Hello HR Experts,
In my organization, for the past few months, our senior management has terminated 4 new joiners within a month due to non-performance in our marketing and HR team combined. Hiring is not an issue as many candidates appear for interviews every week.
I have seen how the old staff in our marketing division do not welcome newcomers. When work buddies are assigned, they do not train or properly welcome new joiners. They expect them to "grasp quickly and start working without being spoon-fed." The same applies to our HR team.
I have discussed the issue with my boss, and he has professionally instructed me to stay out of this. According to him, "there is insufficient time for newcomers to undergo extended training; they must perform within a month or else face exit."
Any suggestions on how newcomers can deal with unhelpful colleagues? I know such politics exist in the system, and new employees also hesitate to complain to the main HR team to avoid facing their boss later on.
Thanks and Regards,
Akash Sharma
From India, Delhi
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24In my organization, for the past few months, our senior management has terminated 4 new joiners within a month due to non-performance in our marketing and HR team combined. Hiring is not an issue as many candidates appear for interviews every week.
I have seen how the old staff in our marketing division do not welcome newcomers. When work buddies are assigned, they do not train or properly welcome new joiners. They expect them to "grasp quickly and start working without being spoon-fed." The same applies to our HR team.
I have discussed the issue with my boss, and he has professionally instructed me to stay out of this. According to him, "there is insufficient time for newcomers to undergo extended training; they must perform within a month or else face exit."
Any suggestions on how newcomers can deal with unhelpful colleagues? I know such politics exist in the system, and new employees also hesitate to complain to the main HR team to avoid facing their boss later on.
Thanks and Regards,
Akash Sharma
From India, Delhi
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In my organization, for the past few months, our senior management has terminated 4 new joiners within a month due to non-performance in our marketing and HR teams combined. Hiring is not an issue as many candidates appear for interviews every week. The selection process is flawed, resulting in the selection of many unsuitable candidates.
Too many candidates come for interviews, and many get selected but exit within a short time. This is detrimental to the company as recruitment expenses increase, and the market reputation of the company is adversely affected. The firm may be labeled as a bad place to work, resulting in poorer quality applicants with no commitment to the job.
The HR and marketing teams should not spoon-feed but properly train and guide the new entrants. This direction to train new entrants must come from higher management, and reasons for quick exits should be examined seriously. As long as senior management does not take exits seriously, improvements cannot be made.
The power and ability of HR to prevent quick exits are limited. The problem originates from the top management's attitude, and unless they change, things will remain difficult. As HR, you can discreetly quantify the increasing recruitment costs, job hindrances, and time wasted on exit formalities and welcoming new employees. This will ultimately impact the company's bottom line, prompting management to recognize the value of retaining and well-training employees to achieve company targets.
HR can provide advice but cannot do much to change the attitudes of managers who are directed by higher levels to hire and fire.
From India, Pune
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Too many candidates come for interviews, and many get selected but exit within a short time. This is detrimental to the company as recruitment expenses increase, and the market reputation of the company is adversely affected. The firm may be labeled as a bad place to work, resulting in poorer quality applicants with no commitment to the job.
The HR and marketing teams should not spoon-feed but properly train and guide the new entrants. This direction to train new entrants must come from higher management, and reasons for quick exits should be examined seriously. As long as senior management does not take exits seriously, improvements cannot be made.
The power and ability of HR to prevent quick exits are limited. The problem originates from the top management's attitude, and unless they change, things will remain difficult. As HR, you can discreetly quantify the increasing recruitment costs, job hindrances, and time wasted on exit formalities and welcoming new employees. This will ultimately impact the company's bottom line, prompting management to recognize the value of retaining and well-training employees to achieve company targets.
HR can provide advice but cannot do much to change the attitudes of managers who are directed by higher levels to hire and fire.
From India, Pune
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Thank you so much for your response. Thanks and Regards, Akash Sharma
From India, Delhi
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From India, Delhi
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Dear Akash,
Mr. Nathrao has covered important points in his reply. The most important sentence in his response is "The selection process is flawed, and as a result, many unsuitable candidates get selected."
Two things are noticeable from your post. One is that your "boss" has instructed you not to involve yourself in administrative matters, which includes recruitment. Therefore, as per the instruction, you should "stay out of this."
The second point that emerges is that your company has not calculated the "Cost of Poor Recruitment." Due to the selection of inferior candidates, there is a need for terminations. However, these terminations may impact the work culture in general and customer satisfaction in particular. Therefore, what is the cost of these terminations?
This cost of termination should be considered in comparison to the cost of employee training. If the former is higher, then your "boss" must take action to reduce it. One possible solution is to provide training to the employees. However, your boss has an attitude of intimidating the juniors, so the question arises: is it worth addressing the issue directly?
One way to enhance the quality of recruitment is to introduce aptitude tests if they are not already conducted. Individuals with high IQ levels generally have better grasping power. For improved selection, implement more challenging IQ tests. Nevertheless, it is essential to evaluate whether your company culture supports individuals with high IQ levels. Otherwise, instead of terminating them, they might choose to leave voluntarily.
Thanks,
Dinesh Divekar
From India, Bangalore
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Mr. Nathrao has covered important points in his reply. The most important sentence in his response is "The selection process is flawed, and as a result, many unsuitable candidates get selected."
Two things are noticeable from your post. One is that your "boss" has instructed you not to involve yourself in administrative matters, which includes recruitment. Therefore, as per the instruction, you should "stay out of this."
The second point that emerges is that your company has not calculated the "Cost of Poor Recruitment." Due to the selection of inferior candidates, there is a need for terminations. However, these terminations may impact the work culture in general and customer satisfaction in particular. Therefore, what is the cost of these terminations?
This cost of termination should be considered in comparison to the cost of employee training. If the former is higher, then your "boss" must take action to reduce it. One possible solution is to provide training to the employees. However, your boss has an attitude of intimidating the juniors, so the question arises: is it worth addressing the issue directly?
One way to enhance the quality of recruitment is to introduce aptitude tests if they are not already conducted. Individuals with high IQ levels generally have better grasping power. For improved selection, implement more challenging IQ tests. Nevertheless, it is essential to evaluate whether your company culture supports individuals with high IQ levels. Otherwise, instead of terminating them, they might choose to leave voluntarily.
Thanks,
Dinesh Divekar
From India, Bangalore
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Hi,
Thanks for sharing your feedback, Mr. Dinesh. The recruitment team does conduct psychometric tests for higher-level positions, but it is true that they have flaws during the hiring process for other positions, which have ultimately led to an increase in the attrition rate. You have rightly said that management should evaluate the cost of poor recruitment. I will try to highlight the same during HR meetings.
Thanks and Regards,
Akash Sharma
From India, Delhi
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Thanks for sharing your feedback, Mr. Dinesh. The recruitment team does conduct psychometric tests for higher-level positions, but it is true that they have flaws during the hiring process for other positions, which have ultimately led to an increase in the attrition rate. You have rightly said that management should evaluate the cost of poor recruitment. I will try to highlight the same during HR meetings.
Thanks and Regards,
Akash Sharma
From India, Delhi
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