Dear All,
I am employed with a BPO. The major challenge we are facing is the retention of our employees in the Telecalling Process. Although we emphasize the initial 90-day period, the results are not satisfying.
Moreover, we keep receiving experienced candidates for our Telecalling Process, but after getting trained and working for a short while, they move away.
Looking forward to your valuable suggestions regarding the same.
Warm Regards,
Gunjan
From India, Patiala
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1I am employed with a BPO. The major challenge we are facing is the retention of our employees in the Telecalling Process. Although we emphasize the initial 90-day period, the results are not satisfying.
Moreover, we keep receiving experienced candidates for our Telecalling Process, but after getting trained and working for a short while, they move away.
Looking forward to your valuable suggestions regarding the same.
Warm Regards,
Gunjan
From India, Patiala
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Hello Gunjan,
The major challenge we are facing is the retention of our employees in the Telecalling Process.
You are not alone.
Although we emphasize the initial 90-day period, the results are not satisfying.
To increase retention, you must do things differently before the job offer is made.
Moreover, we keep getting experienced candidates for our Telecalling Process, but after getting trained and working for a short while, they move away.
That is a clear sign that your screening process is not as effective as it should be. Hiring for talent increases retention.
Bob Gately, PE, MBA
gately@csi.com
From United States, Chelsea
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The major challenge we are facing is the retention of our employees in the Telecalling Process.
You are not alone.
Although we emphasize the initial 90-day period, the results are not satisfying.
To increase retention, you must do things differently before the job offer is made.
Moreover, we keep getting experienced candidates for our Telecalling Process, but after getting trained and working for a short while, they move away.
That is a clear sign that your screening process is not as effective as it should be. Hiring for talent increases retention.
Bob Gately, PE, MBA
gately@csi.com
From United States, Chelsea
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Hi Gunjan..
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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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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Hi,
I guess every company is having the same problem of retention. Well, just focus on basics while hiring the candidate.
1. Qualification:
In my knowledge, BPOs don't care about what is the qualification of the candidate - people with high qualifications may not like the job.
2. Need of the Job:
You need to see why the candidate requires a job. Does his family depend on him? If you hire a good candidate with the right attitude and see his brothers and sisters are in very high positions, then there is always a possibility that the employee leaves the job.
Potential:
Try to take people with low potential but who work hard and are high performers. Your focus must be to take this kind of people.
Compensation:
Give more of what employees are expecting.
Regards,
Vinay
9866254387
http://finance.groups.yahoo.com/group/HumanResourceOnLine
From India, Hyderabad
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I guess every company is having the same problem of retention. Well, just focus on basics while hiring the candidate.
1. Qualification:
In my knowledge, BPOs don't care about what is the qualification of the candidate - people with high qualifications may not like the job.
2. Need of the Job:
You need to see why the candidate requires a job. Does his family depend on him? If you hire a good candidate with the right attitude and see his brothers and sisters are in very high positions, then there is always a possibility that the employee leaves the job.
Potential:
Try to take people with low potential but who work hard and are high performers. Your focus must be to take this kind of people.
Compensation:
Give more of what employees are expecting.
Regards,
Vinay
9866254387
http://finance.groups.yahoo.com/group/HumanResourceOnLine
From India, Hyderabad
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a) COPC guidelines recommend that a candidate should be made to spend at least half a day on the job before giving an offer letter. This will weed out people, but normally what happens is management is willing to face attrition 3-6 months later than hire less.
b) If people are leaving to gain experience for a higher salary, then employee involvement, empowerment, and semi-annual appraisals may help in reducing the churn.
Surya
From India, Delhi
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b) If people are leaving to gain experience for a higher salary, then employee involvement, empowerment, and semi-annual appraisals may help in reducing the churn.
Surya
From India, Delhi
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Effective employee retention strategies-BPO. doc
Employee Retention Tools.pdf