This is an investigative stage about the nature of employees and HRM practices/policies of the organisation, which includes a launch of surveys and face-to-face interviews to understand their feelings and opinions.
We can find out their needs, expectations and reality towards work.
Risk analysis can identify the correlation of the impact of their employee experience and their possibility of them leaving.
We can decide if employees are at risk of Psychological Contract Breach: extremely high, high, moderate and low.
We can find out the reasons of their intention to leave by interviews and devise strategic solutions for the individuals and organisation.
Strategic Solutions consist of three parts: short-term, mid-term and long-term.
Before suggesting any strategic solutions, it is important to be creative and decisive.
Obtaining the other person's collaboration requires :
1. Getting the other person's acceptance of a common goal
2. Showing an understanding of the other person
3. Getting the other person to offer a win-win solution
Undeniably, our ultimate goal is linked to an alignment of employees' satisfaction and business performance in the organisation.
Managing psychological contract involves a capability of change.
This could be another chance to learn and support innovation, a new vision and motivation in the company.
Psychological Contract can manage and support the interviewing process to select a “right ” candidate that fits the job and your company.
Psychological Contract can lead to the implementation in reshaping of flexibility at work without conflicting employees’ productivity and achieving their work-life balance.
Better practice on employment law can reduce the chances of unfair dismissal, workplace discrimination, and unqualified workplace health and safety standard.