Hi all,
This is Deepa. I am working as an HR Manager in a reputed solar company. Currently, we are facing a high churn rate, especially among field staff. We have initiated the best incentive slab to retain them. According to the current analysis, the tenure of our field employees is a maximum of 5-6 months in the system, which is an alarming sign for us.
Please suggest what should be done to control attrition.
From India, New Delhi
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This is Deepa. I am working as an HR Manager in a reputed solar company. Currently, we are facing a high churn rate, especially among field staff. We have initiated the best incentive slab to retain them. According to the current analysis, the tenure of our field employees is a maximum of 5-6 months in the system, which is an alarming sign for us.
Please suggest what should be done to control attrition.
From India, New Delhi
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Dear Deepa,
Please analyze why they are leaving. Reasons might include low salary, heavy workload, low morale, job insecurity, and treatment by bosses. It is certainly alarming.
It is advisable to conduct exit interviews with field staff to determine the exact reasons and analyze the situation.
From India, Hyderabad
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202Please analyze why they are leaving. Reasons might include low salary, heavy workload, low morale, job insecurity, and treatment by bosses. It is certainly alarming.
It is advisable to conduct exit interviews with field staff to determine the exact reasons and analyze the situation.
From India, Hyderabad
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Dear Deepa,
Have you done attrition analysis? If yes, then on what parameters? Why are people leaving? Could you find out the causes? You have introduced incentive slabs; however, field staff is still leaving. Therefore, it shows that monetary inducements are not working.
Earlier, I have given an exhaustive reply similar to yours. Click the following link to refer to my reply: https://www.citehr.com/519562-employ...ml#post2211229
Thanks,
Dinesh Divekar
From India, Bangalore
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Have you done attrition analysis? If yes, then on what parameters? Why are people leaving? Could you find out the causes? You have introduced incentive slabs; however, field staff is still leaving. Therefore, it shows that monetary inducements are not working.
Earlier, I have given an exhaustive reply similar to yours. Click the following link to refer to my reply: https://www.citehr.com/519562-employ...ml#post2211229
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear all, as we all know, premature employee attrition causes a lot of financial, emotional, and logistical stress on the company. The problem is compounded by the fact that many employees join without any serious intention to stay for a long time and then leave for flimsy reasons.
Best practices to reduce financial stress due to attrition
I want to know about the best practices that can be employed to reduce financial stress on the company due to employee attrition. One that I know of is a monetary incentive based on the business generated. Is it okay for the employer to withhold a part of the salary every month and pay the salary that is kept aside after three months? In this way, even if an employee leaves prematurely, the financial stress on the company is less.
Strategies to curb premature employee attrition
What else can be done to curb premature employee attrition? What can be done at the time of the interview to identify non-serious candidates? Which tests can be employed while profiling a candidate to identify non-serious candidates?
I know of some companies that ask an employee to fill out a bond when they are being recruited. This is to prevent premature attrition. I do not know the contents of the legal bond. I would be obliged if somebody provides me with the contents of such a bond. Also, I want to know whether such a system works. In any event, I think that may not work. If an employee has to work, he must work wholeheartedly. An employee who does not work wholeheartedly is a liability to the organization.
Hope to see a lot of responses and many thanks in advance for the same.
Regards,
Veerendra Darakh
From India, Mumbai
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Best practices to reduce financial stress due to attrition
I want to know about the best practices that can be employed to reduce financial stress on the company due to employee attrition. One that I know of is a monetary incentive based on the business generated. Is it okay for the employer to withhold a part of the salary every month and pay the salary that is kept aside after three months? In this way, even if an employee leaves prematurely, the financial stress on the company is less.
Strategies to curb premature employee attrition
What else can be done to curb premature employee attrition? What can be done at the time of the interview to identify non-serious candidates? Which tests can be employed while profiling a candidate to identify non-serious candidates?
I know of some companies that ask an employee to fill out a bond when they are being recruited. This is to prevent premature attrition. I do not know the contents of the legal bond. I would be obliged if somebody provides me with the contents of such a bond. Also, I want to know whether such a system works. In any event, I think that may not work. If an employee has to work, he must work wholeheartedly. An employee who does not work wholeheartedly is a liability to the organization.
Hope to see a lot of responses and many thanks in advance for the same.
Regards,
Veerendra Darakh
From India, Mumbai
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Effective employee retention strategies-BPO. doc
Attrition Control and Retention Strategies for Changing times.ppt