[QUOTE=Arcotk25;2065574]
Possible ways to cut down on such exits:
i. Recruit through known references. This way, the candidates would be loyal to you.
Not necessary.
ii. Recruit candidates whose family background is low profile.
I do not agree with.
iii. Implement the Non-Compete & Non-Disclosure Agreement and initiate action against violators.
Legally, you cannot do this with everyone.
iv. Asking them to surrender their educational qualification certificates right from the 10th standard onward till the highest qualification and it should be as if they are in dire need of a job and they are volunteering themselves to surrender their certificates for this job, which they want to make as their career in the long run is not ethical.
v. Lastly, identify the privileges that other corporate companies are offering and then try to match them.
There is no guarantee that people will not leave, but you have to do it.
From India, Mumbai
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2636Possible ways to cut down on such exits:
i. Recruit through known references. This way, the candidates would be loyal to you.
Not necessary.
ii. Recruit candidates whose family background is low profile.
I do not agree with.
iii. Implement the Non-Compete & Non-Disclosure Agreement and initiate action against violators.
Legally, you cannot do this with everyone.
iv. Asking them to surrender their educational qualification certificates right from the 10th standard onward till the highest qualification and it should be as if they are in dire need of a job and they are volunteering themselves to surrender their certificates for this job, which they want to make as their career in the long run is not ethical.
v. Lastly, identify the privileges that other corporate companies are offering and then try to match them.
There is no guarantee that people will not leave, but you have to do it.
From India, Mumbai
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Hi,
Malay and Anonymous have provided all the answers. I am just expressing it differently. Only organizations that are unable to retain talent resort to using coercive methods to retain employees. Individuals do not easily leave a challenging job; those who are engaged with their company rarely move on.
What does a person seek in a job?
1. Good work culture
2. Favorable work environment
3. Opportunities for advancement
4. Stimulating work
5. Recognition for accomplishments
6. Social standing
7. Happy family
8. Competitive compensation
These are fundamental aspects that all HR managers should ensure within an organization. If not addressed, employees will inevitably depart.
This issue was prominent during the IT boom from 2000 to 2006; numerous top IT firms reassessed their HR strategies and work environments. It was a period where skilled HR managers were highly sought after and received lucrative compensation.
During this era, there was a focus on positive work culture, attractive salaries, extensive employee welfare programs, and more. I witnessed and personally experienced these changes.
Initially, employees would hold HR responsible if things went awry; they looked to HR for guidance. However, as the job market shifted and the number of job seekers surpassed available positions, employees were no longer treated the same way. The dynamics changed.
It is the responsibility of HR managers to ensure talent retention. I am confident they are diligently working towards this objective.
Best Regards
From India, Hyderabad
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Malay and Anonymous have provided all the answers. I am just expressing it differently. Only organizations that are unable to retain talent resort to using coercive methods to retain employees. Individuals do not easily leave a challenging job; those who are engaged with their company rarely move on.
What does a person seek in a job?
1. Good work culture
2. Favorable work environment
3. Opportunities for advancement
4. Stimulating work
5. Recognition for accomplishments
6. Social standing
7. Happy family
8. Competitive compensation
These are fundamental aspects that all HR managers should ensure within an organization. If not addressed, employees will inevitably depart.
This issue was prominent during the IT boom from 2000 to 2006; numerous top IT firms reassessed their HR strategies and work environments. It was a period where skilled HR managers were highly sought after and received lucrative compensation.
During this era, there was a focus on positive work culture, attractive salaries, extensive employee welfare programs, and more. I witnessed and personally experienced these changes.
Initially, employees would hold HR responsible if things went awry; they looked to HR for guidance. However, as the job market shifted and the number of job seekers surpassed available positions, employees were no longer treated the same way. The dynamics changed.
It is the responsibility of HR managers to ensure talent retention. I am confident they are diligently working towards this objective.
Best Regards
From India, Hyderabad
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practical way is write to competitor companies not to take employees without concent of both companies and you will also follow the understanding
From India, Hyderabad
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From India, Hyderabad
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Hi, I just came across a very good article on interviews. It is not directly related to the topics being discussed, but it does lead to hiring good employees and thus leads to less attrition. I hope you all like this article.
Best regards,
From India, Hyderabad
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Best regards,
From India, Hyderabad
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I want to begin by saying, "I really feel sorry for the company for losing trained resources to it's competitors."
Having said this I quickly wish to add that the problem that you are in is not a new phenomenon it's been there for ages. And each of the companies that were hurt by this "poaching" act, devised means and methods to counter this menace and succeeded in their own way. That may not have happened unless they did some serious introspection and thinking to generate the right strategies to stem the rot if not eliminate.
The point that I am trying to make is that there can be several reasons that one can attribute to this happening with respect to your company. If I might say, "you perhaps choose potential people and give them good initial induction training to make them productive," then that seems to be the one that has led to your competitor's being attracted to hire people who choose to leave your company.
That apart there may be something that is missing in your company - it could be the management or the policy that precipitates acts of exit.
There are several reasons cited already here as apart of the discussion and the theory world over would have these and they would have added a few more.
This is valid, and can be true, which I may choose to repeat
Unhappiness with the "Boss"
Inadequate compensation
Nature of the work itself
Shifts
Recognize outstanding work
Offer professional development opportunities
etc.,
Years ago, I read this on the Internet, the source of which I am not sure, and so I'd acknowledge Source - Anon
I'd like to narrate a story which highlights the point the original write was trying to make
A frail old lady was waiting at a bus-stop with load of bags hanging on her shoulders apart from the one's in her hands.
After along wait a bus came that way and stopped to pick the waiting passengers. As soon as the bus stopped, young students, rushed into it and as the old lady was struggling to make her way on to a vacant seat in the end row, she got pushed and she fell down.
Reacting to this incident were some of the passengers, " How rude, these days young kids are, didn't their parents teach them any manners," yelled a lady who was a teacher.
"Such people should be booked under law and be punished, " yelled a man, who was a lawyer.
"Oh! No, she would have probably broken her shoulder bones, she needs immediate medical attention, " was a shrill voice who happened to be a doctor.
Like these each one was passing his/her comment but no one really went close to the lady to help her get to her feet and then to her seat, nor inquire her about how she is feeling till one person actually did this, by helping her stand and then made her sit on the vacant seat, and he turned out to be a Welfare Officer in a local manufacturing company.
This story clearly narrates how people's thinking and behaviors shows up according to their professions - the teacher, the lawyer, the doctor, and the welfare officer acted or reacted to help a frail old lady crying in pain. The passengers forgot the fact that they are human being first and then professionals. This may just seem like a story, but professionals get greatly influenced in their thinking and behavior by the profession which they are in.
Keeping the HR part of it aside for the time being I would want to suggest that you try creating an "Employee Branding Exercise"
It'll be useful for you all as the company's management team to ask the following question and to get answers for that which will define the roadmap for brand builidng.
SWOT Analysis
• What are your strengths as an employer? Your weaknesses?
• How does top talent rate you against your competitors?
• What do your competitors offer that you do not?
• What do you offer that your competitors do not?
• What do employees like about coming to work for you?
• What do employees dislike about coming to work for you?
• What drives job seekers to apply to your jobs?
• What prevents job seekers from applying to your jobs?
• Are you offering competitive pay?
• How could you better position yourself as an employer of choice?
• Where should you be advertising your jobs?
After this done, and all of you have a consensus findings, plan a "branding exercise
1. Defining Your Message
2. Communicating Your Brand
3. Evaluating Your Message’s Effectiveness
4. Assessing Your Employment Brand
This is slightly time-consuming but really worth the effort. Companies that were not there fifteen or twenty years ago have indulged in this, and companies that have been their before that have been established as leading brands, more because of the product's utility and it quality. Names have become house-hold names, "thanks to branding."
The last word from me would be "Be Human in your touch with Employees" and if they still desert you, take it that they don't deserve good people like you. Let them feel guilty for leaving you while you don't have to feel sorry they left you.
This will go a long way in solving the problem on hand, and who knows the competitors will have to work overtime to retain their employees.
From India, Hyderabad
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Having said this I quickly wish to add that the problem that you are in is not a new phenomenon it's been there for ages. And each of the companies that were hurt by this "poaching" act, devised means and methods to counter this menace and succeeded in their own way. That may not have happened unless they did some serious introspection and thinking to generate the right strategies to stem the rot if not eliminate.
The point that I am trying to make is that there can be several reasons that one can attribute to this happening with respect to your company. If I might say, "you perhaps choose potential people and give them good initial induction training to make them productive," then that seems to be the one that has led to your competitor's being attracted to hire people who choose to leave your company.
That apart there may be something that is missing in your company - it could be the management or the policy that precipitates acts of exit.
There are several reasons cited already here as apart of the discussion and the theory world over would have these and they would have added a few more.
This is valid, and can be true, which I may choose to repeat
Unhappiness with the "Boss"
Inadequate compensation
Nature of the work itself
Shifts
Recognize outstanding work
Offer professional development opportunities
etc.,
Years ago, I read this on the Internet, the source of which I am not sure, and so I'd acknowledge Source - Anon
I'd like to narrate a story which highlights the point the original write was trying to make
A frail old lady was waiting at a bus-stop with load of bags hanging on her shoulders apart from the one's in her hands.
After along wait a bus came that way and stopped to pick the waiting passengers. As soon as the bus stopped, young students, rushed into it and as the old lady was struggling to make her way on to a vacant seat in the end row, she got pushed and she fell down.
Reacting to this incident were some of the passengers, " How rude, these days young kids are, didn't their parents teach them any manners," yelled a lady who was a teacher.
"Such people should be booked under law and be punished, " yelled a man, who was a lawyer.
"Oh! No, she would have probably broken her shoulder bones, she needs immediate medical attention, " was a shrill voice who happened to be a doctor.
Like these each one was passing his/her comment but no one really went close to the lady to help her get to her feet and then to her seat, nor inquire her about how she is feeling till one person actually did this, by helping her stand and then made her sit on the vacant seat, and he turned out to be a Welfare Officer in a local manufacturing company.
This story clearly narrates how people's thinking and behaviors shows up according to their professions - the teacher, the lawyer, the doctor, and the welfare officer acted or reacted to help a frail old lady crying in pain. The passengers forgot the fact that they are human being first and then professionals. This may just seem like a story, but professionals get greatly influenced in their thinking and behavior by the profession which they are in.
Keeping the HR part of it aside for the time being I would want to suggest that you try creating an "Employee Branding Exercise"
It'll be useful for you all as the company's management team to ask the following question and to get answers for that which will define the roadmap for brand builidng.
SWOT Analysis
• What are your strengths as an employer? Your weaknesses?
• How does top talent rate you against your competitors?
• What do your competitors offer that you do not?
• What do you offer that your competitors do not?
• What do employees like about coming to work for you?
• What do employees dislike about coming to work for you?
• What drives job seekers to apply to your jobs?
• What prevents job seekers from applying to your jobs?
• Are you offering competitive pay?
• How could you better position yourself as an employer of choice?
• Where should you be advertising your jobs?
After this done, and all of you have a consensus findings, plan a "branding exercise
1. Defining Your Message
2. Communicating Your Brand
3. Evaluating Your Message’s Effectiveness
4. Assessing Your Employment Brand
This is slightly time-consuming but really worth the effort. Companies that were not there fifteen or twenty years ago have indulged in this, and companies that have been their before that have been established as leading brands, more because of the product's utility and it quality. Names have become house-hold names, "thanks to branding."
The last word from me would be "Be Human in your touch with Employees" and if they still desert you, take it that they don't deserve good people like you. Let them feel guilty for leaving you while you don't have to feel sorry they left you.
This will go a long way in solving the problem on hand, and who knows the competitors will have to work overtime to retain their employees.
From India, Hyderabad
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Dear TSK. Raman ji, Great sharing. Great learning. Unfortunate thing, today’s HR Professionals, majority of them are lacking in Human Touch. I am sorry say it.
From India, Mumbai
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From India, Mumbai
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Hi,
TSK Raman really hits the nail on the head. I enjoy reading his posts; they make a lot of sense and are rewarding. After reading his post, I recall one incident that happened to me. When I was leaving a company and at the going-away party, my manager said something very special. He said, "We do not permanently employ good people; we just borrow them."
A lot can be read from this statement - the way a manager or a company looks at their employees. Why should someone stay forever with a company? Why should a company expect an employee to stay with them forever? Is it a marriage "till death do us part" or is it a transition in the employee's journey up the ladder? Give it a thought, and more answers will emerge.
Have a great day.
Regards
From India, Hyderabad
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TSK Raman really hits the nail on the head. I enjoy reading his posts; they make a lot of sense and are rewarding. After reading his post, I recall one incident that happened to me. When I was leaving a company and at the going-away party, my manager said something very special. He said, "We do not permanently employ good people; we just borrow them."
A lot can be read from this statement - the way a manager or a company looks at their employees. Why should someone stay forever with a company? Why should a company expect an employee to stay with them forever? Is it a marriage "till death do us part" or is it a transition in the employee's journey up the ladder? Give it a thought, and more answers will emerge.
Have a great day.
Regards
From India, Hyderabad
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Thanks to all seniors who shared valuable knowledge. I believe that good HR policies help to avoid such situations; employers have to give freedom to their HR team. Careful recruitment will help to identify future risks.
From India, Pune
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From India, Pune
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My humble thanks to Mr. Keshav Korgaonkar and Mr. Ronald de Saran, for their appreciation, however, the larger part of the discussion is that we are all thriving or trying to thrive in a "chaotic" set up. Not all employers are good or bad, not all employees are good or bad, but yes the challenge often is how to be good both as an employer and an employee. We need to eliminate pain points from our workplaces, and be sincere to those who employ us, as much as remembering to be good advocates of those whom we serve. We should keep our "internal customers happy" and to make that possible we as HR people will have to work closely with everyone from the CEO to the last in the line to make things happen. We need to be utterly transparent… be more open and honest than any of our competitors to enable our employees feel proud to be working with us. The management has to be as simple as possible, and for that elimination of "policing policy," if there is one, is a must. We should care for their "Work -Life Balance" so that we all end up on the winning side.
And this is one bit of an eye-opener for CEO's and management's of companies..."Experts advise young people these days, not to bet their career on a company that hasn’t relooked or changed its business model since it came into being." Please take cue from this. If your company needs to keep pace with times, relook at your business model.
Another option Innovate or perish.
From India, Hyderabad
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And this is one bit of an eye-opener for CEO's and management's of companies..."Experts advise young people these days, not to bet their career on a company that hasn’t relooked or changed its business model since it came into being." Please take cue from this. If your company needs to keep pace with times, relook at your business model.
Another option Innovate or perish.
From India, Hyderabad
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After 45 years of experience in HR field, I realize that HR is getting neglected in most organizations. There is a lot to be desired in this field. It has become a breadwinner for the business, not just a responsibility. It is high time that in India we make sincere efforts for HR branding to retain our talent. Let every organization measure itself on the following scale:
1. Clarity of job expectations
2. Career guidance and support
3. Learning opportunities
4. Social significance of the job
5. Work values
6. Career advancement
7. Positive relationship with supervisors
8. Cooperative colleagues and subordinates
9. Effective communication - upward and downward
10. Rewards and recognitions
From India, Mumbai
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1. Clarity of job expectations
2. Career guidance and support
3. Learning opportunities
4. Social significance of the job
5. Work values
6. Career advancement
7. Positive relationship with supervisors
8. Cooperative colleagues and subordinates
9. Effective communication - upward and downward
10. Rewards and recognitions
From India, Mumbai
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