The rise in resignations
Bad news. It seems there were more resignations in the UK in the year to February 2010 than the previous 12 months (4.7 per cent, compared with 4.5 per cent). Oh, and earning power has fallen.
The latter is perhaps less surprising given the state of the economy, but it seems people have had enough and were last year more prepared than before to jump ship despite the weak job market.
In fact, job insecurity is one of the reasons behind many of the departures, according to the results of the 2010 National Management Salary Survey, published today by the Chartered Management Institute (CMI) and XpertHR.
The research, which is based on data collected from 43,312 individuals in 197 organisations, also found restructuring prompted many staff to go.
A significant proportion (38.5 per cent) of employers recognised that their “failure to offer career opportunities and training” contributed to employees leaving.
“Given widespread recognition that engaged staff are more loyal, it is alarming that 61.5 per cent also admitted that their employees’ heads had been turned by head-hunters and recruitment consultants,” the CMI said.
Chief executive Ruth Spellman said it was “clearly time for business to grow up”. “We can no longer afford to reward people with pay rise after pay rise especially as all the evidence suggests that money isn’t the main motivator anymore. Instead, employers must concentrate on building remuneration packages that incorporate earnings with development opportunities, offer flexible approaches to work and recognition of the need to better engage with staff.”
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On the one hand, it is bad news for the one to resigh. On the other hand, it is good news for him to realize its value to an organization. Business is business and not charity. Why should business be there if not rewarded by full contribution from staff? Don’t blame the organization but oneself. To sustain one’s standing in an organization, you must be able to be of value to other aspects of the business entity. In other words, one has to develop one’s life-cycle. As purchasing and supply professional, one has to, proactively, figure out one’s life-cycle by not only striving for the minimal acquisition and consequent stockholding costs for the right goods and service but also developing suppliers to. In doing so, one will have the opportunity of getting involved in various stages of the production. Co-operation tends to constitute trust and arrive at the minimal costs of production.
This will enhance the importance of purchasing and supply status within an organization. Incessant efforts of purchasing and supply personnel have moved the function to the Board in recent years. It won’t be long before other departments like sales and marketing dare not mock at us by saying “purchasing and supply cannot exist without them”.
After all, only money is indispensable.