Dgm - Hr
Trainer, Facilitator & Consultant
Hr Consulting ,trainer -creative Thinking
Talent Acquisition, Training
Fully agree with K Ravi as this is not a good practice and certainly not the retention strategy at all!..
Just ponder if the Management did the same thing with you ..would you still stay in the organization and be happy?..
Please refer the link on retention strategies which I had written in 2005 on this forum and it may assist you to formulate some sound strategies.
You mentioned that most of them are from Kerela..God’s own Country..have you celebrated the Onam festival in your office by way of organizing the flower rangolis or giving them gifts like silver coins..make them feel home as they are away from home!
Most importantly remember, Retention strategy is no rocket science…
15th September 2008 From India, Pune
Thank you for your prompt reply....and the informative link as well...
We celebrated Onam with full spirits and fun ...We had arranged traditional food for that day know as "Onasadya" and were all dressed in traditional outfits ...
Now going back to my concern ... The group head of that team is not willing to reduce the limit it has to be two years ....how do u convince her...
As she says that training team members in that team takes round about eight months and almost on completion of one year people quit jobs..
I know it my self that this would be forceful retention and the productivity of such an employee would be nill.........
16th September 2008 From India, Mumbai
The practise of keeping cheque is as good as a bond. Even if you are getting people with this one year clause, you will find it very difficult to recruit people with two years clause.
Explain your HOD that it will affect the overall moral of the people, and if at all someone gets a good offer outside, they may opt for letting the 3 months salary go off. There are companies, big engineering & construction companies who do reimburse such amount in lieu of notice period or bonds, to attract good people and make them join fast.
Retension is to make people stay in your company, out of their own desire. Not by pressurising them. There could be steps where you can introduce a good gift ( a family tour for 4 days in India, or a household appliance) as non monetory reward, or a amount of 50000 to 1.5 lacs as monetory benifit, for serving the company for long.
These thngs should be from company's side, not to confiscate money of employees even before they get their first salary from your company.
Its a shame that senior people of your company practise such low level retension systems.
Sr. Executive HRD
16th September 2008 From India, Mumbai
Thank you for your opinion…You have actually got it right I am really finding it difficult to recruit people infact I made an offer to four candidates none of them materialized due to the same reason..
I think you are right …Some kind of monetary benefit or some kind of recognition needs to be introduced as when the employees get older in the organization.
On human ground and on professional ground I would still fight against two years bond…. Rest all is for the management to decide…
Thank you all you seniors who have contributed their opinions… Every single feedback does matters …
16th September 2008 From India, Mumbai
Numbers would help- the only way to convince your managers that your policy is bad is to show them the numbers (in this case, exit interview data, and offer rejects with the reasons). Second, look for alternatives to this practice. A service bond is practised by many companies but it is hard to recover. If your training costs are high, you could consider tie-up with an external training institute: the candidate pays for (all or part of) his own training, but on completion, you will make him an offer provided he meets other criteria. Here the money the candidate spent on training is the stick, and the work experience is the carrot. You could also scout local colleges for similar tie-ups.
16th September 2008 From India, Madras
16th September 2008 From Zimbabwe, Bulawayo
17th September 2008 From India, Delhi
Whatevery u think or people think, but I feel , its against Human morality, we are into 21st century now,but we Indian mentality is still traditional, Infact we must thnk ourself,who we are, why we take people for granted? What will u feel,if that activity was done with you?
I am sorry to say this but the truth is we are not granted for anyone else.we must understand human values, keep them happy providing them good salary,perk etc. so they must be happy wrking with the organisation.
17th September 2008
17th September 2008 From India, Kochi
I do agree with this HR fraternity. This is a very bad practise that your management is adopting. Rather you can think of a few alternative retention strategies like recognisition, rewards, transparent work culture etc.
I am associated with Suguna Group which is India's largest producer of poultry broiler ( 4'th in the world) with a current turnover of 2000 Crores and has PAN India presence. We have a unique selection process in place. By adopting such a process, we have absorbed that the shortlisted aspirants themselves join our organisation rather than we following up with them. It all depends on how the Recruiter sells the position and the organisation to prospective employees.
Your comments on this will be highly appreciated.
17th September 2008 From India, Madras
the employees can even give a stop memo for the cheques that is given to you which you will not come to know until you present it.
Start education assistance program for the employees which will lock them for two years if its PG program/3yrs if its degrees.
Instead of taking cheque pls introduce a scheme where he/she will paid a joining bonus of X amount. first installment will be paid on a completion of the first year. And the rest can be given in another 3 installments which will serve your two year lock in period (the amount can be your recruitments and training cost +the time the person takes to adapt to the environments & to perform on the job (number of days to adapt * per day salary= cost to the company) take 60 % of the cost as your bonus
17th September 2008
Thank you for your valuable advice …
HR Strategies like Recognisition, Rewards and a transparent work culture already exist
It is not my existing staff members who are complaining …
The area of concern is new recruits …
I totally agree with you that it is the recruiters job to sell the company well to the candidate…but such rigid clauses play a negative role..
Going further could you please enlighten us with the selection process your company follows…..
As far as following up with candidates about their joining ….I think that branded companies don’t really have to invest too much time and energy as the brand name is enough to work, secondly if the position has been closed by any of the consultants then the consultant is the push factor as his commercials are dependent on the candidates joining…
Special mention about Mr. Tony, I am impressed what you have suggested could be checked once. I would definitely work out the cost and discuss with my Management.
Could someone throw some light on Ex-Gratia..
17th September 2008 From India, Mumbai
>I work for a company which has engineering work as one of the verticals.
Recruitment is difficult as we are very specific when it comes down to few thing.<
But are they the right things?
>I wanted to know what all are the possible retention policies for such kind of crowd.<
The most effective retention program begins before the job offer is made and it takes an hour of the applicant's time.
>One of the retention strategies which we have are taking a cheque from them
on joining of first three months salary and returning it to them on one year completion.<
Oh my, that sends a terrible message to serious applicants. Whenever I read of such a practice I know that the hiring managers don't know how to determine which qualified to be hired job applicants will become long-term successful employees so they try to shift some of the financial burden onto the new hires.
>Management is now deciding to change the clause and extending it to two years.<
I guess your managers are determined to make hiring good employees even harder.
>I need to know from seniors would that work out in retaining
people or would that tighten up the recruitment further.<
It will ensure that the people you hire will need the job more than those that who refuse to agree to such a business practice.
Why would a successful employee elsewhere agree to such a condition?
If managers are serious about increasing retention and new hire productivity, they should start hiring for talent.
17th September 2008 From United States, Chelsea
I have been going through this thread, but I personally feel that you need something more sustainable and easier to convince your top brass who are looking at slip-shot methods for retention. Creating retention strategies is a holistic task and not comprised of sporadic attempts here and there. I would also suggest you to visit my blog: People Matter to Me to see the latest on retention.
Yours is not the only organisation, plagued with this problem, but I think there are organised methods of addressing them rather than resorting to antics where the buy-in is only a bad 'employment brand':idea:
18th September 2008 From India, New Delhi
The news items about the largest Group Life Insurance Policy as appearing in Times of India and Economic Times are attached for your ready reference.
I am pleased to inform you that recently have joined LIC as an Agent at Mumbai.
It would be our great pleasure to initiate this process at your organisation if you consider to implement Group Life Insurance as an anti-attrition cum talent retention tool.
18th September 2008 From India, Mumbai