Latest news with #VedikaBhaia
Mint
a day ago
- Business
- Mint
Firing underperformers can boost your team's retention
Last week a post by Vedika Bhaia, a Mumbai-based co-founder of a marketing and branding start-up, blew up on LinkedIn. It began with a counter-intuitive remark that resonated with many on the professional networking platform: 'We fired 3 people in one month and our retention actually improved." Bhaia went on to explain that over the last year her agency saw an alarming rate of attrition in spite of paying competitive salaries, allowing flexible work hours, and giving out decent perks. Talent still kept quitting every month, until she decided to look deeper and lay off underperformers. Bhaia followed it up with changes in the culture and ethos of the company. She rented a physical office space instead of operating fully remotely and started offering hikes proactively rather than waiting for someone to fight for it. While none of her measures was novel, the first one isn't usually where most human resource executives start when they are looking to solve the problem of talent drain. That's largely because retention is correlated with transactional quick fixes. Most talent teams tend to offer carrots to entice an outgoing resource. From a salary hike and promotion, to softer touches like periodic office parties and offsites to create a feel-good factor, to public praise for individual excellence, a combination of these familiar levers is deployed during such exercises. It's not that these strategies are ineffective. But such actions can only arrest attrition in the short term—not 'solve" it in any meaningful way. In reality, the root of the problem often lies elsewhere—especially in the environment created by colleagues, be they seniors or peers, who have usually been part of the system for a long time. In the lead up to Vishal Sikka's resignation as the chief executive officer and managing director of Infosys in 2017, the company was riddled with complaints about a bloated middle management that was resistant to change and innovation. Frustrated, hordes of employees quit Infosys, especially once Sikka's departure became public knowledge. The company's overall attrition rate for the financial year 2017 was a staggering 19.2%. Rules of Engagement The 2025 State of the Global Workplace Report, published workplace advisory and consulting firm Gallup says ,'In 2024, the global percentage of engaged employees fell from 23% to 21%." A 2% dip in engagement cost the world economy a productivity loss of US$438 billion. If you look at employees who were not engaged or actively disengaged, the numbers are even more alarming. According to Gallup, such workers cost the world $8.8 trillion in lost productivity, which is equal to 9% of the global gross domestic product. These numbers are shocking not only as indicators of revenue loss, but also as proof of how much of a company's topline depends on the contribution of a minority of high performers. Behavioural research, cited by consultancy firms like McKinsey & Co., claim that high performers are 400-800% more productive than their average peers, especially if they work in complex domains like information technology. Any astute leader or manager would like to go the extra mile to retain stellar employees, but high-performing talent is not easy to spot. Often, they are the ones that make the least fuss when their manager over-delegates them. They will pick up slack for a colleague without much ado. Most of them are unlikely to talk to their manager even when they feel misaligned with the work assigned to them or demotivated by their role. As ace performers, they are trained in the art of self-restraint, keeping their heads down, and completing the task at hand. This hypothesis has been validated by research. As behavioural expert Diane Hamilton writes in a recent feature in Forbes: 'Unlike disengaged employees who may openly vent their frustrations, high performers tend to keep going until they no longer can. They often internalize stress, mask dissatisfaction with productivity, and remain outwardly professional until the day they resign." Act of Courage When a top talent leaves the system, an organisation suffers losses at multiple levels: not only financially, but also in terms of losing out on expert knowledge and a 'can-do' attitude. A high-performer's exit can erode the morale of colleagues, especially those who looked up to them, which may lead to even more attrition of talent and start a domino effect. As Bhaia's example shows, it takes more than cosmetic tweaks to improve the health of your company. True leadership lies in your ability to see the toxic behaviours hiding in plain sight and then have the courage to root them out for good—even if it means getting rid of a CXO-level hire you've made at a steep cost. Instead of coming up with reactive strategies to stop your best talent from leaving, it is key to have more proactive check-ins, listen to what they are not saying, and notice more than what meets the eye. Don't be blindsided by the person who has most to say during meetings. Hold space for the troopers and workhorses, who keep the home fires burning. Work Vibes is a fortnightly column on ideas to help you thrive at what you do.
Time of India
6 days ago
- Business
- Time of India
Good salaries, flexible hours — yet employees kept quitting. Mumbai-based founder fired 3 people. Internet supports her decision
1. Got a physical office 2. Proactive pay hikes 3. Random treats, no reason needed 4. Public appreciation over private praise 5. Quick decisions, high standards 6. Hired for passion, not just CVs Internet reacts When Vedika Bhaia, a Mumbai-based founder, noticed a worrying pattern of employees quitting every month, she was stumped. Her agency offered everything young professionals typically dream of — solid salaries, remote flexibility, and team perks. Yet, people kept walking out the door. That's when she had a hard realization: The problem wasn't the ones who left. It was the ones who a now-viral LinkedIn post , Vedika candidly shared how she took a radical step — firing three underperformers in the same month — and saw retention rise. While it may sound counterintuitive, the results spoke for themselves. But that wasn't all. She backed this bold decision with six intentional changes that reshaped her company culture from the inside out. Here's what she did:Remote work seemed ideal at first, but something was missing — energy. Having the team together again brought back the unspoken magic of spontaneous jokes, shared wins, and everyday than waiting for employees to ask for raises, Vedika began rewarding high performance before it was expected. The message? Good work doesn't go unnoticed at her cream on Tuesdays. Surprise lunch on Fridays. These little moments of delight made the team feel valued in more human someone nailed a project or exceeded expectations, Vedika celebrated it openly with the whole team. Because recognition feels different when everyone hears stopped tolerating mediocrity. A one-to-two warning rule was put in place. 'Keeping low performers around kills everyone else's motivation,' she began prioritising enthusiasm and hunger over polished resumes. 'They could have a side hustle for all I care,' she wrote, 'as long as there's passion and hard work.'Since making these changes, not only has retention improved, but morale, performance, and team spirit have gone up too. Her closing question to fellow founders: 'What did you do to help team retention?'Several users praised Vedika Bhaia's honest and bold approach, agreeing that all six of her points made perfect sense. Many noted that letting go of low performers while valuing and appreciating the rest of the team can significantly boost both morale and retention. Some appreciated her transparency, highlighting that few leaders openly discuss what happens after hiring. Others emphasised that setting clear standards and genuinely caring for team members are often what define a strong culture — even if it means making tough decisions along the way.
NDTV
7 days ago
- Business
- NDTV
How A Mumbai Entrepreneur Turned Around Office Culture With 6 Moves: "Pay Raise, Random Treats"
Mumbai-based founder Vedika Bhaia recently shared a post on LinkedIn, wherein she attributed her company's improved retention rate to firing three employees in a single month. According to Ms Bhaia, her agency had previously struggled with high talent turnover. However, after letting go of underperforming employees, the company's retention rate improved. "We fired 3 people in one month, and our retention actually improved. Sounds backwards, but let me explain. Last year, our agency was losing talent at an alarming rate. People quit every month, and I couldn't figure out why. We had good salaries, flexible hours, and all the usual perks. But retention was still terrible. Then I realised the problem wasn't the people leaving. It was the people we kept. So we let 3 underperformers go in the same month," she wrote in a lengthy post on LinkedIn. Alongside these changes, she implemented five key adjustments that transformed the company culture. Got a physical office: Working remotely sounds great, but we lost all the fun energy. No,w when someone cracks a joke or celebrates a win, everyone's there to share it. Proactive pay increases: When we see someone crushing it, we give them a raise before they even ask. Word gets around about companies that value great people. Random treats: Ice cream on Tuesday. Lunch on Friday. No reason needed. Small gestures make people feel cared for. Public appreciation: When someone does something amazing, I make sure the whole team knows. Recognition in front of team members hits differently than a private thank you. High standards, quick decisions: We give people 1-2 warnings max. Keeping low performers around kills everyone else's motivation. Hired passionate people: They could be passionate about anything. Could have a side hustle for all I care as long as I see passion and hard work, that's a win for me The online response to Ms Bhaia's post has been mixed, sparking both applause and debate. Some LinkedIn users praised her approach, noting that letting go of underperforming employees can boost morale and productivity for the rest of the team. Many appreciated the practical changes she implemented, such as random treats and public appreciation, saying these gestures create a positive work environment. Others shared their own experiences, highlighting the impact of low-performing colleagues on team dynamics. Some users drew parallels between team culture and sports teams, suggesting that acknowledging efforts and applauding each other after projects can foster a similar sense of camaraderie. One user wrote, "Love this level of honesty. Sometimes retention improves not by adding perks but by protecting the culture. Clarity, appreciation, and high standards go a long way." Another commented, "This is truly a good one, Underperformers anyways end up wasting team's energy & efforts on things." A third said, "The fastest way to lose your best people is to tolerate the wrong ones. High performers don't just want perks they want to be surrounded by others who care, deliver, and grow. And when they see low standards go unaddressed, they quietly start looking elsewhere. Especially for global teams and early-stage professionals, the difference between staying and leaving is often just this: 'Do I feel like I'm becoming someone better here?" A fourth added, "It's interesting how the same people can perform so differently when the environment shifts physical energy, quick feedback, small treats. Makes you think it's not always about the big retention strategies."
India Today
15-07-2025
- Business
- India Today
Mumbai-based founder lists 5 ways she fixed office culture after firing 3 staff
When a Mumbai-based founder fired three employees in a single month and saw her company's retention rate improve, it sounded like an HR paradox. But Vedika Bhaia, founder of Growth Square and Social Capital, insisted it made perfect sense, and her viral LinkedIn post breaks down why.'Last year, our agency was losing talent at an alarming rate,' she wrote, adding, 'People quit every month, and I couldn't figure out why. We had good salaries, flexible hours, and all the usual perks. But retention was still terrible.'advertisementBhaia said the breakthrough came when she realised the real problem wasn't the people who left, it was the ones who stayed. After letting go of three underperformers, she saw an immediate shift in team morale and motivation. 'Keeping low performers around kills everyone else's motivation,' she said, adding that they now follow a two-strike rule: one or two warnings, then a the firings, she introduced five simple changes that, in her words, 'turned the culture around':Got a physical office: Remote work had drained the team of energy. 'Now when someone cracks a joke or celebrates a win, everyone's there to share it.'Proactive pay increases: She believes in rewarding excellence before employees even ask. 'Word gets around about companies that value great people.'Random treats: Whether it's ice cream or lunch, small gestures go a long way in making people feel appreciation: 'Recognition in front of the team hits differently than a private thank you,' she passionate people: For Bhaia, passion outweighs degrees. 'They could have a side hustle for all I care, as long as they show drive and work ethic.'She concluded her post with a question to fellow founders: 'What did you do to help team retention?'See her full post here:The response online has been mixed, from applause to healthy debate. 'Letting go of the wrong people is sometimes the best thing you can do for the right ones,' one LinkedIn user wrote. Another user added, 'Low performance isn't just a productivity issue, it's a morale drain.'Several users praised her practical changes. 'Random treats and public appreciation? That's how you create a vibe people want to stay for,' a user brought their own stories. 'I once quit a job because the senior didn't want to work and cut corners everywhere,' one of the users shared, adding, 'It brings down the whole team's energy.'Another compared team culture to post-match locker room energy in sports: 'Doesn't matter if they win or lose, teams regroup, acknowledge efforts, and applaud each other, we should do the same after every project.'See the comments here: While not everyone agreed with the method, most seemed to agree on the result: better leadership starts with difficult decisions and ends with a team that feels seen, supported, and motivated to stay.- Ends
India Today
08-06-2025
- Business
- India Today
Startup founder says she's all for her employees taking up side hustles
While most companies fear losing talent to passion projects, a Mumbai-based founder is flipping that fear on its head. Vedika Bhaia, founder of Growth Square and Social Capital, said she not only supports but encourages her employees to pursue side hustles, even if it means watching them outgrow her companies a now-viral post on LinkedIn, Bhaia said, 'At both my companies, we have team members who freelance on the side. While our agency is their main source of income right now, I secretly hope that one day we become their side-hustle.'advertisement Challenging the conventional corporate fixation on loyalty, she said that employee stagnation reflects leadership failure. 'If my team isn't growing, pushing boundaries, or building their personal brand, then I've failed as a founder,' she argued that side hustles don't dilute focus; they sharpen it. According to her, multiple income streams offer safety, passion projects prevent burnout, and exploring different roles speeds up growth. She also called the old-school idea of 'one job forever' outdated in 2025.'I've seen team members start companies that absolutely crush it, and honestly, there's no better feeling than knowing I played a small part in their journey. Sometimes that means saying goodbye to super-talented people chasing bigger dreams,' she said. The entrepreneur made it clear that this isn't about letting go of people, it's about setting them up to fly higher. 'It's a success if my mentorship helps someone build something beyond the boundaries of my own company,' she a look at her viral post here: Her post resonated widely on LinkedIn. One of the users applauded her mindset, saying, 'Most leaders talk about retention. You're talking about evolution.' Another user added, 'Side hustles are no longer optional, they're essential. Love that you're leading with this mindset.''This is the kind of forward-thinking leadership that attracts and retains top talent. Bravo!' one of the users said. See the comments here: By embracing ambition rather than fearing it, Vedika Bhaia's approach is indeed a fresh playbook for leaders hoping to stay relevant and human in a rapidly changing work InMust Watch
