Hi Everyone,
As a part of our recognition and reward (R&R) policy, we are planning to introduce an award category specifically designed to acknowledge and reward team leaders with "Zero % attrition" and low employee turnover.
Please suggest some names that would be fitting for the award criteria.
Regards,
Malathi Ajay
From India, Madurai
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1As a part of our recognition and reward (R&R) policy, we are planning to introduce an award category specifically designed to acknowledge and reward team leaders with "Zero % attrition" and low employee turnover.
Please suggest some names that would be fitting for the award criteria.
Regards,
Malathi Ajay
From India, Madurai
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Well can think of following as of now: The Zero Heros Shunye ke Bhagidaar Attrition Fixers Attrition Challengers Employee Stickers
From India, Delhi
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From India, Delhi
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Dear Malathi,
Will you be linking "zero % attrition" with productivity? The reason for my asking is because "zero % attrition" is, in actual fact, not good for business in the long term because you do not want to have a pool of mediocre employees.
Regards,
Autumn Jane
From Singapore, Singapore
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Will you be linking "zero % attrition" with productivity? The reason for my asking is because "zero % attrition" is, in actual fact, not good for business in the long term because you do not want to have a pool of mediocre employees.
Regards,
Autumn Jane
From Singapore, Singapore
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Hi Jane, Lately, We have been facing a very high rate of new hire attrition. We are working on effective measures to curb the same. So I just thought of trying this out. Regards Malathi
From India, Madurai
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From India, Madurai
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Jane, We will not be linking productivity with this. Regards Malathi
From India, Madurai
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From India, Madurai
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Hello Malathi Ajay,
Autumn Jane is absolutely right - the probability of any set of employees becoming mediocre can be for a variety of reasons.
Even though the present team may be exemplary, human nature being what it is, the tendency to 'take things for granted', 'feeling indispensable', or 'plain complacency' creeps into most people over a period of time. It's better and wiser to preempt such situations from arising rather than giving scope and then go about handling them at a later point in time.
Another reason - especially if the core strength of your company is in technical areas - meaning the company's business depends on upgrading/updating/enhancing technology on a very regular basis (IT, automotive, telecom, high-technology manufacturing, and some other sectors fall into this category), then attrition is good in the long run. The interest and convenience for any human being to upgrade/update/enhance their technical knowledge base regularly without interruption usually reduces with age - not out of choice, but due to changing priorities in life. This then leads to having, say after 5/10/15 years, what Autumn Jane mentioned: "a pool of mediocre employees".
However, this definitely doesn't mean that attrition should be ignored, since this aspect of HR has the associated costs and effects on the organizational well-being. The trick would be to know where to draw the line between what's acceptable and what's not.
This obviously gets reflected on and in the scope and profundity of the training policies of the company - but that's another story.
While involving the Team Leaders in this exercise is good - draws them into the HR process, I have a question. Has any effort been made to identify the teams where this problem is noticed/experienced more/less? If it's across-the-board, then the problem could lie elsewhere - and the chances of the Team Leads feeling disheartened later are high. I suggest looking into this aspect too.
All the best.
Regards,
TS
From India, Hyderabad
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Autumn Jane is absolutely right - the probability of any set of employees becoming mediocre can be for a variety of reasons.
Even though the present team may be exemplary, human nature being what it is, the tendency to 'take things for granted', 'feeling indispensable', or 'plain complacency' creeps into most people over a period of time. It's better and wiser to preempt such situations from arising rather than giving scope and then go about handling them at a later point in time.
Another reason - especially if the core strength of your company is in technical areas - meaning the company's business depends on upgrading/updating/enhancing technology on a very regular basis (IT, automotive, telecom, high-technology manufacturing, and some other sectors fall into this category), then attrition is good in the long run. The interest and convenience for any human being to upgrade/update/enhance their technical knowledge base regularly without interruption usually reduces with age - not out of choice, but due to changing priorities in life. This then leads to having, say after 5/10/15 years, what Autumn Jane mentioned: "a pool of mediocre employees".
However, this definitely doesn't mean that attrition should be ignored, since this aspect of HR has the associated costs and effects on the organizational well-being. The trick would be to know where to draw the line between what's acceptable and what's not.
This obviously gets reflected on and in the scope and profundity of the training policies of the company - but that's another story.
While involving the Team Leaders in this exercise is good - draws them into the HR process, I have a question. Has any effort been made to identify the teams where this problem is noticed/experienced more/less? If it's across-the-board, then the problem could lie elsewhere - and the chances of the Team Leads feeling disheartened later are high. I suggest looking into this aspect too.
All the best.
Regards,
TS
From India, Hyderabad
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Dear Malathi, Most of our Government departments/undertakings etc have zero attrition .In fact 'SARKARI NAUKRI' is a very much sought after employment.Does it reflect on the productivitry ? My God !
From India, New Delhi
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From India, New Delhi
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Dear Malathi,
To address new hire attrition, you have to examine the recruitment and selection process as well as the onboarding process.
For recruitment and selection, could it be due to the wrong job fit? Could it be that the hiring manager has painted a different picture of job requirements?
For onboarding, do you have programs to immerse new hires in the organizational culture? Do you have a senior mentor assigned to new hires?
Does your company conduct exit interviews during employees' departures? If yes, this should give you a quick snapshot of where the gaps are and where to start.
Autumn Jane
From Singapore, Singapore
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To address new hire attrition, you have to examine the recruitment and selection process as well as the onboarding process.
For recruitment and selection, could it be due to the wrong job fit? Could it be that the hiring manager has painted a different picture of job requirements?
For onboarding, do you have programs to immerse new hires in the organizational culture? Do you have a senior mentor assigned to new hires?
Does your company conduct exit interviews during employees' departures? If yes, this should give you a quick snapshot of where the gaps are and where to start.
Autumn Jane
From Singapore, Singapore
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From India, Pune
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We are specialist in providing quality SAP & Oracle Apps corporate Training.
Mob : +91 9028499699
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Technical modules
• ABAP ,Advanced ABAP ( Cross Applications)
• Workflow,ABAP WebDynpro, ABAP- HR
• BASIS, Basis Security
Functional Modules
• Material Management
• Production Planning
• Sales & Distribution
• Human Resources
• Plant Maintenance
• Project System
• Finance/Controlling
• Quality Management
• Warehouse Management
Advanced Modules
• Exchange Infrastructure (XI)
• Enterprise Portal (EP)
• Business Information Warehouse (BIW)
• Business Objects (BO)
• Customer Relation Management (CRM )
• Supply Chain Management (SCM)
• Advanced Planning & Optimization (APO)
• Product Life Cycle Management (PLM)
• Supply Resource Management (SRM)
• Master Data Management (MDM)
• Solution Manager
• SAP IS Utilities
• SAP Retail
Other Modules
• SAP Business One (B1)
• Statistical Analysis System (SAS)
Oracle Apps
Technical modules
• Oracle Apps Developer Track
• Oracle Apps DBA Track
Functional Modules
• Material Management
• Production Planning
• Sales & Distribution
• Human Resources
• Finance
• Business Information Warehouse (BIW)
• Customer Relation Management (CRM )
• Supply Chain Management (SCM)
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• Extensive emphasis on lab exercises that are all based on real world scenarios.
• Comprehensive and most up-to-date courseware.
• Very Less pricing (corporate discounts).
• Customized training.
• Quality & Dedicated Training.
• Free Interview Questions.
• Free Resume Making .
• Most Advanced Syllabus.
• Onsite training.
• Complete Syllabus with lots of Examples, real time assignments & practical.
• Computer Based Training for continuous learning.
• Experienced Trainers.
• Certification Exam syllabus is covered in our courses.
• Free access to Books & CD library is available for reference.
• Free customization of one functional module / technical module with every course.
• We arrange Sat/Sun batches for special requirements.
• We customize course duration, syllabus as per client requirement.
• Complete Course Materials with each course.
• Placement Assurance.
Implementation Project
GOOD APPORTUNITY FOR SAP & Oracle Apps FRESHERS
Good Opportunity For all SAP& Oracle Apps Modules to get an exposure on one full cycle implementation project
Detailed Syllabus For One Full Cycle Implementation
Day Topics
• Kick off, AS-IS & TO-Be process study
• Master data Mapping
• Key user training
• Proto type / Design
• Testing
• Cut over / Go live planning
• Golive
• Post Golive support
All Trained SAP & Oracle Apps Candidates are eligible for this project implementation.
Get Exposure On One Full Cycle Implementation
Pune Center:
203, 2nd Floor, Ashoka Pavilion,
Behind Mahesh Lunch Home
Dr. Ambedkar Road, Camp, Pune
(5 Min. From Pune Station, SGS Mall)
Mob :: 0091-9028499699
Pimpri-Chinchwad:
Behind ICICI ATM, Sant Tukaram Nagar,
Opposite Sant Tukaram Temple,
Near D. Y.Patil College of Engg.
Pimpri, Pune 411018.
Mob :: 0091-9028499699
From India, Pune
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Be cautious that such an award (whatever its name may be) does not lead to the retention of non-performers. This may result in the practice of a team leader losing his or her objective judgment. Unless such an award is combined with goal-based achievement of each team and all members in each team, whose performance ratings are normalized after appraisals, this initiative may become counterproductive.
Therefore, rather than searching for a good name for the award, concentrate on the bigger issues and create a process that addresses both productivity and performance.
From India, Delhi
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Therefore, rather than searching for a good name for the award, concentrate on the bigger issues and create a process that addresses both productivity and performance.
From India, Delhi
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