Recruiting or Retaining

CASE WHICH IS MORE IMPORTANT a RECRUITING OR RETAINING? G. K Electronics Ltd. , is a pi one(a) and only(a)ering and internationally reputed theater in the Electronics industry. It is one of the largest firms in the country. It attracted employees from internationally reputed institutes and industries by offering high salaries, perks etc. It has advertised for the position of an Electronics design recently. Nearly 150 targetdidates working in various electronics firms applied for the job. Mr.Sashidhar, an Electronics engineering science Graduate from IIT with 5 years working experience in a small electronics firm was selected from among the 130 candidates who took tests and interview. The interview board recommended an enhancement in his profit by Rs. 500 per month more than his present net profit at his request. Mr. Sashidhar was very happy to achieve this and he was congratulated by a estimate of people including his previous employer for his brilliant interview performance a nd solid luck. Mr. Sashidhar joined G. K. Electronics Ltd. on 21st January, 1996 with a great enthusiasm. He withal found his job to be quite comfortable and challenging one and he felt it was highly prestigious to work with this company during the constructive years of his career. He found his superiors as well as subordinates to be friendly and cooperative. But this climate did not live long. After one year of his service, he slowly learnt about a number of acerb stories about the company, oversight, the superior-subordinate relations, rate of employee turnover, especially at higher level.But he opinionated to stay on as he promised several things to the management in the interview. He wanted to please and change the attitude of management by dint of diligent performance, firm commitment and dedication. He started maximizing his contributions and management got the core that Mr. Sashidhar has settled down and will remain in the company. After sometime, the superiors starte d travel over Mr. Sashidhar. He was overloaded with multifarious jobs. His freedom in decision making and executing was cut down to size.He was ill-treated on a number of occasions before his subordinates. His colleagues also started assigning their responsibilities to Mr. Sashidhar. Consequently there were imbalances in his family life, social life and plaque life. But he seemed to be compose and contented. Management felt that Mr. Sashidhar had the potential to hear with many more organization responsibilities. It was quite surprising to the General theatre director to see the resignation earn of Mr. Sashidhar along with a check equivalent to a monthas salary one fine morning on 18th January, 1998.The General Manager failed to convince Mr. Sashidhar to withdraw his resignation. The General Manager relieved him on twenty-fifth January, 1998. The General Manager wanted to appoint a committee to go into the matter immediately, but dropped the idea later. The inference from the supra is very clear. The management had no strategy of retaining capable employees by giving them proper word and responsibilities. They also have not laid out any HR policy of defining area of responsibility for executives or staff.It appears any physical structure in the firm can pass any work to their colleagues and change surface management is also not bothered about over shipment a capable person willing to undertake challenging tasks with responsibility. If the above defects can be corrected by the management and senior managers they can retain capable managers or executives and the manpower turnover may eff down and the companyas reputation with regards to human resources will go up. The firm can attract more and more capable personnel.