Dear All,
Hi,
Can somebody guide me on how to introduce a substantial policy to reduce the frequent alienation of new joiners? This issue has become challenging to handle within our organization. Closing vacancies requires significant effort, especially in the context of being part of an engineering company with specific selection criteria tailored to the company's requirements.
Thank you.
From India, Taramani
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2Hi,
Can somebody guide me on how to introduce a substantial policy to reduce the frequent alienation of new joiners? This issue has become challenging to handle within our organization. Closing vacancies requires significant effort, especially in the context of being part of an engineering company with specific selection criteria tailored to the company's requirements.
Thank you.
From India, Taramani
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Dear Mr. Kaskar,
Have you realized "WHY" is your company no able to retain employees? Did you refer the exit nterviews given by the left employees/ abruptly absconded ones, outspoke regarding your comapny?
Please keep in mind, employees leave on insatisfaction. The estrangement is caused majorily due to reasons viz., low appreciation and work culture. Well, in new joiners you sense this above what is usual.
Astute employees always look for flexible working culture -- It doesn't mean that you leave 'em to do what they want, rather arrange tasks timely, Do you know that saying -- ALL WORK & NO PLAY; MAKES JACK A DULL BOY!!
- Give them some refreshing training out-campus.
- Determine acceptable awards -- employees should be effected by programs arranged to them on the tasks alloted.
- Reward them with some flexibility on work hours and vacation time when needed. You may acquaint the freshers to avail the same after their completion of timely tenure with the company etc.
- Ensure that they are provided with all they need to complete the job, as well as allow time for them to ask questions
Practically, eventhough a policy introduced will not peripher employees & may also not reduce specificaion. Your try adding the following clause as in seperate annexure. (this is standard) -
Fail to report: If you don’t come to work and don’t call in, at some point we have the right to determine that you’re not coming back. Thus, our rule is that unauthorized absences of three or more consecutive days without notice will be considered as a voluntary termination, and we will remove you from the payroll. If you are repeatedly absent without authorization, you could be subject to counseling, suspension, and termination.
Please ensure your business runs on good trust. Don't incept bond policies, which is vague and imprecise to company.
From India, Visakhapatnam
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Have you realized "WHY" is your company no able to retain employees? Did you refer the exit nterviews given by the left employees/ abruptly absconded ones, outspoke regarding your comapny?
Please keep in mind, employees leave on insatisfaction. The estrangement is caused majorily due to reasons viz., low appreciation and work culture. Well, in new joiners you sense this above what is usual.
Astute employees always look for flexible working culture -- It doesn't mean that you leave 'em to do what they want, rather arrange tasks timely, Do you know that saying -- ALL WORK & NO PLAY; MAKES JACK A DULL BOY!!
- Give them some refreshing training out-campus.
- Determine acceptable awards -- employees should be effected by programs arranged to them on the tasks alloted.
- Reward them with some flexibility on work hours and vacation time when needed. You may acquaint the freshers to avail the same after their completion of timely tenure with the company etc.
- Ensure that they are provided with all they need to complete the job, as well as allow time for them to ask questions
Practically, eventhough a policy introduced will not peripher employees & may also not reduce specificaion. Your try adding the following clause as in seperate annexure. (this is standard) -
Fail to report: If you don’t come to work and don’t call in, at some point we have the right to determine that you’re not coming back. Thus, our rule is that unauthorized absences of three or more consecutive days without notice will be considered as a voluntary termination, and we will remove you from the payroll. If you are repeatedly absent without authorization, you could be subject to counseling, suspension, and termination.
Please ensure your business runs on good trust. Don't incept bond policies, which is vague and imprecise to company.
From India, Visakhapatnam
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Hi Kaskar,
As you say, we spend a lot of time and effort trying to recruit the right person, and then all is blown away when the new joiner walks through the door on the first day.
Imagine a new joiner arriving on the first day, excited to start, only to discover that you are not prepared or organized. The new joiner is given various company brochures and manuals to read for a few hours while the boss/manager figures out what to do with you. This will make the new joiner feel unwelcome and send a damaging message about your culture. Instead, the message you want to send is that you are organized, efficient, and running a tight ship.
Here are some tips that we use in our organization to help prepare a new joiner the right way:
1) Create a Plan.
Before the new employee starts, create an outline plan on what will be covered during the first day and week. It is important that the plan is in some sort of order and might include:
- Ensure the direct line manager is not out of station or busy on a project
- An overview of the department, including any recent relevant history
- A personal introduction to team members and other departments
- Basic housekeeping such as the location of washrooms, fire exits, photocopier and fax operations, telephone systems, etc.
- How to locate important files and other sources of information
- What kind of communication you expect and with others
- Confidentiality and other policies
Plan to spread this out over the first few days since only so much can be retained on the first day.
2) Ensure Logistics are ready in advance.
Make sure the joiner's computer, phone, email accounts are set up and working before the first day. Have lists of passwords waiting and ensure the workstation is clean and stocked with supplies.
3) Check in regularly.
Check-in regularly, not only to provide detailed bite-size information but also to see how they are adjusting.
You might even conduct an "entry interview" after the first week or two to get their perspective. Ask questions like:
- Did the job turn out as expected?
- What improvements can be made to the way you were inducted or oriented?
- What areas would you like help with?
- Do you have a good understanding of the departments and who to go to for what?
- Are you getting enough feedback?
- Are you clear on what is expected of you and how you are doing against those expectations?
Prepare in this way, and you will maximize your chances of your new joiner's success.
Hope the above goes some way in helping you on the right track.
Regards,
Harsh
From United Kingdom, Barrow
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As you say, we spend a lot of time and effort trying to recruit the right person, and then all is blown away when the new joiner walks through the door on the first day.
Imagine a new joiner arriving on the first day, excited to start, only to discover that you are not prepared or organized. The new joiner is given various company brochures and manuals to read for a few hours while the boss/manager figures out what to do with you. This will make the new joiner feel unwelcome and send a damaging message about your culture. Instead, the message you want to send is that you are organized, efficient, and running a tight ship.
Here are some tips that we use in our organization to help prepare a new joiner the right way:
1) Create a Plan.
Before the new employee starts, create an outline plan on what will be covered during the first day and week. It is important that the plan is in some sort of order and might include:
- Ensure the direct line manager is not out of station or busy on a project
- An overview of the department, including any recent relevant history
- A personal introduction to team members and other departments
- Basic housekeeping such as the location of washrooms, fire exits, photocopier and fax operations, telephone systems, etc.
- How to locate important files and other sources of information
- What kind of communication you expect and with others
- Confidentiality and other policies
Plan to spread this out over the first few days since only so much can be retained on the first day.
2) Ensure Logistics are ready in advance.
Make sure the joiner's computer, phone, email accounts are set up and working before the first day. Have lists of passwords waiting and ensure the workstation is clean and stocked with supplies.
3) Check in regularly.
Check-in regularly, not only to provide detailed bite-size information but also to see how they are adjusting.
You might even conduct an "entry interview" after the first week or two to get their perspective. Ask questions like:
- Did the job turn out as expected?
- What improvements can be made to the way you were inducted or oriented?
- What areas would you like help with?
- Do you have a good understanding of the departments and who to go to for what?
- Are you getting enough feedback?
- Are you clear on what is expected of you and how you are doing against those expectations?
Prepare in this way, and you will maximize your chances of your new joiner's success.
Hope the above goes some way in helping you on the right track.
Regards,
Harsh
From United Kingdom, Barrow
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Dear Ms. Sharmila Das,
Thank you for your suggestion and prompt reply. I am in a situation where my senior authority has raised this query with me, and I need to provide him with a list of options that can be implemented to prevent such incidents. As an HR representative, I am aware that the frequent quitting is due to imposing mammoth tasks and responsibilities on new joiners. Our company is not HR-oriented; it is self-centric, so I cannot suggest them to be introspective. I am seeking a few things to compile a list to present to him that will not be too harsh and will be acceptable for the employees, thus preventing new joiners from leaving quickly.
On another note, I am planning to discuss the procedures you mentioned with my Executive Director to choose the best available options.
I have another query: what is the best way for recruitment, hiring a consultant or using job portals?
From India, Taramani
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Thank you for your suggestion and prompt reply. I am in a situation where my senior authority has raised this query with me, and I need to provide him with a list of options that can be implemented to prevent such incidents. As an HR representative, I am aware that the frequent quitting is due to imposing mammoth tasks and responsibilities on new joiners. Our company is not HR-oriented; it is self-centric, so I cannot suggest them to be introspective. I am seeking a few things to compile a list to present to him that will not be too harsh and will be acceptable for the employees, thus preventing new joiners from leaving quickly.
On another note, I am planning to discuss the procedures you mentioned with my Executive Director to choose the best available options.
I have another query: what is the best way for recruitment, hiring a consultant or using job portals?
From India, Taramani
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Joining a new organization is like entering into a new family. Any new joiner faces a new environment, culture, a new set of people to work with, different rules, processes, and a new set of systems to work on.
Given this scenario, most people need to be helped to settle down and feel that they have made the right choice by joining the organization. The least a supervisor should do is to personally introduce the new joiner to people with whom they will be working, show them their workplace, and also the people they need to contact for various requirements. Spending a reasonable amount of time in the initial few days to ensure that the new employee is familiarized with all the key systems, procedures, and ongoing work assignments is crucial. This time should also be used to reinforce what is expected from the employee. The first few days set the tone for the employee's long or short association.
Another major factor that causes short-term attrition is a mismatch in what was conveyed before joining and the actual situation, role, or environment. Often, organizations and hiring managers paint a very rosy picture about the role and the organization, which raises employee expectations. If the reality is vastly different, it may leave a big negative impression upfront.
If these two things are taken care of, most of the issues can be addressed. You can also check the posts on Induction and Welcoming Employees on our blog.
Hope this helps you. Best Wishes,
Subramani
From India, Mumbai
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Given this scenario, most people need to be helped to settle down and feel that they have made the right choice by joining the organization. The least a supervisor should do is to personally introduce the new joiner to people with whom they will be working, show them their workplace, and also the people they need to contact for various requirements. Spending a reasonable amount of time in the initial few days to ensure that the new employee is familiarized with all the key systems, procedures, and ongoing work assignments is crucial. This time should also be used to reinforce what is expected from the employee. The first few days set the tone for the employee's long or short association.
Another major factor that causes short-term attrition is a mismatch in what was conveyed before joining and the actual situation, role, or environment. Often, organizations and hiring managers paint a very rosy picture about the role and the organization, which raises employee expectations. If the reality is vastly different, it may leave a big negative impression upfront.
If these two things are taken care of, most of the issues can be addressed. You can also check the posts on Induction and Welcoming Employees on our blog.
Hope this helps you. Best Wishes,
Subramani
From India, Mumbai
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Just remember one thing, everybody works for a living. Employees will stay focused and motivated in the long term only when they genuinely enjoy their job. Even if your company does not have HR orientation, you need to present thoughts that should focus on employees' potential growth in the company and provide regular training so they can develop the necessary knowledge and skills to advance.
The culture should be established by conducting facility tours, etc. Have you ever wondered why these big companies (MNCs & BPOs) organize outings once a month? It is because of intrinsic motivation.
Lastly, employees need recognition and rewards (a method to control attrition) that generate interest in the benefits provided by the company. If the above pointers work, you may hardly worry about losing any employee.
Dear, there are many ways in recruitment. Furthermore, social networking sites like Facebook, LinkedIn, Twitter, etc., have been incredibly effective. Post requisitions on these sites with your ID, and you will see the desired flow of resumes.
The best option is to post your requirements on CITEHR, which has thousands of candidates looking for opportunities with their profiles. Job boards may focus on resumes that are old and new, resulting in a limited desired candidate list. You could also try other free sites like Craigslist, etc.
If your company is seeking a flexible individual, hiring a consultant at a higher pay scale may inspire them to stay. These candidates should be managed by department heads, GMs, and CEOs. Human resources typically take a methodical approach to hiring new staff.
I hope the above information helps you understand the needs of your company.
From India, Visakhapatnam
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The culture should be established by conducting facility tours, etc. Have you ever wondered why these big companies (MNCs & BPOs) organize outings once a month? It is because of intrinsic motivation.
Lastly, employees need recognition and rewards (a method to control attrition) that generate interest in the benefits provided by the company. If the above pointers work, you may hardly worry about losing any employee.
Dear, there are many ways in recruitment. Furthermore, social networking sites like Facebook, LinkedIn, Twitter, etc., have been incredibly effective. Post requisitions on these sites with your ID, and you will see the desired flow of resumes.
The best option is to post your requirements on CITEHR, which has thousands of candidates looking for opportunities with their profiles. Job boards may focus on resumes that are old and new, resulting in a limited desired candidate list. You could also try other free sites like Craigslist, etc.
If your company is seeking a flexible individual, hiring a consultant at a higher pay scale may inspire them to stay. These candidates should be managed by department heads, GMs, and CEOs. Human resources typically take a methodical approach to hiring new staff.
I hope the above information helps you understand the needs of your company.
From India, Visakhapatnam
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Please check your company's HR policies. You should have a policy on retention. Retaining employees is possible only by incorporating measures to keep them happy. You have to motivate the employees to stay in the company, if not forever, at least for a longer duration. There are monetary and non-monetary motivators. Some people are motivated by monetary benefits, while others are motivated by non-monetary benefits such as designations, foreign travel, technical training, and so on. Therefore, your retention policy should be a mixture of both.
Furthermore, if you provide everything at once, human nature tends to ask, "What is next?" So, whatever you offer should be spaced out to continuously meet expectations at regular intervals. Alternatively, you can hire me as your consultant to provide you with a lot of suggestions and improvements for your HR policy!
Best wishes
From India, Bengaluru
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Furthermore, if you provide everything at once, human nature tends to ask, "What is next?" So, whatever you offer should be spaced out to continuously meet expectations at regular intervals. Alternatively, you can hire me as your consultant to provide you with a lot of suggestions and improvements for your HR policy!
Best wishes
From India, Bengaluru
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