 |
Martin said,
“An employee in his 20’s would be of a marriageable age, perhaps dating and looking for a lifelong partner would be a priority. He/She would be motivated by money, as he needs to set up his home and get married. Most employees at this age do not mind putting in the extra hours in performing over-time as it does provide him with the opportunity to earn more.
Going into his 30’s, a typical male would want to establish his career by earning more and maybe eyeing that supervisory role while more prevalent with women is their being at the child bearing age, where one may already be a mother of a young toddler. Over-time hours may then take backstage and she prefers to have more flexible work-hours to spend time with her children.
|
Earning money is still attractive, but for the moment, her child takes precedence over that extra dollars and cents. Therefore, one can already see a changing priority. Hitting the age of 40 can be depressing for many as one would wonder if he were still mobile or is he too expensive, given Singapore’s historical flawed wage system of rewarding seniority, rather than performance based. Retrenchment fears may set in and the male employee hits the mid life crisis leading to concerns over health care and having sufficient funds for retirement starts to haunt him when he approaches the age of 50.”
|
Martin’s view about the essence of conducting an exit Interview, by Alicia Teo
Companies should also give preeminence to exit interviews. In demonstrating how valuable information are sometimes wasted when Managers simply file away the material obtained from the exit interview, Martin proposed that an honest exit interview obtained from a staff goes a long way in helping the organization find the right replacement in it’s recruitment exercise and also to realize the push factor which resulted in high attrition and performance. He cited an example of a printing company that had a particularly high attrition rate for its machine operator position. During the exit interview, many outgoing employees had explained that their performance was seen as below satisfactory due to the fact that the machine they operated was old and often broke down. Apart from buying a new machine, Martin advised the HR Manager, that such information be used when recruiting a replacement, so that the new candidate are able to understand better the challenges that lay ahead should they accept the offer.
|
