Business Mentor, Consultant And Trainer
Consuting - Life Coaching
Executive - Hr & Admin
Soft Skill Trainer / Hr Consultant - India
Hr - Manager
Career Management, Talent & Capability
1 - Birth day gift ( Resonable prize) - can have a notice board displyed his/ her photo and "Happy bithday".
2 - New born baby gift - Can have board and congratulation.
3 - Sports competition - prize
4 - Yearly family meet
5 - Award the employees - Best employee ( R & R)
6 - celebrate festivals in the office.
23rd October 2013 From United Kingdom, London
You are going through typical small organization problems which are quite usual and expected. The ideas given by Anand are good ones but are effective in mid to large size organizations and not so much in smaller ones. So what do you do? Easy!
First, Accept the the fact that you will lose people. Every individual has a right to a good career and growth. If he / she is unable to foresee the same in your organization, then they will surely leave and that is absolutely fine.
Second, understand that in your size that you currently are (20+), you are less likely to be an organization and more likely to be a family. So ensure that is exactly what you are doing.. i.e. being a family. Employee Engagement is the the single most effective, important and critical retention tool for any small organization. But Employee engagement means being transparent, involving everyone in decision making, making them a part of organization plans and growth. It is more difficult than it sounds because all these things are an entrepreneurs / management nightmare ( things that are most difficult for them to do).
Third, while every one is important in a small team, there will always be some key players. They need to be taken care more efficiently without being seen as playing favorites...:-). You cant afford losing them too regularly.
The Golden rule is : Treat them as you would your family and they will reciprocate.
23rd October 2013 From India, Delhi
#AnonymousThe best thing what you can do is, going forward you can start collecting there original marks card and take a sing on service bond for 1 or 2 years. Regards, Yogendra
23rd October 2013 From India, Bangalore
Also, please check that the employees are leaving from some specific department or section or it is same for all the deptt/section.
Moreover, you must be having some exit interview process in that you can ask them about the reason in polite manner as it's hard to retain an employee who is decided to leave but by knowing the specific reason you can improve on the same and can retain other employees and reduce attrition rate.
23rd October 2013 From India, Lucknow
Your challenge is not just retention of employees but engagement too. Battle of attrition can be best be won by engaging our employees. Recently there was good amount of discussion on employee engagement. You may click the following link to read it:
Secondly, the methods that you have proposed or other members have proposed, does not cover Level V need in the pyramid of Ahraham Maslow's Theory of Hierarchy of Needs.
You should do something to fulfil your employees' self-actualisation need as well. How to do this? Best way is to ask them what challenging assignment do they want and give them. They know better how to challenge their brains.
The next thing is to create learning environment. They should learn something on their own and show their implementation. Give them hefty rewards for implementation of learning. Trust me this works very well. It fosters healthy competition of learning and then implementation. The benefits that organisation accrues are far greater.
All the best!
Dinesh V Divekar
23rd October 2013 From India, Bangalore
Thank you so much for spending your valuable time for me , all are sharing valuable points ,surely I am trying to implement it .
In addition new joiners leaving from the org within 1week not all .
Regarding this what steps make us better to retain new joiners
24th October 2013 From India, Chennai
Mr.Anand sir mentioned some nice benefits to motivate the employees , kindly sharing some other benefits which has provided by other IT companies to motivate the employees
Thank you so much
Have a nice day !
Whenever I hear It canít be done,I know Iím close to success.. Michael Flatley
24th October 2013 From India, Chennai
As fellow members have already given very fruitful points to implement, In addition to that I would like to mention as you have said that even new joiners leaves in a week, that means your existing employees are not motivated/delighted in the company, as in most of the cases people who joins and leaves in couple of days are the result of office gossips, where he finds that working in the company will not be fruitful to him/her. So what I suggest you is first ensure your existing employees are properly engaged and motivated, try to give them a "feel good" working atmosphere.
In addition to that you can follow below mentioned strategies for retention -
# Introduce Joining bonus payable after 3/6 months.
# You may introduce "Basket of allowances" component in the CTC, which an employee will receive at the end of financial year.
# You may also work on "loyalty bonus" scheme.
# You also need to implement a good performance appraisal methodology, I believe 360 degree appraisal will be a good technique.
# Take proper exit interview, best will be make a exit questionnaire where in you will get necessary feedback that why employees leave your company.
# Conduct "One on One"/ "HR connect" sessions monthly, In these sessions you may discuss about employee's productivity, performance and his/her succession planning.
24th October 2013 From India, Kollam
What you can do is limited only by your own capacity to be creative, innovative and your ability to understand your employees. There are no set rules or processes or even can do and don't do... the only limitation is you ( the HR and management involved ).
All the ideas shared work and in some cases none of them do... :-) You need to first understand your employees and what will work. Remember you will always be in constraints (expenses, time, lack of initiative, lack of vision, peer pressure, management expectation etc). The trick is to work within these constraints and yet create some effective engagement activities / initiatives. That's where your own innovation skills are going to be tested...:-)
Have fun because if you are enjoying what you are doing, you already are successful by default!!!
24th October 2013 From India, Delhi
I appreciate you and all those wonderful people who have also offered you their time and thoughts for the a query you've raised.
I'm sorry, I can't give you a direct reply, as one doesn't have the real data to offer solutions of the "cuff." There is no on "chair" that fits all sizes of people.
Read this through with "patience" and you will get a lot of information. In the end you also have a lot of questions that you need to ask of yourself and answer. if you think you can do this and then share your thoughts, it's quite passible that you many get solutions to stem the "rot of attrition" in your growing company which seems to be already offering some exciting inducements to make people get engaged.
A little bit of history - before we try solving the mystery
Attrition is an age old phenomena. I've had several opportunities in my career especially in IT dating back to 1987. Companies as everyone knows starts off small, and so it's called "start-up." The period that I am talking about didn't pose serious competition domestically, but to earn a break-through into companies in the US and the lure to earn foreign exchange and $ was the challenge. People would do everything to earn this break. And some companies were there at the right time, with the right people doing the right thing and so there is very little doubt as to why they succeeded. The rush for talent was there but not so much as it increased world over nearer to the Y2K and immediately after till the emergence of the DOT.COM boom and subsequently the burst of the "bubble" and then the down turn. Industry was more cautious in their approach in all aspects - recruitment, finance etc., and naturally therefore people were beginning to pick and choose people whom they could bet on rely on going forward. On the other side, technical people also started picking and choosing - some went dream companies, technical growth, some were bent on only on-site assignments etc., so the cat-and-mouse game started.
Sadly though it is still prevalent, but the struggle for start-up's have been more or less the same. You need to sell the company a lot more harder than say you have to sell a better known company, where you need to concentrate in this sequence - only on the role, technology, growth and compensation (the prospect would like to hear this though the prospects priority and sequence may be the difference). After a round or two of talks this deal is concluded and engagement gets going, assured for at least three years, which is when the resource would might plan the next move. If the company has assignments that can take people overseas on on-site assignments then this mantra is used for extending the careers.
On the other side "start-up" may only have to rely on the "Integrity" and reputation of the promoters working on the latest technologies along with some solid techies handling the leadership positions, and also having some projects in the pipeline, gets the company going. If one gets this combination then it is the effort of everyone, not alone the HR to get more people excited and interested in joining the company to work for. And mind you everyone who comes to meet you as a prospect will give the start-up company a feeling that he/she is doing the company a favor by risking his/her career in joining a relatively unknown company, despite having a market for himself/herself. This is a reality with which you have to live with it and contend, I see no escape. Once the resource decides to come on-board the first motivator is - compensation, rest all are not major factors. Exceptions are thee in this regard, but they are very few. This doesn't end here, you need to be consistent with your policy statements, employee relations policies, etc., to keep the system moving which means you in HR is often under scrutiny by the promoters and the management on the one side and on the other the employees' enjoy the upper hand as they only need to raise the voice to see that the leadership is alerted. Without going into too many details things will get aligned in a manner that HR will have to play the "subjugated" role, taking instructions all the way, and may be also deemed as not so good, not so effective or worst to be deemed as "useless." In fact, people are also known to make a sweeping comment that "Oh! these HR People are all like that, hopeless people, who don't understand the reality etc.,"
What then might be the prime reasons why people leave
Some of the prime reasons why people leave is their inability to handle stress, monotonous work, company policies, lack of career growth, problems with senior people, no on-site possibilities, not enough money, not enough increments, unfair/biased treatment, too much of micro-management, rigid rules and regulations, lack of trust on the management, leadership and may be colleagues too, inconsistent interpretation of policies, the list can go on... There can be multiple reasons for leaving whether it's a well known company or a start-up.
What then are the "Drivers of Engagement" specifically to smaller start-up companies
It's important that the company work in laser sharp/latest technologies, if there is a "bouquet of the latest technologies" even better for instance Mobile - Android, IPhone, windows /JEE/.Net/PHP/Oracle, and with clients who can assure reasonably good quantity of work, ensuring that no one gets sidelined on to the bench.
Regular on the job training programs be it on technology/managerial/leadership, behavioral or whatever, depending on the need of the company to meet the present demand or preparing for the future. All of this should enable the employee make his/her profile seeming good and rich.
The other aspects that follow
Market equivalent salary, without too many deductions but with a bucketful of benefits
Sizably good increments annually after review
Regular feedback and dialogue with superiors
Recognition and Rewards on a regular basis to keep them engaged
These are aspects that you will want them to understand and know but the employees might not think so
Employee perceptions of job importance
Employee clarity of job expectations
Career advancement/improvement opportunities
Quality of working relationships with peers, superiors, and subordinates
Perceptions of the ethos and values of the organization
Effective Internal Employee Communications
If these are the realities then, now for the encouraging factors which is what you need to find out how it is in your present organization
1. Are you suitably qualified with a relevant degree in the subject, and are experienced enough to stand up and talk for yourself
2. Do you enjoy the support of the promoters, leadership and the management
3. Are you sufficiently equipped with the right resources - to handle your responsibility - even basic things like a neat work place, a system with the right software, adequate support systems in terms of administration, accounts and house-keeping (or are you one in all)
4. How do people perceive you as an individual
5. How good an influencer are you
6. Are you well read - especially on contemporary managements/industry subjects etc
7. Does the office have a professional look and atmosphere
8. What is the management-style - participatory or what else
9 Is the company engaged in the latest technologies and do they have the right people in the right places, doing the right thing for the right customers
10. What would the USP (Unique Selling Point) of your organization be?
11. What would be your EVP (Employee Value Proposition) to attract new talent
12. What do the current employees think about the organization and what would they want it to be like.
13. Were you able to get any useful information from any of the employees leaving the company, so that you can examine what can be done to address the issue.
14. Lastly are you confident of hanging on despite the carnage around you.
15. Also ask yourself whether you will be able to do his alone or you would want some professional HR Advisors from external sources, and whether the management would be open to seeking advise from specialist's to redeem the future of the company.
That's it for now.
Best wishes and warm regards,
25th October 2013 From India, Hyderabad
First and foremost, I suggest you change your outllook. Becoz i could make the world's most beautiful resume but if the person doesn't reflect the resume then it is absolutely of no use... We are discussing a rather important HR issue and in the middle you want us to review your resume and suggest changes ? and you expect to make a successful career in HR ?.. WOW!!!
If you cannot decide where, when and how to intervene, my friend , you can never succeed in strategic HR... maybe in administrative HR but definitely not in strategic HR.
Sorry to be sounding rude and losing my cool ( must be getting old..:-) )
25th October 2013 From India, Delhi
Keep offering freebies a little at a time but simultaneously create an excellent working environment. Employees look for more of this than free carrots !
25th October 2013 From India
It is correct as stated by many contributors that, looking at the organisaton size, chances of retaining employees, especially youngsters, is very difficult. Whatever amenities you provide to them, and make them feel happy, each and every human being wants to take a jump for betterment, and after few months experience in your company, if he is selected at little bigger organization, he will certainly quit.
My suggestion : Select an employee, in a higher age group, say 40+. He may be VRS person, or a victim of shut-down company, or his present employer has transferred him to some unwanted location, etc. These senior people usually try to remain at one place and give matured and sincere services.
25th October 2013 From India, Mumbai
While I appreciate your in-puts, I'd also like to add a thing about the mind-set of the Promoters/Entrepreneurs/Technopreneurs, and the people at the top in leadership positions, and this is coming out of hard/rock, and raw experience.
Everyone - be it technical/marketing/finance or whatever, think that they are the one's who are ultimately responsible for the growth/profitability/sustenance of the company and take it that it is their prerogative give directions/suggestions/advice to the one's handling HR.
To be brutally frank, in the initial stages in every organization I held a responsible position, I applied cautious restraint in letting go my thoughts. I would simply say, "thanks your in-puts, I'll give it a thought and get back." Invariably I would do a deep study and tell them about the fall-outs or breaches in what they suggested, and suggest ways in which this could be addressed. Slowly and surely things panned out well and when I did make them realize the value I could add I started putting forth my thoughts in no uncertain terms. When you do so you should be careful as you might not get a buy-in straight away, but you need to make your thoughts, be willing to receive new in-puts, and then amend suitably to get the organization work like a team for a common purpose. Speak just that much, and observe silence in order to listen to what others are saying and then move ahead. You gain this only through experience and getting beaten at first, but you must have a lot of confidence in your self, and tremendous belief in your potential. You should also be lucky enough to have an energetic team which will go all out to implement plans and programs.
Professionals in HR must think of themselves as Strategists going forward.
25th October 2013 From India, Hyderabad
Bulls-eye, Raman! The single biggest challenge in working with management (start-ups more than matured organizations) is the management buy in and it doesn't help matters when every one feels that HR is the easiest thing to do. Any one and everyone can do it...:-) .
So you WILL have a management who feel they know HR better than you and what ever they wish can be achieved ( after all, you are supposed to be Aladdin's Genie in the guise of HR..:-) ) but what ever you say will be an unnecessary expenditure. So the trick, as shared by Raman, is to be neutral. Listen, observe, research, analyze and propose. Show them the value and you will get your support.
Just a note of caution to every HR working in a small / start up organization - The size of the operations will create an environment where by you will be prone to becoming either a administrative HR person whereby you will keep doing the same mundane stuff day in and out OR you will become the mouthpiece of the management / promoter. Both these conditions are not where you should find yourself in.
It will purely be on your skills and knowledge that people within your (extended) organization including management, will approach you with problems and for solutions. You need to always be proactive, approachable and enterprising to ensure that you create your own identity and are respected for the same. That's when you can truly consider yourself a successful HR professional..just like Raman.;-)
25th October 2013 From India, Delhi
Like the several I have met in this forum who make a query and then become "dormant." It's neither a judgment nor an accusation, a feeling that lingers around hopelessly, helplessly.
I would suggest
One give your best and trying changing the situation for the better
Two quit and look for comfort zones to park yourself.
You'll be ill-advised to dwell in a comfort zone. This is a thought that I have been talking about to a lot many people for a long time now. It's about seeking a change of the situation that we are in.
A change which we conveniently postpone blaming everything but ourselves. We need a through changes in the way manage ourselves - we need to think, act and utilize our potential.
A change leadership thinking as well and action which supports their talk.
A change in environment which only sees things monetarily.
C = Communicate, Clearly, Consistently, openly and often
H = Hear to what all others are saying and help folks through the transition
A = Assess and your core values/principles/process and align it with your mission in life
N = Non-negotiable action - navigate from the "Where you are" to the "where you want to be"
G = Get everything you planned, into movement
E = Educate, excite, empower and engage employees
It's incredibly hard for anyone of us on this planet to predict the future with any degree of certainty. But I am convinced that with failures and success, reading, experience, thinking, change and effort you can create the future you desire.
What we need to do is to be changing, be it ourselves or organizations, is a visit on the future.
V = Visualize the much talked of aspect of self-leadership which is desired and acquire it
I = Invest in a learning and development culture
S = Seriously assess the current situation prevailing around you
I = Influence, incremental but continuous improvement-based living
T = Take the bull by the horns, take on hard and difficult task, target areas for betterment/improvement
A = And act on a plans aligned to the aims for a
F = Fruitful
U = Ultimate
T = Totally
U = Unique
R = Rewarding
E = Engagement
With a positive visit a future you desire, can be create with a high voltage energy to make it happen in your organization.
26th October 2013 From India, Hyderabad
Thank you so much for sharing your views and I am really feeling happy for getting lot of seniors .
Mr.Raman sir mentioned that I am in dormant state , not like that sir , sorry for that
Due to some power problem , I couldn't read your views , today only I am reading your views as well as due to my capability it takes some more time to understand every seniors views , sorry for that seniors , because before that I replied without without understood of every views depth .
After understood of every views , I will surely ask my queries and my thoughts
Thank you to everybody
26th October 2013 From India, Chennai
Immense thanks for your response however, I'm sorry if I hurt you, it wasn't my intent at all, You need special mention an a "big pat" of your back for this act, but the fact is there have been many before this who didn't have the courtesy to even acknowledge the efforts. I'll feel small when someone apologizes to me. In fact, I might share a small tip with you, "never get into a point that you have to seek an apology from anyone, if it's not needed" however, if you have really erred, never hesitate even a single moment to tender an apology to even a kid.
I can empathize with you when you do mention, "your views as well as due to my capability it takes some more time to understand every seniors views , sorry for that seniors , because before that I replied without it being able to understand of every views depth."
Do not get discouraged at all. You will learn and grow to become a "utility professional," just apply yourself and make it a point to "learn something new everyday." Click into CITEHR regularly, you'll probably get to know a lot many things without too much of a strain.
Yes it could be our limitation too to put the message across in even more simpler terms. The attempt is always to make it easy to understand, and digest. I know I am more profuse when I begin to elaborate a point that I wish to make. Let me assure you that you can get in touch with me on any clarifications or explanation that you might need. Just remember it's not good to remain "ignorant" as it hinders growth.
26th October 2013 From India, Hyderabad
1.I suggest you to conduct the Employee satisfaction surveys first and try to find out the reason, then try to work on it on a step by step process
2.Provide more benefits to the senior employees if management is ok with that
3.Employee engagement - divide the employees into groups and arrange some fun activities to interact with each other which helps for a good bond, co-ordination
4.You can name the teams with inspiring words/names to motivate
5.Rewards & Recognition
5.Try to know the reason in EXIT interviews process when the employee is leaving and try to retain him by telling what HR policies you have implemented to satisfy the employee (if he is a good resource)
28th October 2013 From India, Hyderabad
I have been reading this and pondering over this for a while too. I can't withhold myself any more, to say the least it's "outrageous"
It's not meant to be a slight at all. I would think we would be better served by helping young people by opening them to real-time issues.
28th October 2013 From India, Hyderabad
After reading every seniors valuable points , I Got more ideas to develop my concern , thanks to everybody
I am planning to analysis everything like infrastructure , interpersonal relationship , employee's expectation , etc.,about my company , after that suggest my ideas to my management .
As my first step , I am planning to celebrate diwali which is includes management games and rewards for motivating employees as well as make employees to enjoy this festival .
Looking forward your reply regarding my start -up
30th October 2013 From India, Chennai
The most important step in any venture is to begin and it seems you are looking at the "Festival of Lamps" to light the future of the organization which you serve.
You must ensure that you have total support of the promoters/management/investors/decision makers etc., so that they can help you in whatever you plan to do.
You may have read this book The Seven Habits of Highly Effective People by Steven R Covey
If yo haven't then I would suggest you should buy this and read it as early as you can.
An Extract from From Wikipedia, the free encyclopedia
The Seven Habits of Highly Effective People, first published in 1989, is a business and self help book book written by Stephen R. Covey. It has sold more than 15 million copies in 38 languages worldwide, and the audio version has sold 1.5 million copies, and remains one of the best selling nonfiction business books. Covey presents an approach to being effective in attaining goals by aligning oneself to what he calls "true north" principles of a character ethic that he presents as universal and timeless. In August 2011, Time listed Seven Habits as one of "The 25 Most Influential Business Management Books".
It's believed the former U.S. President Bill Clinton read the book and invited Covey to Camp David to counsel him on how to integrate the book into his presidency.
The 7 Habits in a Nutshell:
The First Three Habits surround moving from dependence to independence (i.e., self-mastery):
Habit 1: Be Proactive : Take initiative in life by realizing that your decisions (and how they align with life's principles) are the primary determining factor for effectiveness in your life. Take responsibility for your choices and the consequences that follow.
Habit 2: Begin with the End in Mind: Self-discover and clarify your deeply important character values and life goals. Envision the ideal characteristics for each of your various roles and relationships in life.
Habit 3: Put First Things First : A manager must manage his own person. Personally. And managers should implement activities that aim to reach the second habit. Covey says that rule two is the mental creation; rule three is the physical creation.
The next three have to do with Interdependence (i.e., working with others):
Habit 4: Think Win-Win : Genuinely strive for mutually beneficial solutions or agreements in your relationships. Value and respect people by understanding a "win" for all is ultimately a better long-term resolution than if only one person in the situation had got his way.
Habit 5: Seek First to Understand, Then to be Understood : Use empathic listening to be genuinely influenced by a person, which compels them to reciprocate the listening and take an open mind to being influenced by you. This creates an atmosphere of caring, and positive problem solving.
Habit 6: Synergize : Combine the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone.
The final habit is that of continuous improvement in both the personal and interpersonal spheres of influence.
Habit 7: Sharpen the Saw : Balance and renew your resources, energy, and health to create a sustainable, long-term, effective lifestyle. It primarily emphasizes exercise for physical renewal, prayer (meditation, yoga, etc.) and good reading for mental renewal. It also mentions service to society for spiritual renewal.
He has written another book called the 8th Habit : From Effectiveness to Greatness
30th October 2013 From India, Hyderabad
Some seniors mentioned that conduct exit interview for reduce employee attrition rate , but I have some query regarding that ,during this exit interview such that face to face or using some exit interview forms , if employee's may be tell a lie for getting good acknowledgement during the employment verification in future company or not ready to make a problem with current company that time we won't get correct information regarding employee's attrition rate .
Share your views
30th October 2013 From India, Chennai
The concerns you've raised are pretty genuine.
These are purely my personal views and I take total responsibility to whatever I say here:
I really do not know what your experience is like, however, must tell you that you need sufficient standing, maturity, and above that you as a professional enjoy unquestionable respect both within and outside the organization, to effectively handle an exit-interview.
In fact, some people (who don't want to close the doors for future, who might look at a return back), will give you a balanced and honest feedback - positive and those that weren't (with constructive suggestions too). \
The converse is true too, that there will be some who are so excited about their new job, that they will be critical of everything that they experienced being with you.
There is another category too which will only gloss over the whole thing, sound good and sweet, and may be not tell you the truth too and cry every reason of emotion to convey their departure.
Anyway for your evaluation, you will need to have some sort of background information on such employees as to what their contributions were when they were with you, what was their attitude like etc., to probably arrive at some what good conclusions. And then there must be a process by which the information is shared with those who are at the decision making table to ensure concerns if any are addressed, in order to reduce, if not be able to arrest attrition.
You will be well advised to take a detailed read of this too : exit interviews - tips for interviewers, employees, sample exit interviews questions and answers guide
Here are some more links for your information:
Sample Survey Employee Exit Interview Employee exit interview including evaluation of relationship with co-workers, The Job, Benefits and company evaluation.
http://aia.org <link fixed>
This might lead you to more questionnaires on Employee Engagement, Employee Satisfaction etc., : Employee Satisfaction Survey Questions: 3 Sample Templates You Can Use Today | Qualtrics Blog
30th October 2013 From India, Hyderabad
I have gone through the above opinions and found that sometimes rumours also create problems in organizations. Therefore, please find out mischivious elements also and atonce through them out the company otherwise it will be fatal for whole employees.
Although, change is always good for organization and employee also. Due to arrival of new entrants the environment also get changed which generates new ideas for oraganizational growth.
For sustainable development and growth, we have to very active and cautious towards activities of employees.
Dear, I would say continue whatever you are doing presently at same time keep an eye on some bad elements, maybe spreading rumour about your company because the management had taken some strict action against them in past.
Be careful and dont ignore ineternal politics.
8th November 2013 From India, Mumbai
follow the Six sigma model and you can cut down your attrition rate and be on profit path
DEFINE YOUR PROBLEM
MEASURE YOUR DATA
ANALYZE YOUR FINDING AND DATA
IMPLEMENT THE SOLUTION
CONTROL THE SOLUTION
AND NOT FORGETTING
REWARDING /RETENTION OF SCHEME
FOR further details do mail
Capt Rajeshwar Singh
19th November 2013 From India, Thana
There is no hard and fast rule of controlling attrition since every employee needs are different.Even if you use a stunts like bonds he will jack the company and the company will throw him out which is bad for the business.Greed factors are not tailored for looking at every individual needs
Basic step at the time of interview you need to go beyond the books and figure out why he wants the jobs and why he left his last job.There lies the key it could be growth,timing etc etc.If he is going to have the same problem in the new firm he will disappear faster than you can think.
The second most important is his work relation with his bosses.Third is the work enviorment.If work enviorment of facilities are bad and the boss is good he will still work.
My last company i worked with i still have my agents and collegue who call me and say they are leaving and they want to join me in what ever company i am working and i ask them why, one of the reasons they give is that they say i learnt so much with you now we are just robots.
Slicing it down.there is no stopping to employees leaving but there are ways to slow attritions.
and please managers stop blaming the HR its your attitude that makes the biggest difference to an employee.
20th November 2013 From India, Mumbai
Money is important for people to work and make a living, however, these are a few things that add to retaining people.
Employees would like to be respected, expect a fair treatment, need to be made to feel proud. They have to feel secure in their jobs.
Remember they have a personal life too so they should be assisted in balancing their Work and Life. You can't afford getting them stressed at work for they have to keep good health mentally and physically.
They ought not to be micromanaged, instead helped to deliver by being encouraged and coached.
They have to be trained appropriately to improve on their skills to meet and beat the competition.
Finally they need to feel celebrated.
20th November 2013 From India, Hyderabad
16th January 2015 From India, Delhi
- It is important for programmers to develop skills which help them face clients directly - if you can facilitate that based on seniority it would help. The idea is to let the juniors have a clear view of where they are heading.
- One of the primary reasons for attrition is usually unrealistic expectations - this usually happens when the management staff is making unrealistic promises to the client and expecting the technical staff to deliver. Client interface needs to have proper technical advisory so that the promises made are realistic.
- Technical people are usually very capable of keeping a lookout for better opportunities (online primarily) - have them focus on clear goals and rewards inside the company.
- Brand matters - develop a name in the industry for whatever your company does - without that you will only get people looking to stay employed while they look for better opportunities.
- Projects matter - who is assigned what project is important - make sure you are pushing the right people to the big projects and the reasons are fair and known. If anyone feels alienated - they will leave.
- The recruiter needs to have some technical knowledge when recruiting technical expertise even at the initial stages. This will create a filter for people generally looking to fill gaps in their career while they look for better opportunities. It would be a good idea to find and involve someone from the technical team for recruiting - this can additionally make the technical team members feel involved in the company processes and help reduce attrition.
12th September 2016 From India, Gurgaon