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*    “Running an Agile Fortune 500 Company”    Aditya Yadav, aditya.yadav@gmail.com    in.linkedin.com/in/adityayadav76
* A Typical Global Company  * Fortune 500/1000  * 200 Divisions  * 40 Countries  * 25000 Employees                        ...
*    @ Acme Inc.
* Original Question “We need to Control Attrition in comparison to the Industry Average. Isn‟t it the worst thing to happe...
* Attrition is a Huge Cost and a Loss to the organization* We need to minimize Attrition* Lets divide attrition into (i) D...
* Lets Measure Employee Engagement* Quantify it… and* Tie it to Revenues using an Empirical Formula* …And Track Employee E...
* You need to Avoid Complexity* Also, Traditional Employee Engagement Exercises Strain The  Organization and are a Huge Ov...
* The Current Definition of Desired Attrition is only based on    “Unsatisfactory Current Performance”*   We need to defin...
* Engineer, to              * Role 1, Company 1* Sr. Engineer, to* Team Lead, to             * Role 2, Company 2* Engineer...
*   Leads to Highest Innovation, Learning and Performance*   Besides Self Motivation, Engagement and Satisfaction*   Isn‟t...
*   Accept and Embrace Change*   Attrition is Inevitable and quite Desirable with the right Organizational Constructs in p...
*    And The Philosophy Behind The Answer
Aditya!!!     *
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Strategic - Engagement And Attrition - Aditya Yadav

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Strategic - Engagement And Attrition - Aditya Yadav

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Transcript of "Strategic - Engagement And Attrition - Aditya Yadav"

  1. 1. * “Running an Agile Fortune 500 Company” Aditya Yadav, aditya.yadav@gmail.com in.linkedin.com/in/adityayadav76
  2. 2. * A Typical Global Company * Fortune 500/1000 * 200 Divisions * 40 Countries * 25000 Employees *
  3. 3. * @ Acme Inc.
  4. 4. * Original Question “We need to Control Attrition in comparison to the Industry Average. Isn‟t it the worst thing to happen to an Organization? To lose its people?”* The Correct Question - “Lets relook at Attrition in the Larger Context from various perspectives. Is it that bad? And when is it bad? ” *
  5. 5. * Attrition is a Huge Cost and a Loss to the organization* We need to minimize Attrition* Lets divide attrition into (i) Desirable, and (ii) Undesirable Attrition and minimize the second.* We also need to concentrate on Employee Engagement* Help!!! We are losing our Grip On Success!!! *
  6. 6. * Lets Measure Employee Engagement* Quantify it… and* Tie it to Revenues using an Empirical Formula* …And Track Employee Engagement „Value‟ Continuously* It affects * Employee Productivity, Performance, Efficiency * Customer Satisfaction * Profits *… *
  7. 7. * You need to Avoid Complexity* Also, Traditional Employee Engagement Exercises Strain The Organization and are a Huge Overhead* Google People Analytics Research says – Initiative has the highest correlation to Personal and Business success compared to Skills, Education, Experience etc…* Incidentally Initiative also has an extremely strong correlation with Engagement* The Primary Business of a Knowledge Company is “Innovation”* Together (i) #Initiative(s),(ii) #Innovation(s) & (iii) Growth is an easy and sufficient measure of Employee Engagement and has an inverse correlation with Attrition also [That‟s why this presentation is about both Engagement and Attrition] *
  8. 8. * The Current Definition of Desired Attrition is only based on “Unsatisfactory Current Performance”* We need to define it as (i) Poor Innovation, (iii) Poor Initiative, and (iii) Poor Growth/Up-Or-Out-Policy* Controlling Costs is the Traditional „Manager‟ Thinking and Focus i.e. Command and Control, Status Quo, Cost and Risk Minimization etc.* It is based on the Fallacy that controlling costs alone will lead to Business Success* In reality – “You cant cost cut your way back to prosperity”* A Leaders Focus is “Innovation”, “The Future” and “Change”. We should look at Attrition with only this Perspective.* Also, nobody states the True Reason why they are leaving, Any Exit Analysis at the Point of Exit is Impossible and Futile *
  9. 9. * Engineer, to * Role 1, Company 1* Sr. Engineer, to* Team Lead, to * Role 2, Company 2* Engineering Manager * Role 3, Company 3* Sr. Engineering Manager * Role 4, Company 4* Director* Sr. Director * Role 5, Company 5* VP * Role 6, Company 6* Sr. VP*… * Role 7, Company 7 *
  10. 10. * Leads to Highest Innovation, Learning and Performance* Besides Self Motivation, Engagement and Satisfaction* Isn‟t these what you have been trying to achieve all along???* People move around Building Companies and Giving their Best to Every Company in the Valley* The Valley is a Leaders, Entrepreneurs and Top Notch Employee „Paradise‟* Its perhaps the biggest Innovation Ecosystem in the World (Or a Cluster in Economics Terms)* You have to communicate the Expectation of the Silicon Valley Career Graph to your Prospective Employees (Like Some Elite Consulting Companies)* You have to extract the best of Innovations and Performance out of your Incoming Employees* Don‟t Build Your Organization on „Retention‟* Build it on the Assumption of Innovation and Continuous Churn Models *
  11. 11. * Accept and Embrace Change* Attrition is Inevitable and quite Desirable with the right Organizational Constructs in place* Salary + Total Training Costs (Incurred & Forecasted) + Overheads => Billing Rate/Transfer Price* Absolutely Avoid Specialists who break your organization when they move out. (This is the only reason why Managers feel the need to control attrition)* Attrition Cost Antidotes: Generalists, Bottom Up Organization, Collaboration, Team Accountability, Knowledge Ecosystem…* Always hire 2 Categories of people (i) Generalists [The Majority], and (ii) Ph.D.s / Super-Specialists [Niche] and manage the latter differently* The Only Two Things You Need To Analyze * Attrition, and * Engagement* Are * #Initiative(s), * #Innovation(s), and * Growth *
  12. 12. * And The Philosophy Behind The Answer
  13. 13. Aditya!!! *

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