Dear all,
I am working as an HR Generalist with an engineering consultancy firm. I have been assigned a very interesting task. We have received resignations from a number of engineers.
Through investigation, I have discovered that 80% of them are resigning due to pressure from their seniors, especially as they are freshers. The remaining 20% are marked under Red. I need to conduct one-on-one discussions with them and resolve this challenging situation.
I am seeking valuable suggestions from the knowledgeable professionals of CiteHR. Please guide me.
Thanks and regards,
Pankaj Hirani
From United States
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6I am working as an HR Generalist with an engineering consultancy firm. I have been assigned a very interesting task. We have received resignations from a number of engineers.
Through investigation, I have discovered that 80% of them are resigning due to pressure from their seniors, especially as they are freshers. The remaining 20% are marked under Red. I need to conduct one-on-one discussions with them and resolve this challenging situation.
I am seeking valuable suggestions from the knowledgeable professionals of CiteHR. Please guide me.
Thanks and regards,
Pankaj Hirani
From United States
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Hi,
With my little knowledge, I would like to suggest the following:
First, if you are not interested in continuing with Red Markers, then this would be the right time to hire a new person with full commitment and dedication in their place.
Second, for those who are freshers, during counseling, you can focus on their future career prospects within your company in terms of learning and monetary benefits. You can even inform them that early resignation will have an adverse effect on their CV, as well as they could face trouble if they leave without any offer in hand.
Hope this will help in some way.
All the Best!
Regards,
Revathi
From India
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With my little knowledge, I would like to suggest the following:
First, if you are not interested in continuing with Red Markers, then this would be the right time to hire a new person with full commitment and dedication in their place.
Second, for those who are freshers, during counseling, you can focus on their future career prospects within your company in terms of learning and monetary benefits. You can even inform them that early resignation will have an adverse effect on their CV, as well as they could face trouble if they leave without any offer in hand.
Hope this will help in some way.
All the Best!
Regards,
Revathi
From India
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Hi Pankaj,
I would like to add one more point to what Revathi said. During counseling, you can also suggest to these freshers that wherever they will join, it is not possible that they won't encounter such problems as they have here. Every organization has a different set of people. All can't have the same working style. It depends on the person how they tackle different sorts of people. So, it wouldn't be an intelligent decision to leave the organization for such a reason.
Suniti
From India, Chandigarh
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I would like to add one more point to what Revathi said. During counseling, you can also suggest to these freshers that wherever they will join, it is not possible that they won't encounter such problems as they have here. Every organization has a different set of people. All can't have the same working style. It depends on the person how they tackle different sorts of people. So, it wouldn't be an intelligent decision to leave the organization for such a reason.
Suniti
From India, Chandigarh
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Dear Pankaj,
You can ask the following questions:
1. What are the reasons for which you are leaving the company?
2. What, if anything, could we (your company) have done differently that would have enabled you to remain with us?
3. What, if anything, could you have done differently that would have enabled you to remain with the company?
4. What did you enjoy the most: Management, working hours, working environment.
5. What did you enjoy least?
I hope this will give you an idea to frame questions according to your organization.
Suniti
From India, Chandigarh
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You can ask the following questions:
1. What are the reasons for which you are leaving the company?
2. What, if anything, could we (your company) have done differently that would have enabled you to remain with us?
3. What, if anything, could you have done differently that would have enabled you to remain with the company?
4. What did you enjoy the most: Management, working hours, working environment.
5. What did you enjoy least?
I hope this will give you an idea to frame questions according to your organization.
Suniti
From India, Chandigarh
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Hi Suniti,
Thank you for your prompt and effective response. I would appreciate it if you could suggest some questions or points to help me understand them psychologically so that we can take appropriate action. It's good to know that you belong to Jaipur because I belong to Ajmer.
Thanks and regards,
Pankaj
From United States
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Thank you for your prompt and effective response. I would appreciate it if you could suggest some questions or points to help me understand them psychologically so that we can take appropriate action. It's good to know that you belong to Jaipur because I belong to Ajmer.
Thanks and regards,
Pankaj
From United States
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Dear Pankaj,
Nice to know that you are from ajmer. thats my moms parental place. well about ur query its difficult to understand employee psycology once they have decided to leave but i have got some data on how to frame and ask ques. to understand them better. it is as below:
Suggested exit interview questions
These sample questions are useful in face-to-face exit interviews, although some are more suitable for management employees but they also help at entry levels.. As a rule of thumb in face-to-face interviews:
Use the word why if you want to probe, especially if the first answer is vague or superficial.
Questions beginning with what and how are better for getting people to think about and convey their views to you properly and honestly.
When and where are also more specific qualifying questions, unless of course they are used in a general context rather than specific time or geographic sense.
Who should be used with care to avoid defamatory risks. Many exit interviewees will be uncomfortable if asked to name people or allocate personal blame. Exit interviews are not about blame, which is not constructive and should be avoided for anything other than very serious complaints or accusations, which must then be suitably referred as follow-up would be beyond the normal exit interview remit.
When the interview is complete always say thanks and wish the employee well.
The sample question examples are not in any progression, but there is a broad logic to the order of the types of questions. There are many more questions provided than you would normally ask in a typical exit interview. Pick the questions that are most relevant to the leaving circumstances, the interviewee and your office.
Tell me about how you have come to decide to leave?
What could have been done early on to prevent the situation developing/provide a basis for you to stay with us?
How do you feel about the organization?
What has been good/enjoyable/satisfying for you in your time with us?
What has been frustrating/difficult/upsetting to you in your time with us?
What extra responsibility would you have welcomed that you were not given?
How could the organization have enabled you to make fuller use of your capabilities and potential?
What training would you have liked or needed that you did not get, and what effect would this have had?
How well do think your training and development needs were assessed and met?
What can you say about communications within the organization/your department?
What improvements do you think can be made to customer service and relations?
How would you describe the culture or “feel” of the organization?
What improvement could be made to the way that you were inducted/ prepared for your role(s)?
What can you say about the way your performance was measured, and the feedback to you of your performance results?
What would you say about how you were motivated, and how that could have been improved?
Can you provide any ridiculous examples of policy, rules or instructions you have encountered here?
What examples of ridiculous waste (material or effort), pointless reports, meetings, bureaucracy, etc., could you point to?
How could the organization reduce stress levels among employees where stress is an issue?
How could the organization have enabled you to have made better use of your time?
What can the organization do to retain its best people (and not lose any more like you)?
Would you consider working again for us if the situation were right?
Are you happy to say where you are going (if you have decided)?
What particularly is it about them that make you want to join them?
What, importantly, are they offering that we are not?
(If appropriate) Could you be persuaded to renegotiate/stay/discuss the possibility of staying?
Pankaj you can also go through the link below:
http://www.insightlink.com/exit_inte..._turnover.html
I am sure this will be of great use to you.
Suniti
From India, Chandigarh
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Nice to know that you are from ajmer. thats my moms parental place. well about ur query its difficult to understand employee psycology once they have decided to leave but i have got some data on how to frame and ask ques. to understand them better. it is as below:
Suggested exit interview questions
These sample questions are useful in face-to-face exit interviews, although some are more suitable for management employees but they also help at entry levels.. As a rule of thumb in face-to-face interviews:
Use the word why if you want to probe, especially if the first answer is vague or superficial.
Questions beginning with what and how are better for getting people to think about and convey their views to you properly and honestly.
When and where are also more specific qualifying questions, unless of course they are used in a general context rather than specific time or geographic sense.
Who should be used with care to avoid defamatory risks. Many exit interviewees will be uncomfortable if asked to name people or allocate personal blame. Exit interviews are not about blame, which is not constructive and should be avoided for anything other than very serious complaints or accusations, which must then be suitably referred as follow-up would be beyond the normal exit interview remit.
When the interview is complete always say thanks and wish the employee well.
The sample question examples are not in any progression, but there is a broad logic to the order of the types of questions. There are many more questions provided than you would normally ask in a typical exit interview. Pick the questions that are most relevant to the leaving circumstances, the interviewee and your office.
Tell me about how you have come to decide to leave?
What could have been done early on to prevent the situation developing/provide a basis for you to stay with us?
How do you feel about the organization?
What has been good/enjoyable/satisfying for you in your time with us?
What has been frustrating/difficult/upsetting to you in your time with us?
What extra responsibility would you have welcomed that you were not given?
How could the organization have enabled you to make fuller use of your capabilities and potential?
What training would you have liked or needed that you did not get, and what effect would this have had?
How well do think your training and development needs were assessed and met?
What can you say about communications within the organization/your department?
What improvements do you think can be made to customer service and relations?
How would you describe the culture or “feel” of the organization?
What improvement could be made to the way that you were inducted/ prepared for your role(s)?
What can you say about the way your performance was measured, and the feedback to you of your performance results?
What would you say about how you were motivated, and how that could have been improved?
Can you provide any ridiculous examples of policy, rules or instructions you have encountered here?
What examples of ridiculous waste (material or effort), pointless reports, meetings, bureaucracy, etc., could you point to?
How could the organization reduce stress levels among employees where stress is an issue?
How could the organization have enabled you to have made better use of your time?
What can the organization do to retain its best people (and not lose any more like you)?
Would you consider working again for us if the situation were right?
Are you happy to say where you are going (if you have decided)?
What particularly is it about them that make you want to join them?
What, importantly, are they offering that we are not?
(If appropriate) Could you be persuaded to renegotiate/stay/discuss the possibility of staying?
Pankaj you can also go through the link below:
http://www.insightlink.com/exit_inte..._turnover.html
I am sure this will be of great use to you.
Suniti
From India, Chandigarh
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Hi, good to have your help.
I need assistance with PF and ESI procedures. This is a recent job I have been assigned, and I have never dealt with it before. So, I have the least idea about all the procedures. I am familiar with PF and ESI deductions but I am unsure about the required formats and procedures. Can you help me understand that?
Thanks,
Suniti
From India, Chandigarh
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I need assistance with PF and ESI procedures. This is a recent job I have been assigned, and I have never dealt with it before. So, I have the least idea about all the procedures. I am familiar with PF and ESI deductions but I am unsure about the required formats and procedures. Can you help me understand that?
Thanks,
Suniti
From India, Chandigarh
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Thanks Inder Further would suggest to find out the root cause for group resignation, diagnose and then adopt the right approach to deal with this situation. regards, Revathi
From India
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From India
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Hi,
I want to suggest that you should conduct exit interviews of all the engineers, including the seniors. This will give you a clear idea of why they are leaving. Try to counsel the new ones after listening to their reservations and motivate them, considering their reservations or demands.
As many community fellows have posted questions here, you can opt for one-on-one sessions to address these questions. However, I believe an exit interview sheet would be beneficial. It is more professional and authentic. If you wish to document it, you can do so as well. The sheet should also include the signatures of the employees.
Regards,
Shaheen
From Pakistan
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I want to suggest that you should conduct exit interviews of all the engineers, including the seniors. This will give you a clear idea of why they are leaving. Try to counsel the new ones after listening to their reservations and motivate them, considering their reservations or demands.
As many community fellows have posted questions here, you can opt for one-on-one sessions to address these questions. However, I believe an exit interview sheet would be beneficial. It is more professional and authentic. If you wish to document it, you can do so as well. The sheet should also include the signatures of the employees.
Regards,
Shaheen
From Pakistan
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Hello,
Well said - a common resignation should not be accepted, but only by the first signatory.
Call all the freshers and LISTEN. Besides that, also please communicate that the way they are resigning will have a long-term impact when the next employer asks for feedback from the previous employer/s. It could lead to negative comments, possibly spoiling or hampering their future careers.
Highlight the merits of your organization and employee relations. Explain how well employees are taken care of, citing the example of the current situation. Letting them know that the organization could have accepted their resignation, but because 'we care', we are here to explain in detail.
A senior management person/HR representative can assure them of a good learning curve while they are associated with you and also in terms of monetary benefits.
Patiently listen to the issues raised and provide assurance from your end if you see the genuineness of the case. This should help to a good extent.
Cordially,
preet
From India, Bangalore
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Well said - a common resignation should not be accepted, but only by the first signatory.
Call all the freshers and LISTEN. Besides that, also please communicate that the way they are resigning will have a long-term impact when the next employer asks for feedback from the previous employer/s. It could lead to negative comments, possibly spoiling or hampering their future careers.
Highlight the merits of your organization and employee relations. Explain how well employees are taken care of, citing the example of the current situation. Letting them know that the organization could have accepted their resignation, but because 'we care', we are here to explain in detail.
A senior management person/HR representative can assure them of a good learning curve while they are associated with you and also in terms of monetary benefits.
Patiently listen to the issues raised and provide assurance from your end if you see the genuineness of the case. This should help to a good extent.
Cordially,
preet
From India, Bangalore
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A combined resignation also shows that all is not well with the organization. Such disregard for work ethics only arises out of frustration and a feeling of despair. The remedy for all of this lies in good communication within the organization, effective leadership, and people management. Taking feedback and conducting exit interviews will only exacerbate the situation. An in-house discussion involving top and middle-level management should be initiated. The senior engineers who have submitted their resignations need to be engaged in meaningful discussions without predetermined notions to address their concerns. Throughout this process, senior leadership must maintain control of the situation, avoiding appearing too harsh or too lenient too suddenly, while implementing changes to prevent similar incidents from occurring in the future.
Regards,
Navinder
From India, Delhi
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Regards,
Navinder
From India, Delhi
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Hi,
Thank you, sir, for your valuable observations. I have conducted one-on-one counseling sessions and have gained their confidence, resulting in them withdrawing their resignations separately.
Sir, I would like to inquire about the Delhi CiteHR Meet. Could you provide any information on that?
Regards,
Pankaj Hirani
From United States
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Thank you, sir, for your valuable observations. I have conducted one-on-one counseling sessions and have gained their confidence, resulting in them withdrawing their resignations separately.
Sir, I would like to inquire about the Delhi CiteHR Meet. Could you provide any information on that?
Regards,
Pankaj Hirani
From United States
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hi pankaj, gud to know tht resignations have been withdrawn seperately. its shows of effective councelling and communication congrates suniti
From India, Chandigarh
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From India, Chandigarh
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Hi Suniti,
Thanks a lot. It was really tough, but I enjoyed meeting with them. I designed some strategies because it was necessary, as some of them were under pressure. I met with each individual, then with the Office Manager and Project Leader, followed by a cross-session. Finally, I came to know whom to keep and whom to relieve, as they were playing dirty politics to disrupt the whole assignment.
I have received your email regarding EPF and ESI. Soon, you will get the solution to your problem.
Thanks for your support.
Cheers,
Pankaj Hirani
From United States
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Thanks a lot. It was really tough, but I enjoyed meeting with them. I designed some strategies because it was necessary, as some of them were under pressure. I met with each individual, then with the Office Manager and Project Leader, followed by a cross-session. Finally, I came to know whom to keep and whom to relieve, as they were playing dirty politics to disrupt the whole assignment.
I have received your email regarding EPF and ESI. Soon, you will get the solution to your problem.
Thanks for your support.
Cheers,
Pankaj Hirani
From United States
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Hi, Have you got the answer for your PF & ESI? Usually its 12% from the employee and the employer can contribute either same or more than 12%. Thanks, Lakshman
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• What is your primary reason for leaving?
• Did anything trigger your decision to leave?
• What was most satisfying about your job?
• What was least satisfying about your job?
• What would you change about your job?
• Did your job duties turn out to be as you expected?
• Did you receive enough training to do your job effectively?
• Did you receive adequate support to do your job?
• Did you receive sufficient feedback about your performance between merit reviews?
• Were you satisfied with this company's merit review process?
• Did this company help you to fulfill your career goals?
• Do you have any tips to help us find your replacement?
• What would you improve to make our workplace better?
• Were you happy with your pay, benefits and other incentives?
• What was the quality of the supervision you received?
• What could your immediate supervisor do to improve his or her management style?
• Based on your experience with us, what do you think it takes to succeed at this company?
• Did any company policies or procedures (or any other obstacles) make your job more difficult?
• Would you consider working again for this company in the future?
• Would you recommend working for this company to your family and friends?
• How do you generally feel about this company?
• What did you like most about this company?
• What did you like least about this company?
• What does your new company offer that this company doesn't?
• Can this company do anything to encourage you to stay?
• Before deciding to leave, did you investigate a transfer within the company?
• Did anyone in this company discriminate against you, harass you or cause hostile working conditions?
• Any other comments?
From India, Delhi
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• Did anything trigger your decision to leave?
• What was most satisfying about your job?
• What was least satisfying about your job?
• What would you change about your job?
• Did your job duties turn out to be as you expected?
• Did you receive enough training to do your job effectively?
• Did you receive adequate support to do your job?
• Did you receive sufficient feedback about your performance between merit reviews?
• Were you satisfied with this company's merit review process?
• Did this company help you to fulfill your career goals?
• Do you have any tips to help us find your replacement?
• What would you improve to make our workplace better?
• Were you happy with your pay, benefits and other incentives?
• What was the quality of the supervision you received?
• What could your immediate supervisor do to improve his or her management style?
• Based on your experience with us, what do you think it takes to succeed at this company?
• Did any company policies or procedures (or any other obstacles) make your job more difficult?
• Would you consider working again for this company in the future?
• Would you recommend working for this company to your family and friends?
• How do you generally feel about this company?
• What did you like most about this company?
• What did you like least about this company?
• What does your new company offer that this company doesn't?
• Can this company do anything to encourage you to stay?
• Before deciding to leave, did you investigate a transfer within the company?
• Did anyone in this company discriminate against you, harass you or cause hostile working conditions?
• Any other comments?
From India, Delhi
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Hey Pankaj, How r u?? Was waiting for ur response. I m still stuck... if u have found nything, please respond Suniti
From India, Chandigarh
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From India, Chandigarh
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Hi Suniti,
I am really sorry I couldn't reply to you. Actually, I got engaged in the settlement of these employees. You know the whole matter. Today, I will get all forms and rules and regulations so I will try my best to email you today itself or at the latest by tomorrow. Sorry, dear.
Take care.
Cheers,
Pankaj
From United States
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I am really sorry I couldn't reply to you. Actually, I got engaged in the settlement of these employees. You know the whole matter. Today, I will get all forms and rules and regulations so I will try my best to email you today itself or at the latest by tomorrow. Sorry, dear.
Take care.
Cheers,
Pankaj
From United States
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Hey Pankaj,
I just want to add to what Suniti had suggested. Those who are performing below the average: first of all, see for how long they have been performing poorly. Try to analyze why it is so. Then, give them some time and try to motivate them. See what is wrong—do they need training, have payroll issues, management problems, or want a change in the type of work they have been given. Do all this keeping in mind the cost which the company has to bear in case of loss. It is not advisable to terminate them before giving them a chance. You can put them on an improvement plan under which you will have to monitor their performance for at least 2 or 3 months.
For those who have problems with their seniors, Suniti has already sent you the questionnaire. In addition to that, make the employees comfortable by reassuring them repeatedly that whatever they share will be kept confidential between the two of you. It is not acceptable for employees to leave just because of the bad behavior of their seniors.
Try to identify the names and address the issues or give them notice. Also, as an HR professional, it is your responsibility to ensure that your employees are comfortable and happy with the work environment. To improve employee relations in the future, check for any discrimination between seniors and juniors that could lead to significant integrity issues. Additionally, organize frequent meetings, fun games, and functions so that both groups can understand each other better.
Thanks & Regards,
Gurleen (MBA-Student)
From India, New Delhi
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I just want to add to what Suniti had suggested. Those who are performing below the average: first of all, see for how long they have been performing poorly. Try to analyze why it is so. Then, give them some time and try to motivate them. See what is wrong—do they need training, have payroll issues, management problems, or want a change in the type of work they have been given. Do all this keeping in mind the cost which the company has to bear in case of loss. It is not advisable to terminate them before giving them a chance. You can put them on an improvement plan under which you will have to monitor their performance for at least 2 or 3 months.
For those who have problems with their seniors, Suniti has already sent you the questionnaire. In addition to that, make the employees comfortable by reassuring them repeatedly that whatever they share will be kept confidential between the two of you. It is not acceptable for employees to leave just because of the bad behavior of their seniors.
Try to identify the names and address the issues or give them notice. Also, as an HR professional, it is your responsibility to ensure that your employees are comfortable and happy with the work environment. To improve employee relations in the future, check for any discrimination between seniors and juniors that could lead to significant integrity issues. Additionally, organize frequent meetings, fun games, and functions so that both groups can understand each other better.
Thanks & Regards,
Gurleen (MBA-Student)
From India, New Delhi
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Hi,
I would suggest you initiate a focus group to understand the overall delivery of the managers. History speaks about managers being the sole responsible group who contribute to attrition. Attrition is a leading effect of management, managers, and self. So, check it out and tap the right string.
Thanks,
Samaresh
From India, Mumbai
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I would suggest you initiate a focus group to understand the overall delivery of the managers. History speaks about managers being the sole responsible group who contribute to attrition. Attrition is a leading effect of management, managers, and self. So, check it out and tap the right string.
Thanks,
Samaresh
From India, Mumbai
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Hi,
I would suggest initiating a focus group to understand the overall delivery of the managers. History speaks about managers being the sole responsible group who contribute to attrition. Attrition is a leading effect of management, managers, and self. So, check it out and tap the right string.
Thanks,
Samaresh
From India, Mumbai
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I would suggest initiating a focus group to understand the overall delivery of the managers. History speaks about managers being the sole responsible group who contribute to attrition. Attrition is a leading effect of management, managers, and self. So, check it out and tap the right string.
Thanks,
Samaresh
From India, Mumbai
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