Hi,
I am a Team Leader in a BPO. Like many Team Leaders, I am also facing an issue of high attrition. Can anybody please help me out with some Employee Retention techniques that will be helpful for reducing the attrition? I am eagerly waiting for a helping hand to guide me through.
My email address is vineet_vaidya@rediffmail.com.
Thanks,
Vineet
From India, Pune
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I am a Team Leader in a BPO. Like many Team Leaders, I am also facing an issue of high attrition. Can anybody please help me out with some Employee Retention techniques that will be helpful for reducing the attrition? I am eagerly waiting for a helping hand to guide me through.
My email address is vineet_vaidya@rediffmail.com.
Thanks,
Vineet
From India, Pune
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Hi Vineet ,
At least you are wanting to solve the HRvirus called attrition.Generally I find people joke about it but never accept that it needs to be addressed! It is in CiteHr we find individuals wanting solutions.Good.Few days back I answered Saravana Kumar and today since the question is similar i have repeated my answer
I have a suggestion regarding Attrition.The way to look at it is as follows:
Step 1: Recognize it for what it is...many get jittery to accept it is happening in their company. The Truth is it is a Global issue. Some times the reasons for many leaving the job could be the case of an unrelenting ,too egoistic Boss who passes his irritation down the line without addressing the issue with maturity. I am not blaming anyone, however the true reasons for leaving a company are rarely written in the reasons to leave. Statutory statement ...for personal reasons....appears very frequently. So it is a challenge to identify the actual reason for one resigning. However, If epidemics can be eradicated with awareness and appropriate measures then surely this can be handled too.
Step 2: Being a very committed and researching kind of Trainer, investigation led me to understand a simple yet powerful Truth "Attrition lessens the moment you employ the right man for the right job..." or identifying the challenges and addressing each with Clarity,Determination and moving on...Yeh, There's no real respite!
We have found that Assessment tools are a good solution for the above.
Since they give a clearer picture with reliability factor rating. And they take a load off the emotional mess employers land up with when they employ or promote the wrong person.
The Assessment tools, created by TTI Performance Systems Ltd, have immediate real-world applications in the areas of:
· Recruitment
· Coaching
· Individual Personal Development
· Identifying Dynamic Teams Within Organizations
· Conflict Negotiation
· Team Building
· Interpersonal Communication Skills
We can offer the tools for the same.For further clarifications reg please do contact us. Training in Softskills and this are two areas I am confident I can give you real support, so you can contact at
.
I hope I have answered your question appropriately. More importantly hope you find relief....
I would as usual end with a fav quote or two....
People may be doing various types of business in the world, but ultimately all business is just… there’s only one business – that is human well being. -SJV
Have a GR8 Day!
Sujatha Suresh
Head-Training & Assessment tools Div
Pravarra
Mobile-098408 54301
From India, Bhilai
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At least you are wanting to solve the HRvirus called attrition.Generally I find people joke about it but never accept that it needs to be addressed! It is in CiteHr we find individuals wanting solutions.Good.Few days back I answered Saravana Kumar and today since the question is similar i have repeated my answer
I have a suggestion regarding Attrition.The way to look at it is as follows:
Step 1: Recognize it for what it is...many get jittery to accept it is happening in their company. The Truth is it is a Global issue. Some times the reasons for many leaving the job could be the case of an unrelenting ,too egoistic Boss who passes his irritation down the line without addressing the issue with maturity. I am not blaming anyone, however the true reasons for leaving a company are rarely written in the reasons to leave. Statutory statement ...for personal reasons....appears very frequently. So it is a challenge to identify the actual reason for one resigning. However, If epidemics can be eradicated with awareness and appropriate measures then surely this can be handled too.
Step 2: Being a very committed and researching kind of Trainer, investigation led me to understand a simple yet powerful Truth "Attrition lessens the moment you employ the right man for the right job..." or identifying the challenges and addressing each with Clarity,Determination and moving on...Yeh, There's no real respite!
We have found that Assessment tools are a good solution for the above.
Since they give a clearer picture with reliability factor rating. And they take a load off the emotional mess employers land up with when they employ or promote the wrong person.
The Assessment tools, created by TTI Performance Systems Ltd, have immediate real-world applications in the areas of:
· Recruitment
· Coaching
· Individual Personal Development
· Identifying Dynamic Teams Within Organizations
· Conflict Negotiation
· Team Building
· Interpersonal Communication Skills
We can offer the tools for the same.For further clarifications reg please do contact us. Training in Softskills and this are two areas I am confident I can give you real support, so you can contact at
I hope I have answered your question appropriately. More importantly hope you find relief....
I would as usual end with a fav quote or two....
People may be doing various types of business in the world, but ultimately all business is just… there’s only one business – that is human well being. -SJV
Have a GR8 Day!
Sujatha Suresh
Head-Training & Assessment tools Div
Pravarra
Mobile-098408 54301
From India, Bhilai
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Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...trol&submit=Go
https://www.citehr.com/search_new.ph...ools&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
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746Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...trol&submit=Go
https://www.citehr.com/search_new.ph...ools&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
093831 93832
From India, Coimbatore
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Dear Sujatha,
Attrition, a virus! Is it?
I beg your pardon for differing from you. It is not attrition that is a virus. It is the higher rate of attrition that needs to be checked. In fact, some rate of attrition is always good. It provides:
1. The juniors to prove their competency at a higher level.
2. More promotion avenues.
3. Fresh talent from campus.
4. Keeping the HR budget in control (economics of 'recruitment Vs retention').
Most importantly, it keeps the organization moving.
Now, I come to the real devil, the higher rate of attrition; it definitely requires urgent attention from the HR community. How can we bring this down to an optimum level?
As per my experience, the main reasons for a higher rate of attrition are:
1. Lack of transparency in the organization.
2. Lack of challenges for individuals.
3. Lack of purpose in the job (over time, it becomes more mechanical).
4. More opportunities for everybody (so that people have more choices than ever).
5. Booming economy (high pay packages).
6. Last but not least, companies are missing an emotional touch.
Now, once we know the reasons, the solution is always in our hands.
Regards,
Sameer
From India, Calcutta
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Attrition, a virus! Is it?
I beg your pardon for differing from you. It is not attrition that is a virus. It is the higher rate of attrition that needs to be checked. In fact, some rate of attrition is always good. It provides:
1. The juniors to prove their competency at a higher level.
2. More promotion avenues.
3. Fresh talent from campus.
4. Keeping the HR budget in control (economics of 'recruitment Vs retention').
Most importantly, it keeps the organization moving.
Now, I come to the real devil, the higher rate of attrition; it definitely requires urgent attention from the HR community. How can we bring this down to an optimum level?
As per my experience, the main reasons for a higher rate of attrition are:
1. Lack of transparency in the organization.
2. Lack of challenges for individuals.
3. Lack of purpose in the job (over time, it becomes more mechanical).
4. More opportunities for everybody (so that people have more choices than ever).
5. Booming economy (high pay packages).
6. Last but not least, companies are missing an emotional touch.
Now, once we know the reasons, the solution is always in our hands.
Regards,
Sameer
From India, Calcutta
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Hi,
As Mr. Suresh has rightly called attrition a virus, I would like to add that since it is a virus, obviously instead of attacking the virus, we should make our immune system (organizational culture & values) strong. I would like to jot down some points to fight this virus:
1. Employee involvement makes the employee feel as a part of the organization.
2. Take care of the family of the employee, e.g., children's competitions, family picnics, family invitations to company events, etc.
3. Restructure compensation according to industry standards.
4. Include incentive schemes as part of compensation and benefits.
5. Conduct help desks to assist employees with any kind of problem they are facing, be it professional or personal.
6. Allocate a mentor to new employees who will take care of every need of the new joiner like a newborn baby.
7. Plan out some retention strategies like computer schemes, car loans, etc.
I hope this will be of some help.
From India, Delhi
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As Mr. Suresh has rightly called attrition a virus, I would like to add that since it is a virus, obviously instead of attacking the virus, we should make our immune system (organizational culture & values) strong. I would like to jot down some points to fight this virus:
1. Employee involvement makes the employee feel as a part of the organization.
2. Take care of the family of the employee, e.g., children's competitions, family picnics, family invitations to company events, etc.
3. Restructure compensation according to industry standards.
4. Include incentive schemes as part of compensation and benefits.
5. Conduct help desks to assist employees with any kind of problem they are facing, be it professional or personal.
6. Allocate a mentor to new employees who will take care of every need of the new joiner like a newborn baby.
7. Plan out some retention strategies like computer schemes, car loans, etc.
I hope this will be of some help.
From India, Delhi
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Hi there,
You can try the "Stay Interview" concept. Instead of conducting exit interviews, conduct stay interviews for the employees who are still with your organization. Collect minute details on what needs improvement, whether the current employees are happy, and if their full potential is being utilized.
It's a valuable tool that I used during my summer internship at Accenture, and the results were wonderful.
Hope this helps.
Regards,
Rahul
From India, Hyderabad
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You can try the "Stay Interview" concept. Instead of conducting exit interviews, conduct stay interviews for the employees who are still with your organization. Collect minute details on what needs improvement, whether the current employees are happy, and if their full potential is being utilized.
It's a valuable tool that I used during my summer internship at Accenture, and the results were wonderful.
Hope this helps.
Regards,
Rahul
From India, Hyderabad
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Dear Rahul,
Please help me understand more about STAY INTERVIEWS. This concept seems to be very interesting. It would be great if you could brief me on the entire procedure.
Awaiting your response.
Regards,
Bhavna
From India, Delhi
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Please help me understand more about STAY INTERVIEWS. This concept seems to be very interesting. It would be great if you could brief me on the entire procedure.
Awaiting your response.
Regards,
Bhavna
From India, Delhi
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Hello, The concept of Stay Interview seems to be quite interesting. I wud appreciate if you can provide more details with any specific company example. Thanks, Lavanya
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Very well said Sujatha! One more thing I have experienced that 360 degree feedback can also help in reducing the Attrition. Karishma
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Hi All,
I agree that to some extent fresh talent is needed, and this revives the profit ratio of a company. However, Sameer, statistics and experiences show that some organizations have tried and pushed this to the extent that has led to an unpleasant and alarming condition. I have been told that some go to the limit of dropping the lowest 5% of employees, though each may be very good at his/her job. When I heard this reality and how the HR personnel experience stress, I guess I got carried away. As you say, let's handle a higher rate of attrition. Sameer, you have identified and listed well. Good.
I also agree with Rahul Verma and HR-Rahul; thank you for your valuable contributions. So many read the posts, and I'm sure by addressing issues, many perceptions get cleared, and solutions found! Do keep posting how to go about facilitating "Stay interviews." Like Bhavana, I too am interested!
If anyone has ideas as to what role a Soft Skills Trainer can play in this context, do share your opinions. Being one, I would like to do what I can.
I have a feeling Facilitating/Training in the following may prove helpful:
- Role + KRAs awareness integrated with SWOT analysis
- Motivation and interpersonal skills
- Self-productivity profile; this evolves from a combination of SWOT, Role + Vision of the company + 5 whys
Looking forward to reading more contributions ....
Have a great day!
Hi Lavanya, been a long time, hope you are fine.
Sujatha
"Life has come from a very beautiful source. If you remain in touch with that source, everything about you will be beautiful." - SJV
From India, Bhilai
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I agree that to some extent fresh talent is needed, and this revives the profit ratio of a company. However, Sameer, statistics and experiences show that some organizations have tried and pushed this to the extent that has led to an unpleasant and alarming condition. I have been told that some go to the limit of dropping the lowest 5% of employees, though each may be very good at his/her job. When I heard this reality and how the HR personnel experience stress, I guess I got carried away. As you say, let's handle a higher rate of attrition. Sameer, you have identified and listed well. Good.
I also agree with Rahul Verma and HR-Rahul; thank you for your valuable contributions. So many read the posts, and I'm sure by addressing issues, many perceptions get cleared, and solutions found! Do keep posting how to go about facilitating "Stay interviews." Like Bhavana, I too am interested!
If anyone has ideas as to what role a Soft Skills Trainer can play in this context, do share your opinions. Being one, I would like to do what I can.
I have a feeling Facilitating/Training in the following may prove helpful:
- Role + KRAs awareness integrated with SWOT analysis
- Motivation and interpersonal skills
- Self-productivity profile; this evolves from a combination of SWOT, Role + Vision of the company + 5 whys
Looking forward to reading more contributions ....
Have a great day!
Hi Lavanya, been a long time, hope you are fine.
Sujatha
"Life has come from a very beautiful source. If you remain in touch with that source, everything about you will be beautiful." - SJV
From India, Bhilai
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Dear,
Now, for worthy candidates, there are lots of opportunities, so we can't control the attrition, but... we can. Before recruiting the candidate, you should gather total information from the candidate (family background, education, his aim). You already know this point, but consider the above point and identify the weak points from the candidate, and you can work miracles.
Bye.
From India
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Now, for worthy candidates, there are lots of opportunities, so we can't control the attrition, but... we can. Before recruiting the candidate, you should gather total information from the candidate (family background, education, his aim). You already know this point, but consider the above point and identify the weak points from the candidate, and you can work miracles.
Bye.
From India
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Hello,
As a part of my summer project, I have conducted an analysis of the reasons leading to attrition in several industries. I would like to share certain findings from my study.
Though there is a common notion that employees leave due to the unhealthy climate prevailing within the organization, this may not be a major factor. Money, fast-track growth, development opportunities, and greater learning opportunities are what employees dream of.
While there is no clear-cut formula to solve the problem of attrition, some control can be exercised by regularly evaluating the HR strategies adopted by the industry. Bridging the gap between the company's practices and the industry's benchmark practices globally is what makes the difference.
Linking the results of exit interviews to design the recruitment policy of the organization is another alternative.
Though one can list several solutions to address the problem of attrition, ultimately, the industry in which the company operates matters.
Hope this information was useful.
Regards,
Natasha
From India, Hubli
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As a part of my summer project, I have conducted an analysis of the reasons leading to attrition in several industries. I would like to share certain findings from my study.
Though there is a common notion that employees leave due to the unhealthy climate prevailing within the organization, this may not be a major factor. Money, fast-track growth, development opportunities, and greater learning opportunities are what employees dream of.
While there is no clear-cut formula to solve the problem of attrition, some control can be exercised by regularly evaluating the HR strategies adopted by the industry. Bridging the gap between the company's practices and the industry's benchmark practices globally is what makes the difference.
Linking the results of exit interviews to design the recruitment policy of the organization is another alternative.
Though one can list several solutions to address the problem of attrition, ultimately, the industry in which the company operates matters.
Hope this information was useful.
Regards,
Natasha
From India, Hubli
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Hi Natasha,
It is indeed useful. It would be good if you share some more facts and the solutions too. Many benefit from such discussions.
Thanks,
Have a great day!
Sujatha
"Work is an expression of who you are, so who you are needs to be worked at." - SJV
From India, Bhilai
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It is indeed useful. It would be good if you share some more facts and the solutions too. Many benefit from such discussions.
Thanks,
Have a great day!
Sujatha
"Work is an expression of who you are, so who you are needs to be worked at." - SJV
From India, Bhilai
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Hi all,
I am enclosing the details on Stay Interview,hope it hepls.
STAY INTERVIEW:
Definition: It is an interview which is conducted for an employee, to study reasons for departure to fix the problems way before employee actually decides to quit the organization.
Now, the question arises what is the need for stay interviews, the answer lies in the failure of exit interview. Exit interview, originally a product of IT and ITES companies are conducted by the human resource professionls, to map out major dis - satisfaction issues. The process was usually routine without much depth or a serious view into the reasons behind departures. Usually once the employee has decided to leave a company, it was observed that they speak up sometimes events which may not have happened in real, but because of dis-satisfaction or some other offers which the candidate has received, the feedback may not be true. Another major flaw is that exit interviews provide information to the employers, but reacting after the breakdown has occurred is always been considered an ineffective management practice. Whereas more insight can be can be gained from stay interviews. The organization can gain a powerful inner view by hearing what key employees working for the organization have to say about life as a part of the company. Whats working? Whats not? How vulnerable are you to current employees leaving?
The same members of the exit interview team, comprising of an HR professional and the HOD can conduct interviews with current employees. Pick them at random or use a system to select people for calls. Whether they still exist because the right opportunity hasn’t come along or because they really want to stick around, these people have important insights to share with. Stay Interviews can find out what employees are thinking and feeling.
Benefits:
• Employees get a feel of personal touch. No internet yes/no forms or questionnaires. Personal communication that is comfortable for the interviewee assures a human touch and the opportunity to be well represented.
• Behavioral interviewing techniques are used. The unique approach employers using behavioral interviewing draw out more insight from the employee. Instead of just shallow responses, this produces in-depth reports to give more to work with the internal problem solving.
The concept is based on the Hawthorne Effect, which states that people who are given attention are motivated lot. Lend people an ear and they feel good about being heard. While Exit interviews are more of a post – mortem exercise, stay interviews give valuables that help in strengthening the system.
Stay interviews are deliberated to be defensive .Interviews are focused on key people –those in positions of importance, management or business risk. Stay interviews determine the reasons why your key people are staying with your company. Stay interviews are adapted to the company’s needs. Interviews are typically held one on one, for discretion and affinity.
Hold a stay interview and hope you will never have to do a exit interview for that candidate atleast. Stay interviews can help wipe off an employees verdict to quit a job.
Holding a one – one interaction with your employee, you can discover their stance about their position and reveal what might make them continue. Stay interview can be used with a discontented worker and also to keep on apex of the needs of an apparently contented employee. In fact, a stay interview can prevent a happy employee from becoming unhappy. Asking questions about how they feel about their job and career path.
Stay interviews questions could include:
• What do you like about your work?
• Till now how you find your experience in this company?
• Is there anything you would like to change about your job?
• What would keep you here?
• What makes for a great day at work?
• What do want to learn this year?
• How about your team or department?
• Am I using your talents? Fully?
• What kind of recognition do you prefer?
The focus of stay interview should always be on the following points:
• Why do you stay at this organization?
• What would make you leave?
• What motivates you to excel in your position?
• What should we do to ensure that you would stay?
Stimulating questions such as these will prove helpful and highly favorable. This in turn will ensure that we take necessary action to keep those star employees from moving on to other opportunities. Avoid turnover and boost morale at the same time with Stay Interview.
From India, Hyderabad
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I am enclosing the details on Stay Interview,hope it hepls.
STAY INTERVIEW:
Definition: It is an interview which is conducted for an employee, to study reasons for departure to fix the problems way before employee actually decides to quit the organization.
Now, the question arises what is the need for stay interviews, the answer lies in the failure of exit interview. Exit interview, originally a product of IT and ITES companies are conducted by the human resource professionls, to map out major dis - satisfaction issues. The process was usually routine without much depth or a serious view into the reasons behind departures. Usually once the employee has decided to leave a company, it was observed that they speak up sometimes events which may not have happened in real, but because of dis-satisfaction or some other offers which the candidate has received, the feedback may not be true. Another major flaw is that exit interviews provide information to the employers, but reacting after the breakdown has occurred is always been considered an ineffective management practice. Whereas more insight can be can be gained from stay interviews. The organization can gain a powerful inner view by hearing what key employees working for the organization have to say about life as a part of the company. Whats working? Whats not? How vulnerable are you to current employees leaving?
The same members of the exit interview team, comprising of an HR professional and the HOD can conduct interviews with current employees. Pick them at random or use a system to select people for calls. Whether they still exist because the right opportunity hasn’t come along or because they really want to stick around, these people have important insights to share with. Stay Interviews can find out what employees are thinking and feeling.
Benefits:
• Employees get a feel of personal touch. No internet yes/no forms or questionnaires. Personal communication that is comfortable for the interviewee assures a human touch and the opportunity to be well represented.
• Behavioral interviewing techniques are used. The unique approach employers using behavioral interviewing draw out more insight from the employee. Instead of just shallow responses, this produces in-depth reports to give more to work with the internal problem solving.
The concept is based on the Hawthorne Effect, which states that people who are given attention are motivated lot. Lend people an ear and they feel good about being heard. While Exit interviews are more of a post – mortem exercise, stay interviews give valuables that help in strengthening the system.
Stay interviews are deliberated to be defensive .Interviews are focused on key people –those in positions of importance, management or business risk. Stay interviews determine the reasons why your key people are staying with your company. Stay interviews are adapted to the company’s needs. Interviews are typically held one on one, for discretion and affinity.
Hold a stay interview and hope you will never have to do a exit interview for that candidate atleast. Stay interviews can help wipe off an employees verdict to quit a job.
Holding a one – one interaction with your employee, you can discover their stance about their position and reveal what might make them continue. Stay interview can be used with a discontented worker and also to keep on apex of the needs of an apparently contented employee. In fact, a stay interview can prevent a happy employee from becoming unhappy. Asking questions about how they feel about their job and career path.
Stay interviews questions could include:
• What do you like about your work?
• Till now how you find your experience in this company?
• Is there anything you would like to change about your job?
• What would keep you here?
• What makes for a great day at work?
• What do want to learn this year?
• How about your team or department?
• Am I using your talents? Fully?
• What kind of recognition do you prefer?
The focus of stay interview should always be on the following points:
• Why do you stay at this organization?
• What would make you leave?
• What motivates you to excel in your position?
• What should we do to ensure that you would stay?
Stimulating questions such as these will prove helpful and highly favorable. This in turn will ensure that we take necessary action to keep those star employees from moving on to other opportunities. Avoid turnover and boost morale at the same time with Stay Interview.
From India, Hyderabad
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Hi,
Thank you, Rahul, for the write-up.
Employers should be concerned about the welfare of their employees. One disgruntled employee leaving an organization will create a negative opinion about the company's image. They are likely to speak poorly about the company, and this negative advertisement can be costly:
1) Capable staff may leave or start seeking other opportunities.
2) Existing staff may become restless and take sides, which is counterproductive for the company.
It is essential that individuals moving into higher positions have a strong value base, with integrity being a crucial factor. They should be confident in their observations and understanding of their juniors. Misunderstandings or misjudgments at the supervisory/managerial levels due to lack of comprehension, vocabulary, or arrogance can lead to exiting employees being misinterpreted. Some departing employees may provide false feedback, creating confusion before leaving. Such ego-related issues should be avoided, emphasizing the importance of every employee's values.
Thank you for the insightful write-up. I acknowledge the need to thoroughly read and assimilate information to consider various perspectives in any situation.
Have a great day!
"Work is an expression of who you are, so who you are needs to be worked at." - SJV
Sujatha
From India, Bhilai
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Thank you, Rahul, for the write-up.
Employers should be concerned about the welfare of their employees. One disgruntled employee leaving an organization will create a negative opinion about the company's image. They are likely to speak poorly about the company, and this negative advertisement can be costly:
1) Capable staff may leave or start seeking other opportunities.
2) Existing staff may become restless and take sides, which is counterproductive for the company.
It is essential that individuals moving into higher positions have a strong value base, with integrity being a crucial factor. They should be confident in their observations and understanding of their juniors. Misunderstandings or misjudgments at the supervisory/managerial levels due to lack of comprehension, vocabulary, or arrogance can lead to exiting employees being misinterpreted. Some departing employees may provide false feedback, creating confusion before leaving. Such ego-related issues should be avoided, emphasizing the importance of every employee's values.
Thank you for the insightful write-up. I acknowledge the need to thoroughly read and assimilate information to consider various perspectives in any situation.
Have a great day!
"Work is an expression of who you are, so who you are needs to be worked at." - SJV
Sujatha
From India, Bhilai
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Hello, The concept of Stay Interview seems to be quite interesting. I wud appreciate if you can provide more details with any specific company example. Thanks, Sam Amose
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Hey Rahul, Thx for the info.. really helped. By the way am new to this site. Finding my way around. Very informative discussion guys. :-)
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Hi guys,
A Stay Interview is an essential process that should be conducted with the advisor during their tenure. I would strongly recommend having regular one-on-one meetings, ideally fortnightly, to assess advisors and categorize them as red, amber, or green based on factors such as health issues, frequent absences, or low productivity. It is crucial to address any issues with red-rated advisors promptly. If necessary, you can involve your manager or the HR team to facilitate offline discussions with them.
I hope this approach proves effective in improving the overall advisor performance.
From India, Madras
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A Stay Interview is an essential process that should be conducted with the advisor during their tenure. I would strongly recommend having regular one-on-one meetings, ideally fortnightly, to assess advisors and categorize them as red, amber, or green based on factors such as health issues, frequent absences, or low productivity. It is crucial to address any issues with red-rated advisors promptly. If necessary, you can involve your manager or the HR team to facilitate offline discussions with them.
I hope this approach proves effective in improving the overall advisor performance.
From India, Madras
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Hi All,
I would definitely agree with what Rahul and Sujatha have to say. However, I would like some clarification on a few points. Rahul's perspective on stay interviews is insightful, but I still have some doubts. I have personally experienced that information shared with HR may not always be considered impartially, leading many employees to refrain from raising their concerns. While exit interviews can address this issue, the possibility of receiving negative feedback always remains a concern.
Moving on to the second issue, the SWOT analysis. Personally, I believe that relying solely on SWOT analysis may create a mindset that the analysis is comprehensive and prevent us from exploring alternative solutions (like seeing things through yellow-tinted glasses). Do you have any alternative suggestions for conducting a thorough defect analysis that directly addresses the core issue of high attrition rates? I would appreciate your prompt assistance in finding a solution.
Kind regards,
[Your Name]
From India, Bangalore
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I would definitely agree with what Rahul and Sujatha have to say. However, I would like some clarification on a few points. Rahul's perspective on stay interviews is insightful, but I still have some doubts. I have personally experienced that information shared with HR may not always be considered impartially, leading many employees to refrain from raising their concerns. While exit interviews can address this issue, the possibility of receiving negative feedback always remains a concern.
Moving on to the second issue, the SWOT analysis. Personally, I believe that relying solely on SWOT analysis may create a mindset that the analysis is comprehensive and prevent us from exploring alternative solutions (like seeing things through yellow-tinted glasses). Do you have any alternative suggestions for conducting a thorough defect analysis that directly addresses the core issue of high attrition rates? I would appreciate your prompt assistance in finding a solution.
Kind regards,
[Your Name]
From India, Bangalore
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Hi all,
I appreciate the responses from everyone on attrition control, whatever name you may call it - attrition, the virus of attrition, or any other name someone may give. However, it is required for the industry, whether it be BPO, IT, or Manufacturing. Just as a bit of stress is necessary for every human being to live happily, so is attrition for the industry.
Just imagine if attrition rates were to decrease (2-5% per year, as in manufacturing) in BPO, IT, and ITEs; the entire economic presumptions would collapse to a significant extent. Where would new ideas and suggestions come from? The flow of information would stagnate, and profitability would drastically reduce as manpower is the most valued and numbered asset for such industries.
Yes, it is agreed that employees should not leave to some extent. However, for BPO and IT, ITES attrition is somewhat like a "blessing in disguise" and still needs to be under control; it cannot be let go as it is.
I hope you all agree.
Arvind Kulkarni
BPO HR
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I appreciate the responses from everyone on attrition control, whatever name you may call it - attrition, the virus of attrition, or any other name someone may give. However, it is required for the industry, whether it be BPO, IT, or Manufacturing. Just as a bit of stress is necessary for every human being to live happily, so is attrition for the industry.
Just imagine if attrition rates were to decrease (2-5% per year, as in manufacturing) in BPO, IT, and ITEs; the entire economic presumptions would collapse to a significant extent. Where would new ideas and suggestions come from? The flow of information would stagnate, and profitability would drastically reduce as manpower is the most valued and numbered asset for such industries.
Yes, it is agreed that employees should not leave to some extent. However, for BPO and IT, ITES attrition is somewhat like a "blessing in disguise" and still needs to be under control; it cannot be let go as it is.
I hope you all agree.
Arvind Kulkarni
BPO HR
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Attrition Control and Retention Strategies for Changing times.ppt
Attrition-rate. xls