We have offered a pre placement offer to interns who have completed their internship.
We are finding ways how to engage them with work and we don't want to loose them with other offers.
What can be motivate them or the ways to engage them with us
Kindly address this
From India, Salem
We are finding ways how to engage them with work and we don't want to loose them with other offers.
What can be motivate them or the ways to engage them with us
Kindly address this
From India, Salem
Dear Pradeep,
I wish you had given us a little more information like the nature of your industry, the internship programme in your company, its duration and so on.
Anyway, during the internship programme, companies identify the potential and give a job offer. This is common across industries. However, your worry is quite the contrary. Even after giving a job offer will the interns join? The reply to this question will depend on the organisation's culture perceived by the interns, and the leadership qualities of the manager under whom the interns will work. The interns must feel that there are learning opportunities in the companies backed by the remuneration as per the market standards.
You might have decided the departments or the sections within a department in which the intern will work. However, this is the perception of your company's authority. I recommend you give them a chance to decide on the section/department. If you thrust your decision on them, there could be a backlash. But once the agreement is made, you need to go beyond and prepare a rough sketch of a career plan for them. The career path should be laid for the next five years. This clarity will motivate the interns to choose your company.
General comments: - The post by the poster brings out the changed job market scenario. Now the interns have many options. After doing an internship in company 'X', the interns are hopeful are getting a job in 'Y' company. This confidence exuded by the interns has reduced the dominance hitherto leveraged by the companies.
Thanks,
Dinesh Divekar
From India, Bangalore
7879I wish you had given us a little more information like the nature of your industry, the internship programme in your company, its duration and so on.
Anyway, during the internship programme, companies identify the potential and give a job offer. This is common across industries. However, your worry is quite the contrary. Even after giving a job offer will the interns join? The reply to this question will depend on the organisation's culture perceived by the interns, and the leadership qualities of the manager under whom the interns will work. The interns must feel that there are learning opportunities in the companies backed by the remuneration as per the market standards.
You might have decided the departments or the sections within a department in which the intern will work. However, this is the perception of your company's authority. I recommend you give them a chance to decide on the section/department. If you thrust your decision on them, there could be a backlash. But once the agreement is made, you need to go beyond and prepare a rough sketch of a career plan for them. The career path should be laid for the next five years. This clarity will motivate the interns to choose your company.
General comments: - The post by the poster brings out the changed job market scenario. Now the interns have many options. After doing an internship in company 'X', the interns are hopeful are getting a job in 'Y' company. This confidence exuded by the interns has reduced the dominance hitherto leveraged by the companies.
Thanks,
Dinesh Divekar
From India, Bangalore
If you already have a high attrition rate, then you are starting behind the eight ball. You need to address those problems first.
No-one wants to work in an organisation where:
1. senior management doesn't care about staff
2. there are too many micromanagers
3. there is bullying of staff by managers and co-workers
4. you don't pay market wages or better for the work required
5. working environment is not conducive to happy productive workers
6. a lack of recognition for a job well done
7. a lack of advancement and promotional opportunities
8. a lack of training and development for all staff to build new skills
9. inflexible leave policies
10. entrenched sexual harassment, racism, religious discrimination and anti LGBTI attitudes
Need I go on?
If you want the interns to stay, you need to give them good reasons why they should.
Don't ask us what to do, ASK THE INTERNS WHAT THEY WANT.
From Australia, Melbourne
No-one wants to work in an organisation where:
1. senior management doesn't care about staff
2. there are too many micromanagers
3. there is bullying of staff by managers and co-workers
4. you don't pay market wages or better for the work required
5. working environment is not conducive to happy productive workers
6. a lack of recognition for a job well done
7. a lack of advancement and promotional opportunities
8. a lack of training and development for all staff to build new skills
9. inflexible leave policies
10. entrenched sexual harassment, racism, religious discrimination and anti LGBTI attitudes
Need I go on?
If you want the interns to stay, you need to give them good reasons why they should.
Don't ask us what to do, ASK THE INTERNS WHAT THEY WANT.
From Australia, Melbourne
Human Resources are intangible assets of any organisation and gets developed with huge cost besides payment of take home salary. Therefore their retention is required for smooth and regular growth of organisation in terms of Turnover and EBITA.
Many factors are responsible for retention of employees. These are listed in order of priority of working staff.
1. Organisation Name and Reputation in Market
2. Working Environment & Treatment of staff of different levels
3. Designation and Reporting Hierarchy
4. Opportunities for Skill Development by timely and regular training
5. Promotion Policies
6. Recognition for good work done
7. Reward and Penalty procedure
8. Salary & perquisites comparable to prevailing market rates and its Tax Effectiveness
9. Management’s attitude towards staff
10. Attendance and Leave Policy
Therefore any one facing the issue of high attrition rate or retention of trained staff and/or apprentice should introspect on basis of above points and correct immediately, if there is an imbalance.
An organisation may get the same work completed with lesser number of staff with higher pay-out.
An employee doing peon work designated as Peon may be designated as Office Assistant.
An employee doing clerical work designated as Clerk may be designated as Executive Assistant.
An employee doing work of supervising other clerk work and ordinary known as Head Clerk may be designated as Executive.
Similarly other designations may be redefined.
This exercise results employee feel elevated in the eyes of family members, relatives and friends working in other organisation.
The above is just a tip of an iceberg and detail working can be done on case to case basis.
Jawaharlal Moondra
98290 28028
From India, Jodhpur
Many factors are responsible for retention of employees. These are listed in order of priority of working staff.
1. Organisation Name and Reputation in Market
2. Working Environment & Treatment of staff of different levels
3. Designation and Reporting Hierarchy
4. Opportunities for Skill Development by timely and regular training
5. Promotion Policies
6. Recognition for good work done
7. Reward and Penalty procedure
8. Salary & perquisites comparable to prevailing market rates and its Tax Effectiveness
9. Management’s attitude towards staff
10. Attendance and Leave Policy
Therefore any one facing the issue of high attrition rate or retention of trained staff and/or apprentice should introspect on basis of above points and correct immediately, if there is an imbalance.
An organisation may get the same work completed with lesser number of staff with higher pay-out.
An employee doing peon work designated as Peon may be designated as Office Assistant.
An employee doing clerical work designated as Clerk may be designated as Executive Assistant.
An employee doing work of supervising other clerk work and ordinary known as Head Clerk may be designated as Executive.
Similarly other designations may be redefined.
This exercise results employee feel elevated in the eyes of family members, relatives and friends working in other organisation.
The above is just a tip of an iceberg and detail working can be done on case to case basis.
Jawaharlal Moondra
98290 28028
From India, Jodhpur
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Ideas to Engage & Retain Employees in IT organization.do cx