At any one time, employees will leave a company for another for various reasons. These range from searching for greener pastures, to dismissal.
Some of the company’s most resourceful workers or employees may end up at the competition, with head hunters on the lookout, trying to identify potential workers to fill particular positions in their companies.
“Head hunting is an informal method of recruitment. It is a personal approach made to an individual to seek particular expertise. It involves hiring an executive search firm which helps define and aise on the role to be recruited,” says Mr Solomon Muhiirwa, NTV’s human resource manager.
Usually, the head hunters or middle men put together a list of companies which are usually competitors and look for high performance individuals. “The list of people is usually augmented by the searcher’s own network of contacts which he has built over time,” Mr Muhiirwa highlights.
Every business or organisation wants to be able to choose from the very best candidates no matter what, since investing in them can be the most important and rewarding investment there is.
“Head hunting is usually secretive and expensive as the hunter has to convince the employee to leave the company where he is working to join another,” notes Mr Yassin Magombe, director ,Addie Consulting Solutions.
For whatever reason or means employees leave the company to join another, there should be a number of strategies laid down by employers to overcome the shock. Experts reveal strategies on how employers can ready themselves or deal with employee loss and also increase chances of getting good employees and keeping them.
Companies that understand this risk well and are keen on safeguarding their business operations always have backup solutions at all times.
“They play to the favourite adage, ‘prevention is better than cure’. Therefore, if a top performing employee is lost, the second best alternative in the name of the ‘succession plan’ takes on,” notes Mr Magombe.
For organisations with strong human resource processes, the impact is less felt.
“On the contrary, companies without a strong HR function face employee loss deeply depending on the role he or she has been playing. Some skills are rare on market and thus, much as headhunting may be the quickest option through recruitment firms, it may come with severe cost implication because of dealing with cure,” he adds.
He aises that organisations uphold the practice of succession planning for key roles to avoid losses associated with in the interim period of searching for an exact fit and paying an extremely high reward because of the desperate situation. Oganisations in this situation also need to embrace the act of continuous employee training through learning and development function so that each role has a number of employees skilled to perform it.
“International brands have resorted to creating internal company academics to eliminate such shocks,” he says.
There is need to train and invest in fresh talents. Companies ought to be on the lookout for fresh talents so they are not absorbed up in the shock.
“Training sessions such as in-house skills training and development, external seminars and workshops, funding for college and continuing education, podcast and online learning, cross-training, trainings where employees can present on their areas of expertise, resource persons to educate employees about subjects that affect their personal lives such as insurance benefits,” explains Mr Robert Nangatsa, manager for Ugacof.
Mr Nangatsa adds: Create and maintain a working environment that attracts, retains and nourishes good people. The issues you need to attend to include developing a corporate mission, culture and value system, insisting on a safe working environment, and creating clear, logical and consistent operating policies and procedures. This aims at making your company a place where people want to come to work.
“Most importantly, companies need to continuously motivate their teams, pay them competitively and reward them to safeguard themselves from the risk of losing their employees to head hunters. They are always on the lookout for extremely skilled souls and will pay highly to see them off to another company, usually a competitor,” says Mr Magombe.
Companies should continue engaging employees. You can never know when a company or head company comes up to take your employees.
“Companies should take time to know the needs of people with unique competences through engagement. It also means making your work place more comfortable and enviable,” notes Mr Muhiirwa.
To the hunted employees, experts say the current employer may have invested in you in terms of training and grooming you to be good at what you do.
“It only is logical to put your current employer into consideration before being swept off with the ‘greener pasture’ promises.
SOURCE: DAILY MONITOR