Freshers are having nice time during this part of the year,Every organization is hiring and some of the key ones are hiring in huge numbers, everyone is happy, the Training and Placement officers of the colleges, the students, the directors, the recruitment managers etc. While all this wide spread happiness is good news, what lies ahead is also important to understand. While the reason for campus hiring for most of the organization is to bring the costs down, but, the rising trend of unrest and impatience in the young work force defeats the purpose with majority of them looking out for a change within the first 24 months of their career. While the reasons could be many, but, one of the area often neglected by the big organization is career pathing. Most of the organizations do promote these people in the around the completion of 2 yrs, however the job content remains the same.
Career Pathing during the initial phases of the career is very important for the organizations to ensure that the young and inexperienced work-force doesn't leave them, before even settling down well in the organization. What is important for the organizations to have a short- medium term career path specifying the following content of the career path:
1) Job Enlargement:
Job enlargement expands a job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated. By increasing the number of tasks an individual performs, job enlargement increases the job scope, or job diversity. Instead of only working on the individual code, job could be enhanced for peer-review of the other person's code, as a very basic example.
Sometimes, efforts for Job enlargement have met with less than enthusiasm results. As one employee who experienced such a redesign on his job remarked ‘before I had one lousy job, now, through enlargement I have three’. So while job enlargement attacks the lack of diversity in overspecialized jobs, it has done little to provide challenge or meaningfulness to a worker’s activities.
2) Short-Term Job Rotation:
Here employees' main job is not changed, however the employees are given opportunities for short term to do additional activities or sent to outside countries etc. This measure relieves the employee from the boredom and monotony, improves the employee’s skills regarding various jobs and prepare worker’s self image and provides personal growth. However, frequent job rotations are not advisable in view of their negative impact on the organization and the employee.
3) Job enrichment:
Job enrichment as currently practiced in industry is a direct outgrowth of Herzberg’s Two Factor Theory of motivation. It is, therefore based on the assumption that in order to motivate personnel the job itself must provide opportunities for achievement recognition.
Responsibility, advancement and growth: The basic idea is to restore to jobs the elements of interest that were taken away under intensive specialization. Job enrichment tries to embellish the job with factors that Herzberg characterized as motivators: achievement, recognition, increased responsibilities, opportunities for growth, advancement and increased competence. There is an attempt to build into jobs a higher sense of challenge and achievement though vertical job loading.
Most of the well-trained HR population is aware of all above, however, where most of them fail is in effective execution of the same, specially with the kind of overload everyone including HR, goes through in the growth phase. If you are from HR and next time you are reviewing the attrition trends for your organization, kindly pay special attention to the execution details for the career pathing exercise. If you are an employee, please ensure that your manager or HR do prepare a detailed career path for you. Also make sure to pay special attention that the career path has a good balance of Job Enlargement, Job Rotation and Job Enrichment.
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