I want to know the possible reasons for high turnover,attrition and absenteeism rate in any organizations.
From India, Mumbai
From India, Mumbai
Dear Kunalj,
The root cause of high attrition or absenteeism is low morale of employees.Lack of proper machanism od grivance handlling & poor
HR practices.Job security may be another reaon and one more thing is that succession planing contribute a lot for the same.
You can conduct survey to diagnose the real enabler.
regards,
meena
From India, Delhi
4The root cause of high attrition or absenteeism is low morale of employees.Lack of proper machanism od grivance handlling & poor
HR practices.Job security may be another reaon and one more thing is that succession planing contribute a lot for the same.
You can conduct survey to diagnose the real enabler.
regards,
meena
From India, Delhi
Dear Kunalj,
There are many/various reasons for high turnover/attrition/absenteeism:-
1) The question of Job Security among the employees can be the reason(as prevelant in BPOs)
2) The Promotion or the productivity less in the employee(in other sense low employee productivity).
3) The Salary of the employee at that particular level may be less as compared to that level in the market.
4) the Company's working environment and its policy and attitude towards its employees
5) Also you can go through the Employee Satisfaction Survey in your company to find out the main cause or root for high rate of attrition/absenteeism/turnover in your company.
I would recommend you to infact go for the employee satisfaction survey. this may help you a lot for know the root cause of the problem.
regards
ankit
From India, Mumbai
There are many/various reasons for high turnover/attrition/absenteeism:-
1) The question of Job Security among the employees can be the reason(as prevelant in BPOs)
2) The Promotion or the productivity less in the employee(in other sense low employee productivity).
3) The Salary of the employee at that particular level may be less as compared to that level in the market.
4) the Company's working environment and its policy and attitude towards its employees
5) Also you can go through the Employee Satisfaction Survey in your company to find out the main cause or root for high rate of attrition/absenteeism/turnover in your company.
I would recommend you to infact go for the employee satisfaction survey. this may help you a lot for know the root cause of the problem.
regards
ankit
From India, Mumbai
Kunal:
there are many reasons for Attrition, Turnover and Absenteeism like the most important factor in every organization is Culture, environment
People expect a better culture and environment and of course best HR policies
other aspects Motivational factors, Salaries etc
hope this can help you out
Thanks
- Mirza
From Saudi Arabia, Jiddah
there are many reasons for Attrition, Turnover and Absenteeism like the most important factor in every organization is Culture, environment
People expect a better culture and environment and of course best HR policies
other aspects Motivational factors, Salaries etc
hope this can help you out
Thanks
- Mirza
From Saudi Arabia, Jiddah
Hello kunalj:
>I want to know the possible reasons for high turnover,attrition and absenteeism rate in any organizations.<
The number one cause of "high turnover, attrition and absenteeism" is management.
Hiring managers who make bad hiring decisions suffer high turnover of new hires.
Managers who mismanage their direct reports suffer high attrition and high absenteeism often precedes attrition.
There is no way around it, to fix these problems we need to change what managers do and/or how they do it.
The one step employers can take that will have an immediate impact on all three areas is to start hiring and promoting for talent.
Very few managers know how to identify a job's talent requirements so they hire for competence and alma maters.
Talent is unrelated to; competence, alma maters, GPAs, resumes, work experience and interviews. Most hiring managers ignore talent and then complain that 1/3 to 2/3 of their direct reports are not as successful as they had hoped they would be. Their successful direct reports have a talent for their jobs but where hired for other reasons, e.g., competence, alma maters, GPAs, resumes, work experience and interviews.
Bob Gately
From United States, Chelsea
>I want to know the possible reasons for high turnover,attrition and absenteeism rate in any organizations.<
The number one cause of "high turnover, attrition and absenteeism" is management.
Hiring managers who make bad hiring decisions suffer high turnover of new hires.
Managers who mismanage their direct reports suffer high attrition and high absenteeism often precedes attrition.
There is no way around it, to fix these problems we need to change what managers do and/or how they do it.
The one step employers can take that will have an immediate impact on all three areas is to start hiring and promoting for talent.
Very few managers know how to identify a job's talent requirements so they hire for competence and alma maters.
Talent is unrelated to; competence, alma maters, GPAs, resumes, work experience and interviews. Most hiring managers ignore talent and then complain that 1/3 to 2/3 of their direct reports are not as successful as they had hoped they would be. Their successful direct reports have a talent for their jobs but where hired for other reasons, e.g., competence, alma maters, GPAs, resumes, work experience and interviews.
Bob Gately
From United States, Chelsea
Worldwide, the following are the statistics that reflect the cause of attrition in the industry. The study is based on a sample of 3149 employees, appropriately categorized into the four employee needs as :
1. The Need for Trust: Expecting the company and management to
deliver on its promises, to be honest and open in all communications
with you, to invest in you, to treat you fairly, and to compensate
you fairly and on time.
2. The Need to Have Hope: Believing that you will be able to grow,
develop your skills on the job and through training, and have the
opportunity for advancement or career progress leading to higher
earnings.
3. The Need to Feel a Sense of Worth: Feeling confident that if you
work hard, do your best, demonstrate commitment, and make
meaningful contributions, you will be recognized and rewarded
accordingly. Feeling worthy also means that you will be shown
respect and regarded as a valued asset, not as a cost, to the organization.
4. The Need to Feel Competent: Expecting that you will be matched
to a job that makes good use of your talents and is challenging,
receive the necessary training to perform the job capably, see the
end results of your work, and obtain regular feedback on your
performance.
On being asked the question, "Why do you want to leave?", the answers were mostly in tandem and could be categorized into the following 20 reasons.
1. Limited Career Growth or Promotional Opportunity (16 percent),
indicating a lack of hope.
2. Lack of Respect from or Support by Supervisor (13 percent),
indicating a lack of trust or confidence.
3. Compensation (12 percent),
indicating an issue of worth or value.
4. Job Duties Boring or Unchallenging (11 percent),
indicating a lack of competence and fulfillment in the work itself.
5. Supervisor’s Lack of Leadership Skills (9 percent),
indicating a lack of trust and confidence.
6. Work Hours (6 percent), including comments ranging from undesirable
work schedule, to inflexibility, to overtime (too much or
too little), to undesirable shift—reasons
indicating a lack of worth,inasmuch as the organization, in their minds, did not view their satisfaction as important enough to warrant a change.
7. Unavoidable Reasons (5 percent), generally considered unpreventable
by the organization and including excessive commuting distance,
retirement, birth of a child, child-care issues, relocation,
other family issues, career change, too much travel, return to
school, and death or illness in the family.
8. Lack of Recognition (4 percent),
indicating a lack of worth.
9. Favoritism by Supervisor (4 percent),
indicating a lack of trust.
10. Supervisor’s Poor Employee Relations (4 percent),
indicating a lack of trust.
11. Poor Working Conditions (3 percent),
pertaining mostly to undesirable physical conditions, indicating a lack of worth.
12. Training (3 percent), pertaining mostly to insufficient offerings,
poorly conducted training, or the denial of permission to attend
training—all indicating the lack of perceived worth.
13. Supervisor’s Incompetence (2 percent),
indicating a lack of trust and confidence.
14. Poor Senior Leadership (2 percent), same reasons as those given for
next level management, plus lack of clear vision or direction—
indicating a lack of trust or confidence.
15. Supervisor’s Lack of Technical Skills (1 percent),
indicating a lack of trust and confidence.
16. Discrimination (1 percent), indicating a lack of trust and hope.
17. Harassment (1 percent), indicating a lack of trust.
18. Benefits (1 percent), indicating a lack of worth.
19. Coworkers’ Attitude (1 percent), indicating a lack of trust.
These encompass all the possible reasons and there is very little other than these that may be responsible for attrition.
Generally, the supervisor is the one who is held responsible... remember the quote..'People do not leave jobs but their bosses'. There are times where ppl leave even without new opportunities at hand.
Also, HR needs to concentrate on the cases where attrition is due to JDs not been communicated or designed properly or KRAs have been designed without appropriate vision and framework.
Apart from these, if more than 20% of the attrites are joining the same organisation / group, you have a major poaching issue at hand. This needs to be solved at a legal level or in appropriate discussion with the so-called poacher.
Hope this helps.
Regards.
From India, Ghansoli
1. The Need for Trust: Expecting the company and management to
deliver on its promises, to be honest and open in all communications
with you, to invest in you, to treat you fairly, and to compensate
you fairly and on time.
2. The Need to Have Hope: Believing that you will be able to grow,
develop your skills on the job and through training, and have the
opportunity for advancement or career progress leading to higher
earnings.
3. The Need to Feel a Sense of Worth: Feeling confident that if you
work hard, do your best, demonstrate commitment, and make
meaningful contributions, you will be recognized and rewarded
accordingly. Feeling worthy also means that you will be shown
respect and regarded as a valued asset, not as a cost, to the organization.
4. The Need to Feel Competent: Expecting that you will be matched
to a job that makes good use of your talents and is challenging,
receive the necessary training to perform the job capably, see the
end results of your work, and obtain regular feedback on your
performance.
On being asked the question, "Why do you want to leave?", the answers were mostly in tandem and could be categorized into the following 20 reasons.
1. Limited Career Growth or Promotional Opportunity (16 percent),
indicating a lack of hope.
2. Lack of Respect from or Support by Supervisor (13 percent),
indicating a lack of trust or confidence.
3. Compensation (12 percent),
indicating an issue of worth or value.
4. Job Duties Boring or Unchallenging (11 percent),
indicating a lack of competence and fulfillment in the work itself.
5. Supervisor’s Lack of Leadership Skills (9 percent),
indicating a lack of trust and confidence.
6. Work Hours (6 percent), including comments ranging from undesirable
work schedule, to inflexibility, to overtime (too much or
too little), to undesirable shift—reasons
indicating a lack of worth,inasmuch as the organization, in their minds, did not view their satisfaction as important enough to warrant a change.
7. Unavoidable Reasons (5 percent), generally considered unpreventable
by the organization and including excessive commuting distance,
retirement, birth of a child, child-care issues, relocation,
other family issues, career change, too much travel, return to
school, and death or illness in the family.
8. Lack of Recognition (4 percent),
indicating a lack of worth.
9. Favoritism by Supervisor (4 percent),
indicating a lack of trust.
10. Supervisor’s Poor Employee Relations (4 percent),
indicating a lack of trust.
11. Poor Working Conditions (3 percent),
pertaining mostly to undesirable physical conditions, indicating a lack of worth.
12. Training (3 percent), pertaining mostly to insufficient offerings,
poorly conducted training, or the denial of permission to attend
training—all indicating the lack of perceived worth.
13. Supervisor’s Incompetence (2 percent),
indicating a lack of trust and confidence.
14. Poor Senior Leadership (2 percent), same reasons as those given for
next level management, plus lack of clear vision or direction—
indicating a lack of trust or confidence.
15. Supervisor’s Lack of Technical Skills (1 percent),
indicating a lack of trust and confidence.
16. Discrimination (1 percent), indicating a lack of trust and hope.
17. Harassment (1 percent), indicating a lack of trust.
18. Benefits (1 percent), indicating a lack of worth.
19. Coworkers’ Attitude (1 percent), indicating a lack of trust.
These encompass all the possible reasons and there is very little other than these that may be responsible for attrition.
Generally, the supervisor is the one who is held responsible... remember the quote..'People do not leave jobs but their bosses'. There are times where ppl leave even without new opportunities at hand.
Also, HR needs to concentrate on the cases where attrition is due to JDs not been communicated or designed properly or KRAs have been designed without appropriate vision and framework.
Apart from these, if more than 20% of the attrites are joining the same organisation / group, you have a major poaching issue at hand. This needs to be solved at a legal level or in appropriate discussion with the so-called poacher.
Hope this helps.
Regards.
From India, Ghansoli
hi
There is standardized Job satisfaction inventories developed to measure the job satisfaction and motivation of the employees of an organization. it includes to cover various job related factors like -intrinsic aspects of the job, supervision,job security,relation with higher officials/ management, working conditions,salary,opportunities for career advancement, social aspects of the job,communication channels,fringe benefits etc.
if you are interested to know more about the JS inventory and possibility for hiring consultants etc to conduct a study in the organization, please let me know.
dr.latha bhaskar
There is standardized Job satisfaction inventories developed to measure the job satisfaction and motivation of the employees of an organization. it includes to cover various job related factors like -intrinsic aspects of the job, supervision,job security,relation with higher officials/ management, working conditions,salary,opportunities for career advancement, social aspects of the job,communication channels,fringe benefits etc.
if you are interested to know more about the JS inventory and possibility for hiring consultants etc to conduct a study in the organization, please let me know.
dr.latha bhaskar
:D
Highest attrition ratio is due to less satisfaction in current organization
When there is a restricted growth, not getting enough power and authority. High pressure hectic work schedule etc. not getting proper rewards for their efforts.
Sometimes it happened when we recruit wrong person at wrong place or when HR don’t have that clarity abt the position and he placed person in wrong position.
Regards
Vaishali Mehta
From India, Vadodara
Highest attrition ratio is due to less satisfaction in current organization
When there is a restricted growth, not getting enough power and authority. High pressure hectic work schedule etc. not getting proper rewards for their efforts.
Sometimes it happened when we recruit wrong person at wrong place or when HR don’t have that clarity abt the position and he placed person in wrong position.
Regards
Vaishali Mehta
From India, Vadodara
hi vaishalli,
you are right but the organisation i am workin with offers good salary and good incentive scheme to shopfloor even then attrition is very high.
can you please suggest me a quesstionnare which i can administer for finding out reasons at shop floor.
With warm regards
deepika
From India, Mumbai
you are right but the organisation i am workin with offers good salary and good incentive scheme to shopfloor even then attrition is very high.
can you please suggest me a quesstionnare which i can administer for finding out reasons at shop floor.
With warm regards
deepika
From India, Mumbai
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