Freshers Leaving Too Soon: How Can We Tackle High Attrition in Our IT Company?

Dear Friends,

I am working in a medium-sized IT company. Recently, we have seen that a lot of freshers are leaving the company, giving lame excuses. These candidates have not even completed 4 months in the organization. The exit interviews have left me clueless. The recruitment process has also become slower.

Please advise on how to minimize attrition. What key areas should I look at?

Regards,
Abhilasha

Hi Abhilasha,

I request you to look at your recruitment process first to address the issue of attrition. Pay a lot of attention while recruiting so that you can clearly understand the intentions of the people joining your organization. You also need to develop a recruitment strategy with the help of your technical team.

Provide a comprehensive induction program to motivate new hires to work with you for a long time. Meet with them regularly (before they decide to leave) to identify any grievances they may have.

Identify any work-related complexities and assess the reporting structure. If there are any issues, please take them seriously and mentor the employees.

Let me know if you need further assistance.

Regards,
Vijay

Dear Abilasha,

Don't you recruit freshers on some bond period of at least 1 year after their training period?

Regards,
Srilatha

I agree with you Vijay, but sometimes it's not the employees' fault. The major part of the issue often lies with the employers. That's true. Every HR professional needs to perceive the problem on a deeper level before it escalates. However, what happens if a person is unable to come forward or express their concerns to top management? If there are limitations imposed on HR to take steps to reduce attrition, then what?

Abhilasha, I believe you need to establish policies to decrease attrition in your company. Ensure that these policies convince your top-level management and initiate action. Be cautious in managing resources, as they are crucial. You should be a support for them. They should feel comfortable enough to discuss their problems with you before considering quitting.

If I have said anything inappropriate, I apologize.

Shilpa.

Dear Vijay,

Thanks. I felt that I had worked on almost everything, from making the resource feel comfortable with the new environment, mentors, and actually monitoring in case they felt lost. Somehow, still, I couldn't gain their trust.

I guess your idea of a proper induction process will certainly help. We never had a clear induction system in place and still don't have one, although introductions with other resources and one who will act as a mentor are done. In the first few days, we do give a clear idea of the company policies, objectives, etc., and also the project specs. But still, I feel we could do better with a proper induction process. Can you please suggest how to go about an induction?

Thanks & Regards,
Abhilasha

Dear Shilpa,

Thank you for the inputs. Can you please advise me regarding what kind of policies should be framed to curb attrition and what measures I should take?

Thank you for your time.

Regards,
Abhilasha

Dear Srilatha,

No, we do not have any bond after a fresher/recruit completes his/her probation period. I have heard that the Supreme Court has given directives against using a bond while recruiting a resource. It would be great if you could please let me know if there is any other way which can help curb attrition.

Thanks & Regards,
Abhilasha

Abhilasha,

Policies are something that attract new candidates to join and encourage current employees to stay. Policies should prioritize employee suggestions first and demonstrate the company's commitment to its employees by outlining the benefits they receive.

Each employee should have a clear Key Result Area (KRA) that outlines their responsibilities. Doing the minimum required job daily is essential, but excelling and completing tasks efficiently should be seen as a bonus for both the company and the employee. The work an employee does should align with the position they hold; the position should define them, and their work should define the position.

It is crucial to inform candidates during the interview about the company's actual status and the specific role they will be handling.

Shilpa.

Hi Abhilasha,

Thank you for your message. I appreciate your commitment to improving our policies. It is crucial to provide a clear understanding of our company values and work culture during the recruitment process to manage perceptions effectively.

Thank you and regards,
Shilpa

Dear Abilasha,

I don't say that it is only through a bond that we can hold the employees or reduce the attrition, but according to the general perspective, companies recruit the candidates, especially freshers, only on bond. The reason is, it is cost to the company recruiting freshers since the company has to spend time and resources on training them until assigning them the actual work.

So, this could be one of the ways through which attrition could be reduced. On the flip side, I have even seen people breaching this bond and leaving in between the promised period, which would end up with an absconding letter, Notice period, etc., but most of them will stick to it. Apart from this, I do agree that motivation, work recognition, appreciations, really carry out and increase employees' level of stability and boost them.

Regards,

Srilatha

Hi,

As the market is like a hot cake and the resources are icing on it, to minimize attrition, here are the points which I feel are important:

- During the hiring process, look at the attitude of the resource.
- Consider the motivation behind joining your company.
- Pay close attention to the reasons why people usually quit:
1) Salary
2) Work
3) Lack of job rotation, getting bored of the same project and job
4) The individual's relationship with the team and manager

If everyone is leaving within a period of 4 months, there may be an issue with fitment as well.

Regards,
Jyothi

Dear Abilash,

Kindly take a look at your middle-level employees (i.e., Team Leads, etc.). If there is a higher rate of attrition from a particular project or department, investigate the immediate reporting system. Many times, this could be the primary reason for employees leaving. Since in your case, attrition is higher at the junior level.

Thank you.

Thank you, Srilatha,

I have started working on the employee rewards and recognition. I believe this will be a step towards motivating the employees.

Thanks again.
Abhilasha

Dear Abhilasha,

It is good to see that you are working on points like induction and policy. However, I believe that it is also important to mention to the candidates about their career steps. Don't just give them information about vertical promotions, but if you can create some horizontal career steps, then it will certainly add value for them.

What may be happening is that if they are looking for a higher position, which may likely come after a long time if they stay in your organization, then they will certainly be looking for other opportunities. (I have considered this point, since you have mentioned that salary rise is the issue for exit.)

Also, arrange some repeated meetings with freshers to change their perception about the Organization/HR/Top management. Being on their first job, they are looking for an "information source i.e. HR," if it is not in place or unavailable, then it adds to confusion as to whether the organization will be there to help them or not.

Also, check what commitments were made at the time of the interview by respective HODs. Most of the fresher join the organization with expectations of commitment from the employer. If they perceive after 3 months that the organization is not able to fulfill the promises, then it results in a loss of faith and commitment from the employee's side. The immediate motto becomes "Loyalty be Damned."

If you require any further explanation, kindly revert back.

Regards,

Shailendra

Dear Shailendra,

Thank you for helping me see things from a different perspective. I will definitely consider working from that angle as well. If I have any more doubts, I will get in touch with you.

I need to approach my work one step at a time but at a rapid pace.

Regards,
Abhilasha

Dear Abhilasha,

If your company can afford it, try utilizing the help of mentors—individuals who have been with your organization for some time and possess a good understanding of your systems, and are willing to assist you. Incorporate these individuals into your employee induction process and leverage their guidance for new employees during their initial months. They will assist new hires in settling in and also provide HR with ongoing feedback on any issues they may encounter, enabling you to take proactive measures.

Regards,
Balaji

Dear Abhilasha,

Here is an article that would help you understand more aspects of attrition, which is a global issue. The impacting figures are phenomenal and need to be addressed by sharing best practices that are available.

Regards,
Balaji

Warm wishes in the hot summer, Abhilash.

If freshers leave the company within a short span, try out this:
Talk to them personally.
Get feedback about the company proceedings.
Try to work on the grievances they express and provide alternative solutions.
Get involved and get the work done.

All the best.

Regards,
R. Md Ariff
mohd.ariff@hotmail.com

Hi Abhilasha,

Thank you for your message. I am also reviewing the reporting structure, and it is indeed important to consider that these freshers are part of a specific project. It is valuable to scrutinize not only the Team Leads (TLs) but also their immediate reporting authorities.

Regards,
Mekala

Hi Abhilasha,

I am delighted to see the views and ideas shared by the members here! This subject is close to my heart, and many points and essentials have been covered. I would like to add the following:

- Analyze the data of the exit interviews. If you are not receiving the right feedback, consider revamping the process as discussed in this forum. You can utilize the search facility on the top left.

- Analyze the attrition rate department or category-wise to generate ideas. Check the leadership scale/behavior of the heads. As someone rightly said, people leave bosses, not the company. Training for leaders/HODs could be an essential area to focus on.

- If the problems persist, consider offering a retention bonus as a part of the salary upon completing a year.

- Conduct a dipstick study to analyze your company's position in the industry/sector and its future prospects. If you identify any issues, discuss them with the Top Management for clarity.

Managing the attrition rate is a significant challenge, and our best wishes are with you.

Regards,

Rajat Joshi

Hi,

Employees don't leave the organization; they leave their bosses. I think you need to touch base with your TL's of the said projects to have a feel of what's actually going on. Also, see if you can change your work atmosphere there; sometimes the work culture too can curb one's enthusiasm. This might lead to them losing interest and looking out for something more exciting—something that will make them want to come back for more.

This might be a far cry, but try to mix and match them into groups (teams) so that they gel and bond. Also, it's important that the teams work as a unit, sharing information and knowledge. Chip in a few words of encouragement and motivation in your meetings; I think that should help.

Cheers,

Dear Rajat,

Thank you. I liked your idea of a retention bonus. Yes, I will definitely go through the views and ideas expressed to conduct a proper exit interview.

Kind Regards,
Abhilasha

Dear Abhilasha,

I believe along with an induction process in place, it is also very important to make the candidate feel welcomed into the organization. Believe me, if you think from your point of view as an employee, you will really find it right. Things like a desk, a laptop/desktop arranged for him on the first day, his visiting card in place, having lunch with him, and not making him feel alone. Obviously, his colleagues' support is also of utmost importance for this.

Have an induction for a minimum of 5 days, which can include on-the-job training (if it suits your business). If you have medical examinations or anything, have a cab arranged for him. Put some flowers on his desk as a welcome note. These are things that may seem to be off the course, but they genuinely help in making the person feel important in the organization. This is in addition to the induction or as part of the induction process.

Regards,
Akanksha

Hi All,

I am definitely part of the retention bonus scheme. The idea of a retention bonus is very good, but it makes me wonder what is achieved in the end. I am keen to explore this further. Assuming that by having a provision or a guarantee for a retention bonus, an employee would want to stay, but HR's intention is not only to retain the person but also to enhance the person's productivity in the long run and avoid breaking even in terms of recruitment costs.

From a different perspective, an employee could stay to receive the retention bonus and still be an average or below-average performer when evaluated annually, gaining experience on the CV for better opportunities elsewhere. In such a scenario, wouldn't it be better to forgo the retention bonus?

I would appreciate your insights on this.

Regards,
Balaji

Hi Abhilasha,

During an exit interview, many people will not come forward to discuss the problems. First of all, explain to them what the exit interview is all about and how it will help their friends.

To reduce attrition, the following things can be done:
1) Giving the best employee award every 3 months.
2) Encouraging employees for all small things, verbally.
3) Sending out emails to acknowledge timely completion of tasks.
4) Always communicating what is happening in the company and how their role is important.
5) Holding an event once a month.
6) Conducting personality development workshops.

Regards,
Gayathri

Hi Abhilasha,

Taking freshers generally will be on a contract or bond for at least 1 year. If this is not in place before selecting them, if we can spend some time on each candidate and assess their career plans, how serious they are about joining the company, we can minimize attrition to some extent.

Regards,
Prabha

Dear Prabha,

Thank you for your suggestions. We normally have a probation period for these freshers but no contract or bond. Yes, we do try to chart out the career path and plan for an employee during the recruitment process. However, I have found that once an employee resigns, there is often a mismatch between what was discussed during recruitment and the feedback we receive in the exit interview, especially in the case of freshers.

Thanks again.

Regards,
Abhilasha

Hi all,

I have an extract from a good source outlining the reasons employees may choose to leave a job:

🔹 The job or workplace was not as expected.
🔹 The mismatch between job and person.
🔹 Too little coaching and feedback.
🔹 Too few growth and advancement opportunities.
🔹 Feeling devalued and unrecognized.
🔹 Stress from overwork and work-life imbalance.
🔹 Loss of trust and confidence in senior leaders.

Thank you.

How to reduce the attrition in the manufacturing organization? Please provide me with steps regarding the retention of the employees.

Regards,
Naveen