Scary Attrition Numbers Despite A Great Workplace - CiteHR
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Akil
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hi.

i'm doing my mba-hr intern from a mid size bpo which is not captive. the company has a plan in place for employee growth and focusses on encouraging IJP's. it has a very strong employee centric approach and an approachable management as well. the employees demands are usually met with priority. however the company cannot compete with the salary packages offered by the captive biggies in the market like 3g, wns and wipro. also the employee growth programme has been disappointing in churning out good team leaders or managers. this has resulted in dis-satisfaction amongst employees who tend to leave mainly if they do not get promoted as soon as THEY expect. also the lack of team leaders is putting a lot of pressure on the existing ones. the amount of neccessary process knowledge across the floor is dismal. the main reasons for leaving during the exit interviews given are: absconding cases, family commitments and better prospects. the employees are given timely feedback. top level management is familiar with most of the employees. and know them by their first names. inspite of these and many more attempts made ny the company to ensure employee satisfaction, the attrition numbers are scary.

where are they going wrong? what can they do different to curb the landslide?
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Akil, Setting Right Expectations while hiring is a key factor to curb attrition to an extent. otherwise its an industry challenge... we need to sail alongwith. ! keep going !
Hi akil,
Its very intresting situation, because of success was defined in your company's case by giving more important towards employee, in market there are different kind of mentality, say pay centric, work centric, employee centric, relation centric etc. but in multi national compnay you will find all this mentality in one ruff.
The thing is, just giviing important to one factor is not at all a ingrediant of success.
Need to develop FISH concept, need to motivate employees for future growth, need to concentrate on grievance system development, need to give close attention of Top mgt towards employees, need to develop competition in between, need to empower employees more, need to develop cultural commitee to do cultural and social work, need to apply for award- it gives you right way to think that were we are, and help us to gain respect.
Regards
Virendra
Hello Akil:

>.. it has a very strong employee centric approach and an approachable management as well.<

That does not mean management is effective however.

>the employees demands are usually met with priority. however the company cannot compete with the salary packages offered by the captive biggies in the market like 3g, wns and wipro.<

Do you hire the best candidates or the best employees? The best people to hire are not the best candidates which means the competition isn't hiring them either.

>also the employee growth programme has been disappointing in churning out good team leaders or managers.<

If you hired for talent, that would not be problem.

> this has resulted in dis-satisfaction amongst employees who tend to leave mainly if they do not get promoted as soon as THEY expect.<

That is an indication of ineffective management.

Employes think they are ready for a promotion 3 years before they are ready and managers think their direct reports are ready fora promotion 3 years after they are ready. This is a 6 year time period in with employees feel they should have been promoted.

Supervisors need to talk to their direct reports as often as is necessary to prevent unreasonable expections..

>also the lack of team leaders is putting a lot of pressure on the existing ones.<

Hiring for talent will fix this problem as well.

>... the attrition numbers are scary. where are they going wrong? what can they do different to curb the landslide?<

You hire for competence and fire for poor job fit or employees quit because they do not have adequate talent for the job.

Bob Gately


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