Employee retention

Hi all,
I am looking for successful best practices being followed in organisations relating to employee retention. I have identified some of the areas where HR can focus in order to make the working environment a "fall in love with organisation" like:
Job Satisfaction,
Conflict with management
Workking environment
Opportunities for growth
promotions
lack of motivation and rewards and recognitions etc.

I request all the seniors / HR Professionals to kindly suggest me the successful best practices relating to employee retention.

Thanks and regards,
Garima Rana

Hi Garima,
As confirmed by Gallop research, the number one reason why employees leave is because of their managers. As a corollary it is the manager behavior that can reverse the process as proved by research by www.blessingwhite.com
The reality in that managers tend to treat employees like the way employees were treated in the last century: more of authoritative approaches, where as employees of this century want to be treated in an empowered culture.
Based on their research, Blessingwhite offers programs that helps managers improve employee productivty as well as their jobsatisfaction leading to improved employee engagement.
I provide HOS Helping Others Succeed workshop for Managers in India from Blessingwhite.
Feel free to contact for more details on 09448270474 or
Best wishes,
Jo

now a days it is veryu difficult to retain the employ. any way there are ways to retain.. catch you later.....

in the meantime if you get or frame the workable solution then please let us know.

regards
Arun k mishra

Hi Garima,

It is truly said by the Arun Kumar Misra that now-a-days you cannot have a sure shot policy to retain an employee. But being an HR professional we have to keep trying to make a best policy.

It is a serious problem in IT sector and they were trying very hard to keep their talented executives from leaving the organisation but are unable to keep them. Due to many reasons: -

1) The organisation is not Reputed one.
2) Employee - Management relation is not good.
3) Pay hike.
4) Mentality.

and many more ...........

with regards.

RK Sinha

Dear Colleagues,

The issue of Employee Retention would remain controversial as long as they are employees---people must move on dor one reason or the other.

Adding my voice to this topic I believe that more often than not employees leave their Line Managers as against the organization, this is not to say they do not have other reasons for leaving.

There are a few Retention Concepts that could be considered:

Golden Handcuff: this is giving out seemingly convertible assets to employees, which they eventually buy or becomes theirs after a period of time...eg motor car becomes officer's own after 4 years of unbroken service to company, at times they pay a token to buy from company.

Shares Option: this is another popular idea in effort to retain talents in some companies. Shares of the company are bought in employees' names
which most times should give them sense of belonging and increased loyalty...this is mostly encouraged in tghe banking sector of the economy.

Internal Deployment: employees are encouraged to seek internal transfer with the organization which the work. This is an effort to gather experience company wide, be challenged, avoid boredom and monotony of events and activities.

Bond Documentation: employees are made to sign legal documents bonding to them to organizations based on courses, training sponsored by the companies, more often than not employees on arrival are expected to spend an agreed number of months/years with these organization before they can leave, believing that the knowledge acquired would have been shared among st those of his unit/department/branch as the case may be.

Superior Delegation: some employees are just restless and like challenges. In some settings such employees are given superior tasks to handle, incorporated into committees and just keep them active and useful. They usually part of brain-storming sections and allied meetings.

These are just a few of related Employee Retention Concepts.

However I would like to add quickly that human beings would always be human beings. Even the best of jobs people resign from such.

The Human Resources Practitioner saddled with the task of employee retention in a given company, for peace of mind should do an industry based survey and try to confirm the rate and frequency of employee turn-over, if the result or outcome is acceptable for that industry...I think the best thing is just put his/her mind at rest.

Thanks.

Dear Mr Ajai,
These all are certainly very effective practices.
Thanks a lot for suggesting the same.

This issue has become really very challenging for all of us.........

I am really impressed to go through your valuable views.

thanks and regards,
Garima Rana

Hi Ajayi

Thanks a lot for the enlightenment.

Regards.

Srinivaskvmk

Hi Garima,

May be this will help you out to understand the problem of retention of employee.

It has a Retention Strategy Checklist

Good data: Be able to identify turnover ‘hot spots’, high risk groups, costs and trends over time.

Data on reasons for leaving: Use well structured exit interviews or leavers surveys to highlight reasons which are in your control.

Risk analysis: Establish, by looking at the likelihood and consequences of resignation, to what extent you have employees in the danger zone.

Recruitment: Avoid recruiting turnover by matching people to posts and by not over-inflating recruits’ expectations before they join.

Training & development: Tailor and deliver training and development opportunities to the needs of both the organisation and the individuals. Training can also be seen as a reward.

Management style: Ensure managers have the skills to manage people effectively and that they understand that the way they manage can increase or lower staff turnover.

Job content: Allow as much autonomy, team-working and control as practical. Ensure flexibility does not meet only the organisation’s needs.

Rewards: Use loyalty bonuses only where nothing else will work, — and even then don’t expect their effect to last. Ensure rewards are seen to be fairly determined and distributed.

Flexible working: Ensure that employees with a need for flexibility in hours or location feel that the organisation is responsive.

With regards

RK Sinha

Hi Garima,

By now you must have got plethora of ideas..and this subject is very close to my heart..

You can refer my postings on this under section My Article where i have shared tips & methods..

Please allow me to share the article by Gregory Blencoe on Listening as a Retention tool..

Managers who listen to employees have a much more efficient workforce. Communication is healthy for any relationship, and it is especially important in the context of managers and employees. There are many benefits to listening to employees. Employees are able to voice concerns and deal with them before they become lingering problems. They also feel valued which raises productivity and lowers turnover. In addition, the manager will have a firm grasp on how everybody feels. Lastly, once employees feel they have been heard, they become much more attentive and responsive to concerns the manager has.

Employees are people and, like it or not, people tend to keep their feelings about their job bottled up inside. They can be upset about something and the manager won’t even have a clue that anything is wrong. As a result, the problem festers as resentment and anger build up inside while productivity and motivation decline. The cure for this cancer is for managers to regularly schedule meetings to listen to employees about anything related to their jobs. Communicating regularly with employees is much like periodically changing the oil in your car. If you don’t change the oil, unknown problems will begin to slowly build up before that dreaded day when you are stuck on the side of the road and have to call a tow truck. Just as taking your car in every three thousand miles to get the oil changed will help ensure your automotive machine is in top working condition, communicating with employees will help ensure that your human resources “machine” is in top working condition.
Most managers will probably say “Well, I have an open-door management policy. Employees are free to set up a time to talk to me anytime they want.” Although this is true, employees don’t think that you really want to hear what they have to say. Employees fear if they voice their opinions that the manager might become upset, label them a complainer, or do nothing about it. Therefore, regularly scheduled meetings would create an atmosphere where listening to employees is expected. This will give employees the extra nudge to speak up and say what they really feel.

During the meetings, managers should let the employee guide where the conversation goes. Questions should be asked to clarify exactly how employees feel and to obtain more detail when needed from employees who are not comfortable being direct. Managers should also listen without judgment and stay neutral. Employees should be heard without fear of being reprimanded. In addition, managers should never choose sides or ridicule another employee in the meetings. If that happens, employees will lose respect for the manager and also begin to wonder what is being said about them when the manager meets with other employees. Lastly, managers should take this whole process very seriously and not do it halfheartedly by seeming disinterested or not listening attentively. If managers approach the meetings in a phony fashion, then the employees will become upset and not communicate their true feelings to the manager.

Managers should also listen to employees to get ideas on how to improve the business. Employees know more about their jobs than anyone else, but they are usually the last ones to be asked how things could be done better. Why managers don’t tap into the gold mine of ideas that employees possess is baffling. The only explanation is that these types of managers believe that they are the only ones who know how to improve the business. This is absurd because nobody has a monopoly on knowledge. Besides being the experts at their jobs, employees can bring a fresh perspective to analyzing the problems of the business because they have a different set of life experiences. That is valuable. In fact, asking employees how to improve the business is tantamount to getting high quality management consulting advice. Why pay $100/hour for a professional opinion when your employees can give one to you for free? In addition, listening to the ideas that employees have will be a tremendous morale booster. Most workers would cherish the opportunity to give input on decisions that affect their jobs. The message being communicated from managers to employees is that “You are important and we value what you have to say.” That is one of the highest compliments that a manager can give an employee.

Knowledge is power. Listen to employees.

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Would this work?..one should inspire people to stay on rather than thru the legal ways..

I belive that Retention is not and should not be the function of HR professionals !!

Comments please...

Regards,

Rajat

Hi All,

Im looking for information regarding training(Voice and Accent) & also setting up a HR department for a company.

Regards,
June.