You might often hear, and achievement of potential employees who behave psyllid as easily move from one company to another company who interested her? This apparently common phenomenon in this part of the working world Asia and the Pacific, not least in Indonesia.
Watson Wyatt, a human resources consultant in survey 2007/2008 Global Strategic Rewards concluded that companies in Indonesia to face problems in retaining employees of high achievers. Even this problem is higher than most other Asia Pacific countries that participated in the survey.
The same problem in the lower level also faced Indonesian companies in maintaining employee with special expertise and high-potential employees.
"Loss of high-achieving employees and employees with specialized skills is a problem that needs to be aware of Indonesias industry,"
Managing Consultant Watson Wyatt Lilis Halim warned.
Lilis exemplifies the oil and gas sector, which has happened a positive flow indication from Indonesia to other countries, for example, to Saudi Arabia, Malaysian and even Europe because bids more attractive remuneration packages.
"While in Indonesia renumerasinya package is still associated with the average domestic situation," added Lilis in his presentation to the media recently.
Another example is what happened in the banking sector, especially for workers with specialized skills. Survey results indicated Watson at the 2007 turnover rate for positions of importance, namely the managerial level and above in the banking industry reached 6.3% -7.5%, whereas in general the industry is only 0.1% -0.74%. Imagine, once njomplang not it?
In Indonesia, more Lilis, there is a different understanding between the perception of the company and the employees' perception of reasons for an employee to work. Companies consider the company's reputation is the most important thing, sdangkan employee considers most important reason is the nature of work itself. Two other things that are also considered important by the employees to join a company is the basic salary scale and career development opportunities. Ironically, these two things are not considered satisfactory by most employees in the country.
Another interesting thing found in a survey in Indonesia that overall salary increase budget which is owned by companies in Indonesia doubled the company in Asia Pacific, which is 10%, or greater than other countries in the Asia Pacific region which is only approximately 5%.
"Unfortunately, these conditions are not sufficient means for the employees," says Francine. from the survey revealed only 34% of employees who say that high-achieving employees a pay raise slightly larger, while 31% of employees while others said there was no difference in high-achieving employee salary increases with other employees.
Based on the findings of the survey, Watson Wyatt gave a number of recommendations to companies in Indonesia, namely to reward is offered to high achieving employees and employees with specialized skills always strived to be competitive to what the market offered.
"Salary is just one component in the remuneration package. To recruit and retain high achievers, a company must develop a holistic system of remuneration for managing compensation, benefits, work balance and career development programs, "explains Francine.
Interestingly, the balance of work (work / life balance) turns out to be a consideration for the employee to decide to join or leave the company. This working balance varied, for example the opportunity to do the work at home for the housewife, the day care for children, sports facilities, adequate kitchen up a special room for smoking for men.
Francine suggested that the company regularly communicates regularly remuneration package to its employees across the company to create a shared understanding between employee expectations and remuneration of the Company.
"Good communication from the company to employees about the remuneration package will have a positive impact for the attachment of employees or their desire to stay in one company," said Francine.
Global Strategic Rewards Survey is one of three surveys conducted macro Watson Wyatt. This survey includes the views of 947 companies from 22 countries ektor berbagais industry and includes opinions of more than 13,000 employees at various levels of positions. Watson Wyatt Survey Indonesias involving public companies (67%) and closed (33%). Industries include finance and insurance (47%) and 53% are spread to other manufacturing industries, oil and gas, real estate, telecommunications, transportation and housing consumers, etc..
Job Vacancy , Indonesia Job , Job Indonesia
Watson Wyatt, a human resources consultant in survey 2007/2008 Global Strategic Rewards concluded that companies in Indonesia to face problems in retaining employees of high achievers. Even this problem is higher than most other Asia Pacific countries that participated in the survey.
The same problem in the lower level also faced Indonesian companies in maintaining employee with special expertise and high-potential employees.
"Loss of high-achieving employees and employees with specialized skills is a problem that needs to be aware of Indonesias industry,"
Managing Consultant Watson Wyatt Lilis Halim warned.
Lilis exemplifies the oil and gas sector, which has happened a positive flow indication from Indonesia to other countries, for example, to Saudi Arabia, Malaysian and even Europe because bids more attractive remuneration packages.
"While in Indonesia renumerasinya package is still associated with the average domestic situation," added Lilis in his presentation to the media recently.
Another example is what happened in the banking sector, especially for workers with specialized skills. Survey results indicated Watson at the 2007 turnover rate for positions of importance, namely the managerial level and above in the banking industry reached 6.3% -7.5%, whereas in general the industry is only 0.1% -0.74%. Imagine, once njomplang not it?
In Indonesia, more Lilis, there is a different understanding between the perception of the company and the employees' perception of reasons for an employee to work. Companies consider the company's reputation is the most important thing, sdangkan employee considers most important reason is the nature of work itself. Two other things that are also considered important by the employees to join a company is the basic salary scale and career development opportunities. Ironically, these two things are not considered satisfactory by most employees in the country.
Another interesting thing found in a survey in Indonesia that overall salary increase budget which is owned by companies in Indonesia doubled the company in Asia Pacific, which is 10%, or greater than other countries in the Asia Pacific region which is only approximately 5%.
"Unfortunately, these conditions are not sufficient means for the employees," says Francine. from the survey revealed only 34% of employees who say that high-achieving employees a pay raise slightly larger, while 31% of employees while others said there was no difference in high-achieving employee salary increases with other employees.
Based on the findings of the survey, Watson Wyatt gave a number of recommendations to companies in Indonesia, namely to reward is offered to high achieving employees and employees with specialized skills always strived to be competitive to what the market offered.
"Salary is just one component in the remuneration package. To recruit and retain high achievers, a company must develop a holistic system of remuneration for managing compensation, benefits, work balance and career development programs, "explains Francine.
Interestingly, the balance of work (work / life balance) turns out to be a consideration for the employee to decide to join or leave the company. This working balance varied, for example the opportunity to do the work at home for the housewife, the day care for children, sports facilities, adequate kitchen up a special room for smoking for men.
Francine suggested that the company regularly communicates regularly remuneration package to its employees across the company to create a shared understanding between employee expectations and remuneration of the Company.
"Good communication from the company to employees about the remuneration package will have a positive impact for the attachment of employees or their desire to stay in one company," said Francine.
Global Strategic Rewards Survey is one of three surveys conducted macro Watson Wyatt. This survey includes the views of 947 companies from 22 countries ektor berbagais industry and includes opinions of more than 13,000 employees at various levels of positions. Watson Wyatt Survey Indonesias involving public companies (67%) and closed (33%). Industries include finance and insurance (47%) and 53% are spread to other manufacturing industries, oil and gas, real estate, telecommunications, transportation and housing consumers, etc..
Job Vacancy , Indonesia Job , Job Indonesia
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