Autumn JaneConducting Exit Interview could be one way of finding out reasons behind this high turnover.
Another approach is to conduct an employee satisfaction survey BUT using an experienced external provider. Using an external provider gives the employees assurance of data confidentiality. With the results from the survey, you can then implement targeted intervention.
From Singapore, Singapore
"Factual truth" is what is required by all companies from a resigning employee. And it is precisely why we have "Pre and Post Exit Interview Sessions" with resigning/resigned employees. How critical an employee would be during those sessions is debatable; but it all maters how smartly you draft/conduct such session, to get the factual reasons employee are resigning and also the employee is assured that his feedback won't be used against him now or in future.
Besides, I would add besides collecting such information for analysis for Management, what matters most is "How much of these information would actually be used by management to take corrective actions" to ensure attrition is curbed. Seldom, it noted that such feedback are on paper or your desktop to be finally thrown in dustbin.
Here are points to ponder, when you design your retention strategy:
Remember "Retention not Possible", (a) If you don't have plan to retain employee (b) if you don't have various tactics and strategies & (c) if you don't have plan to boost employees satisfaction and Moral.
From Saudi Arabia, Riyadh
anuradha.balaPlease invite students from Management Institutes to conduct surveys in your organization. You can tailor-make the survey to achieve your goals as well as get the students to mingle well among staff. I have found out that the staff are more free with students as they are not taken very seriously. You will be amazed to gather the factual truth that you want.
From United Arab Emirates
You have not mentioned the type of industry you are in.
Attrition rate of 25 % is quite high. Hence it has to be understood that there is something radically wrong. Have you done any sort of introspection internally among yourselves.
Are you in tune with industry standards. If so do you provide equal opportunity for growth to your employees ?
Do you have any structured growth plan for your employees ?
"GRILLING" of the employees is not at all required. People on their own would open up , if you have a sound HR policy with a level headed matured person on the top.
However, immediately you can probably conduct an in-house opinion poll wherein you can structure questions , so as to get a proper inference. This must be voluntary, anonymous and above all the employees must be given the confidence that they will not be punished for being frank in their opinion.
By and large this issue is not very serious and can be tackled effectively , if only you have a good HR policy and an attitude conducive to growth and comparable standards in the industry.
mmsmnkDesign a questionnaire for survey to be conducted by third party in such a way that truth can be elicited.If you directly ask somebody why he is dissatisfied,he may give distorted response,which will not serve your purpose.An exit survey may bring such varied responses that you may find difficult to implement.Hence,you may have to go for a survey conducted by some professionals who can through well designed/structured questionnaires can help you to know the truth.
From India, Bokaro
Cite ContributionDear Thiru,
I have a question to ask. Did you try to find out which is the dream firm and the dream job to these employees ?
Last year I attended Chief Learning Officer's Summit in Mumbai. There the head of HR from Polaris had shared this ,
Trying to curb attrition by finding out leading and lagging factors, isn't better than finding out their 'Employer of Choice' and being that. Each time the employee want to look for a job with his dream employer, he should look for his employer.
Since you have been working through employee satisfaction research, try this for a change.
Wish you all the best!
From India, Mumbai
One of the biggest challenges faced by our HR colleagues is what you are facing.
Invariably we find employees hopping jobs for a rise in pay and the feel amongst employees is that one should not stay in an organisation for more than 3 - 4 years.
A 30 - 40% hike for every job hopping in addition to what he gets during the 3 - 4 years of his stay in an organisation is quite a common feature we see these days.
As long as these job hoppers are encouraged this trend will continue.
Yet another underlying fact is companies entertain recruitment through consultants. Some consultants (I don't blame everyone) who have a passion for making a fast buck keep shunting candidates from one organisation to the other and earn money in the process.
In some instances one employee who leaves the organisation tends to pull other colleagues to his new company with a view to boost his image in the new organisation.
Try and find out the source through which you are losing people heavily and then you will be able to minimise attrition. A tough exercise though.
From India, Madras