Attrition - Need to know about it... - Hi I would like to know about Attrition. 1. What is attrition ,2.what are the purpose of attrition and what are the problem of attrition facing by the organization. i need to know about all thing. and i need questionnaire for employee attrition
From United States, Los Angeles
From United States, Los Angeles
Causes of Employee Attrition :
......Salary Scale
This is the most common cause of the employee turnover rate being so high. Employees are in search of jobs which pay well.
........Benefits
Employees always flock to companies who offer more benefits.
......Advancements and Promotion Policies
This is the prime reason why many mid-level executives leave the company. Due to no potential opportunity for advancements or promotions, they prefer other companies which may provide them with higher posts and increased compensation packages. The companies need to evaluate and modify their promotion policies in a fair way which would enable promotions for candidates only on the basis of employee performance.
......Working Environment
This is also one of the main causes for employee turnover. Employees prefer to work in an environment which is suitable for them. This is the most common reason why they jump from company to company in just a few months. If they find an appropriate work environment in a specific company, they may work in the same organization for several years.
........Working Procedures
The companies should analyze and alter their work procedures and policies in a way which would enable employees to use their full potential and even gain significant work experience. There are many cases where employees have left the company due to no projects or assignments which do not require their full potential. Employees would certainly leave if they don't get experience and are just placed on the 'bench'.
These are some of the principal causes of employee turnover which can surely be avoided by the organizations after taking some necessary steps to better their in-house services towards employees. However, there are many more causes which contribute to employee turnover; such as lack of employee motivation, work pressure, job stress, partiality and favoritism, employee egos and attitudes, poor employee management, etc.
According to the above factors, you have research on this issue.... with a proper questionnaire.
From India, Secunderabad
3......Salary Scale
This is the most common cause of the employee turnover rate being so high. Employees are in search of jobs which pay well.
........Benefits
Employees always flock to companies who offer more benefits.
......Advancements and Promotion Policies
This is the prime reason why many mid-level executives leave the company. Due to no potential opportunity for advancements or promotions, they prefer other companies which may provide them with higher posts and increased compensation packages. The companies need to evaluate and modify their promotion policies in a fair way which would enable promotions for candidates only on the basis of employee performance.
......Working Environment
This is also one of the main causes for employee turnover. Employees prefer to work in an environment which is suitable for them. This is the most common reason why they jump from company to company in just a few months. If they find an appropriate work environment in a specific company, they may work in the same organization for several years.
........Working Procedures
The companies should analyze and alter their work procedures and policies in a way which would enable employees to use their full potential and even gain significant work experience. There are many cases where employees have left the company due to no projects or assignments which do not require their full potential. Employees would certainly leave if they don't get experience and are just placed on the 'bench'.
These are some of the principal causes of employee turnover which can surely be avoided by the organizations after taking some necessary steps to better their in-house services towards employees. However, there are many more causes which contribute to employee turnover; such as lack of employee motivation, work pressure, job stress, partiality and favoritism, employee egos and attitudes, poor employee management, etc.
According to the above factors, you have research on this issue.... with a proper questionnaire.
From India, Secunderabad
10 reasons why organizations are not able to retain employees
1. People don't get integrated. Most organizations have an orientation program which is more of data-dump or focussed on compliance trainings being completed. The focus should be more on enabling employees to form networks within themselves.
2. Performance goals are unclear. In a fast growing team or business the focus is on getting the thing done today, but rarely are performance goals thought through and employees told as to which resources to approach for help.
3. Development is always tomorrow's job. Culturally Indians are focussed on learning. If learning adds value only to the job and not to the overall career goals of the individual then the organizations seems too transactional for the employee
4. The personal touch is missing. How comfortable are managers building personal bonds with their subordinates? A lot of managers shy away fearing a bond will make delivering hard messages difficult. I would argue that it's the other way round! Knowing employees on personal level makes a manager know their strengths and weaknesses. Work allocation and employee development become easier.
5. Reward systems are not transparent. Most employees who get salary increases because they have a rare skill at a particular point of time think they got their raise for excellent performance. Can you share details about how they have been compensated?
6. Percieved equity of reward systems is low. Like it or not, employees discuss salary details and if there is any percieved lack of equity then you have an issue !
7. Goal setting process is not scientific. Most organizations impose a normal curve fitment, but do not train managers to set realistic goals or goals that tie up with organizational or functional goals. This also leads to point number 6
8. External equity is missing too. Don't do an annual compensation survey when the market moves every 3-4 months. If your practitioners feel that externally comparable professionals are being valued more, then they will leave.
9. No communication around total value. If you offer benefits apart from only monetary terms do you communicate that to employees too. Things like being a global or niche industry leader, value of the brand of the organization, should also be made explicit.
10. No career planning. Are people aware of the ways in which they can grow in the organization? Who are the role models within the organization? Do they know what they have to do to gain the competencies to move to various levels? (update: Can you be radical enough and create an internal talent market
From India, Secunderabad
1. People don't get integrated. Most organizations have an orientation program which is more of data-dump or focussed on compliance trainings being completed. The focus should be more on enabling employees to form networks within themselves.
2. Performance goals are unclear. In a fast growing team or business the focus is on getting the thing done today, but rarely are performance goals thought through and employees told as to which resources to approach for help.
3. Development is always tomorrow's job. Culturally Indians are focussed on learning. If learning adds value only to the job and not to the overall career goals of the individual then the organizations seems too transactional for the employee
4. The personal touch is missing. How comfortable are managers building personal bonds with their subordinates? A lot of managers shy away fearing a bond will make delivering hard messages difficult. I would argue that it's the other way round! Knowing employees on personal level makes a manager know their strengths and weaknesses. Work allocation and employee development become easier.
5. Reward systems are not transparent. Most employees who get salary increases because they have a rare skill at a particular point of time think they got their raise for excellent performance. Can you share details about how they have been compensated?
6. Percieved equity of reward systems is low. Like it or not, employees discuss salary details and if there is any percieved lack of equity then you have an issue !
7. Goal setting process is not scientific. Most organizations impose a normal curve fitment, but do not train managers to set realistic goals or goals that tie up with organizational or functional goals. This also leads to point number 6
8. External equity is missing too. Don't do an annual compensation survey when the market moves every 3-4 months. If your practitioners feel that externally comparable professionals are being valued more, then they will leave.
9. No communication around total value. If you offer benefits apart from only monetary terms do you communicate that to employees too. Things like being a global or niche industry leader, value of the brand of the organization, should also be made explicit.
10. No career planning. Are people aware of the ways in which they can grow in the organization? Who are the role models within the organization? Do they know what they have to do to gain the competencies to move to various levels? (update: Can you be radical enough and create an internal talent market
From India, Secunderabad
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Employee Engagement – Scaling Down Attrition.pdf
SAMPLE Employee Attrition Calculation sheet for FY 09-10 .xls