Hi ALL, I need an confirmation and confirmation extension letter format. thanks Garima HR
From India, Delhi
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From India, Delhi
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Dear Garima, What i suggest, go to root cause - what are the reasons employee leaving the jobs. For older employees, go for Employee Satisfaction Survey. Regards Hemant Agarwal
From India, Faridabad
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12From India, Faridabad
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Dear colleague,
When we discuss why employees leave immediately upon joining, I am reminded of a story that was quoted a long time ago.
It was announced by God to the dead people when they went up to him to choose between Heaven and Hell (the choice was left to them).
They were given the opportunity to visit both Heaven and Hell. Surprisingly, when they visited Heaven, they observed that people were in agony, pain, and were tortured, but the scene in Hell was quite the opposite; people were enjoying, having fun, etc.
Finally, when they all went up to God, most chose to go to Hell. God agreed and sent them accordingly. But the scene in Hell had changed. In short, what they observed in Heaven was transformed to Hell and vice versa. (The scenes were what we have heard from our elders - the original Heaven and Hell)
So, it is important for HR professionals like us to really project what our organization's culture is right from day one and not paint a rosy picture to the candidate before or immediately after they join. If you don't give them the real picture, you are bound to face such surprises.
But I would not blame the culture that exists in your organization. Each organization has its own culture. The point I am trying to make is to explain it to the new entrants so that they are not taken by surprise. Also, try to create an atmosphere/culture that will retain candidates. Retain good practices in your current organization and try to minimize the harsh/impractical practices and replace them with positive practices for better employee retention. This suggestion is because employee retention is the biggest challenge we face these days.
Best regards,
M.V. KANNAN
From India, Madras
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When we discuss why employees leave immediately upon joining, I am reminded of a story that was quoted a long time ago.
It was announced by God to the dead people when they went up to him to choose between Heaven and Hell (the choice was left to them).
They were given the opportunity to visit both Heaven and Hell. Surprisingly, when they visited Heaven, they observed that people were in agony, pain, and were tortured, but the scene in Hell was quite the opposite; people were enjoying, having fun, etc.
Finally, when they all went up to God, most chose to go to Hell. God agreed and sent them accordingly. But the scene in Hell had changed. In short, what they observed in Heaven was transformed to Hell and vice versa. (The scenes were what we have heard from our elders - the original Heaven and Hell)
So, it is important for HR professionals like us to really project what our organization's culture is right from day one and not paint a rosy picture to the candidate before or immediately after they join. If you don't give them the real picture, you are bound to face such surprises.
But I would not blame the culture that exists in your organization. Each organization has its own culture. The point I am trying to make is to explain it to the new entrants so that they are not taken by surprise. Also, try to create an atmosphere/culture that will retain candidates. Retain good practices in your current organization and try to minimize the harsh/impractical practices and replace them with positive practices for better employee retention. This suggestion is because employee retention is the biggest challenge we face these days.
Best regards,
M.V. KANNAN
From India, Madras
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Garima,
I suggest you devise an exit interview form. In this way, all employees leaving will be expected to fill it out with the help of the HR department. Be sure that you will get a clue as to why they are leaving so quickly. Remember, the impression a new employee has when he/she comes for an interview is crucial and should be maintained; in this case, the employee won't feel shortchanged once they join your company.
Lastly, provide a very thorough induction to the newcomers in order to give them a warm reception and integrate them into the company quickly.
Thanks,
Alice
From Kenya
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I suggest you devise an exit interview form. In this way, all employees leaving will be expected to fill it out with the help of the HR department. Be sure that you will get a clue as to why they are leaving so quickly. Remember, the impression a new employee has when he/she comes for an interview is crucial and should be maintained; in this case, the employee won't feel shortchanged once they join your company.
Lastly, provide a very thorough induction to the newcomers in order to give them a warm reception and integrate them into the company quickly.
Thanks,
Alice
From Kenya
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Garima,
Alice has given a nice suggestion, but more than an exit interview, a STAY interview would help.
For new joiners, you must have a very strong induction program in place. You should give them the feeling of belonging, provide them a mentor who can guide them on all issues.
From India, Mumbai
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Alice has given a nice suggestion, but more than an exit interview, a STAY interview would help.
For new joiners, you must have a very strong induction program in place. You should give them the feeling of belonging, provide them a mentor who can guide them on all issues.
From India, Mumbai
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Dear Garima,
To retain people, have a strong induction program with powerful motivational speeches and success stories of your employees. Give them the confidence and make them feel that they have chosen the right kind of organization. This will help improve the engagement ratio.
Regards,
NLN
From India, Madras
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To retain people, have a strong induction program with powerful motivational speeches and success stories of your employees. Give them the confidence and make them feel that they have chosen the right kind of organization. This will help improve the engagement ratio.
Regards,
NLN
From India, Madras
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Hi Garima,
I would like to suggest designing a New Hire survey that can be utilized at two specific times:
1. After new employees complete their onboarding formalities and induction process.
2. After a certain period in the organization, for example, at 1 month, 2 months, etc.
Additionally, implementing a Buddy program could be beneficial. By pairing new joiners with a buddy, they have a designated person to turn to for assistance, addressing their concerns internally rather than seeking help from other team members.
Regards,
Nidhi Yadav
HR Generalist Trainer
Appin Technology Lab
Noida
From India, Lucknow
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I would like to suggest designing a New Hire survey that can be utilized at two specific times:
1. After new employees complete their onboarding formalities and induction process.
2. After a certain period in the organization, for example, at 1 month, 2 months, etc.
Additionally, implementing a Buddy program could be beneficial. By pairing new joiners with a buddy, they have a designated person to turn to for assistance, addressing their concerns internally rather than seeking help from other team members.
Regards,
Nidhi Yadav
HR Generalist Trainer
Appin Technology Lab
Noida
From India, Lucknow
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Hello Garima,
If you provided more details, it could have helped others in giving focused suggestions or advice. Details such as:
1. What industry do you work in?
2. You mentioned new joiners—are they freshers (right out of college) or experienced professionals?
3. Have you made any inquiries after the initial few of them left? If yes, this leads to two sub-queries:
A. Did you inquire from other new joiners still present, older unrelated employees, or the immediate superiors of those who left?
B. What feedback did you receive?
Based on the limited information you posted, please note that there is another possibility to consider. Could it be that they were hired with incorrect information about their roles/responsibilities or exaggerated details about the company during the selection process (which isn't uncommon for hiring managers/staff)? When they realized this after joining, did they 'feel' the only option left was to leave?
Please provide more details as mentioned above, and I am confident you will receive more precise and practical responses from the excellent members of this forum who are always ready to assist.
Regards,
TS
From India, Hyderabad
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If you provided more details, it could have helped others in giving focused suggestions or advice. Details such as:
1. What industry do you work in?
2. You mentioned new joiners—are they freshers (right out of college) or experienced professionals?
3. Have you made any inquiries after the initial few of them left? If yes, this leads to two sub-queries:
A. Did you inquire from other new joiners still present, older unrelated employees, or the immediate superiors of those who left?
B. What feedback did you receive?
Based on the limited information you posted, please note that there is another possibility to consider. Could it be that they were hired with incorrect information about their roles/responsibilities or exaggerated details about the company during the selection process (which isn't uncommon for hiring managers/staff)? When they realized this after joining, did they 'feel' the only option left was to leave?
Please provide more details as mentioned above, and I am confident you will receive more precise and practical responses from the excellent members of this forum who are always ready to assist.
Regards,
TS
From India, Hyderabad
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Hi! I hope every HR person needs a solution for this. All the above ideas are existing ideas and good too, but you must make them understand the benefits enjoyed by them if they work consistently in an organization. Appreciation with cash or compliments should be provided frequently for the older employees to make them understand that they are valuable to the organization.
Regards,
Pragadeesh
8056711888
From India, Madras
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Regards,
Pragadeesh
8056711888
From India, Madras
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