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For most employees today, growth is more than just money and fancy designations

"Personal growth" is a term that is talked about often in HR circles but do organisations really understand what it means for an individual? "Personal growth is usually driven by a personal value system of the individual and is thus dependent on what motivates or drives an individual. Hence, it may not be safe to generalise since the order of priority may change," explains Chaitali Mukherjee, country manager, Right Management (India). "Apart from money and upward movement, employees look forward to continuous learning to upgrade their skill-sets in a right environment. If their personal interests are build into their professional goals, they see more value and growth over a period of time," adds BVM Rao, customer care associate and head - human resources, Shoppers Stop Ltd.

Yes, eventually, growth does translate into promotions, titles and money. But theorists have long since been aware that these are not the ultimate goals. Take the motivator-hygiene theory for instance. "The key for the success of any employer-employee relationship lies in how one handles the two factors of motivation and hygiene. It has become very critical for organisations to decipher what acts as a motivator and what forms hygiene. Factors, which till yesterday were motivators, today have become hygiene requirements. For instance, rather than looking at the absolute salaries, employees have started demanding equitable and fair compensation for their work," illustrates Dr. Ganesh Shermon, partner - people and change practice, KPMG India. 

Not understanding what drives people can lead to higher attrition rates. "It is famously said that ‘people do not leave organisations; they leave bosses'. HR as well as respective heads of the functions have to be vigilant to constantly identify and recognise the performers. There are several mechanisms to do this and it need not necessarily be limited to the appraisal process. A constant and transparent two-way communication reaching to the bottom most person in the hierarchy is the key," suggests Nageswara Rao, MD and CEO, IDBI Federal Life Insurance Co ltd.

Needs are hierarchical, as the Abraham Maslow model illustrates. "Most organisations take care of some aspect of the individual's needs for personal growth through their pay and benefits framework and the reward and recognition activities. Therefore, the need for pay or grade equality, promotions, recognition through awards, etc is taken care of. However, it is natural that one formula will not serve all - particularly as the needs get more complicated," advises Mona Tongbram, DGM - HR, Feedback Infra.

Ultimately, deciphering what personal growth means to every employee involves a lot of engaging and interaction. "The organisations forced to follow the straitjacket model, despite their best intent, start missing out on relationship-building, bonding with the people, having a dialogue from time to time  and constructively engaging them," says Sanjeev Sethi, area director of human resources, The Leela Palace, New Delhi. Thus, organisations must place understanding of personal growth needs on the top of their agendas in order to retain employees and help them contribute better.

- Ankita Shreeram