Sandeepkgovind
Hr General
Cite Contribution
Community Manager
Ram Chandran
Senior Admin Executive
+2 Others

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I am working as HR generalist in IT company. Now a days we are facing problem of high attrition ratio because of various issues (eg. higher studies, relocation) . My manager wants to introduce some clause so that after getting training these guys will not leave the company. My manager also doesn't believe in bond system.
Please suggest me what are options for this?

From India, Mumbai
I am also from IT. I know the scenario, I request you to convince your boss to increase the salaries of employees and no one would quit the company :)
Just try it and when you compare with hiring to training, hike in salaries is nothing.

From India, Bangalore
Hi Dipali,
1. Increase of salaries is the best option which was not always accepted by employer side.
2. So give importance to non-monetary things also..
*** Promote the efficient employees who are working from the long time.
***Do some employee engagement activities which are benefit to employees.
***Provide stress less environment to employees.
***Done work by the employees in very smooth manner RATHER GIVING THEM TARGETS.
***The most important one is try to form a TEAM Rather than GROUPING. Most of the employees also resign bcoz of gropisim even if they like company also some people are unable to face the torture of colleague employees.

FINALLY ALL THE THING WHAT EVER YOU DO IT MUST CREATE "ALL THE EMPLOYEES WORKING UNDER FAMILY ROOF" NOT IN A COMMERCIAL ROOF.

From India, Visakhapatnam
Greetings,

To begin with , you are trying to solve the same problem which we all are facing. However, the leading and the lagging factors at your firm makes it unique.

Its a welcome break to hear that your manager doesn't want to implement the bond. Before we brainstorm any further, lets take a deeper look.

Is attrition a system generated problem or is it the part of a system? We are all aware of the Employee Life Cycle. The growth for every talent cannot be always be organic. Aspirations change, so does the requirement of the skills.

In this big picture view, it evident that there would a constant movement. To begin with , you are trying to solve the same problem which we all are facing. However, the leading and the lagging factors at your firm makes it unique.

Its a welcome break to hear that your manager doesn't want to implement the bond. Before we brainstorm any further, lets take a deeper look.

Is attrition a system generated problem or is it the part of a system? We are all aware of the employee life cycle. The growth for every talent cannot be always be organic. Aspirations change , so does the requirement of the skills.

In this big picture view, it evident that there would a constant movement. Now lets take role specific view. If you can hire someone who wants to work on the role and have a vision , you might not have to worry about them leaving after you train them. But the question is how do you find them ?

An IT Product company I know, hire engineers and founders, who are building products similar to theirs. They just don't hire for certifications or experience. This pattern of hiring, gives give a much longer employee life cycle. They even offer product ownership to a large extent, of course with the IP to the firm.

There are cookie-cutting roles for which you have to hire a talent with any qualification and train them at a short notice to make them billable. Attrition in such roles, can't affect much, as the talent funnel is big enough to back-fill the open position immediately.

Money is essential and a differentiator, but not the sole motivator. If you pay more, someone will add on it and poach eventually. Worst, if you are the highest pay master in your talent market, you might have to implement the 'Up or Out' policy , This would ensure you have the best talent and justify the pay. However, forcing talent to grow or retrenching the non-performing ones will create a whole new set of problems for you.

Hiring mediocre talent and training them to become the best will offer stability. Talents who might not have performed in non-conducive environments, might turn gold mines for you. Before you train, identify the responsibilities the talent is willing to deliver. Understand how long would their aspirations be aligned to what your organisation has to offer. And plan only till that timeline.

A mentor had told me that talents with generic skill-sets have a minimum employee life cycle of 3 months to maximum 18 months. Niche talents are between 1-3 years. However, their movement is often based on the pay. Hence, thats your solution if you are hiring them.

Keep a talent pipeline ready for the existing employees working on crucial roles. Cross train teams and grade the level of performance in terms of job-readiness. If the most trained employee in a team can deliver in all the 15 critical tasks required in the role, train the entire team on all those 15 tasks.

Agility is your only solution. Work closely with the reporting managers to build teams, where if one member leaves, the delivery remains unaffected.

Last but not the least, no matter which ever role you hire for, think in terms of a career. A job is a stepping stone for the next best career move. Prepare every employee for that. No matter how difficult it might be, but give an excellent exit to all your employees. Treat them with respect when they leave. Celebrate their farewell , just as you invest on their Induction. This would not only instill faith in your existing employeebase but build your alumni strong.

Last but not the least, choose to see attrition as an opportunity to build a bigger employee alumni. A talent who leaves you in haste, might become your future hire. Someone who is leaving your firm after training, will leave other employers under such conditions. However, you treating them well, they might want to be re-hired if you offer. That opens an entire new possibility for you where may find loyal employees, with greater market intelligence and experience.

Hope this helps! Wishing you all the best !

From India, Mumbai
Thanks a lot for your valuable feedback.
@ (Cite Contribution), Hiring mediocre is a good suggestion. actually we tried from freshers only. We trained them for almost 8-9 months and then as I said slowly max of them left due to various reasons.
And as you said that management is not in favor of appraising salary. No dought all are getting their annual appraisal and that is also good enough compare to other companies..

From India, Mumbai
Hai Dipali, Greeting a good morning,
I Know very well the scenario, am not working in IT Feild but the attrition almost same in the other Concern too.
From the begining on my responsibility got a challenge to reduce the attrition from 40% to 20%, after two year we get the attrition rate 19%.This performance had done only because of the systamatic approach in HR activities, Adhere and ensure the company policies,and promote the 6 drivers in HR and than Employee engagement.
regards
sandeep
8606081094

From India, Ernakulam
Hi,
This problem persists everywhere, as stated by senior members. There are many ways by we can reduce it. As ways suggested by Ms. Madhavi can solve some problem. Some more ways are -
1. Engage the staffs into various multitasks where they can show talent.
2. Appreciate them time to time for their good work.
3. Create a culture in their mind where they can see themselves as stakeholders of professional and company growth.
4. Remind them that the company is providing a platform where they can showcase their talent and grow.
5. Allow them to act as they are individual entrepreneurs, where they are responsible for all successes and failures.
6. Favorable leave policies, flexible timings can also reduce attrition.

From India, Chennai
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