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Talent Retention Challenges

The problem is that Sanjana Ramachandran, a high performing employee of IDM Technologies who was contracted to work for L3, is considering leaving due to low compensation, lack of recognition, and feeling alienated from her own organization. The cause is that as a contractor, her individual performance and contributions to projects are not properly measured or rewarded by either company. To solve this, IDM and L3 need to implement better feedback and compensation systems that evaluate contractors fairly and make them feel included in projects.

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Tirtham Mukherjee
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74 views2 pages

Talent Retention Challenges

The problem is that Sanjana Ramachandran, a high performing employee of IDM Technologies who was contracted to work for L3, is considering leaving due to low compensation, lack of recognition, and feeling alienated from her own organization. The cause is that as a contractor, her individual performance and contributions to projects are not properly measured or rewarded by either company. To solve this, IDM and L3 need to implement better feedback and compensation systems that evaluate contractors fairly and make them feel included in projects.

Uploaded by

Tirtham Mukherjee
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd

MT-Term 05

CASE SUBMISSION – Sanjana Ramachandran


SUBMITTED TO: Prof. N.M. AGRAWAL

SUBMITTED BY: Group 4


Tirtham Mukherjee,
Suraj Kumar Sahoo

1. What is the problem in the case in terms of talent attrition or challenges of retaining
talent?
The problem in the given case can be divided into some specific points:
a. The remuneration package of Sanjana is very less compared to her colleagues in L3
b. Sanjana is also feeling discriminated as he was a part of a project in L3 but though her
team had performed really well, she was not given any rewards and recognition as he
was from IDM Technologies.
c. She was working in client location so less amount of interaction had made her alienated
from her own organization.
d. Though she was a star performer though she was rated almost equal to her peers though
her individual effort is not measured separately.
e. The change of the power dynamics of current team made her unhappy.

2. What is the cause of the problem?


We can divide the scenarios with specific reasons attached to it:
a) She was a star performer and located in client side. As the performance review system of
IDM was not reactive one, she was rated not according to her performance.
b) From L3 end contractors are also integral part of the project team and not recognize them
as great team player also giving bad motivation for them.
c) The company IDM should take multiple level of feedback for their employees.

3. What can be done to solve the problem in near future?


The Organization had come up with few ideas to avoid these problems:
✓ Proper Feedback mechanism in IDM for their employees
✓ L3 should make them feel more included.
✓ When she was not okay with in team power dynamics, she can be rotated other
projects if that option is present. (Other projects are there)
4. What should be done to avoid the problem in the future?

While the contract workers are working in any team inclusively, try to make their compensation
package as per market standard and if the clint is taking care to building her motivation then it
will be good other wise own organization should make some provision to encourage them.
The workers can be can be allowed to come to the own organization more frequently so the
alienated behaviour can be eliminated.

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