My company is infrastructure design company, now a days we are having attrition rate is high.
Kindly provide me some guidance or solution to reduce the attrition.
The issue of attrition has always been the bugbear of all HR professionals. Broadly the reasons for attrition have by and large remained the same across industries, countries and cultures, with issues like low salaries, poor work conditions, lack of motivation, ineffective management, frustration with the job itself etc. taking center stage. Then there are other more personal reasons like growing ambition of the individual, a need to balance work and home, an urge to get away from stress and toil and live a more sedate life, work pressure, bad bosses etc.
However we cannot generalize these issues for the issues that actually trigger attrition vary from organization to organization, industry to industry and at a micro level from individual to individual. In a BPO for example, the employees are by and large very young and their motives for joining a BPO would drastically transform as they mature and their aspirations are higher. Similarly, the odd shift timings to suit overseas client requirements would at some stage not be viewed very kindly by those employees who believe they can find better alternatives. The point that I would like to emphasize is that you would have to study and analyze the reasons for attrition in your organization and then seek solutions to address those issues. Exit interview is an effective tool to identify the reason for high attrition but this has to be seriously undertaken and not just be a routine part of the exit formalities.
As a balm for your immediate relief, I am sharing a link sourced from this site, in which Amit Seth has given a host of suggestions to tackle attrition. You can access the same by clicking on this link http://www.citehr.com/51382-how-control-attrition.html
To motivate your employees you are welcome to check up the contents of the following Inspirational and Motivational blogs for some additional inputs
Motivation is free, so why try to buy it.
Managers are seldom equipped psychologically to talk to their people on a personal level. One reason is that many people are managers because of their technical ability not because of their managerial or people skills. We should reward technical experts with higher salaries but not with promotions to management. We would be far better off if we promoted to management the people who have good managerial and people skills and poor technical skills -- which will solve two problems:
1 - Improve overall technical competence
2 - Improve managerial effectiveness
As long as executives do not know how to identify future effective managers, management will be stuck with The Peter Principle:
"In a hierarchy, every employee tends to
rise to his level of incompetence."
When managers are asked to list the Top Ten Motivators for their employees the list looks like:
1 - Salary
2 - Bonuses
3 - Vacation
4 - Retirement
5 - Other Benefits & Perks
--------- the money line ----------
6 - Interesting work
7 - Involved in decisions
8 - Feedback
9 - Training
10 - Respect
Managers rank money items as their employees' Top Five Motivators. When employees are asked to rank their own Top Ten Motivators the list looks like:
1 - Interesting work
2 - Involved in decisions
3 - Feedback
4 - Training
5 - Respect
--------- the money line ----------
6 - Salary
7 - Bonuses
8 - Vacation
9 - Retirement
10 - Other Benefits & Perks
Employees rank items that are equivalent to money as their bottom five motivators.
The managers' top five motivators are the employees' bottom five motivators. The managers' top five motivators are more related to the need of the managers to avoid personal contact with employees than the desires or motivational needs of their employees.
Managers pick the top five motivators because these are the things that managers can "give" their employees without ever having to ask what the employees want or need, i.e., no involvement on a personal level is needed and all decisions can be made behind closed doors--all the while avoiding personal contact even to the detriment of the organization.
Managers give the same sequence as employees when asked to rank their own motivators which is very interesting and revealing.
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