Hi We have a high attrition in our company. Can somebody suggest me how to contain attrition. Adi
From India, Madras
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From India, Madras
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Hi Adi,
Retention is not a one-time affair; we do it all the time.
Retention is a multi-faceted approach in making people stick to the company.
You need to analyze the reasons for attrition. For example, some common reasons for attrition include:
- Ease of working with your immediate supervisor or boss
- Relations with colleagues
- Compensation
- Facilities and benefits offered by the company
- Working atmosphere
- The type of work
- Medical reasons
- Family reasons
- Personal reasons
You can analyze the reasons for attrition in your company using the exit survey form. After analyzing the reasons for attrition, you can come up with strategies to contain attrition. For example:
- Design your salary based on industry standards
- Create a vibrant working atmosphere
- Include fun-at-work concepts
- Build strong team leader-employee relations
- Introduce incentive/bonus schemes in tune with your particular industry
- Offer facilities that are prevalent in the industry
- Interact constantly with your employees and try to understand them
These are some examples, and there is a list of other things. Please let me know if you need more information or write to me at drharish77@gmail.com.
Regards,
Harish
From India, Pune
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Retention is not a one-time affair; we do it all the time.
Retention is a multi-faceted approach in making people stick to the company.
You need to analyze the reasons for attrition. For example, some common reasons for attrition include:
- Ease of working with your immediate supervisor or boss
- Relations with colleagues
- Compensation
- Facilities and benefits offered by the company
- Working atmosphere
- The type of work
- Medical reasons
- Family reasons
- Personal reasons
You can analyze the reasons for attrition in your company using the exit survey form. After analyzing the reasons for attrition, you can come up with strategies to contain attrition. For example:
- Design your salary based on industry standards
- Create a vibrant working atmosphere
- Include fun-at-work concepts
- Build strong team leader-employee relations
- Introduce incentive/bonus schemes in tune with your particular industry
- Offer facilities that are prevalent in the industry
- Interact constantly with your employees and try to understand them
These are some examples, and there is a list of other things. Please let me know if you need more information or write to me at drharish77@gmail.com.
Regards,
Harish
From India, Pune
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Hi Adi..
Here is some guidelines that one can apply in the Organisation to improve the retention:-
1. Show employees that you have an interest in their success
60 to 70 per cent of workers do not feel that their companies help them to develop their career. Managers of successful companies are acutely aware that even the most brilliant business model will not work without skilled individuals motivated by a culture of management concern.
2. Allow employees the room to develop their skills
Many employees find themselves trapped in a narrow job function so mission-critical that the organisation cannot afford to move them. Frustrated employees, unable to satisfy their need for growth, resign, leaving holes that disrupt the company’s workflow in the short term. The company also loses strong performers who could have filled other, more important, roles over the long term.
3. Give employees a clear idea of the long-term goals of the company
Three quarters of unhappy employees do not believe that their company knows where it is going. Companies should endeavour to change their perceptions by communicating effectively to employees the direction it wants to take. This should be followed up with behaviour that is consistent with what they have told employees!
4. Measure soft skills
Many companies say they value people and train their management team to cope with people issues. Yet these same managers are rewarded based on their technical skills and financial results. Too often, people skills are not rewarded and no measure exists to evaluate them. Employees get the message that, “people skills don’t matter” and so neither do people.
5. Fight turnover with smart training
Two principles can help companies score big retention wins through training. Firstly, keep it relevant. Some firms act as though any training is better than none. From the employees’ perspective, that is not true. If training is not relevant to their jobs they feel it is a waste of time. Secondly, use training to broaden experience. Companies too often provide training that merely reinforces old skills instead of building new ones.
6. Develop your management team
People see good bosses as the wind beneath their wings, and employees who lack confidence in their bosses will leave the organisation sooner rather than later. A key retention strategy is to weed out marginal managers. Replace them with managers who can craft a compelling game plan, communicate it effectively to their teams and deploy initiatives that are consistent with company strategy.
7. Weed out poor performers in non-management ranks
Managers often under-estimate how strongly employees resent the presence of underperformers within their work group. The productive employee often has to take on more work to compensate for the poor performance of others, and they can feel that management is either turning a blind eye to unjust practices, or does not have sufficient interest in what goes on “below decks” to notice any disparity in working practices amongst employees. When the slackers are weeded out, both morale and retention improve.
Regards,
Amit Seth.
From India, Ahmadabad
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508Here is some guidelines that one can apply in the Organisation to improve the retention:-
1. Show employees that you have an interest in their success
60 to 70 per cent of workers do not feel that their companies help them to develop their career. Managers of successful companies are acutely aware that even the most brilliant business model will not work without skilled individuals motivated by a culture of management concern.
2. Allow employees the room to develop their skills
Many employees find themselves trapped in a narrow job function so mission-critical that the organisation cannot afford to move them. Frustrated employees, unable to satisfy their need for growth, resign, leaving holes that disrupt the company’s workflow in the short term. The company also loses strong performers who could have filled other, more important, roles over the long term.
3. Give employees a clear idea of the long-term goals of the company
Three quarters of unhappy employees do not believe that their company knows where it is going. Companies should endeavour to change their perceptions by communicating effectively to employees the direction it wants to take. This should be followed up with behaviour that is consistent with what they have told employees!
4. Measure soft skills
Many companies say they value people and train their management team to cope with people issues. Yet these same managers are rewarded based on their technical skills and financial results. Too often, people skills are not rewarded and no measure exists to evaluate them. Employees get the message that, “people skills don’t matter” and so neither do people.
5. Fight turnover with smart training
Two principles can help companies score big retention wins through training. Firstly, keep it relevant. Some firms act as though any training is better than none. From the employees’ perspective, that is not true. If training is not relevant to their jobs they feel it is a waste of time. Secondly, use training to broaden experience. Companies too often provide training that merely reinforces old skills instead of building new ones.
6. Develop your management team
People see good bosses as the wind beneath their wings, and employees who lack confidence in their bosses will leave the organisation sooner rather than later. A key retention strategy is to weed out marginal managers. Replace them with managers who can craft a compelling game plan, communicate it effectively to their teams and deploy initiatives that are consistent with company strategy.
7. Weed out poor performers in non-management ranks
Managers often under-estimate how strongly employees resent the presence of underperformers within their work group. The productive employee often has to take on more work to compensate for the poor performance of others, and they can feel that management is either turning a blind eye to unjust practices, or does not have sufficient interest in what goes on “below decks” to notice any disparity in working practices amongst employees. When the slackers are weeded out, both morale and retention improve.
Regards,
Amit Seth.
From India, Ahmadabad
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Good note. Lastly, I think at the end of the day, it's about making a committed effort at all times to identify areas for improvement within the organization and implementing change with the help of people. A "feel-good factor" is key at the end of the day. When this factor is not in place, it could be the trigger point for someone to start seeking other job opportunities.
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Hi Adi,
I have been associated with the IT and ITES industry for almost 10 years now. I have developed a concept called the ZERO ATTRITION strategy. It's a psychological approach to contain attrition. Please email me if you want to know more about this concept.
Regards,
Harish
From India, Pune
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I have been associated with the IT and ITES industry for almost 10 years now. I have developed a concept called the ZERO ATTRITION strategy. It's a psychological approach to contain attrition. Please email me if you want to know more about this concept.
Regards,
Harish
From India, Pune
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These are all the well-known measures to avoid attrition:
Just enter into a contract. Increase the amount of compensation for the person who is ready to leave your organization. Simply recruit freshers from educational institutions so that they can't leave your office as quickly. Identify the reasons behind the turnover so that you can rectify where mistakes are being made. By implementing these strategies, you can reduce attrition in your company.
From India, New Delhi
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Just enter into a contract. Increase the amount of compensation for the person who is ready to leave your organization. Simply recruit freshers from educational institutions so that they can't leave your office as quickly. Identify the reasons behind the turnover so that you can rectify where mistakes are being made. By implementing these strategies, you can reduce attrition in your company.
From India, New Delhi
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Hi Adi,
Ma Foi Consulting Solutions conducts Attrition Surveys and provides valuable insights to solve attrition problems. I believe this could be beneficial for you. Companies such as GE, Reliance, and Centurion Bank are among its clients. For more information, please email me at niharica.singh@mcsl.co.in.
Thank you.
From India, Bangalore
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Ma Foi Consulting Solutions conducts Attrition Surveys and provides valuable insights to solve attrition problems. I believe this could be beneficial for you. Companies such as GE, Reliance, and Centurion Bank are among its clients. For more information, please email me at niharica.singh@mcsl.co.in.
Thank you.
From India, Bangalore
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Hello Adilieu:
We have a high attrition rate in our company.
How many employees have left for all reasons over the last 12 months? How many employees are there now?
Can somebody suggest how to contain attrition?
Yes, stop hiring people who do not have adequate talent for the job. The secret is to know how to identify and measure the talent demanded by the position and then compare job applicants' talents to the talent demanded by the job. Hiring for talent reduces employee turnover, attrition, and increases new hire productivity.
Bob Gately, PE, MBA
gately@csi.com
From United States, Chelsea
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We have a high attrition rate in our company.
How many employees have left for all reasons over the last 12 months? How many employees are there now?
Can somebody suggest how to contain attrition?
Yes, stop hiring people who do not have adequate talent for the job. The secret is to know how to identify and measure the talent demanded by the position and then compare job applicants' talents to the talent demanded by the job. Hiring for talent reduces employee turnover, attrition, and increases new hire productivity.
Bob Gately, PE, MBA
gately@csi.com
From United States, Chelsea
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Dear Harish, I wuld like to know more about this concept of ZERO ATTRITION strategy. Regards Bhavna
From India, Delhi
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From India, Delhi
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Over the years, I have realized that attrition is a good thing. It keeps the company younger, cost-effective, technically more adept, and managerially more person-independent. It keeps the company from growing fat in the middle and brings in fresh air. It also creates a lot of roving ambassadors.
I would like my staff to know that the company would love to have them out whenever they are ready, provided they are open about it and give sufficient notice. I expect them to groom their successor before they leave.
The motto should be: Come in, contribute to the company, make progress yourself, and before we take each other for granted, let's part and remain friends. With sensitivity and hard-headed business sense, attrition can be a win-win situation.
--A. R. Eclexys
From India, Mumbai
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I would like my staff to know that the company would love to have them out whenever they are ready, provided they are open about it and give sufficient notice. I expect them to groom their successor before they leave.
The motto should be: Come in, contribute to the company, make progress yourself, and before we take each other for granted, let's part and remain friends. With sensitivity and hard-headed business sense, attrition can be a win-win situation.
--A. R. Eclexys
From India, Mumbai
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Hey Guys,
Thanks for your valuable suggestion; even I am also suffering from the same problem. Even though we are offering a good salary + benefits + projects, people are not happy. I don't know how to solve this big problem.
Regards,
Anjum
From India, Mumbai
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Thanks for your valuable suggestion; even I am also suffering from the same problem. Even though we are offering a good salary + benefits + projects, people are not happy. I don't know how to solve this big problem.
Regards,
Anjum
From India, Mumbai
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WHY EMPLOYEES LEAVE ORGANISATIONS?
- Azim Premji, CEO - Wipro
Every company faces the problem of people leaving the company for better pay or profile.
Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.
He had heard a lot about the CEO. The salary was great. The company had all the right systems in place - employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food.
Twice Mark was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.
Last week, less than eight months after he joined, Mark walked out of the job.
Why did this talented employee leave?
Arun quit for the same reason that drives many good people away.
The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules." It came up with this surprising finding:
If you're losing good people, look to their manager... the manager is the reason people stay and thrive in an organization. And he's the reason why people leave. When people leave, they take knowledge, experience, and contacts with them, straight to the competition.
"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman.
Mostly manager drives people away?
HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job.
When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job."
Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.
Talented men leave. Dead wood doesn't.
From India, Bangalore
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- Azim Premji, CEO - Wipro
Every company faces the problem of people leaving the company for better pay or profile.
Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.
He had heard a lot about the CEO. The salary was great. The company had all the right systems in place - employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food.
Twice Mark was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.
Last week, less than eight months after he joined, Mark walked out of the job.
Why did this talented employee leave?
Arun quit for the same reason that drives many good people away.
The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules." It came up with this surprising finding:
If you're losing good people, look to their manager... the manager is the reason people stay and thrive in an organization. And he's the reason why people leave. When people leave, they take knowledge, experience, and contacts with them, straight to the competition.
"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman.
Mostly manager drives people away?
HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job.
When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job."
Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.
Talented men leave. Dead wood doesn't.
From India, Bangalore
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Dear Adi,
Here is my view on finding the reasons for an employee leaving:
1. The main reason is the compensation offered by your competitor.
2. Work pressure.
3. Work environment (Boss, Subordinates, Peers, etc.).
4. Company policies.
In my view, these are the main areas where employees are dissatisfied. One should compare the competitor's pay package offered at various grade levels. By considering the above points, you can implement a retention strategy.
Regards,
Eshwar Reddy
From India, Bangalore
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Here is my view on finding the reasons for an employee leaving:
1. The main reason is the compensation offered by your competitor.
2. Work pressure.
3. Work environment (Boss, Subordinates, Peers, etc.).
4. Company policies.
In my view, these are the main areas where employees are dissatisfied. One should compare the competitor's pay package offered at various grade levels. By considering the above points, you can implement a retention strategy.
Regards,
Eshwar Reddy
From India, Bangalore
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Hi Adi!
We have a high attrition rate in our company. Can somebody suggest how to address attrition?
Here is an article I read on the website of TVRLS (T V Rao Learning School at Ahmedabad). It is a very well-written article that will help you gain a better understanding of attrition. Meanwhile, we all face attrition these days. There is no one-step solution to this issue. We need to take multiple steps simultaneously and exercise patience.
From India, New Delhi
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We have a high attrition rate in our company. Can somebody suggest how to address attrition?
Here is an article I read on the website of TVRLS (T V Rao Learning School at Ahmedabad). It is a very well-written article that will help you gain a better understanding of attrition. Meanwhile, we all face attrition these days. There is no one-step solution to this issue. We need to take multiple steps simultaneously and exercise patience.
From India, New Delhi
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Sir, I am Nadish, studying Human Resource Management at Kuvempu University in Shimoga. I want to work on a dissertation about attrition management. I need the meaning, definition, history, and why it is important in a company. Additionally, I would like to understand the merits and demerits of attrition management.
From India, New Delhi
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From India, New Delhi
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Dear Dr. Harish Sir, Can u plz describe in detail what is zero attrition policy........ Regards, Vaibhav
From India, Aurangabad
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From India, Aurangabad
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Loyalty can’t expect both from Individual and Management. So attrition is inevitable. K.Ram
From India, Madras
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From India, Madras
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Now forget about this word "attrition." You will not hear it in the future because sticking to a job will be more tough, and people find it difficult to even search for a reasonable job. This term is history.
Best regards,
Badlu
From Saudi Arabia
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Best regards,
Badlu
From Saudi Arabia
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Dear Friends,
I would like to express my opinion on attrition. The following are the facts, and please add your comments if it is not true.
Our employees are always money-minded. Whatever you do, at the end of the day/week/month, they need liquid cash on hand. They are least bothered about HR activities, culture, sports, etc. If another organization is paying Rs.300 or Rs.500 more for their designation, immediately they will jump ship after receiving their monthly salary without giving any information to the present employer.
These are the main reasons for the increase in the attrition rate.
Thanks,
From India, Madras
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I would like to express my opinion on attrition. The following are the facts, and please add your comments if it is not true.
Our employees are always money-minded. Whatever you do, at the end of the day/week/month, they need liquid cash on hand. They are least bothered about HR activities, culture, sports, etc. If another organization is paying Rs.300 or Rs.500 more for their designation, immediately they will jump ship after receiving their monthly salary without giving any information to the present employer.
These are the main reasons for the increase in the attrition rate.
Thanks,
From India, Madras
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Hi, Here is a PPT on Attrition Management for all of you.. Garima.
From India, Gurgaon
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From India, Gurgaon
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Good afternoon Amit,
Can you please help me in sending a dummy project on attrition and retention of employees to my email address, ybsudha@yahoo.com? I am eagerly waiting for this project.
Thank you.
From India, Bangalore
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Can you please help me in sending a dummy project on attrition and retention of employees to my email address, ybsudha@yahoo.com? I am eagerly waiting for this project.
Thank you.
From India, Bangalore
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hey can any body plz send me a dummy project of attrition and retention in employees.... plzzzzzzzzzzzzzzzzzzzzzzzzzz
From India, Bangalore
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From India, Bangalore
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Hi,
Please find the link below to learn more about attrition: Attrition Rate
Regards,
Prashant
From India, Mumbai
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Please find the link below to learn more about attrition: Attrition Rate
Regards,
Prashant
From India, Mumbai
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Effective employee retention strategies-BPO. doc
Attrition Control and Retention Strategies for Changing times.ppt