1. JINDAL SHADEED IRON &
STEEL LLC
Said Al Darmaki, HR & Administration Head
The Reasons why
Employees quit their
workplace
Presented by

2. Talent Management
Talent management is the implementation of
integrated strategies or system designed to
increase workplace productivity by developing
improved processes for attracting, developing,
retaining, and utilizing people with the required
skills and aptitude to meet current and future
business needs.
(SHRM,2012).

3. Omani Employees Turnover in 2012

4. The War for Talent
Based
on
many
research
it
has
become
obvious
that
what
dis4nguishes
high
performing
companies
from
merely
average
performers
in
this
war
for
talent
is
not
be9er
human
resource
processes
but
the
fundamental
belief
in
the
importance
of
talent.

5. The reason for the persistence of the war
• The irreversible shift from Industrial Age to
Informant age
• The demand for highly talent mangers
• The growing propensity for people to move from one
firm to another.
July 7, 2014 5

6. Herzberg's Two Factor Theory
- Recognition
-Sense of Achievement
-Responsibility
Nature of Work
-Growth
-Advancement
- Salary
-working conditions
-job security
-l Supervision
-Company supervision &
Administration
-interpersonal Relationships
July 7, 2014 6
Hygiene FactorsMotivation Factors
Source: John Martin, Organizational Behaviour

7. Main Reasons Employees separate from their employees
1-­‐The
workplace
was
not
as
expected
2-­‐The
mismatch
between
job
and
person
3-­‐The
li9le
coaching
and
feedback
4-­‐Too
few
growth
and
advancement
opportuni4es
5-­‐feeling
devalued
and
unrecognized
6-­‐stress
from
overwork
and
work
life
imbalance
7-­‐loss
of
trust
and
confidence
in
senior
leaders
July 7, 2014 7

8. Strategies
8

9. The workplace was not as expected
July 7, 2014 9
Ø The psychological contract
Ø Matching Mutual Expectations
ü Conduct RJP with every job candidate
ü Hire from a pool of temp-to-hire
ü Hire from current employee referrals

10. The workplace was not as expected
Ø Create Realistic Job Description
ü Create Realistic Job Description with a short list of
critical competencies
ü Allow team members to interview candidates
Ø Hire From Within
ü Hire from your pool of current employees
ü Create a way for candidates to sample on the job
experience.
ü Survey new hires to find out how to minimize new
hire surprises in the future.
July 7, 2014 10

11. 2- The Mismatch Between Job and Person
Ø Best Fit Selection Practices
ü Make a strong commitment to the continuous
upgrading of talent
ü Follow a clear and thorough talent forecasting and
success factor analysis process
ü Cast a wide recruiting net to expand the universe
of best candidates
ü Follow a purposeful and rigorous interview
process
ü Track measures of hiring success

12. 2- The Mismatch Between Job and
Person
Ø Job Task Assignment
ü Conduct entrance interview with all new hires
• Work to enrich the jobs of all employees
• Delegate tasks to challenge employees and enrich their
jobs.
12

13. 3- Too Little Coaching and Feedback
Ø How to coach and Give Feedback
ü Provide intensive feedback and coaching to new hires
ü Create a culture of continuous feedback and coaching
ü Train managers in performance coaching
ü Make the performance management practice less
controlling and more of a partnership.
ü Terminate nonperformers when best efforts to coach or
reassign do not pay off.
ü Hold managers accountable for coaching and giving
feedback.
13

14. Too Few Growth and Advancement Opportunities
Ø How to Grow Employees
ü Provide self assessment tools and career self management
training for all employees
ü Offer career coaching tools and training for all managers
ü Provide readily accessible information on career paths
and competency requirements.
ü Create alternatives to traditional career ladders
ü Keep employees informed about the company’s strategy.
ü Build and maintain a fair and efficient internal job posting
process
• -
14

15. 4- Too Few Growth and Advancement
Opportunities
Ø Hire From Within Whenever Possible
ü Show a clear preference for hiring from within
ü Eliminate HR policies and management practices that
block internal movement
ü Create a strong mentoring culture (formal mentoring)
ü Keep the career development and performance appraisal
processes separate
Ø Review All Talent Effectively
ü Build on effective talent review and succession
management process
ü Maintain a strong commitment to employee training
15

16. 5- Feeling Devalued And Unrecognized
Ø Reluctant Management
Ø Pay for Engagement and Retention
ü Offer competitive base pay linked to value creation
ü Reward results with variable pay aligned with business goals
ü Rewards employees at high enough level to motivate higher performance.
Ø Use Cash Rewards for Immediate Recognition
ü Use cash payouts for on the spot recognition
ü Involve employees and encourage two way communication when designing
new pay systems.
ü Monitor the pay system to ensure fairness, efficiency, consistency and
accuracy.
16

17. 5- Feeling Devalued And
Unrecognized
Ø Remember to Say Thanks
ü Create a culture of informal recognition founded on
sincere appreciation
ü Make new hires feel welcome and important
ü Ask for employee input, then listen and respond
ü Keep employees in the loop
Ø Tools Are Investment
ü Give employees the right tools and resources
ü Keep the physical environment fit to work in
17

18. 6- Stress From Overwork and Work-life Imbalance
Ø Engagement Practices to Avoid Imbalance
ü Initiate a culture of giving before getting employee
loyalty
ü Tailor the culture of giving to the needs of key talent
ü Build a culture that values spontaneous acts of caring
ü Build social connectedness and harmony among employees
ü Entourage fun in the workplace
18

19. 7- Loss of Trust and Confidence in Senior
Leaders
Ø Practice That Inspire Trust and Confidence
ü Inspire confidence in a clear vision, a workable plan and
the competence to achieve it
ü Back up words with actions
ü Place your trust and confidence in your work force
19

20. Checklist for Creating Talent Management Strategy
q Where is the organization going and why?
q What work needs to be done?
q What are the current and future roles for our employees?
q What competencies (KSA) does the organization need to get
the work done?
q How do the cultural and economic conditions in various
countries affect our talent needs and acquisition and
development strategies?
q What competencies does the organization currently have?
q What are the current and anticipated gaps in the competency
scale especially in no headquarters location?
20

21. July 7, 2014 21