Can anyone please tell me how to check the stability of the candidate at the time of interview and how to retain the new joinees who leaves the company with in 1 or 2 months?
for example we recruited few candidates who were really good at the interview and who has got good experience. But after joining the company they worked for 1 month , few are for 2 months and left the organization? as it is taking huge time to train the new recuits on the process and on language this has become a big barrier for the company and for hr dept. in hiring process.
Please let me know what are the steps to be taken in such cases?
we are an international BPO company.
Thanks & Regards,

From India, Bangalore
Dinesh Divekar
Business Mentor, Consultant And Trainer
Raj Kumar Hansdah
Shrm, Od, Hrd, Pms
Workplace Assessment And Training
Hr Generalist Throughout With 8+ Years Of
Training & Development
+4 Others

Hi Anu,

There is no hard and fast rule for checking the stability. You can look in to CV and know normally how frequently he changes the job this is wrt experienced people as far as freshers are concerned every organization will be facing the same scenario when you are selelcting the cream.

The freshers will be coming with lot of ambition and if there is a gap between the expectation and the reality people will fly, coming to your organization you have to do a small expercise that why people are leaving, you have to keep in touch with the people who left the organization and find out the reasons, the inputs provided in the exit interview also gives answers for all your concerns subject to the candidates are very open and give you the reasons perfectly.

Concentrate on middle class family people with a first class or high second class back ground and if it is experienced then look in to their profile understand whether they are frequent job hoppers or not and at the time of interview clearly specify that you are looking for longer associations, this may support your requirement.

Thanks and regards - kameswarao

From India, Hyderabad

Dear Anu,
This is very difficult and highly unpredictable.. The average lifspan of an employee has come down to 3-4 years from 15-20 years during early 80s and 90s. Things have changed and competition is amazing..
However ur best practices in the organisation will help u retain employees. And most importantly the initial days in the orgn plays a very vital role. The induction, the orientation and the way they are seeped in in the system is what is to be emphasised on. Good HR + Departmental induction helps... just a few points to the many that can help new joinees make the right decision of staying in the orgn.
All the best.

From India, Mumbai
Dinesh Divekar

Dear Anu,

If recruited staff is leaving just after 1 or 2 months then following few things emerge:

a) that they were good candidates but could not tune to the BPO culture

b) it was your perception that they were "good". Practically they may not be so. When work pressure started building on them, they packed up. Is recruitment is based on the measures of performance.

c) poor treatment by the manager to whom they were reporting to. Who knows what happens exactly at the workplace?

d) non-cooperation by the peers.

Employee exit is outcome of organisation's culture. Try to fix cultural issues first. Otherwise staff leakage will continue to happen. Train your operations managers on retention of manpower also. Secondly, you make a fresh exit questionnaire for those who have left before 3 months.

One prominent security agency of Bangalore had faced similar problem. Security guards were not sticking at all. Then one Director took initiative. He prepared exit questionnaire in Hindi/Kannada/Tamil and sent them by post. He sent to 1,500 security guards. Of this he got replies from about 400 guards. Total expenditure incurred for this entire exercise was about Rs 25,000.00

He analysed their replies. From the analysis it emerged that they were given inhuman treatment, they were abused by their security officers. Thereafter, a corrective action was taken and exit of the security guards was brought down considerably.


Dinesh V Divekar

From India, Bangalore

Ask them for bond sign at the time of interview for the 1 or 2 yrs,
if the candidates are saying no and want same time to have desicision you can guess that he does not want to continue,at last you can say there is no any bond sign
Dilip Bhele

From India, Pune
Raj Kumar Hansdah

Bond is not a solution; it is a SIGN THAT THE ORGANIZATION IS IMPOVERISHED and it has nothing to offer.
There are several RETENTION strategy in HR.
Dear Anu, it is time your oganization starts thinking over it (why employees are leaving in 1 or 2 months).
If you are honest; you'll surely come up with a few answers. (like you give peanuts for salary, your company culture sucks, you give a damn to the employees, the peers are horrible and the bosses are the limit, you do not give liberal perks as the BPO next door, there is no future in your company.. etc. etc.)
And then you can start working on these, and devise a strategy.

From India, Delhi

Dear Anu,

If you think your interview process is good enough to understand a candidate stability that mean it is incorrect, you will in fact loose some real candidates who were actually interested to work with you and would have stayed longer.:(

Stability of a candidate in previous companies is never a good indicator of his future stability with your company. Higly unstable candidates stay longer too when they enjoy their work, work culture.:-P

I am agreed to the all who suggested before except Dilip Bhele. See creating a stable culture is never achieved by enforcement like bond. :-x

I would suggest hire a good soft skill trainer who is not at all from any BPO/HR background/experience, and let him/her work for you. See the situation in insurance sector is similar too. It is rare to find any behaviuoral trainer or if few claims to be, they would be definitely from the sales background, as BPOs have it from BPOs only/mostly. In the name of soft skills training there would some good consultant come and do their work. Change never takes place in 1/2/3 or 4 sessions annually. But there has to be someone to read, understand and work continuously with candidates (individually, sub-group and group wise) then improvement can be determined for several aspects.:-D

Also create a real good work culture and employee engagements wherein the employee can be physically, emotionally, psychologically and spiritually involved (Not HR and team along with Management only).:)

There are so many new initiatives which can be taken, try them soon and do not forget to conduct pilot projects for smaller groups first before implementing for mass. This has to be done under the supervision of highly trained and experienced soft skill trainer.:idea:

From India, Delhi

You are searching stability factor in candidates. Whereas candidates are searching stability with company which is missing therefore most of candidates leave organization once they are known the company culture and HR policy how they treat employees and talent means to the company.
Most of the companies treat all as employee and do not respect employees beyond their employer-employee relationship.

From Saudi Arabia
Hi All,
Thank you so much for your valuable suggestions and i will try to follow and implement them as you said.
Thank you all once again and i welcome if you have any more ideas which can help me to resolve this issue.

From India, Bangalore

If you are having problems retaining new employees, then you need to look carefully at your recruitment process as it is flawed.
While nothing can guarantee 100% that an employee will not leave shortly after joining, you can minimise the attrition rate by developing a rigorous recruitment process that ensures that you only recruit the best employees and more importantly, employees that want to stay, develop careers and ensure your company grows and prospers.
You need to ensure all managers responsible for hiring are well trained in recruitment and selection processes and that you have a fully developed and written recruitment policy manual.

From Australia, Melbourne

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