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In fact I can not vote in my appropriate area for this subject. I have a strong reason for it.

Human behaviour is the most enigmatic subject for any particle b elongs to this world. It is out of any theories,formulas,practice,research and e xperience. A same human can behave differently in the same situation.As example our behavio ur towards a beggar. Any ways transparent HR practices will help in reducing att rition rate in genral cases.Beacuse it is really difficult to argue agnaist our true potential li e culture,moral,ethic and society. So it is the best policy to observe and stic with fare management practices whi ch can visible to every one inside as well as out side. In this corporate world I li e to follow below principle: "Something is better than nothing & nothing is better than nonsense." Cheers for our valueless effort to control our behaviour and nature. I have a small advice also. Having wor ed for more than 20 years in this field I have experienced that those establishments which offer better money (for which all of us wor ) and security (in respect of continuity of employment) have less labour turn over/ attrition. The theories of motivation and building up of team wor can be applied to such ind of organisation where highly educated employee s wor . There also, they attend the seminars and lectures just to show that they 'understand' everything! But in a manufacturing company where more than 50 % ar e from shop floor category, we need 'offers' to hold them in the wor place. Sti ll the turn over among them is very less. If the possibilities of getting a 'better job' are less, your attrition will aut omatically reduce whereas today's labour mar et is highly elastic that for an ed ucated candidate it is very easy to find a job. The attrition rate of recession period would defenitely be less and it will shoot up when the recession comes to an end and the economy starts booming. If your firm has a reputation among people, the employees will also feel proud o f wor ing there. It is the feeling of security and feeling of respect that the o thers give that decides whether to stic or quit, as I understand. This is true if you view a government employee who wor s till the age of retirement without a ny motivation class or incentives! The major topics of the wor shop are what we call "The Eight "R's for Reducing Attrition:" Responsibility Reality-based Hiring Respect Recognition Real Growth Opportunities Results Reduce Stress Reflect on Your Own Career

[10:52:17 AM] GR Rane: How can you ma e your employees more productive? Jane Mur phy, wor place coaching blogger and author of What Could Happen if You Do Nothin g: A Manager's Handboo for Coaching Conversations offers 10 critical tips to ge t more out of your people.

Know them: People are more than a resume. Ta e the time to get to now your peop le-their values, their interests, their capabilities, their challenges and aspir ations. You can discover untapped s ills and abilities. They can air any unaddre ssed concerns. People will feel better understood and appreciated. Develop them: Offer opportunities at wor for your people to grow. There are man y ways you can tap their potential: coaching, s ills wor shops, courses, shadowi ng, mentoring, increasing responsibility. Encourage them to step up. Communicate clearly, early, and often: Be clear about your expectations of them. Wherever possible, eep people informed about the whole business, and particula rly about anything that impacts their jobs. Wal the tal . If you expect honesty and openness from them, model that in the way you communicate with them. Inspire them: You're the architect. Communicate a clear vision of where you want to go as a team, and tal about how to get there. Invite collaboration and part icipation. Introduce opportunities to solve problems together. Encourage ris ta ing, and ac nowledge that failure is a by-product of innovative thin ing. Live the values and mission you've articulated for your group and for the business. G ive people room to thin and contribute. Then step out of the way and let them p erform. Recognize performance: When you celebrate accomplishments, you demonstrate you c are about them. Ac nowledge and offer feedbac (once a wee at a minimum and eve ry 6 months regarding overall progress). Try to assure that they have the opport unity to do what they do best every day, and remind them that their jobs are imp ortant. Request feedbac for yourself, demonstrate humility: Demonstrate your willingnes s to grow and change along with them. A critical piece of information for you is to what degree you are helping them get their jobs done not getting in their way. As and let them now their opinions matter. Establish SMART goals: Whether for their individual job performance or for ongoi ng project milestones, set goals that are "SMART" (specific, measurable, achieva ble, realistic, timely). SMART goals are critical to delivering quality and succ essful results. Listen well: Active listening is a valuable s ill. Follow the other person's thi n ing and enable them to hear themselves. Go beyond the words being said to what isn't said. Listen to how something is said. Doing this can offer real insight. Offer them the support they need: Insure they have the resources needed (time, p eople, budget, training) to do their wor effectively. Acquire/enhance your coaching s ills: Being present, listening well, and as ing open-ended questions are critical coaching s ills. Incorporating these into your managing style will reflect your leadership, your investment in your people, an d will ensure a strong footing for successful relationships. Leadership Tips from the Experts