tend to think people leave because of bad bosses and better pay, there are obviously other factors at play – It reminded of a conversation I had with one of my ex-employees when I was letting go of my team as we were shutting down.

The person was a lead developer and he had a job in hand, 2 days after I told him about our plan to shut down. His new salary was also almost double of what he was getting with us.

When  asked him how did he manage to land a job so soon, he casually mentioned “Oh, I keep getting job offers constantly, so when I needed a job, I just called the most recent interesting opportunity“.

He also mentioned that he has had higher pay offers for almost a year but had not thought of leaving because he was enjoying the work he was doing.Most importantly for him, he liked the freedom and opportunity to try new things and the responsibilities he was give.

That was a very revealing insight which I hadn’t realised consciously ( but when I think back of the 5 years I spent at Cognizant, I realised that it was pretty much for the same reasons.

Since I was the ‘CEO’ and my primary focus was to have a happy and productive team ( because they would then deliver accordingly to our clients ) I assumed it would be the same priority of other CEOs.

How naive of me 🙁

 

Most CEOs directed me to their HR Managers who in turn directed me to their underlings.

This got me thinking a bit more about who actually is responsible for employees / reducing attrition at a company.

Sure, all companies have an HR function but traditionally most of HR work has been tactical. A lot of the above factors are driven by direct reporting managers, Internal communication teams, Budgetary allocations from the CFO’s office, external PR and marketing and other micro and macro factors.

So while the HR function is tasked with managing attrition, it’s probably a bit unfair on them since there are information gaps on account of lack of day-to-day direct interaction and the overall setup of organisations.

Even if HR finds out the cause of attrition, its usually during the Exit Interview by when it’s too late.

At Qlicket, we are trying to build a solution which provides organisations with a real time insights about the overall sentiment at organisations, identify potential problem hotspots, drill deeper and identify festering issues, communicate effectively with wider reach to ultimately help build a more robust team.

And the more we develop our product, the more realise that managing attrition isn’t the responsibility of just one function.

Thoughts ?