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Hi Fishes,
This is on behalf of a friend .Can someone please put on some light on the below query ?
Company : Morgan Stanley
Designation : Associate - Global
Role : Compliance Technology Strategy
Division : Legal and Compliance
How is this position for a BE+ MBA , total 3+ years of IT experience in top MNC.What would be the expected CTC and next hierarchy designation ( after a promotion ) ? Morgan Stanley
I need help with my interviewing skills
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Mentor
Why are people saying they’re unhappy in their exit interviews?
Mentor
Take the advice you get from the exit interviews and implement changes off that?
What are you asking us for, you have direct feedback from former employees. Review those and make positive changes.
Communication is key. Speak to your current staff, ask how things could be better.
Make them feel valued and listened to.
A great culture isn't about fancy words. it's about being a good fit and recruiting the right people. You can teach people a skill, but you can't teach culture....
Get people together, arrange fun times, team building exercises. Don't micromanage, offer flexibility and the opportunity to work remotely.
Deal with the people direct who is being toxic and not culture fits...no-one wants a bad apple in the 'dish'. Happy employees = happy workplace
I can’t speak for your place but ours would improve greatly if the direct supervisors were better. Work culture is everything. Most people here love their job but there are a couple of employees that make the job absolutely miserable. When they leave here they aren’t leaving the profession, they are leaving their supervisors.
I will say I do strive to be a great boss, and try my best to view what that means through the lense of an employee… and what I would want in my boss.
AND, do NOT let toxic employees stay and being the team down. I don’t let that ish go. We’re either ALL a team or …. Whoever isn’t … is gonna go. Bc I can’t let the minority bring the majority down.
Do you offer remote work?
I LOVE this question. It resonates with my purpose. I will give you some insight to my experience and approach.
We're a small private practice that doesn't have awesome benefits and usually hires part-time to avoid that cost BUT we pay holidays observed no matter what... and we OBSERVE our holidays :P 9/year. We also can't afford a lot of hourly pay but we try to be somewhat competitive, also taking into account that we offer an AMAZING work culture full of positivity and collaboration and teamwork! PLUS I, as the boss, am decently flexible on flexing hours depending on circumstances and business need. ALSO... even though I can't make remote a routine thing, I won't deny it if there's something that comes up for an employee and they can reasonably get the work done from home or they will be forced to call out and/or take PTO. I'm also very non-micromanagey in terms of how and when the work gets done. If it gets done and the team members worked with feel supported, I'm happy. As long as there's not a lack of professionalism at the office I don't care if you have food at your desk or if your phone is out. If things arn't taking away from your work... we're all adults and I will treat you as such and allow you to manage yourself unless/untill it is demostrated that I cannot allow that. My team also knows that if that is the case there will be a bigger issue and I do NOT tolerate that. I ONLY lead teams of leaders, not ppl I need to manage. I also get that is a privilege for me to lead these people and they are hard to find and few between. That being said... I also have laid that foundation of knowledge and expectation. AND because there's a high expectation accompanied with high levels of autonomy... my people stay and are happy.
My experience. Hope it helps. :)
Bc we’re a clinic that sees patients, in person. We’re also a small staff where every person counts and needs to be centralized with the team to be able to jump in and help when and where needed. So… we’re an on site need 100%. I get that everyone wants remote but a lot of companies just can’t swing that to maintain peak performance.
Is it a benefits issue? Usually people are most unhappy by their direct managers. Have you explored the work culture? (Not just here’s a happy hour, but here’s what we are doing, here’s how we are contributing to the bigger picture, and here’s where you fit in)
I was coming to say this. You can't out run bad culture. And in fact, it almost feels worse because you feel like you're accepting the extra day off as greasing the wheel for the following week of misery.
Op, I would start with an honest, open, anonymous request for feedback from current employees. Would they rather work 5 days and have health insurance? Are the benefits actually making their lives better? How strong is management, are you understaffed? There are so many possibilities but I doubt the benefits package is one of them.
Ppl are just unhappy. Period. I see soo many dumb moves of my colleagues, but I realize that they change because they not happy home, or just unhappy person and they seek for a light somewhere. R now everyone is hiring and it seems like that light.
I always tell my ppl-you take yourself wherever you go. It won’t get better or worse.
What are the folks upset about? If you can’t offer generous pay and your PTO is already awesome… what about more flexibility/ autonomy?
Most of the time it is supervisor behavior that is the problem. All the other things people came in knowing what they were and can come to terms with. You likely need a culture shift. I am FINALLY getting there with my organization. It was a hard pill for my business to swallow because the president is young (under 30) and he honestly believes everyone likes him. He is a likeable guy, but…he also has spread himself so thin that he fails to notice the supervisors under him kinda suck.
In order to get the right answer you need to ask the right question. So first of all, you need to check why are your ppl not happy about and start from there.
Are you hiring for any remote positions?? Asking for “a friend”. LOL
Someone already said it but when you can't increase the pay, culture is key. There is a reason they aren't happy. Dig in to find it and try to fix it. Try to highlight the successes and the impact the team makes with the work that they do. Celebrate small successes. Finally - if you are a nonprofit with a board of directors - lean on them for their expertise (and fundraising / grant finding efforts).