Coaching Managers To Improve Their Skills
Hr Executive (corporate)
Recruitment/talent Acquisition, Career Counselling
Ush Heart Mistry
Post Graduation - Student
Before that you frame training policy.
P. Xavier Raj
15th January 2013 From India, Pondicherry
Further If you want help you may touch with me.
P. Xavier Raj
15th January 2013 From India, Pondicherry
1) Always do job rotation among employees so that every one knows the other job. When an employee stops coming without noice, the Hr nedd not panic since there is some one ready to handle even fomn paying over time.
2) the second step can bwe what Mr.Xavier Raj suggested. Keep a buffer of one emloyee, if your management permits it, who can be rotated among various jobs whenever a regualr employee goes on leave.
3) Conduct exit interviews and try to know why some employees are leaving abruptly and take steps to amend or emnd the situation so that it will reduce attrition.
4) Don't hire in hurry. You may hire a wring candidate who may not stickaround for long.Try to asceratin the candidates expecattions, needs and cultural fit etc through some sustained interaction with him so as to ensure that you are not merely filling a vacancy but hiring a resource taht will contribute to teh organisation.
15th January 2013 From India, Mumbai
Thats a good question mostly faced by the Recruiters.
Saiconsult has given valuable suggestions in regards to it.
I just want to add up that you can prepare out some recruitment related policies which can mention the whole working of a Recruitment department.
Additionally you can keep a bracket of days needed to recruit a person after a manpower requisition is raised.
We at present in our organization follow this practice which also helps us to find a suitable candidate in a proper given time.
In regards to the production or some other department, they find some or the other way to harrass the HR guys because they dont think HR as a valuable input department in the organization.
So dont worry and give your best.
15th January 2013 From India, Valsad
I suppose the appointment letter has a clause, wherein an employee needs to serve a notice period when he resigns. Don't pay them for that month if they are not ready to serve the co. for that period of 1 or two months as per the co. policy.
Ask for internal references, this helps in instant closures.
Ask the Department Manager to consider increasing salary of the employee leaving, as recruitment involves time and money too. If he doesn't agree tell him as it is the co. policy a recruitment process for any position it takes a minimum 30 days for closure; to find an appropriate candidate who fits into the defined JD.
And please do keep a check, in the job portals that you use for recruitment; whether the employees working in your organisation have recently updated their resume(through co. search) . If yes check whether they are seriously looking for a job change or they have just updated their resume and try to attain them.
15th January 2013 From India, Mumbai
15th January 2013 From India, Bangalore
The basic problem is one of engagement. If employees were fully engaged, they would be so emotionally thankful for how well they were being treated that they would never leave early or abscond. So the real cause is that the management of the concerned departments are not treating their people in such a way to convince them to choose to become fully engaged.
Having created several fully engaged workforces myself as an executive as well as having done the opposite as a young manager, I am well aware of the pitfalls and the actions required to succeed. The required actions are simple to learn and execute and have very sound scientific reasons (the science of people and how they react to managerial actions and inactions) why they will produce the desired effect as well as why other actions will not succeed. People appear quite different on the surface and that is confusing, but underneath the surface at a deeper level we are all the same as concerns managing us.
If you would like my help, please contact me through my website where you can learn much about my methods
Leadership is a science and so is engagement
Best regards, Ben Simonton
15th January 2013 From United States, Tampa
It is not about H.R Roles exactly Sana, its all about the policies,its acceptance by entire employees and management in fact,
Take power and issue a common notice covering rules and regulations of organisation, timing should be declared ,punishment or action to be taken by top management if such steps are picked up by any employee in office hours, take consent of your seniors as well as top management,distribute it to various departments,areas of your organisation, as it is not about any employees wish that he/she can leave office or make absenteeism without leave application and grant of it or notice ,as it is all about companies code of conduct & policies, if any of employees does this or repeats this is purely undisciplined action.
15th January 2013 From India, Lucknow
I may not be right but dis is just what i wanted to share.
15th January 2013 From India, Mumbai
The problem raised by you is really very significant in the present day situation. I suggest the following steps in this direction;
Employees , normally, migrate due to;
a. lack of job satisfaction
b. lack of concern by the management in the welfare of employees which also includes their career progression.
1. Therefore, please hold exit interviews and also keep a watch on the pulse of employees to identify the cause of their dissatisfaction for leaving the organisation. While doing so you also need an insight into your organisation culture and its contribution to the issue.
2. Some organisations keep original certificates of the selected employees. No comments on the ethics but you may consider this practice too.
16th January 2013 From India, Delhi
While P. Xavier Raj, B.Saikumar & other members have given very valid & realistic suggestions, there's also a lot of truth in what Ben Simonton mentioned.
You mentioned THREE areas of concern: (1) do not give sufficicient notice (2) they leave early (3) sometime due to absconding.
Pl note that the causes/reasons of each of them COULD & most likely WOULD be different. So clubbing all the 3 could lead you to erroneous conclusions.
Like Ben Simonton mentioned, a lot depends on the organizational culture--which in-turn depends on the people @ the Top, ie. the Management/Managers.
Coming to one of the causes you mentioned: ABSCONDING.
Why would anyone take the trouble of 'absconding'? At the entry level, maybe he/she wouldn't be aware about the consequences of such an act, but after gaining some experience, the importance of Experience/Relieving Letters would be known to them. But, yet, if such employees 'abscond', there's obviously some fear about a possible unfair treatment by the company if they reveal their plan to quit. This leads to the Management Model in your company--non-transparency in employee relations, unethical/unfair practices, unfair salary/promotion hikes or the lack of a clear policy in such issues, etc, etc.
Pl note that I am NOT saying that all of these exist in your company--I am just pointing to the various POSSIBILITIES. It's YOU who needs to figure-out if any of them exist & how best to handle each core value/issue.
However, there will always be exceptions among employees [incorrigible guys, so to say]--if you do an exercise on how many of those who quit actually fall into this 'absconding' category, it will enable you to target the corrective mechanism properly & effectively.
Coming to the other 2 causes you mentioned: INSUFFICIENT NOTICE/LEAVING EARLY [both are by & large the same, unless you had different context/situation in-mind].
This category of employees DO resign & give some response-time for you/HR. I think this is where Exit Interviews suggested by the members will surely help you.
But, frankly, a word of caution here. The result will depend on HOW THE EMPLOYEE VIEWS the Exit interview process. This again, at the sub-conscious level gets decided by the type of experiences he/she has had while working--if it has been one of suspicion [in attitudes or work or general behavioural pattern by the superiors], the chances of Exit Interviews being more a formality than of any REAL use are HIGH. He/she will give you the answers YOU WANT to hear--NOT what he/she ACTUALLY feels inside.
I have seen BOTH types of situations--employees coming out with the ACTUAL reasons for quitting as well as giving some crap just for the HR to file his/her Report after the exercise.
Hope you get the point.
Another point/solution mentioned by the members was of having formal HR/Training policies. More than having HR Policies, it's MORE IMPORTANT to focus on their proper, even-handed & fair Implementation.
Going by what you also mentioned ['.......really get shocked hearing such answers form managers /general managers'], I think your problem is NOT the employees per se, but the Managers--especially if your 'absconding' figures are high.
All the Best.
16th January 2013 From India, Hyderabad
I also faced the same problem in my job
Then, i fix 15-20 days as recruitment time period and also the exiting employee to give 15 days to 1 month Notice period
Also, I started to mail Daily Vacancy status to my boss and CEO to keep an update on efforts put in by Recruitment or HR Department as a whole
Try to do Recruitment by Reference giving Monetary and Non- monetary rewards to your employees as this will help you a big deal
Hope this may help you
16th January 2013 From India, New Delhi
- letter of appointment must be detailed in expectations of notice periods. This can be difficult to enforce so retention is all important.
- be honest with prospective employees about the conditions they can expect to be working under
- walk prospective employees through the working environment.
- introduce them to one or two key people within the environment. If the problem is a personality clash they may pick this up immediately and decline an offer of a position
- detailed checking of references. Phrase the questions so that if there have been problems with past employers they will tell you
- first day inductions are vital to keeping good employees. By doing the inductions and building a trust and open communication a new employee will feel their contribution is valued.
- Meet them on the first day, take them through a detailed induction. Arrange a buddy system for the first week perhaps more dependant on the type of work they are doing
- Speak to the Supervisor and identify any settling in issues with the new employee
- Speak to the new employee at the finish of the first day, see how they are going and settling in. Encourage them to talk to you about any difficulties they are having.
- Touch base either yourself or one of your staff with the new employee over the first two weeks.
- Undertake an interview at the end of the first week. Act upon any issues the employee has. This will not only build up trust with the new employee but other employees will recognize a change.
Should the employee wish to leave, meet with them - identify their reasons and attempt to resolve them.
Where resolution is not possible, undertake an exit interview. Ensure this is confidential and ensure the employee knows that by giving all the information possible they will improve things for existing and new employees. Most employees are only too happy to write down their grievances.
Act on the information contained in the exit interview.
Perhaps provide feedback to the ex-employee of the outcome and if they were a good employee encourage them to re-consider with a view to re-employment
Absenteesim - is this a morale / motivation issue. Track where / whom are absent and identify a pattern. Is it mainly in one or two areas. Could it be a difficult situation within the work environment - harassment, bullying etc.
Implement a policy and procedure regarding absenteeism where employees may be open to disciplinary action if they disregard to the policy.
Does the employee have a ongoing personal problem. If they are a valued employee, can the company assist. Retention is cheaper than recruitment and retraining
17th January 2013 From Australia, Aspley
Why are employees leaving moreover absconding ?
Prepare a presentation and create awareness on this to HoDs and management. A flowing river cant be blocked for long time, you have to channelize the water for the better usage. Hence, instead of continually recruiting manpower, think on why are they leaving? This is the only solution.
YES ! human requires enough courage to admire the inability / weakness the best way to be out of the problem is to BLAME OTHER. That is the reason HR would be facing this issue.
17th January 2013 From India, Bangalore