Dinesh Divekar
Business Mentor, Consultant And Trainer
V.Raghunathan
Process Industry Consultant / Soft Skill
9014868433
Hr Manager
Cite Contribution
Community Manager
Vaishalee Parkhi
Hr Consultant & Trainer
SAIBHAKTA
Retired From Air India
Allan Fernandes
Vp - Quikchex Hr And Payroll Software And
+5 Others

Thread Started by #9014868433

Hi to All, Day to Day we are getting resignations with "personal reasons", what will be the exact reason behind. How to stop them ?
26th December 2015 From India, Hyderabad
Hi
Most probably the employees who resign want to be tight lipped because
they do not want to tell the truth that will be inconvenient to the management.
Instead of trying to stop them, do some introspection
and look for the major shortcomings in your company.
V.Raghunathan
26th December 2015 From India
Interview them in a friendly manner.
Try and get them to speak about how things can improve in the company.
Discuss the resignation with his immediate superior and/or co workers to get to the bottom of such resignations.
Resignations take place due to personal problems,better chances else where or unhappiness with some aspect of present employment.
Some introspection by higher up officials can result in finding out solutions.
26th December 2015 From India, Pune
Dear friend,

This is in addition to what previous seniors members have said.

What is your designation? What is the nature of your industry? What is the total employee count? What is the attrition percentage? What study have you done to study the attrition?

There are so many questions associated with your post. Please provide these basic details.

Reasons of employee turnover are embedded in the organisation's culture in general and leadership style in particular. Earlier I have given reply on the query similar to yours. You may refer the following link:

https://www.citehr.com/519562-employ...ml#post2211229

Go through the above reply. Study the points given in the reply and do the attrition analysis. After doing analysis still if you require some help then you may come back and ask for further details.

Thanks,

Dinesh Divekar


27th December 2015 From India, Bangalore
Here are few suggestions that can help you identify the reasons, other than taking an hard look at your firm, comparing pay structures and work culture.

Have you considered interviewing your employees during Probation, before confirmation ? We interview the candidates before we induct them and then leave them to the Supervisor's feedback. How about interviewing them at a regular interval?

Exit interviews are important. However, no one speaks the truth. Try conducting the exit interviews after 6-8 months they leave your firm. You might see a lot of truths coming out.

How sensitive are your supervisor in identifying the employees who are on the verge of resigning? Do you have a system of putting them on the radar?

Two-way communication in the most non-threatening manner is the only way to reach the conclusion.

However, if you consider making your employees a partner to build your organisation better irrespective of how long they work with you, you will stand a better chance at knowing the truth.
27th December 2015 From India, Mumbai
In addition to what the seniors said above, exit interview will be one way of knowing the reasons for leaving.However I am little sceptic as to how many will speak the truth at the time of leaving as they may not wish to rub the company on the wrong side pending their full n final settlement.My apprehension gains ground in your case as employees are quoting 'personal reasons' for leaving and they may quote the same thing in exit interviews also.However (Cite Contribution)'s suggestion that the exit interviews conducted after six months of their leaving,( or at least after their full n final settlement) is worth pursuing.For this, you need to keep track of the ex-employee.One another way is tapping information from the colleagues of the ex-employee some time after he left the service as the colleagues will be more open to share with you what they know as there is no chance of any adverse action towards the ex-employees. Still another way of knowing reasons which make the stay of employees longer will be conducting stay-in interviews. Secondly, find out whether only talented employees are leaving or even any employee performing routine kind of work or of general abilities are also leaving.However for your benefit some of the causes for leaving may be :

1) Culture issues 2) Inadequate learning opportunities 3) Lack of career growth 4) job less challenging and routine kind 5) Micromanaging 6) office politics. Normally these are reasons for loosing star performers.

1) Bad boss 2) Inadequate salary 3) improper work-life balance 5) work place conflicts 6) Team problems 7) lack of free communication

etc. may be reasons for leaving for any employee.

You need to know which reason or combination of reasons is the key factor for attrition.

B.Saikumar


27th December 2015 From India, Mumbai
simple solution is hike the salary and provide various benefit the employee will be retained . This will increase the cost of management but this is the only solution left.
30th December 2015 From India, Mumbai
I agree with the points suggested by seniors above. However, given the fact that no one wants to 'burn their bridges' is one of the reasons for not speaking out the truth. Besides, it is experienced once an employee gives his paper, his opinions or suggestions are not much valued.
It is a good idea to make him speak by adopting the suggested methods in this post. However, it is more appropriate to track the 'discomfort' in the minds at an earlier stage before he reaches to a decision to leave.
Even if an employee tells the truth, it is seen hardly any management is interested to read the exit interviews and make appropriate changes later.
31st December 2015 From India, Pune
Hii All , I want to know one thing that some people change from one company to other every half yearly or every year for salary hikes . Is this correct .
31st December 2015 From India, Delhi
""I want to know one thing that some people change from one company to other every half yearly or every year for salary hikes . Is this correct .
""
Are there so many jobs available?
It is not a practical proposition to keep changing jobs like what you are saying.
Job hoppers do not get that much value from genuine employers.
31st December 2015 From India, Pune
A stone that rolls every half year gathers no mass in employment market at a time when retention is the problem nagging the minds of employers.B.Saikumar, ,
1st January 2016 From India, Mumbai
Dear Friend,
"........However, it is more appropriate to track the 'discomfort' in the minds at an earlier stage before he reaches to a decision to leave. ......"
I liked Vaishalee's suggestion and suggest that you conduct staff meetings at say every fortnight , on work environment related issues and encourage employees to speak up freely.I am sure that those who have left have discussed some aspects with their colleagues about which the top management is unaware.This shall provide you (here I presume that you are a part of top management) some vital areas to work on for improvement and stop the exodus.
2nd January 2016 From India, New Delhi
Resignations are tricky. Don't try to stop people from leaving but understand why your company doesn't meet their career goals. Here's a quick checklist of how you should handle resignations:
9 things you should do when an employee resigns - Quikchex - HR, Compliance and Payroll Software
27th February 2016 From India, Mumbai
Following may lead to high turnover of employee:-
1. Job misfit (A selection cum recruitment issue).
2. Lack of growth.
3. Lack or embargo on free communication.
4. Failure to cope up with the change.
5. Lack of poor induction training.
6. Politics at the junior level.
7. Unjustified salary hikes.
8. Missing employee engagement practices.
9. Lack of flexibility.
10. Absence of Rewards and Punishment policy.
11. Poor or no on job training.
12. No compassion.
13. incommunicado boss.
14. Superiors demand respect rather than commanding the same.
15. Lack of transparency in salary / wages payment.
16. Management failure to identify and exploit individual skills.
17. Poor work culture.
18. Seeping of old comrades fraternity.
19. False comprehension.
20. Rumours about the job insecurity.
21. culture of favouritism.
22. Lack of motivation.
23. Misleading job hunters.
24. Habitual job hoppers.
25. Underestimating the cost of attrition and training new employees.
14th September 2017 From India, Karol Bagh
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