Attrition is a part of the game, so how does one
manage it?
The house was unanimous on the fact that there was
no way that attrition could be arrested completely and
that organisations are better off ensuring that they
have a strategy in place to manage attrition. They
pointed out that unlike the old economy organisations,
the IT industry itself is a young industry and the
average age of managers is much lower. Given this,
they opined that line managers needed to be
sensitized more towards human issues, since they
often made hiring decisions and were in daily contact
with their teams. They believe that a good manager
can significantly reduce the levels of attrition within
his/her team if he/she is rightly sensitised to people
issues.
Having said that, the panelists were candid enough to
admit that often companies themselves were the cause
of this problem with their tendencies to adopt practices
like hiring people without relieving letters, not spending
enough time at the recruitment stage and ignoring
important aspects like culture fit. Said Saxena, “During
recruitment, a lot more time should be spent by the
companies in getting the culture of the organisation
across, including the values the organisation follow,
and the expectations from the candidate.”
They also said that organisations need to try and
ensure that they do not focus only on the numbers but
instead try and understand the touch points as well.
maybe inevitable yet it is evident that a lot can be and
to be done.
Highlights: How to minimise attrition
1.Segment attrition data to understand who is it that
you are losing and target accordingly
2.Spend time during recruitment to explain your
culture and expectations
3.Build a value proposition in terms of learning and
career growth
4.Make your line managers equally responsible for
attrition
5.Ensure that when people leave the organisation,
their knowledge doesn't leave with them
Source: article by NASSCOM
From India, Chandigarh
18manage it?
The house was unanimous on the fact that there was
no way that attrition could be arrested completely and
that organisations are better off ensuring that they
have a strategy in place to manage attrition. They
pointed out that unlike the old economy organisations,
the IT industry itself is a young industry and the
average age of managers is much lower. Given this,
they opined that line managers needed to be
sensitized more towards human issues, since they
often made hiring decisions and were in daily contact
with their teams. They believe that a good manager
can significantly reduce the levels of attrition within
his/her team if he/she is rightly sensitised to people
issues.
Having said that, the panelists were candid enough to
admit that often companies themselves were the cause
of this problem with their tendencies to adopt practices
like hiring people without relieving letters, not spending
enough time at the recruitment stage and ignoring
important aspects like culture fit. Said Saxena, “During
recruitment, a lot more time should be spent by the
companies in getting the culture of the organisation
across, including the values the organisation follow,
and the expectations from the candidate.”
They also said that organisations need to try and
ensure that they do not focus only on the numbers but
instead try and understand the touch points as well.
maybe inevitable yet it is evident that a lot can be and
to be done.
Highlights: How to minimise attrition
1.Segment attrition data to understand who is it that
you are losing and target accordingly
2.Spend time during recruitment to explain your
culture and expectations
3.Build a value proposition in terms of learning and
career growth
4.Make your line managers equally responsible for
attrition
5.Ensure that when people leave the organisation,
their knowledge doesn't leave with them
Source: article by NASSCOM
From India, Chandigarh
Reducing employee turnover is not hard to do if the employer is well managed and provides fair compensation. The secret is to hire for talent. Most employers hire for competence and then fire for lack of talent or worse they tolerate poor job performance.
From United States, Chelsea
From United States, Chelsea
Hi Bob, Is it possible for you to elaborate on what you quoted earlier. Need some more info on what you mean to convey. Appreciate your help. Regards Suvarna
From India, Bangalore
From India, Bangalore
Hello Suvarna:
>Is it possible for you to elaborate on what you quoted earlier.
Need some more info on what you mean to convey. <
Hiring for talent is the key to hiring successful employees. If we want to be sure that all our new hires and employees become long-term successful employees, we need to make sure that all employees are competent and have a talent for their jobs. For employees to find job success...
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, what the world's greatest managers do differently." I can send you my review if you'd like.
Most employers don't measure talent so they can't hire for talent even if they do hire the best and the brightest.
Competence and Talent are necessary but they are not the same. The following ties competence and talent together in a short guide for selecting the right people for a position. Talent and competence are necessary but they are two different things. Selecting for competence and talent avoids many performance problems. There are two conditions, see 3A and 3B below, when competent people should not be hired or selected for a position. Each position has its own talent requirement.
Job applicants can have
1. Excellent Talent ... greater than 85% job suitability
2. Adequate Talent ... 85% to 70% job suitability
3. Inadequate Talent ... less than 70% job suitability
Job applicants can also be
A. Highly Competent
B. Competent
C. Not Competent
The following is the order in which applicants
and/or employees should be selected for positions.
1A = Excellent Talent and Highly Competent
1B = Excellent Talent and Competent
2A = Adequate Talent and Highly Competent
2B = Adequate Talent and Competent
The following should be selected if they can become competent.
1C = Excellent Talent and Not Competent
2C = Adequate Talent and Not Competent
The following should not be selected.
3A = Inadequate Talent and Highly Competent
3B = Inadequate Talent and Competent
3C = Inadequate Talent and Not Competent
Talent must be hired since it cannot be imparted or acquired after the hire.
From United States, Chelsea
>Is it possible for you to elaborate on what you quoted earlier.
Need some more info on what you mean to convey. <
Hiring for talent is the key to hiring successful employees. If we want to be sure that all our new hires and employees become long-term successful employees, we need to make sure that all employees are competent and have a talent for their jobs. For employees to find job success...
- talent is necessary, but not sufficient.
skills are necessary, but not sufficient.
training is necessary, but not sufficient.
orientation is necessary, but not sufficient.
knowledge is necessary, but not sufficient.
competency is necessary, but not sufficient.
qualifications are necessary, but not sufficient.
effective management is necessary, but not sufficient.
successful interviews are necessary, but not sufficient.
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, what the world's greatest managers do differently." I can send you my review if you'd like.
Most employers don't measure talent so they can't hire for talent even if they do hire the best and the brightest.
Competence and Talent are necessary but they are not the same. The following ties competence and talent together in a short guide for selecting the right people for a position. Talent and competence are necessary but they are two different things. Selecting for competence and talent avoids many performance problems. There are two conditions, see 3A and 3B below, when competent people should not be hired or selected for a position. Each position has its own talent requirement.
Job applicants can have
1. Excellent Talent ... greater than 85% job suitability
2. Adequate Talent ... 85% to 70% job suitability
3. Inadequate Talent ... less than 70% job suitability
Job applicants can also be
A. Highly Competent
B. Competent
C. Not Competent
The following is the order in which applicants
and/or employees should be selected for positions.
1A = Excellent Talent and Highly Competent
1B = Excellent Talent and Competent
2A = Adequate Talent and Highly Competent
2B = Adequate Talent and Competent
The following should be selected if they can become competent.
1C = Excellent Talent and Not Competent
2C = Adequate Talent and Not Competent
The following should not be selected.
3A = Inadequate Talent and Highly Competent
3B = Inadequate Talent and Competent
3C = Inadequate Talent and Not Competent
Talent must be hired since it cannot be imparted or acquired after the hire.
From United States, Chelsea
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