Dear i really apprecites the reply given by our fellow members speciall sai has said rightly,you only can find out the reason of kleaving your organisation and can take measures
From India, Delhi
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174From India, Delhi
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Dear Sudha,
First of all, you started exit interviews for all of your departed employees. An exit interview is designed to provide a complete picture of why the employee left the job. The primary reasons for quitting the job are:
1. The boss/supervisor lacks experience and does not know how to handle manpower effectively.
2. The organization's growth is slow due to traditional working methods.
3. The organization lacks personal policies and welfare amenities.
4. There is a lack of desired skill competency or an existing skill competency matrix, meaning there are no training and development activities.
5. There is no work breakdown structure or key result areas.
All of these aspects depend on the type of leadership provided to employees. Please take note of these points and implement them in your organization. You will definitely see some positive results.
Regards,
RAVI RANJAN
HR Manager
FENA P LTD.
From India, Dehra Dun
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First of all, you started exit interviews for all of your departed employees. An exit interview is designed to provide a complete picture of why the employee left the job. The primary reasons for quitting the job are:
1. The boss/supervisor lacks experience and does not know how to handle manpower effectively.
2. The organization's growth is slow due to traditional working methods.
3. The organization lacks personal policies and welfare amenities.
4. There is a lack of desired skill competency or an existing skill competency matrix, meaning there are no training and development activities.
5. There is no work breakdown structure or key result areas.
All of these aspects depend on the type of leadership provided to employees. Please take note of these points and implement them in your organization. You will definitely see some positive results.
Regards,
RAVI RANJAN
HR Manager
FENA P LTD.
From India, Dehra Dun
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Hi Sudha,
Is the probation period exceeding 90 days to 180 days?
The problem you are facing and the solution you are demanding is for probationary employees. Any policy framed for probationary employees will never affect loyal employees. Loyalty comes in when the employee has served the organization for long and has passed through several measures of the organization. You can always have a different policy of serving notice for probationary and confirmed employees which can be communicated at the time of joining.
As mentioned by Dinesh V Divekar, you can find out the reasons for disengaged employees but accept the fact mentioned by N.K. SUNDARAM.
Coming to your point, what measures can be taken for probationary employees leaving immediately after salary credit;
1. For the Junior cadre - you can ask them to keep their certificates with the company for the probationary duration with a penalty clause. (Please check with your labor law consultant, as it is not advisable or may be against labor law to keep original credentials).
2. You can have a variable component in the salary or a deposit which can be disbursed only if they stay with the company for 6 months after probation.
3. You can draft an incentive policy based on their KRA which can be disbursed after 6 months of probation.
4. You can have a salary increment upon their completion of probation, with a stipend during probation and full salary from confirmation.
But all this can be used only if your probation period is not exceeding 90 days. Beyond that, no employee will serve you under such conditions.
I hope trying a different policy for some time is the only way out as things change within the industry. If you are not in a position to offer a similar profile and package as a new employer, you may not be able to retain an employee, no matter what you do.
Regards,
Hiral
From India, Ahmedabad
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Is the probation period exceeding 90 days to 180 days?
The problem you are facing and the solution you are demanding is for probationary employees. Any policy framed for probationary employees will never affect loyal employees. Loyalty comes in when the employee has served the organization for long and has passed through several measures of the organization. You can always have a different policy of serving notice for probationary and confirmed employees which can be communicated at the time of joining.
As mentioned by Dinesh V Divekar, you can find out the reasons for disengaged employees but accept the fact mentioned by N.K. SUNDARAM.
Coming to your point, what measures can be taken for probationary employees leaving immediately after salary credit;
1. For the Junior cadre - you can ask them to keep their certificates with the company for the probationary duration with a penalty clause. (Please check with your labor law consultant, as it is not advisable or may be against labor law to keep original credentials).
2. You can have a variable component in the salary or a deposit which can be disbursed only if they stay with the company for 6 months after probation.
3. You can draft an incentive policy based on their KRA which can be disbursed after 6 months of probation.
4. You can have a salary increment upon their completion of probation, with a stipend during probation and full salary from confirmation.
But all this can be used only if your probation period is not exceeding 90 days. Beyond that, no employee will serve you under such conditions.
I hope trying a different policy for some time is the only way out as things change within the industry. If you are not in a position to offer a similar profile and package as a new employer, you may not be able to retain an employee, no matter what you do.
Regards,
Hiral
From India, Ahmedabad
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Dear Sudha,
This issue is mostly faced by many HR professionals who work primarily in the BPO and Retail sectors, as well as in lower cadre positions in the manufacturing industry. The attrition rate is higher in these sectors compared to others, and the average tenure of employees is typically less than 3 to 4 months.
Due to the unavailability of the right talent and recruitment pressure, HR professionals tend to recruit individuals who simply apply. If certain criteria are met, the candidate is hired. However, these candidates often work for a short period before seeking other job opportunities. In this scenario, the candidate is least concerned about obtaining an experience letter, as it is not typically required by the HR of the new company, who also urgently need manpower.
While we cannot completely solve the problem, adopting specific criteria can help reduce attrition among probationary staff.
Recruitment
1. Avoid recruiting individuals who have completed only up to 10th or 12th grade. These candidates often work until their results are out and then move on to pursue further education. Some exceptions may include candidates who are unable to continue their studies and can be recruited after thorough screening.
2. Select candidates based on an assessment sheet that evaluates factors such as location, family background, source of income, education, and accommodation status (rental or owned).
For instance, a candidate living 15-25 km away from the company may only stay for less than 6 months if their travel and food expenses are not covered by the company.
Training
1. Provide proper induction to new employees upon joining and assign them to their respective departments. Avoid putting them to work on the same day they join.
2. Educate employees about company policies, benefits like ESI/PF, and potential career paths within the organization.
3. Conduct monthly probationary reviews to identify and address any challenges faced by employees.
4. Introduce cross-training opportunities for underperforming employees who may excel in another department.
5. Organize cultural events, employee engagement activities, and games to boost morale.
6. Implement incentive schemes if feasible.
ABSCONDING
In case an employee leaves without notice, issue two warning letters with a two-day interval, followed by a termination letter and details of dues to be paid within six days. Additionally, display the employee's photo on the company notice board.
I disagree with conducting exit interviews as they may not always be truthful and can be influenced by monetary reasons. In today's scenario, employees are unlikely to surrender their certificates to the company.
Note: Employees do not leave for salary hikes of 30% to 50% but often for minimal increases like Rs. 1000 or 2000.
Remember, no one is bound to a company forever; both parties must be content for a harmonious work relationship to thrive.
Thank you.
From India, Mumbai
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This issue is mostly faced by many HR professionals who work primarily in the BPO and Retail sectors, as well as in lower cadre positions in the manufacturing industry. The attrition rate is higher in these sectors compared to others, and the average tenure of employees is typically less than 3 to 4 months.
Due to the unavailability of the right talent and recruitment pressure, HR professionals tend to recruit individuals who simply apply. If certain criteria are met, the candidate is hired. However, these candidates often work for a short period before seeking other job opportunities. In this scenario, the candidate is least concerned about obtaining an experience letter, as it is not typically required by the HR of the new company, who also urgently need manpower.
While we cannot completely solve the problem, adopting specific criteria can help reduce attrition among probationary staff.
Recruitment
1. Avoid recruiting individuals who have completed only up to 10th or 12th grade. These candidates often work until their results are out and then move on to pursue further education. Some exceptions may include candidates who are unable to continue their studies and can be recruited after thorough screening.
2. Select candidates based on an assessment sheet that evaluates factors such as location, family background, source of income, education, and accommodation status (rental or owned).
For instance, a candidate living 15-25 km away from the company may only stay for less than 6 months if their travel and food expenses are not covered by the company.
Training
1. Provide proper induction to new employees upon joining and assign them to their respective departments. Avoid putting them to work on the same day they join.
2. Educate employees about company policies, benefits like ESI/PF, and potential career paths within the organization.
3. Conduct monthly probationary reviews to identify and address any challenges faced by employees.
4. Introduce cross-training opportunities for underperforming employees who may excel in another department.
5. Organize cultural events, employee engagement activities, and games to boost morale.
6. Implement incentive schemes if feasible.
ABSCONDING
In case an employee leaves without notice, issue two warning letters with a two-day interval, followed by a termination letter and details of dues to be paid within six days. Additionally, display the employee's photo on the company notice board.
I disagree with conducting exit interviews as they may not always be truthful and can be influenced by monetary reasons. In today's scenario, employees are unlikely to surrender their certificates to the company.
Note: Employees do not leave for salary hikes of 30% to 50% but often for minimal increases like Rs. 1000 or 2000.
Remember, no one is bound to a company forever; both parties must be content for a harmonious work relationship to thrive.
Thank you.
From India, Mumbai
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For those members who are suggesting to tie employees with a knot (presumably with honey-laid ropes), please note employees look at you for a positive attitude and positive thoughts about the organization. Even if the organizational climate is positive and comfortable, such immature moves on the part of management will send wrong signals to employees. This will not only be detrimental to your career progression (as your resume will be marked with this non-achievement in this organization) but also this organization will be deprived of the loyalty of many good employees. They will never consider long-term engagement in such an environment.
Therefore, have a positive attitude towards yourself first and then deal with this problem positively by conducting an honest introspection of reasons.
From India, Delhi
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Therefore, have a positive attitude towards yourself first and then deal with this problem positively by conducting an honest introspection of reasons.
From India, Delhi
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Hi Sudha,
I totally agree with what every member mentioned earlier. As of now, the first step would be to review the current organization rule book and gather feedback from each employee to assess their satisfaction level. After that, there might be a possibility to reduce certain aspects, but not to eliminate them completely.
Thanks,
Vikas Chandra Dwivedi
From India, Karnal
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I totally agree with what every member mentioned earlier. As of now, the first step would be to review the current organization rule book and gather feedback from each employee to assess their satisfaction level. After that, there might be a possibility to reduce certain aspects, but not to eliminate them completely.
Thanks,
Vikas Chandra Dwivedi
From India, Karnal
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I agree with Hetal's statement. Adding to that, we should always take care of employees in their job roles and responsibilities. Continuous motivation and support are required. Check how well they are performing in their job. Are they happy or not?
From India, Mumbai
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From India, Mumbai
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A lot of employees are resigning in a company, we need to stop it, what to do about it, if anyone has an answer please tell me
From India, Salem
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From India, Salem
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Hi Sudhakarmano,
It is Attrition and not ATTRACTION!
First of all, what is the size of the company and what is the attrition rate?
Have you conducted any exit interviews so far, and have any specific reasons been shared by the employees?
In general, employees tend to leave when:
1) the work hours are abnormal
2) compensation is not on par with market standards
3) there is a lack of opportunity for learning/career growth
4) the work environment is not congenial
So please ensure that primarily the work environment is pleasant, offer competitive compensation and benefits, prioritize professional growth (encourage internal promotions instead of hiring from outside), etc.
Plan for frequent one-on-one sessions. Provide opportunities for employees to share their thoughts, grievances, identify training needs - plan for training sessions, have some employee engagement activities in place, introduce employee welfare measures.
Encourage supervisors to involve their subordinates in the decision-making process, thereby creating an opportunity for colleagues to share ideas, learn from each other, and work toward a common goal.
This way, you can reduce attrition.
From India, Madras
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It is Attrition and not ATTRACTION!
First of all, what is the size of the company and what is the attrition rate?
Have you conducted any exit interviews so far, and have any specific reasons been shared by the employees?
In general, employees tend to leave when:
1) the work hours are abnormal
2) compensation is not on par with market standards
3) there is a lack of opportunity for learning/career growth
4) the work environment is not congenial
So please ensure that primarily the work environment is pleasant, offer competitive compensation and benefits, prioritize professional growth (encourage internal promotions instead of hiring from outside), etc.
Plan for frequent one-on-one sessions. Provide opportunities for employees to share their thoughts, grievances, identify training needs - plan for training sessions, have some employee engagement activities in place, introduce employee welfare measures.
Encourage supervisors to involve their subordinates in the decision-making process, thereby creating an opportunity for colleagues to share ideas, learn from each other, and work toward a common goal.
This way, you can reduce attrition.
From India, Madras
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