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2nd October 2012 From India, Mumbai
Further to what B.Saikumar mentioned, suggest use the reSearch facility @ the top of this page--this topic was discussed quite a few times earlier. Some of the threads COULD lead you to inputs that could suit YOUR Specific situation.
Here are the Links for a couple of earlier threads.
All the Best.
2nd October 2012 From India, Hyderabad
This is in addition to what previous members have said.
If employees are abandoning their employment then it goes on to show to the lack of engagement towards their employment. Find out how many probationers left in the last one year or two years. Try contacting them. Find out the reasons of their leaving. The reasons could be:
a) Better opportunity
b) Mismatch in their career aspiration and the job that you offered
c) Wrong recruitment
d) Maltreatment by the superiors or managers
e) Lack of role clarity. Systems and processes not well defined
f) No career planning made. They have doubt on their growth
g) Extreme stinginess in the name of "cost cutting"
h) Excessive workload. Probationers are unable to cope with the load
g) Lack of support from their manager. This is because managers says, "Who supports me so that I should support you?"
h) Your organisation does not have good brand image. Probationers join only to gain some money till they get another job. For them it is just "time pass".
i) No organised training. Organisation did not take efforts to build skills in them.
To improve the employee engagement, you need to have proper induction also. Let long serving employees come and talk to them or give them presentation on the positive side of the company. Secondly, you need to give them confidence that they will grow in your company.
Another important OD intervention that you can launch is introduction of Mentoring programme. However, be it noted that this programme succeeds provided your organisation is quite mature. Secondly, mentoring is not child's play and your management should not hold their hand back in hiring external consultant. Designing Mentoring Programme requires good amount of practice.
Have you measured loss of revenue because of abandonment of the employment by the probationers? Take help of finance and jointly make a presentation and show it to your top bosses the leakage of revenue that is taking place because of their abandonment.
Dinesh V Divekar
2nd October 2012 From India, Bangalore
Answers to these will give you the sought answers......
2nd October 2012 From India, Delhi
You are apparently not treating them this way, probably using a top-down command and control approach to managing people that by its nature treats people with disrespect. This approach demotivates and disengages employees.
Meeting their needs is relatively easy to do. The last time I did so my workforce of 1300 unionized people became highly motivated, highly committed and fully engaged literally loving to come to work and very thankful for being employed by us.
Change your ways!
Best regards, Ben Simonton
3rd October 2012 From United States, Tampa
Best remedy is that conducting impartial exit interviews and making analysis of exit interview's data and taking concrete steps on the analysis.
Further, make the employees known the terms of appoinment letter by circulating mails in the organisation.
3rd October 2012 From India, Pune
Some times, the measures that you would like to put forth for preventing employees leaving the organisation, may not be acceptable to your Management. Therefore, it will be idle for you to do some 'plainspeaking' with your Management to call the spade a spade !
3rd October 2012 From India
I totally agree what every member told earlier.Its a wake up time for you to act & find some solutions to prevent the attrition rather than finding a way to catch hold of the employees who are leaving .
Ask five whys you will find a solutions that suits for your for organization.
4th October 2012 From India, Kochi
First of all you started exit interveiw of all of your left employee.exit interveiw is designed in the manner that it gives you total picture why the employee left the job.primary reasone for quiting the job
1. boss/supervisiour not so experiance.they did not no how to tackale manpower
2. growth of organisation is slow tradional type of working
3. organisation is lacking personal policy/welfare amenities
4. their is no any desired skill competancy/existing skill competancy matrix i.e no any training and devlopment activities
5.no any work break down/key result area
these all are depend upon leadership what type of leadership provoded to employees.
kindly get these note and apply on your organisation .definetly you get some result
FENA P LTD.
4th October 2012 From India, Dehra Dun
Is the probation period exceeding 90 days to 180 days?
The problem you are facing and the solution you are demanding is for PROBATIONARY employees. Any policy framed for probationary employees will never effect LOYAL employees. Loyalty comes in when the employee has served the organization for long and has passed through several measures of the organization. You can always have different policy of serving notice for probationary and confirmed employees which can be communicated at the time of joining.
Like mentioned by Dinesh V Divekar you can find out the reasons of disengaged employees but accept the fact mentioned by N.K. SUNDARAM.
Coming to your point, what measures can be taken for probationary employees leaving immediately after salary credit;
1. For Junior cadre - you can ask them to keep their certificates with the company for probationary duration with a penalty clause. (pl check with your labour law consultant, it is not advisable / against labour law to keep original credentials)
2. You can have a variable component in the salary or a deposit which can be disbursed only if they stay with the company for 6 months after probation.
3. You can draft an incentive policy basis their KRA which can disbursed after 6 moths of probation.
4. You can have a salary increment upon their completion of probation viz stipend during probation and salary from confirmation.
But all this can be used only if your probation period is not crossing 90 days. Beyond that no employee will serve you with such conditions.
I hope trying different policy for some time is the only way out as things changes with industry. If you are not in a position to offer the similar profile and package of a new employer you can never retain a going employee no matter whatever you do.
4th October 2012 From India, Ahmedabad
This issue is mostly faced by many HR who work mostly in BPO and Retail Sector. Moreover in lower cadre profile in manufacturing industry. The attrition is higher in this sector as compared to other industry and also the average tenure of the employees is less than 3 - 4 months mostly.
Due to the non availability of right talent and due to the recruitment pressure the HR's are tend to recruit the people who just apply. If certain criteria are satisfied the candidate is recruited. But the candidate just work for some time and look for other job and move out. Here the candidate is least bother about the experience letter since the same is not also not expected by the HR of the other company since they also need the manpower immediately.
We cannot solve the problem 100% but by adopting certain criteria we can reduce the attrition on the probation cadre.
1. Don't recruit the person who have completed 10th or 12th.(The candidate just work till the results come and join the college some exception candidates who cannot continue their higher studies can be recruited by proper screening).
2. Selecting all the candidates based on Assessment sheet which has to be made on location, Family, Family members, Source of income, Education, Accomodation - Rental / owned house.
Eg. A person who is from 15 - 25 km away from the company can work only for less than 6 months but if his travel, food is not taken by the company the employee switch over.
1. Proper induction has to be given to the employee after joining and handed over to the respective department. Not directly put on the work on the same day.
2. Educate him/ her on the company policies, benefits like ESI / PF, Career path / growth in the company.
3. Have a probationer review for each month and find their difficulties and try to correct them.
4. Try to introduce multi-tasking for a non- performer who can perform in some other department.
5. Conduct Culturals and employee engagement & games.
6. If options are there derive incentive scheme program.
If the employee leaves the organisation just send 2 warning letter in gap of 2 days and 6th day send a termination letter along with the dues to be paid by the employee. Also inform the same in the company notice board by putting the employee photo.
I dont agree for the Exit interview since it is not true in most cases or else it will be for monetary reasons. Also today no one will hand over their certificates to the company.
Note: Here the employee don't jump for 30% to 50% of hike in salary they just leave for Rs.1000 or 2000.
Remember 1 thing, No one is married to any company, until both side are happy the life goes smoothly else ............
4th October 2012 From India, Mumbai
Even if organisational climate is positive and comfortable but such immature moves on the part of management, will send send wrong signals to employees, which will be not only detrimental to your career graph (as your resume will be marked with this non achievement of yours in this organisation) but also this organisation will be deprived of loyalty of many good employees, who will never think of long term engagement in such an environment.
Therefore have a positive attitude towards your self first and than deal with this problem with positivity by doing an honest introspection of reasons.....
4th October 2012 From India, Delhi
I totally agree what every member told earlier. But as of now firstly Review the current organization rule book and also take the people feedback from each employee,and know the satisfaction label. then possibility to reduce but but not stop,
Vikas Chandra Dwivedi
8th November 2012 From India, Karnal