Hi, I am doing M.B.A. PLEASE HELP ME Please give me suggestions and document regarding my topic as soon as possible. THANKS. MADHAVI
From India, Varanasi
From India, Varanasi
NO, ITS ABOUT ATTRITION-A GRADUAL, NATURAL REDUCTION IN MEMBERSHIP OF PERSONNEL,AS THROUGH RETIREMENT,RESIGNATION,OR DEATH.
From India, Varanasi
From India, Varanasi
122
RESIGNATION AND DEATH is not in the hands of the HR executive, and all the HR can do is prevent RESIGNATION by doing good work, transparent work, and providing prompt services to employees.
Each and every HR should do his job with full dedication and responsibility and it is only because of employees the HR is living, so for HR , Employee is the king.
From India, Pune
Each and every HR should do his job with full dedication and responsibility and it is only because of employees the HR is living, so for HR , Employee is the king.
From India, Pune
In my opinion Attrition to certain extend is good. Why should we keep those personnel whose vision is not focused. It would a real burden trying to keep the person who always have mind to run away. Its good such people getting out of the organisation.
Shijit. :roll: :roll: :roll: :roll: :roll:
From India, Kochi
Shijit. :roll: :roll: :roll: :roll: :roll:
From India, Kochi
Attrition: Not just an HR issue
Santosh Kotnis on why all departments should take a collective approach to tackle the attrition problem.
Burgeoning attrition rates weigh heavily on the minds of almost every HR manager in the IT industry. And it should. After all, human beings are the most important asset for any organisation and failure to retain talent can eventually lead to its downfall. Attrition is an all-pervasive problem, undoubtedly, depleting human capital affects every department in an organisation—be it finance, marketing or production. Why then do organisations conveniently categorise it as an HR-focussed issue? It is about time that all departments took a collective approach to understanding the underlying concerns which provoke treasured employees to say goodbye. It is only then, that organisations will be able to acquire, train and retain talent effectively.
Accept attrition
A moderate attrition rate does not sound the warning alarm for HR managers. This in fact, works well for the company. With new talent, the management can take the opportunity to draw from the creativity, innovativeness and intelligence of young blood or benefit from the vast experience a new employee may have to offer. But, the problem begins when attrition rates cross the ‘acceptable limit’. High attrition can pave the way for a number of unforeseen and unwanted circumstances which can have dire consequences on the company.
Many professionals may think that if the processes and strategies in a company are set correctly, inflow or outflow of employees cannot have such a devastating effect. But this, in my opinion is untrue. Agreed, organisations won’t and in fact should not depend on the contributions of a few people. But, in every organisation there is a set of employees who infuse energy by thinking horizontally, guiding, mentoring and motivating colleagues to put forward their best foot, to generate the best results for the company. These employees form teams which become comfort zones for their numerous team-mates. It is important for organisations to retain these motivators to prevent a sudden loss of team spirit or an impulsive exit of several employees.
Invest in top performers
Managers should make it a practice to identify and acknowledge top performers in their departments by presenting them with opportunities to work in cross-functional projects or work on different tasks within the same department. With projects or even daily tasks in the hands of capable and high performance employees, managers can reduce their involvement in routine planning and decisions and can invest their time effectively in chalking strategic plans for the department or organisation. Needless to say, the additional or new responsibility will act as a strong motivator for the employee.
The only way this approach can be effective is to employ hands-on management of high potential employees. Every rupee invested in high potential employees ploughs a huge benefit back to the organisation.
One of the most important factors that every manager should recognise is that it is essential to continuously create a challenging work environment for employees. Merely, extending additional responsibilities or absorbing the person in a new role is not enough. The employee should feel the organisation can challenge him and help him rise to his true potential. If not, even with the best pay package and perquisites, the employee will leave the organisation.
Career development plan
To design a career development plan, managers identify future positions in the company taking into account factors such as expansion of business or retirement of senior managers, etc. The managers then match the job role with the skills and potentials of current employees to evaluate who best fits the bill. The managers then discuss the probable positions with the employees and chart out training programmes to ensure the employee is equipped with the necessary knowledge and skills to take up the new responsibility. Since organisations plan to grow along with employees, this is an important step for both the organisation and the employees.
While it is the responsibility of the HR department to implement this programme, the plan needs the support of all the departments and managers to ensure it is effective. A career development programme requires a long-term organisation plan, a well-defined career path model, effective performance reviews, career counselling and training and development.
Employee relations
It is the responsibility of the HR department to be a counsellor, mentor and friend for every employee in the organisation. In addition, the department should also act as a medium of ensuring effective communication and co-operation between management and employees. With organisations increasingly choosing a flat structure, there are fewer managers and businesses expect employees to take more responsibility for their work. It has therefore become imperative to have effective communication flowing smoothly from the top to bottom. Further, the top management should invest time in educating employees on business goals and how the company is moving towards them. The HR department, on the other hand, should explain to each employee, his role in the business and what is expected from him. This will instill a sense of security and belonging in each employee, which in turn works as a great motivator.
Exit interviews
When an employee leaves a company, the management should make it a practice to conduct an exit interview. The management should pay heed to the feedback received during the interview to determine the employee’s attitude towards the organisation and suggestions for improvement.
Some times, through an exit interview the management can pin-point wrong procedures or an ineffective manager. Top management should take serious efforts to correct the problems if any, which are causing the employee to leave.
In conclusion, to curb attrition, the organisation should make earnest efforts to hone the skills of current employees, provide them with options for a secure future and try to instil in them a sense of trust which assures them that the management works for their best interest. This approach will guarantee the management the commitment and loyalty of the employees for many years to come.
Regards,
Shijit
From India, Kochi
Santosh Kotnis on why all departments should take a collective approach to tackle the attrition problem.
Burgeoning attrition rates weigh heavily on the minds of almost every HR manager in the IT industry. And it should. After all, human beings are the most important asset for any organisation and failure to retain talent can eventually lead to its downfall. Attrition is an all-pervasive problem, undoubtedly, depleting human capital affects every department in an organisation—be it finance, marketing or production. Why then do organisations conveniently categorise it as an HR-focussed issue? It is about time that all departments took a collective approach to understanding the underlying concerns which provoke treasured employees to say goodbye. It is only then, that organisations will be able to acquire, train and retain talent effectively.
Accept attrition
A moderate attrition rate does not sound the warning alarm for HR managers. This in fact, works well for the company. With new talent, the management can take the opportunity to draw from the creativity, innovativeness and intelligence of young blood or benefit from the vast experience a new employee may have to offer. But, the problem begins when attrition rates cross the ‘acceptable limit’. High attrition can pave the way for a number of unforeseen and unwanted circumstances which can have dire consequences on the company.
Many professionals may think that if the processes and strategies in a company are set correctly, inflow or outflow of employees cannot have such a devastating effect. But this, in my opinion is untrue. Agreed, organisations won’t and in fact should not depend on the contributions of a few people. But, in every organisation there is a set of employees who infuse energy by thinking horizontally, guiding, mentoring and motivating colleagues to put forward their best foot, to generate the best results for the company. These employees form teams which become comfort zones for their numerous team-mates. It is important for organisations to retain these motivators to prevent a sudden loss of team spirit or an impulsive exit of several employees.
Invest in top performers
Managers should make it a practice to identify and acknowledge top performers in their departments by presenting them with opportunities to work in cross-functional projects or work on different tasks within the same department. With projects or even daily tasks in the hands of capable and high performance employees, managers can reduce their involvement in routine planning and decisions and can invest their time effectively in chalking strategic plans for the department or organisation. Needless to say, the additional or new responsibility will act as a strong motivator for the employee.
The only way this approach can be effective is to employ hands-on management of high potential employees. Every rupee invested in high potential employees ploughs a huge benefit back to the organisation.
One of the most important factors that every manager should recognise is that it is essential to continuously create a challenging work environment for employees. Merely, extending additional responsibilities or absorbing the person in a new role is not enough. The employee should feel the organisation can challenge him and help him rise to his true potential. If not, even with the best pay package and perquisites, the employee will leave the organisation.
Career development plan
To design a career development plan, managers identify future positions in the company taking into account factors such as expansion of business or retirement of senior managers, etc. The managers then match the job role with the skills and potentials of current employees to evaluate who best fits the bill. The managers then discuss the probable positions with the employees and chart out training programmes to ensure the employee is equipped with the necessary knowledge and skills to take up the new responsibility. Since organisations plan to grow along with employees, this is an important step for both the organisation and the employees.
While it is the responsibility of the HR department to implement this programme, the plan needs the support of all the departments and managers to ensure it is effective. A career development programme requires a long-term organisation plan, a well-defined career path model, effective performance reviews, career counselling and training and development.
Employee relations
It is the responsibility of the HR department to be a counsellor, mentor and friend for every employee in the organisation. In addition, the department should also act as a medium of ensuring effective communication and co-operation between management and employees. With organisations increasingly choosing a flat structure, there are fewer managers and businesses expect employees to take more responsibility for their work. It has therefore become imperative to have effective communication flowing smoothly from the top to bottom. Further, the top management should invest time in educating employees on business goals and how the company is moving towards them. The HR department, on the other hand, should explain to each employee, his role in the business and what is expected from him. This will instill a sense of security and belonging in each employee, which in turn works as a great motivator.
Exit interviews
When an employee leaves a company, the management should make it a practice to conduct an exit interview. The management should pay heed to the feedback received during the interview to determine the employee’s attitude towards the organisation and suggestions for improvement.
Some times, through an exit interview the management can pin-point wrong procedures or an ineffective manager. Top management should take serious efforts to correct the problems if any, which are causing the employee to leave.
In conclusion, to curb attrition, the organisation should make earnest efforts to hone the skills of current employees, provide them with options for a secure future and try to instil in them a sense of trust which assures them that the management works for their best interest. This approach will guarantee the management the commitment and loyalty of the employees for many years to come.
Regards,
Shijit
From India, Kochi
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Attrition-rate. xls