In an insightful conversation with T. Muralidharan, Founder & Chairman of TMI Group, he delves into the significant issue of high attrition rates among young professionals in India. Muralidharan discusses the profound impact of the first job experience on a person's career trajectory and emphasises the importance of positive reinforcement and intentionality in fostering success. He highlights the challenges faced by new graduates in the frontline workforce and offers valuable insights into transforming low self-esteem and performance orientation into high achievement through motivational strategies and supportive workplace policies.
Excerpts:
What does ‘winning at work’ mean?
One of the most significant challenges facing young people in India today is the high rate of attrition in their initial job experiences. Our research reveals two distinct patterns. From a corporate perspective, statistics show that within the first nine months, a staggering 60 to 70 per cent of frontline workers either voluntarily leave or are asked to depart. On the individual level, a glance at job boards reveals a concerning trend: within six to nine months, over 50 to 60 per cent of recent graduates who secured positions from campus placements are already searching for their next opportunity.
This phenomenon strikes at the heart of a lifelong journey centered around the pursuit of a fulfilling career. From early schooling to rigorous academic pursuits, the aspiration to secure a job is deeply ingrained. Yet, upon reaching the professional stage, disillusionment often sets in. The repercussions of losing one's first job are profound, leading to a sharp decline in confidence and a sense of aimlessness.
For those who find success in their initial roles, the trajectory of their career takes a markedly different path. Our research, which delved into the resumes of top industry performers, revealed a compelling insight: the majority of high achievers remained steadfast and excelled in their first positions. Thus, the pivotal nature of the first job cannot be overstated.
Although certain sectors, such as BFSI (Banking, Financial Services, and Insurance), may exhibit slightly better outcomes, the underlying issue remains pervasive. Despite the earnest intentions of all parties involved, this tragedy persists, leaving both employers and employees dissatisfied. It is a challenge that demands attention and resolution, as the costs—both financial and personal—are significant.
Why do people not win?
The issue of why individuals fail to succeed in their first job is multifaceted. While performance in the role is undoubtedly crucial, it's equally important to acknowledge the significance of intention. Winning in the workplace encompasses not only meeting job requirements but also possessing a genuine drive to excel.
While excelling in the job is undeniably crucial, isn't there also a vital role played by one's intention or mindset?
There exists a dichotomy among individuals: those who are driven by intrinsic motivation and a strong work ethic instilled from a young age, and those who may lack such qualities and rely on shortcuts or "jugad" to navigate their careers. The latter group often finds themselves in frontline positions, driven more by circumstance than by a genuine passion for success.
Therefore, addressing this issue requires not only designing systems to support performance but also fostering a culture of intentionality and dedication to excellence from the outset of one's career. It's about instilling in individuals the belief that success in their first job sets the stage for a fulfilling and rewarding career trajectory.
How do you go about changing the intention in individuals who have already given up, particularly those with low self-esteem and performance orientation?
Well, many of these individuals have already settled for mediocrity during their schooling and college years. They lack aspiration and simply pass the time. This scenario is especially prevalent among graduates who often find themselves in frontline workforce roles. However, the good news is that transformation is possible. If we closely examine the backgrounds of top performers in frontline roles, we'll notice a common pattern. Despite their initial circumstances, they managed to transition into high performers. What clicked for them was often the experience of their first job. This initial experience can serve as a catalyst for change, motivating individuals to strive for excellence. Sometimes, it's the influence of a supportive boss that ignites their potential, while in other cases, it's the company's policies that facilitate knowledge transfer and skill development.
Today, many companies view frontline employees merely as bodies, leading to a lack of investment in their development. However, when a company commits to ensuring success in the first job, it can analyse the experiences of past successful employees and identify common factors contributing to their success. By sharing these insights and success stories with current employees, the company can inspire them to believe in their own potential. Ultimately, the most effective way to motivate individuals is by showcasing relatable success stories. When employees see someone who started from a similar background succeeding, it sparks a sense of possibility and determination within them. However, it's essential to acknowledge that a single company cannot cater to the individual needs of every frontline employee.
Generally, people tend to highlight negative stories. However, you advocate for positive reinforcement and believe that positive messages are more effective. Why do you believe this?
Well, many individuals in frontline jobs often feel beaten down. They may have aspired to different roles, such as becoming an officer or pursuing other careers. These people typically have low self-esteem, and when faced with impossible tasks or negative feedback, they tend to withdraw further into their shells. The goal is to help them break out of this shell.
To do this, it's essential to make them believe in their own potential and capabilities. One effective method is to connect them with someone who has a similar background and has succeeded. Seeing someone like themselves who has made it can be incredibly motivating.
Additionally, it's crucial to provide positive reinforcement for their incremental improvements. When they hear "great job" or "fantastic work" after making progress, it boosts their confidence. This is particularly important because, throughout their lives, they may have received little positive feedback—from teachers, principals, or even in college. They might be used to being overlooked while the focus is on the top performers.
So, the combination of relatable success stories and consistent positive reinforcement helps build their belief in their own abilities. This is the foundation of our approach. Negative feedback only serves to push them further into their shells, whereas positive reinforcement encourages growth and confidence. This is why we emphasise positive messages and reinforcement.
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