Nathrao
Insolvency N Gst Professional
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Community Manager
Vlademir
Project Coordinator
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Dear Sir / Ma'am,
We are in machine manufaturing (MNC) at Ahmedabad location since 2010.
We do not have good business since last 2.5 years but there is positive thing is there is no attrition as well for initial 2 years but from begining of 2016 attrition rate reach to 20%.
It is not difficult to manage production because still we have enough capacity with reference to current ordering.
But my question what is HR role in this period and what will be reason for attrition.
I feel we are giving half no. of % release increment compare to good business year and secondly current business position people might have worried about the current scenario.
Please advice.
Best regards,
Parimal

From India, Ahmadabad
Dear Sir / Ma’am, Can you reply?? Best regards, Parimal
From India, Ahmadabad
Dear Parimal,
There are too many initiatives that you can consider , given the bandwidth you have!
Identify areas where in you would want to bring in a change. Start with Employees, and offer them a skill enhancement programs. This will help them get better jobs in case you have to retrench. Furthermore it will also gel the employees better as they will see an higher value in being with the firm
Offer transparent communication. During transitions, it's important to keep everyone aware of what is happening in the firm. If possible include the employees by seeking suggestions on how to increase revenue, manage the production better, identify newer markets, identify better vendors, streamlining the logistics and supply chain and so on.
Seek support from the management team at your firm in owning all these processes.
How far would you be able to consider any of these suggestions, kindly share. Looking forward to hear from you.

From India, Mumbai
First of all your top management should reach out to employees and share the issues being faced,steps taken to redress/recover.
Employees have been loyal enough for 2 years and did not leave,but they also need salary and surety of employment.You cannot blame them for leaving after 2 years.The employee knows the ground position and it was incumbent on management to keep communication channels open during difficult times.
Probably your management was not pro active enough.now they can try and rectify the situation-comunicate openly and give factual position and efforts/strategies of management.

From India, Pune
Dear Sir / Ma'am,
We are practising that in after every quarter we conduct plant level meeting and informed to all about current scenario and future action plan by top management only.
For skill enhancement, we have introduce job rotation but now it is also done with out put that everybody can work everywhere.
We practising world class manafucturing motto so necessary and enough action has been taken,
Best regards
Parimal

From India, Ahmadabad
Dear Parimal,
I believe the first 2-years was your transition period where everybody was in the same direction, learning to develop the skills and the spam of rationale mobility.
After that the next 3-years are the birth of intuitive philosophical acquired skill where the race of excellence generates. I also believe these past 3 years have had already attrition but the management haven't notice nor disregards and perhaps amicable since the recognition of superiority and value are esteemed.
I think the streamlining of organizational histogram was just overlook. Among the greatness of HR management tools, I still believe in the avenue of adverse behavioral concerned (Human Nature) and only single part of it's complexity of natural control must be leverage.

From Philippines, Cagayan de Oro
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