How To Reduce Employees Attrition Rate In IT Field With Environment & Benefits

The message refers to the last response from a young professional colleague.

I have been reading this and pondering over it for a while too. I can't withhold myself any longer; to say the least, it's "outrageous." It's not meant to be a slight at all. I would think we would be better served by helping young people by exposing them to real-time issues.

Hi all,

After reading every senior's valuable points, I have gained more ideas to develop my concern. Thanks to everybody.

I am planning to analyze everything such as infrastructure, interpersonal relationships, employees' expectations, etc., about my company. After that, I will suggest my ideas to my management.

As my first step, I am planning to celebrate Diwali, which includes management games and rewards to motivate employees and make them enjoy this festival.

Looking forward to your reply regarding my start-up.

Regards,
Revathi

Our best wishes to you, Ms. Revathi.

The most important step in any venture is to begin, and it seems you are looking at the "Festival of Lamps" to light the future of the organization you serve.

You must ensure that you have the total support of the promoters, management, investors, decision-makers, etc., so that they can help you in whatever you plan to do.

You may have read the book "The Seven Habits of Highly Effective People" by Stephen R. Covey.

If you haven't, then I would suggest you should buy it and read it as early as you can.

An Extract from Wikipedia, the free encyclopedia

"The Seven Habits of Highly Effective People," first published in 1989, is a business and self-help book written by Stephen R. Covey. It has sold more than 15 million copies in 38 languages worldwide, and the audio version has sold 1.5 million copies, remaining one of the best-selling nonfiction business books. Covey presents an approach to being effective in attaining goals by aligning oneself with what he calls "true north" principles of a character ethic that he presents as universal and timeless. In August 2011, Time listed Seven Habits as one of "The 25 Most Influential Business Management Books."

It's believed that former U.S. President Bill Clinton read the book and invited Covey to Camp David to counsel him on how to integrate the book into his presidency.

The 7 Habits in a Nutshell:

Independence

The First Three Habits surround moving from dependence to independence (i.e., self-mastery):

Habit 1: Be Proactive: Take initiative in life by realizing that your decisions (and how they align with life's principles) are the primary determining factor for effectiveness in your life. Take responsibility for your choices and the consequences that follow.

Habit 2: Begin with the End in Mind: Self-discover and clarify your deeply important character values and life goals. Envision the ideal characteristics for each of your various roles and relationships in life.

Habit 3: Put First Things First: A manager must manage his own person. Personally. And managers should implement activities that aim to reach the second habit. Covey says that rule two is the mental creation; rule three is the physical creation.

Interdependence

The next three have to do with Interdependence (i.e., working with others):

Habit 4: Think Win-Win: Genuinely strive for mutually beneficial solutions or agreements in your relationships. Value and respect people by understanding a "win" for all is ultimately a better long-term resolution than if only one person in the situation

Hi,

Some seniors have mentioned conducting exit interviews to reduce employee attrition rates. However, I have some queries regarding this process. During these exit interviews, should they be face-to-face or conducted using exit interview forms? What if employees may lie to receive positive acknowledgment during future employment verifications or are not willing to raise issues with the current company, which may lead to incorrect information on employee attrition rates?

Please share your views.

Regards,
Revathi

Ms. Revathi,

The concerns you've raised are pretty genuine.

These are purely my personal views, and I take total responsibility for whatever I say here:

I really do not know what your experience is like; however, I must tell you that you need sufficient standing, maturity, and, above that, as a professional, you should enjoy unquestionable respect both within and outside the organization to effectively handle an exit interview.

In fact, some people (who don't want to close the doors for the future, who might look at a return back) will give you a balanced and honest feedback - positive and those that weren't (with constructive suggestions too).

The converse is true too, that there will be some who are so excited about their new job that they will be critical of everything they experienced being with you.

There is another category too which will only gloss over the whole thing, sound good and sweet, and may not tell you the truth too and cry for every reason of emotion to convey their departure.

Anyway, for your evaluation, you will need to have some sort of background information on such employees as to what their contributions were when they were with you, what their attitude was like, etc., to probably arrive at some good conclusions. And then there must be a process by which the information is shared with those who are at the decision-making table to ensure concerns, if any, are addressed, in order to reduce, if not be able to arrest attrition.

You will be well advised to take a detailed read of this too: exit interviews - tips for interviewers, employees, sample exit interviews questions and answers guide

Here are some more links for your information:

Sample Survey Employee Exit Interview Employee exit interview including an evaluation of the relationship with co-workers, The Job, Benefits, and company evaluation.

http://aia.org <link fixed>

This might lead you to more questionnaires on Employee Engagement, Employee Satisfaction, etc.: Employee Satisfaction Survey Questions: 3 Sample Templates You Can Use Today | Qualtrics Blog

Dear All,

I have gone through the above opinions and found that sometimes rumours also create problems in organizations. Therefore, please find out mischievous elements and at once throw them out of the company; otherwise, it will be fatal for all employees.

Although change is always good for the organization and employees as well. Due to the arrival of new entrants, the environment also changes, generating new ideas for organizational growth.

For sustainable development and growth, we have to be very active and cautious towards the activities of employees.

I would say, dear colleagues, continue whatever you are doing presently, but at the same time, keep an eye on any bad elements who may be spreading rumours about your company, as the management has taken strict action against them in the past.

Be careful and don't ignore internal politics.

Regards, Ramyash Executive-Personnel

Hi Seniors,

I have attached the exit interview form that I have prepared. Kindly suggest your opinions regarding that.

Regards,
Revathi

Good Morning Ravathi,

Enclosed below, find the Exit interview format, which covers all aspects of having an Exit interview.

Hope it would be helpful to you.

Dear Revathi,

Follow the Six Sigma model, and you can cut down your attrition rate and be on the path to profit.

DMAIC:
DEFINE YOUR PROBLEM
MEASURE YOUR DATA
ANALYZE YOUR FINDINGS AND DATA
IMPLEMENT THE SOLUTION
CONTROL THE SOLUTION
AND NOT FORGETTING
REWARDING / RETENTION SCHEME

For further details, please email.

Regards,
Capt Rajeshwar Singh

Hi,

There is no hard and fast rule for controlling attrition since every employee's needs are different. Even if you use tactics like bonds, he will leave the company, and the company will dismiss him, which is bad for business. Greed factors are not tailored to address individual needs.

A fundamental step during the interview is to look beyond the resume and understand why the candidate wants the job and why they left their previous job. This is where the key lies; it could be related to growth, timing, etc. If the same issues exist in the new company, the employee will leave faster than anticipated.

The second most crucial aspect is the employee's relationship with their superiors. Thirdly, the work environment plays a significant role. Even if the facilities or work environment are poor, but the relationship with the boss is good, the employee may still stay.

At my previous company, former colleagues often contact me expressing their intention to leave and join me in my current workplace. When asked why, they mention that they learned a lot from me and now feel like they are just robots.

To summarize, employees leaving cannot be entirely prevented, but there are ways to reduce attrition. Additionally, managers should refrain from blaming HR; it is their attitude that can make the most significant impact on an employee.