Dear Friends,
In today's scenario, attrition is one of the major problems companies are facing, and this is not specific to any sector, but everywhere. Could you contribute new ideas for controlling the growing attrition rate?
Regards,
Vineeta Raghuwanshi
From India, Mumbai
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1In today's scenario, attrition is one of the major problems companies are facing, and this is not specific to any sector, but everywhere. Could you contribute new ideas for controlling the growing attrition rate?
Regards,
Vineeta Raghuwanshi
From India, Mumbai
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Hi Vineetha,
Here are some interesting Retention Tools which I came across-
1. Offer fair and competitive salaries. Fair compensation alone does not guarantee employee loyalty, but offering below-market wages makes it much more likely that employees will look for work elsewhere. In fact, research shows that if incomes lag behind comparable jobs at a company across town by more than 10 percent, workers are likely to bolt. To retain workers, conduct regular reviews of the salaries you offer for all job titles — entry-level, experienced staff and supervisory-level. Compare your department's salaries with statistically reliable averages. If there are significant discrepancies, you probably should consider making adjustments to ensure that you are in line with the marketplace.
2. Remember that benefits are important too. Although benefits are not a key reason why employees stick with a company, the benefits you offer can't be markedly worse than those offered by your competitors
3. Train your front-line supervisors, managers and administrators. It can't be said often enough: People stay or leave because of their bosses, not their companies. A good employee/manager relationship is critical to employee satisfaction and retention. Make sure your managers aren't driving technologists away. Give them the training they need to develop good supervisory and people-management skills.
4. Clearly define roles and responsibilities. Develop a formal job description for each title or position in your department. Make sure your employees know what is expected of them every day, what types of decisions they are allowed to make on their own, and to whom they are supposed to report.
5. Provide adequate advancement opportunities. To foster employee loyalty, implement a career ladder and make sure employees know what they must do to earn a promotion. Conduct regular performance reviews to identify employees' strengths and weaknesses, and help them improve in areas that will lead to job advancement. A clear professional development plan gives employees an incentive to stick around.
6. Offer retention bonuses instead of sign-on bonuses. Worker longevity typically is rewarded with an annual raise and additional vacation time after three, five or 10 years. But why not offer other seniority-based rewards such as a paid membership in the employee's professional association after one year, a paid membership to a local gym after two years, and full reimbursement for the cost of the employee's uniforms after three years? Retention packages also could be designed to raise the salaries of technologists who become credentialed in additional specialty areas, obtain additional education or take on more responsibility. Sign-on bonuses encourage technologists to skip from job to job, while retention packages offer incentives for staying.
7. Make someone accountable for retention. Measure your turnover rate and hold someone (maybe you!) responsible for reducing it. In too many workplaces, no one is held accountable when employees leave, so nothing is done to encourage retention.
8. Conduct employee satisfaction surveys. You won't know what's wrong ... or what's right … unless you ask. To check the pulse of your workplace, conduct anonymous employee satisfaction surveys on a regular basis. One idea: Ask employees what they want more of and what they want less of.
9. Foster an environment of teamwork. It takes effort to build an effective team, but the result is greater productivity, better use of resources, improved customer service and increased morale. Here are a few ideas to foster a team environment in your department:
• Make sure everyone understands the department's purpose, mission or goal.
• Encourage discussion, participation and the sharing of ideas.
• Rotate leadership responsibilities depending on your employees' abilities and the needs of the team.
• Involve employees in decisions; ask them to help make decisions through consensus and collaboration.
• Encourage team members to show appreciation to their colleagues for superior performance or achievement.
10. Reduce the paperwork burden. If your technologists spend nearly as much time filling out paperwork, it's time for a change. Paperwork pressures can add to the stress and burnout that employees feel. Eliminate unnecessary paperwork; convert more paperwork to an electronic format; and hire non-tech administrative staff to take over as much of the paperwork burden as is allowed under legal or regulatory restrictions.
11. Make room for fun. Celebrate successes and recognize when milestones are reached. Potluck lunches, birthday parties, employee picnics and creative contests will help remind people why your company is a great place to work.
12. Write a mission statement for your department. Everyone wants to feel that they are working toward a meaningful, worthwhile goal. Work with your staff to develop a departmental mission statement, and then publicly post it for everyone to see. Make sure employees understand how their contribution is important.
13. Provide a variety of assignments. Identify your employees' talents and then encourage them to stretch their abilities into new areas. Do you have a great "teacher" on staff? Encourage him/ her to lead an in-service or present a poster session on an interesting case. Have someone who likes planning and coordinating events? Ask him to organize a departmental open house. Know a good critical-thinker? Ask him/ her to work with a vendor to customize applications training on a new piece of equipment. A variety of challenging assignments helps keep the workplace stimulating.
14. Communicate openly. Employees are more loyal to a company when they believe managers keep them informed about key issues. Is a corporate merger in the works? Is a major expansion on the horizon? Your employees would rather hear it from you than from the evening newscast. It is nearly impossible for a manager to "over-communicate."
15. Encourage learning. Create opportunities for your technologists to grow and learn. Reimburse them for CE courses, seminars and professional meetings; discuss recent journal articles with them; ask them to research a new scheduling method for the department. Encourage every employee to learn at least one new thing every week, and you'll create a work force that is excited, motivated and committed.
16. Be flexible. Today's employees have many commitments outside their job, often including responsibility for children, aging parents, chronic health conditions and other issues. They will be loyal to workplaces that make their lives more convenient by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible work hours, part-time positions, job-sharing or similar practices. For example, employees of school-age children might appreciate the option to work nine months a year and have the summers off to be with their children.
17. Develop an effective orientation program. Implement a formal orientation program that's at least three weeks long and includes a thorough overview of every area of your department and an introduction to other departments. Assign a senior staff member to act as a mentor to the new employee throughout the orientation period. Develop a checklist of topics that need to be covered and check in with the new employee at the end of the orientation period to ensure that all topics were adequately addressed.
18. Give people the best equipment and supplies possible. No one wants to work with equipment that's old or constantly breaking down. Ensure that your equipment is properly maintained, and regularly upgrade machinery, computers and software. In addition, provide employees with the highest quality supplies you can afford. Cheap, leaky pens may seem like a small thing, but they can add to employees' overall stress level.
19. Show your employees that you value them. Recognize outstanding achievements promptly and publicly, but also take time to comment on the many small contributions your staff makes every day to the organization's mission. Don't forget — these are the people who make you look good!
Regards,
Amit Seth.
From India, Ahmadabad
Acknowledge(0)Amend(0)
Here are some interesting Retention Tools which I came across-
1. Offer fair and competitive salaries. Fair compensation alone does not guarantee employee loyalty, but offering below-market wages makes it much more likely that employees will look for work elsewhere. In fact, research shows that if incomes lag behind comparable jobs at a company across town by more than 10 percent, workers are likely to bolt. To retain workers, conduct regular reviews of the salaries you offer for all job titles — entry-level, experienced staff and supervisory-level. Compare your department's salaries with statistically reliable averages. If there are significant discrepancies, you probably should consider making adjustments to ensure that you are in line with the marketplace.
2. Remember that benefits are important too. Although benefits are not a key reason why employees stick with a company, the benefits you offer can't be markedly worse than those offered by your competitors
3. Train your front-line supervisors, managers and administrators. It can't be said often enough: People stay or leave because of their bosses, not their companies. A good employee/manager relationship is critical to employee satisfaction and retention. Make sure your managers aren't driving technologists away. Give them the training they need to develop good supervisory and people-management skills.
4. Clearly define roles and responsibilities. Develop a formal job description for each title or position in your department. Make sure your employees know what is expected of them every day, what types of decisions they are allowed to make on their own, and to whom they are supposed to report.
5. Provide adequate advancement opportunities. To foster employee loyalty, implement a career ladder and make sure employees know what they must do to earn a promotion. Conduct regular performance reviews to identify employees' strengths and weaknesses, and help them improve in areas that will lead to job advancement. A clear professional development plan gives employees an incentive to stick around.
6. Offer retention bonuses instead of sign-on bonuses. Worker longevity typically is rewarded with an annual raise and additional vacation time after three, five or 10 years. But why not offer other seniority-based rewards such as a paid membership in the employee's professional association after one year, a paid membership to a local gym after two years, and full reimbursement for the cost of the employee's uniforms after three years? Retention packages also could be designed to raise the salaries of technologists who become credentialed in additional specialty areas, obtain additional education or take on more responsibility. Sign-on bonuses encourage technologists to skip from job to job, while retention packages offer incentives for staying.
7. Make someone accountable for retention. Measure your turnover rate and hold someone (maybe you!) responsible for reducing it. In too many workplaces, no one is held accountable when employees leave, so nothing is done to encourage retention.
8. Conduct employee satisfaction surveys. You won't know what's wrong ... or what's right … unless you ask. To check the pulse of your workplace, conduct anonymous employee satisfaction surveys on a regular basis. One idea: Ask employees what they want more of and what they want less of.
9. Foster an environment of teamwork. It takes effort to build an effective team, but the result is greater productivity, better use of resources, improved customer service and increased morale. Here are a few ideas to foster a team environment in your department:
• Make sure everyone understands the department's purpose, mission or goal.
• Encourage discussion, participation and the sharing of ideas.
• Rotate leadership responsibilities depending on your employees' abilities and the needs of the team.
• Involve employees in decisions; ask them to help make decisions through consensus and collaboration.
• Encourage team members to show appreciation to their colleagues for superior performance or achievement.
10. Reduce the paperwork burden. If your technologists spend nearly as much time filling out paperwork, it's time for a change. Paperwork pressures can add to the stress and burnout that employees feel. Eliminate unnecessary paperwork; convert more paperwork to an electronic format; and hire non-tech administrative staff to take over as much of the paperwork burden as is allowed under legal or regulatory restrictions.
11. Make room for fun. Celebrate successes and recognize when milestones are reached. Potluck lunches, birthday parties, employee picnics and creative contests will help remind people why your company is a great place to work.
12. Write a mission statement for your department. Everyone wants to feel that they are working toward a meaningful, worthwhile goal. Work with your staff to develop a departmental mission statement, and then publicly post it for everyone to see. Make sure employees understand how their contribution is important.
13. Provide a variety of assignments. Identify your employees' talents and then encourage them to stretch their abilities into new areas. Do you have a great "teacher" on staff? Encourage him/ her to lead an in-service or present a poster session on an interesting case. Have someone who likes planning and coordinating events? Ask him to organize a departmental open house. Know a good critical-thinker? Ask him/ her to work with a vendor to customize applications training on a new piece of equipment. A variety of challenging assignments helps keep the workplace stimulating.
14. Communicate openly. Employees are more loyal to a company when they believe managers keep them informed about key issues. Is a corporate merger in the works? Is a major expansion on the horizon? Your employees would rather hear it from you than from the evening newscast. It is nearly impossible for a manager to "over-communicate."
15. Encourage learning. Create opportunities for your technologists to grow and learn. Reimburse them for CE courses, seminars and professional meetings; discuss recent journal articles with them; ask them to research a new scheduling method for the department. Encourage every employee to learn at least one new thing every week, and you'll create a work force that is excited, motivated and committed.
16. Be flexible. Today's employees have many commitments outside their job, often including responsibility for children, aging parents, chronic health conditions and other issues. They will be loyal to workplaces that make their lives more convenient by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible work hours, part-time positions, job-sharing or similar practices. For example, employees of school-age children might appreciate the option to work nine months a year and have the summers off to be with their children.
17. Develop an effective orientation program. Implement a formal orientation program that's at least three weeks long and includes a thorough overview of every area of your department and an introduction to other departments. Assign a senior staff member to act as a mentor to the new employee throughout the orientation period. Develop a checklist of topics that need to be covered and check in with the new employee at the end of the orientation period to ensure that all topics were adequately addressed.
18. Give people the best equipment and supplies possible. No one wants to work with equipment that's old or constantly breaking down. Ensure that your equipment is properly maintained, and regularly upgrade machinery, computers and software. In addition, provide employees with the highest quality supplies you can afford. Cheap, leaky pens may seem like a small thing, but they can add to employees' overall stress level.
19. Show your employees that you value them. Recognize outstanding achievements promptly and publicly, but also take time to comment on the many small contributions your staff makes every day to the organization's mission. Don't forget — these are the people who make you look good!
Regards,
Amit Seth.
From India, Ahmadabad
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Hi Vineet,
As I always say, the primary causes for attrition could be:
1. Person - Job Mismatch
2. Lack of empowering individuals with resources and training (Tech or Soft skills)
3. Lack in the area of giving value-added feedback to employees and keeping communication channels open.
4. Better pay or recognition for the same job elsewhere. Here one finds that if a company values the person a lot, shows the same appreciation, and puts one in the right talent area with due recognition, the person is less likely to leave.
Points 1-3 are more easily controllable than the last one. We are into assessment tools and assessment-based training. Both are of great value to corporates and individuals involved. For more details, contact suresh@pravarra.com.
Have a nice day!
Sujatha
Head-Assessments & Training Div
Pravarra
"Work is an expression of who you are, so who you are needs to be worked at." - SJV
From India, Bhilai
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As I always say, the primary causes for attrition could be:
1. Person - Job Mismatch
2. Lack of empowering individuals with resources and training (Tech or Soft skills)
3. Lack in the area of giving value-added feedback to employees and keeping communication channels open.
4. Better pay or recognition for the same job elsewhere. Here one finds that if a company values the person a lot, shows the same appreciation, and puts one in the right talent area with due recognition, the person is less likely to leave.
Points 1-3 are more easily controllable than the last one. We are into assessment tools and assessment-based training. Both are of great value to corporates and individuals involved. For more details, contact suresh@pravarra.com.
Have a nice day!
Sujatha
Head-Assessments & Training Div
Pravarra
"Work is an expression of who you are, so who you are needs to be worked at." - SJV
From India, Bhilai
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Dear Amit,
I started to write something to Vineeta, but when I read your reply to Vineeta, I stopped 😊! Your reply is so comprehensive and wonderful that I need not add anything further to it. 😊
Keep up the good work.
Regards,
Sultana
From United Arab Emirates, Dubai
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I started to write something to Vineeta, but when I read your reply to Vineeta, I stopped 😊! Your reply is so comprehensive and wonderful that I need not add anything further to it. 😊
Keep up the good work.
Regards,
Sultana
From United Arab Emirates, Dubai
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Dear Amit,
Thank you so much for providing such valuable points. They are truly of great help in reducing the attrition rate, which is one of the most challenging problems companies are facing today. Thank you once again.
Kind regards,
[Your Name]
From India, Mumbai
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Thank you so much for providing such valuable points. They are truly of great help in reducing the attrition rate, which is one of the most challenging problems companies are facing today. Thank you once again.
Kind regards,
[Your Name]
From India, Mumbai
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Dear Amit Seth Sir,
I became your 'FAN'. I always like your suggestions in the forum. I started keeping track of your suggestions. Sir, I need your contact details for disturbing you over the phone or email. So please email me your email ID and mobile number.
I shall be very much thankful to you.
With Regards,
Rahul Tiwari
Mobile Number: 9415224175
Email: rah_pt@rediffmail.com / rah_pt@sify.com
From India, Ambala
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I became your 'FAN'. I always like your suggestions in the forum. I started keeping track of your suggestions. Sir, I need your contact details for disturbing you over the phone or email. So please email me your email ID and mobile number.
I shall be very much thankful to you.
With Regards,
Rahul Tiwari
Mobile Number: 9415224175
Email: rah_pt@rediffmail.com / rah_pt@sify.com
From India, Ambala
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Thank you, Saurabh and Rahul, for your kind appreciation. :D
Dear Rahul, it is a great pleasure for me that you like my posts and suggestions. You may contact me at amitmhrm@sify.com.
Once again, thank you all. :D
Regards,
Amit Seth.
From India, Ahmadabad
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Dear Rahul, it is a great pleasure for me that you like my posts and suggestions. You may contact me at amitmhrm@sify.com.
Once again, thank you all. :D
Regards,
Amit Seth.
From India, Ahmadabad
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Hi Amit,
These are really valuable inputs.
However, I will pose a question that has been plaguing me for quite some time.
I am working in a very reputed CRM firm. It's a huge company, a big brand that offers a lot of benefits to its employees:
1) Brand Value
2) Competitive salary (was the highest payer in the industry a month back)
3) All 'wow' benefits (gym, golf course, mini theatre, etc.). All things that can attract a young person.
4) Motivational activities like floor games, etc.
5) A clear growth path
6) An open leadership (anybody can walk up to the Site Head and ask for help)
7) Aggressively working on counseling employees who are absconding and who have problems.
Despite all this, employees are leaving.
Most of the BPOs and CRM firms are trying to compete on level grounds. Everyone will have floor games, reward and recognition programs, will provide them with the best of the facilities, then how can my company enable employees to stay?
There is no seriousness in these youngsters who want to earn some bucks and leave.
How do we change the perception of this industry?
Please share your thoughts.
DK
From India, Mumbai
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These are really valuable inputs.
However, I will pose a question that has been plaguing me for quite some time.
I am working in a very reputed CRM firm. It's a huge company, a big brand that offers a lot of benefits to its employees:
1) Brand Value
2) Competitive salary (was the highest payer in the industry a month back)
3) All 'wow' benefits (gym, golf course, mini theatre, etc.). All things that can attract a young person.
4) Motivational activities like floor games, etc.
5) A clear growth path
6) An open leadership (anybody can walk up to the Site Head and ask for help)
7) Aggressively working on counseling employees who are absconding and who have problems.
Despite all this, employees are leaving.
Most of the BPOs and CRM firms are trying to compete on level grounds. Everyone will have floor games, reward and recognition programs, will provide them with the best of the facilities, then how can my company enable employees to stay?
There is no seriousness in these youngsters who want to earn some bucks and leave.
How do we change the perception of this industry?
Please share your thoughts.
DK
From India, Mumbai
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Hi friends,
Thank you very much for your contribution. Amit, you have cleared almost every point in detail, and Sujatha has also helped to make things clear. That will surely help me in dealing with this challenge. However, I want to ask one more thing - what about outsource companies? Despite focusing on these tools, sometimes the environment associates face through the client's end plays a major role in increasing the attrition rate. So, how can we cater to this?
Regards,
Vineeta Raghuwanshi
From India, Mumbai
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Thank you very much for your contribution. Amit, you have cleared almost every point in detail, and Sujatha has also helped to make things clear. That will surely help me in dealing with this challenge. However, I want to ask one more thing - what about outsource companies? Despite focusing on these tools, sometimes the environment associates face through the client's end plays a major role in increasing the attrition rate. So, how can we cater to this?
Regards,
Vineeta Raghuwanshi
From India, Mumbai
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WHY PEOPLE LEAVE AN ORGANISATION. THE REASON FOR EACH DEPARTURE HAS TO BE DETERMINED IN A LOGICAL MANNER. NORMALLY, PEOPLE SWITCH JOBS FOR BETTER SALARIES, IMPROVED WORKING ENVIRONMENTS, ENHANCED ORGANIZATIONAL CULTURE, AND INCREASED OPPORTUNITIES FOR PROMOTION. WITH NEW OPPORTUNITIES ARISING, THESE TEMPTATIONS ARE COMMON TO ALL HUMAN BEINGS. I MAINTAIN THE VIEW THAT ATTRITION CANNOT BE COMPLETELY PREVENTED. LET THE ORGANIZATION WHERE AN EMPLOYEE WORKS PROVE TO BE THE BEST. THEN, NOBODY WILL LEAVE.
DEEPAK THUKRAL
CHANDIGARH
From India, Chandigarh
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DEEPAK THUKRAL
CHANDIGARH
From India, Chandigarh
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FOA wud like to thanks Vineet for asking such a nice question and then to Amit for a wonderful suggestion. really a valuable suggestion. Thanks a lot Regards, Pooja Pandey
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Hi Deepak,
I completely agree with you that attrition cannot be stopped completely. However, my question remains: how can we lure employees to stay and build bonds within the organization? Earlier, employees used to stay for years together, but what is it that brings instability to this extent? Is it the mindset now? If that's the problem, then how can we change the perception of people about the outsourcing industry?
DK
From India, Mumbai
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I completely agree with you that attrition cannot be stopped completely. However, my question remains: how can we lure employees to stay and build bonds within the organization? Earlier, employees used to stay for years together, but what is it that brings instability to this extent? Is it the mindset now? If that's the problem, then how can we change the perception of people about the outsourcing industry?
DK
From India, Mumbai
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Following questions repeatedly arise in the mind of an employee before deciding to leave the current job:
What do I get?
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
What do I give?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
Do I belong here?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
How can we all grow?
11. In the last six months, has someone talked to me about my progress?
12. This past year, have I had the opportunity at work to learn and grow?
If the above questions have positive answers, then it is a better workplace - the employee would not want to leave.
- Hiren
From India, Ahmadabad
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What do I get?
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
What do I give?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
Do I belong here?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
How can we all grow?
11. In the last six months, has someone talked to me about my progress?
12. This past year, have I had the opportunity at work to learn and grow?
If the above questions have positive answers, then it is a better workplace - the employee would not want to leave.
- Hiren
From India, Ahmadabad
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Hi All,
I have read the comments given by all of you. It seems like a good idea to implement, but friends, I hope you are all aware of the basic difference between theoretical and practical scenarios that we are currently facing in our companies.
I would like to ask Amit, do you really think that the points (not all) you have provided can be implemented in our organization? My experience and knowledge suggest that we can control attrition with the help of two things:
- Open Discussion
- Reviewing job profiles and responsibilities of employees regularly
Sorry Amit, if you are a fresher, the points you have provided are very good. However, if not, I would say it might be difficult to implement these things in all companies, especially in favor of employees all the time.
Thanks,
NM
From India, Delhi
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I have read the comments given by all of you. It seems like a good idea to implement, but friends, I hope you are all aware of the basic difference between theoretical and practical scenarios that we are currently facing in our companies.
I would like to ask Amit, do you really think that the points (not all) you have provided can be implemented in our organization? My experience and knowledge suggest that we can control attrition with the help of two things:
- Open Discussion
- Reviewing job profiles and responsibilities of employees regularly
Sorry Amit, if you are a fresher, the points you have provided are very good. However, if not, I would say it might be difficult to implement these things in all companies, especially in favor of employees all the time.
Thanks,
NM
From India, Delhi
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Hi Neetu,
Sorry to say, but I am not in agreement with you that one can't implement these tools to minimize retention. In fact, most of us do follow these tools but never think that they may reduce the rate of attrition. In fact, these tools, if implemented successfully, may create a healthy working environment, which in turn will increase the satisfaction level of the employees and will definitely reduce the above-mentioned rate.
Regarding personal matters, whatever you said... Sorry, no comments.
Regards,
Amit Seth.
From India, Ahmadabad
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Sorry to say, but I am not in agreement with you that one can't implement these tools to minimize retention. In fact, most of us do follow these tools but never think that they may reduce the rate of attrition. In fact, these tools, if implemented successfully, may create a healthy working environment, which in turn will increase the satisfaction level of the employees and will definitely reduce the above-mentioned rate.
Regarding personal matters, whatever you said... Sorry, no comments.
Regards,
Amit Seth.
From India, Ahmadabad
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Hi Amit,
I totally agree with what all you said. The tools you discussed at the beginning are being adopted by most companies to reduce attrition. Neetu, it is incorrect to state that companies are not considering these tools. However, Amit, I am still unclear, especially in the case of outsourcing companies, as I have inquired further.
Vineeta Raghuwanshi
From India, Mumbai
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I totally agree with what all you said. The tools you discussed at the beginning are being adopted by most companies to reduce attrition. Neetu, it is incorrect to state that companies are not considering these tools. However, Amit, I am still unclear, especially in the case of outsourcing companies, as I have inquired further.
Vineeta Raghuwanshi
From India, Mumbai
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Dear Vineetha,
Though Amit has rightly said, I would like suggest as follows -
Three Things to Motivate & Retain Employees
HR Managers today must provide an attractive and motivating environment to their employees than just a handsome salary in order to retain them. Employees these days hop jobs for a mere10-15 per cent pay hike! Organisations that succeed to attract, retain and motivate employees, emerge as winners. It doesn’t take much to have a motivated workforce; all you need to do is create an exciting environment. Three things to motivate & retain employees are…
Positive work environment.
Rewards for proper conduct.
Employee involvement.
How to create a positive work environment?
Explain to them ‘The Big Picture’ to give them the sense of pride and purpose for working with the company. Give your employees a chance to put forward their views in decision making (whenever required and possible).
Their suggestions are important. Give them resources to support them and to ensure they perform better. Cater to their growth needs and give them a mentor for improving and developing new skills.
Rewards for proper conduct - Praise & Recognition
No money in the world can replace a compliment. Sure, it does attract talent through the front door, but it never prevents them from leaving through the back door. Two most important elements for employee retention are praise and recognition. Monetary rewards are fast forgotten, try something that will stay forever.
For instance;
A retail store came out with “My Shinning Star” peer recognition programme. Every month employees were rewarded for their outstanding conduct & qualities like taking beyond duty calls, perfect attendance, hard work, team work, friendly & caring nature etc.
Employees had the power to reward their peers for doing a good job. An employee who received the highest number of votes in a month received a special gift from the store manager along with his name being put up on the bulletin board.
This is what is called a FAST-FUN formula…
Focus on the behaviour to be rewarded.
Avoid bureaucratic committees.
Simplicity
Team ownership.
FUN, entertaining and spontaneous..
Involve your Employees
Employee involvement plays at all levels from self-esteem, motivation to retention. A feeling of belongingness and worth will attach the employee with the organisation and its affect will be higher than that of a hefty salary. Find a way to tell your employees that they are special to the organisation.
For example; TD Industries in Dallas has a unique way of showing employee involvement. One wall in the office has the photographs of all those who were with the company for more than five years.
Whichever way you take it, keep in mind these key factors. Your employees will enjoy their work, feel that they have a purpose and therefore will be able to reach their potential.
Regards
Meenakshi Roy
From India, New Delhi
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Though Amit has rightly said, I would like suggest as follows -
Three Things to Motivate & Retain Employees
HR Managers today must provide an attractive and motivating environment to their employees than just a handsome salary in order to retain them. Employees these days hop jobs for a mere10-15 per cent pay hike! Organisations that succeed to attract, retain and motivate employees, emerge as winners. It doesn’t take much to have a motivated workforce; all you need to do is create an exciting environment. Three things to motivate & retain employees are…
Positive work environment.
Rewards for proper conduct.
Employee involvement.
How to create a positive work environment?
Explain to them ‘The Big Picture’ to give them the sense of pride and purpose for working with the company. Give your employees a chance to put forward their views in decision making (whenever required and possible).
Their suggestions are important. Give them resources to support them and to ensure they perform better. Cater to their growth needs and give them a mentor for improving and developing new skills.
Rewards for proper conduct - Praise & Recognition
No money in the world can replace a compliment. Sure, it does attract talent through the front door, but it never prevents them from leaving through the back door. Two most important elements for employee retention are praise and recognition. Monetary rewards are fast forgotten, try something that will stay forever.
For instance;
A retail store came out with “My Shinning Star” peer recognition programme. Every month employees were rewarded for their outstanding conduct & qualities like taking beyond duty calls, perfect attendance, hard work, team work, friendly & caring nature etc.
Employees had the power to reward their peers for doing a good job. An employee who received the highest number of votes in a month received a special gift from the store manager along with his name being put up on the bulletin board.
This is what is called a FAST-FUN formula…
Focus on the behaviour to be rewarded.
Avoid bureaucratic committees.
Simplicity
Team ownership.
FUN, entertaining and spontaneous..
Involve your Employees
Employee involvement plays at all levels from self-esteem, motivation to retention. A feeling of belongingness and worth will attach the employee with the organisation and its affect will be higher than that of a hefty salary. Find a way to tell your employees that they are special to the organisation.
For example; TD Industries in Dallas has a unique way of showing employee involvement. One wall in the office has the photographs of all those who were with the company for more than five years.
Whichever way you take it, keep in mind these key factors. Your employees will enjoy their work, feel that they have a purpose and therefore will be able to reach their potential.
Regards
Meenakshi Roy
From India, New Delhi
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Hi friends!
Indeed, attrition is the pain in the neck nowadays. However, the more I think about why people leave a job, the more I feel it is about our basic instincts.
I have talked to people who leave jobs (personally as well as officially), I have talked to people who join organizations, and I have had reactions of people who appear for interviews (Why do you want to leave your present employment? :)
Further, I have personally had 3 employments in my 6.5 years career.
I feel leaving a job is based on our basic instincts - "Fight or Fly".
In a complex organizational environment, we face so many situations that we feel are hostile to us. In hostile situations, we, as animals (including social animals), tend to react by "fighting and flying".
Animals, in fact, prefer avoiding a fight as far as possible but opt for it as the last option for self-defense. The first option is flying. Even when a fight is opted for, one constantly keeps looking for a way to escape (fly). And as soon as an opportunity to escape/fly is there, it is opted for, leaving the fight unfinished.
I have seen reasons like better pay, job satisfaction, and career opportunities being discussed.
However, in most cases I have seen, people fly away from pressure due to high expectations and fear of not meeting them. The hostile perceived situations are reacted to with fight or flight. Job responsibilities are becoming ever more complex.
Once a Manager told me, "In organizations, you will come across situations that are not as per our expectations, situations in which we are uncomfortable. We can accept them, or change them, or go away." The first is easy but does not guarantee a permanent solution. We may feel discomfort even after accepting it. Our mind does not allow us to accept it. Changing the situation is very difficult. It is painstaking and emotionally drenching. It needs time, patience, and courage. Very few opt for this. The easiest is to go away from the situation, which most people do."
In the present situation where there are so many opportunities to "escape/fly" in the form of job opportunities, very seldom do people opt for "fighting and changing' the situation.
I know this is a debatable issue and would like to have your views, arguments. Also, if someone sheds some light on how to make people not perceive situations as hostile, it will be appreciated.
Regards,
Hiten
From India, New Delhi
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Indeed, attrition is the pain in the neck nowadays. However, the more I think about why people leave a job, the more I feel it is about our basic instincts.
I have talked to people who leave jobs (personally as well as officially), I have talked to people who join organizations, and I have had reactions of people who appear for interviews (Why do you want to leave your present employment? :)
Further, I have personally had 3 employments in my 6.5 years career.
I feel leaving a job is based on our basic instincts - "Fight or Fly".
In a complex organizational environment, we face so many situations that we feel are hostile to us. In hostile situations, we, as animals (including social animals), tend to react by "fighting and flying".
Animals, in fact, prefer avoiding a fight as far as possible but opt for it as the last option for self-defense. The first option is flying. Even when a fight is opted for, one constantly keeps looking for a way to escape (fly). And as soon as an opportunity to escape/fly is there, it is opted for, leaving the fight unfinished.
I have seen reasons like better pay, job satisfaction, and career opportunities being discussed.
However, in most cases I have seen, people fly away from pressure due to high expectations and fear of not meeting them. The hostile perceived situations are reacted to with fight or flight. Job responsibilities are becoming ever more complex.
Once a Manager told me, "In organizations, you will come across situations that are not as per our expectations, situations in which we are uncomfortable. We can accept them, or change them, or go away." The first is easy but does not guarantee a permanent solution. We may feel discomfort even after accepting it. Our mind does not allow us to accept it. Changing the situation is very difficult. It is painstaking and emotionally drenching. It needs time, patience, and courage. Very few opt for this. The easiest is to go away from the situation, which most people do."
In the present situation where there are so many opportunities to "escape/fly" in the form of job opportunities, very seldom do people opt for "fighting and changing' the situation.
I know this is a debatable issue and would like to have your views, arguments. Also, if someone sheds some light on how to make people not perceive situations as hostile, it will be appreciated.
Regards,
Hiten
From India, New Delhi
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Amit sir,
Your suggestions are really great, and I think if implemented, HR personnel can be relieved of the attrition and hiring tensions every month.
But, sir, let me know your views about succession planning. What I think is that succession planning is more effective than retention planning.
Drawbacks of retention planning:
1. The employee retained may not perform as well as before.
2. The employee may consider themselves indispensable to the company, which could be disastrous.
3. The retained employee might attempt to exploit the company at any time, believing they are irreplaceable and essential for the company's survival.
4. Their behavior may not meet the expected standards, as they may disregard rules assuming they are exempt due to being retained.
5. They may mistreat other team members, feeling above the rules because of their perceived indispensability.
6. Managers and supervisors may hesitate to assign tasks to the retained employee, fearing refusal or resistance.
Many other drawbacks could arise.
What do you think? Am I right?
Thanks,
Dev
From India, Gurgaon
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Your suggestions are really great, and I think if implemented, HR personnel can be relieved of the attrition and hiring tensions every month.
But, sir, let me know your views about succession planning. What I think is that succession planning is more effective than retention planning.
Drawbacks of retention planning:
1. The employee retained may not perform as well as before.
2. The employee may consider themselves indispensable to the company, which could be disastrous.
3. The retained employee might attempt to exploit the company at any time, believing they are irreplaceable and essential for the company's survival.
4. Their behavior may not meet the expected standards, as they may disregard rules assuming they are exempt due to being retained.
5. They may mistreat other team members, feeling above the rules because of their perceived indispensability.
6. Managers and supervisors may hesitate to assign tasks to the retained employee, fearing refusal or resistance.
Many other drawbacks could arise.
What do you think? Am I right?
Thanks,
Dev
From India, Gurgaon
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Hi Amit,
Excellent! Everything is perfect! Keep going!
One more thing I wish to add may be acceptable or not. Employers have to treat all employees equally. Nowadays, this doesn't happen in SMBs. Partiality has to be discarded. Sometimes differences in treatment may occur based on the performance and contribution of the employee compared to others, which may be accepted. However, personal interest in certain employees, and treating employees with the best performance and contribution somewhat comparitively degraded, will keep the employees moving on.
It is essential to give importance to loyalty, performance, and contribution. Personal interest should always be kept out of the office and business.
I look forward to hearing all your comments. Apologies if anything is incorrect.
Regards,
Vennila
From India, Madras
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Excellent! Everything is perfect! Keep going!
One more thing I wish to add may be acceptable or not. Employers have to treat all employees equally. Nowadays, this doesn't happen in SMBs. Partiality has to be discarded. Sometimes differences in treatment may occur based on the performance and contribution of the employee compared to others, which may be accepted. However, personal interest in certain employees, and treating employees with the best performance and contribution somewhat comparitively degraded, will keep the employees moving on.
It is essential to give importance to loyalty, performance, and contribution. Personal interest should always be kept out of the office and business.
I look forward to hearing all your comments. Apologies if anything is incorrect.
Regards,
Vennila
From India, Madras
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hi Vineetha, hope u have all points tat Amit gave u,I too have, how to implement it without havin a proper mgmt support.Pls do heilp me also. Regards, Mukesh
From India, Madras
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From India, Madras
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Hi Amit Ji, There is no need to say anything else about your contribution..i am word less....simply ...fantastic...mind blowing........... regards ssachin Pathak 09212685919
From India, Delhi
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From India, Delhi
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Hi mukesh, what all help u requires in implementing the tools.do let me know in deep. Regards Vineeta Raghuwanshi
From India, Mumbai
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From India, Mumbai
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following methods can be used for controlling attrition
„Ï Enhancing employee involvement and engagement :
Exploring how to learn together invites participatiom, which is a key concept to retain employees. Many of the organizations also have culture of employee participation in decision making which not only motivates the employee but also adds to its commitment towards the organization.
„Ï Compensation survey :
Salary survey of similar kind of companies or same turnover companies must be taken into account to match the salary structure with market rates. It will help to retain the employees.
„Ï PMS :
The incentives given to employees must be based upon the performance + experience + loyalty, so that it is done fairly and all key aspects are included.
„Ï Recruitment and Selection :
Recruitment and selection procedure must be enlarged and also made strict so that right person is selected on right time with right skills and right knowledge.
„Ï Training and Development :
Training must be given in work related area and a proper system must be developed to measure effectiveness of training program so that the worth of training can be determined. Also steps must be taken for longterm development of employees viz, learning organization, knowledge management.
„Ï Monetary Gifts:
Monetary gifts along with a momento can be given to employees who have been loyal for years. This will induce other employees to retain in order to achieve that status and gift. Long term loyalty awards can also be given.
„Ï Keeping ¡§ young and the restless generation¡¨ committed :
young generation,which is less committed, special attention must be given to this group. Introspection of skills and capabilites of this group and retaing them with monetary or non-monetary benefits will help to develop commitment among them.
„Ï Role of HR :
„« HR can make a vital difference by ensuring effective communication.
„« Raising Self-Esteem :-
Self-Esteem" which is a positive self-regard emerges from the concept of ¡§self¡¨ which is an important dimension of personality. It means we regard ourselves highly. .If we do that we expect more out of ourselves. It is a process which often results in more impressive achievements arising out of greater expectations out of ourselves .It is in this sense that it becomes an auspicious circle of ¡¥expectations¡¦ and ¡¥achievements¡¦ and ¡¥achievements¡¦ to further ¡¥expectations¡¦.
Role of HR executives in developing self-esteem can be in following ways :-
Recognizing the contributions of outstanding achievers will induce others to try hard . Criteria for selecting outstanding achievers should be transparent . Effective HR measures in the areas of training ,career development etc, equip the workforce better on the professional front and also increases their self-esteem .,confidence, morale and motivation .
Benchmarking with other companies :
With loads of lucrative job option in the market, jittery corporates are bending over backwards to retain staff. tech giant also allows employees to choose their working hours. thus a company must benchmark itself with its similar companies to retain employees and reduce turnover
From India, New Delhi
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„Ï Enhancing employee involvement and engagement :
Exploring how to learn together invites participatiom, which is a key concept to retain employees. Many of the organizations also have culture of employee participation in decision making which not only motivates the employee but also adds to its commitment towards the organization.
„Ï Compensation survey :
Salary survey of similar kind of companies or same turnover companies must be taken into account to match the salary structure with market rates. It will help to retain the employees.
„Ï PMS :
The incentives given to employees must be based upon the performance + experience + loyalty, so that it is done fairly and all key aspects are included.
„Ï Recruitment and Selection :
Recruitment and selection procedure must be enlarged and also made strict so that right person is selected on right time with right skills and right knowledge.
„Ï Training and Development :
Training must be given in work related area and a proper system must be developed to measure effectiveness of training program so that the worth of training can be determined. Also steps must be taken for longterm development of employees viz, learning organization, knowledge management.
„Ï Monetary Gifts:
Monetary gifts along with a momento can be given to employees who have been loyal for years. This will induce other employees to retain in order to achieve that status and gift. Long term loyalty awards can also be given.
„Ï Keeping ¡§ young and the restless generation¡¨ committed :
young generation,which is less committed, special attention must be given to this group. Introspection of skills and capabilites of this group and retaing them with monetary or non-monetary benefits will help to develop commitment among them.
„Ï Role of HR :
„« HR can make a vital difference by ensuring effective communication.
„« Raising Self-Esteem :-
Self-Esteem" which is a positive self-regard emerges from the concept of ¡§self¡¨ which is an important dimension of personality. It means we regard ourselves highly. .If we do that we expect more out of ourselves. It is a process which often results in more impressive achievements arising out of greater expectations out of ourselves .It is in this sense that it becomes an auspicious circle of ¡¥expectations¡¦ and ¡¥achievements¡¦ and ¡¥achievements¡¦ to further ¡¥expectations¡¦.
Role of HR executives in developing self-esteem can be in following ways :-
Recognizing the contributions of outstanding achievers will induce others to try hard . Criteria for selecting outstanding achievers should be transparent . Effective HR measures in the areas of training ,career development etc, equip the workforce better on the professional front and also increases their self-esteem .,confidence, morale and motivation .
Benchmarking with other companies :
With loads of lucrative job option in the market, jittery corporates are bending over backwards to retain staff. tech giant also allows employees to choose their working hours. thus a company must benchmark itself with its similar companies to retain employees and reduce turnover
From India, New Delhi
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Hi arti, true, if the points u discussed if really takn care of,thn attrition will definately will be under control. thanks for ur contribution. Vineeta
From India, Mumbai
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From India, Mumbai
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Hi,
I see some really good suggestions here to control attrition rates in the industry. Especially with the changing trends in the industry, one has so much to do in so little time.
Cheers!! Worth reading twice... in fact, even more.
Regards, Diju Divakaran
From India, Bangalore
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I see some really good suggestions here to control attrition rates in the industry. Especially with the changing trends in the industry, one has so much to do in so little time.
Cheers!! Worth reading twice... in fact, even more.
Regards, Diju Divakaran
From India, Bangalore
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Hey Amit, That was really great learning experience and I have tried implementing those in my territory. It worked like magic. Thanks buddy. Keep up the good job. Anandarup Training Manager
From India, Calcutta
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From India, Calcutta
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Hello Amit,
The thing is, youngsters leave their jobs for a number of reasons. That's why even the best companies on Earth never achieve zero attrition in their lifetime. Dealing with human tendency in decision-making is like being lost in the universe; no one can fully understand what to do to retain talent.
Regards,
Sudhakar
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The thing is, youngsters leave their jobs for a number of reasons. That's why even the best companies on Earth never achieve zero attrition in their lifetime. Dealing with human tendency in decision-making is like being lost in the universe; no one can fully understand what to do to retain talent.
Regards,
Sudhakar
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Attrition Control and Retention Strategies for Changing times.ppt
Attrition-rate. xls