Dear Sana,
The problem raised by you is really very significant in the present day situation. I suggest the following steps in this direction;
Employees , normally, migrate due to;
a. lack of job satisfaction
b. lack of concern by the management in the welfare of employees which also includes their career progression.
1. Therefore, please hold exit interviews and also keep a watch on the pulse of employees to identify the cause of their dissatisfaction for leaving the organisation. While doing so you also need an insight into your organisation culture and its contribution to the issue.
2. Some organisations keep original certificates of the selected employees. No comments on the ethics but you may consider this practice too.
Regards
S.K.Johri
From India, Delhi
84The problem raised by you is really very significant in the present day situation. I suggest the following steps in this direction;
Employees , normally, migrate due to;
a. lack of job satisfaction
b. lack of concern by the management in the welfare of employees which also includes their career progression.
1. Therefore, please hold exit interviews and also keep a watch on the pulse of employees to identify the cause of their dissatisfaction for leaving the organisation. While doing so you also need an insight into your organisation culture and its contribution to the issue.
2. Some organisations keep original certificates of the selected employees. No comments on the ethics but you may consider this practice too.
Regards
S.K.Johri
From India, Delhi
Hello Sana,
While P. Xavier Raj, B.Saikumar & other members have given very valid & realistic suggestions, there's also a lot of truth in what Ben Simonton mentioned.
You mentioned THREE areas of concern: (1) do not give sufficicient notice (2) they leave early (3) sometime due to absconding.
Pl note that the causes/reasons of each of them COULD & most likely WOULD be different. So clubbing all the 3 could lead you to erroneous conclusions.
Like Ben Simonton mentioned, a lot depends on the organizational culture--which in-turn depends on the people @ the Top, ie. the Management/Managers.
Coming to one of the causes you mentioned: ABSCONDING.
Why would anyone take the trouble of 'absconding'? At the entry level, maybe he/she wouldn't be aware about the consequences of such an act, but after gaining some experience, the importance of Experience/Relieving Letters would be known to them. But, yet, if such employees 'abscond', there's obviously some fear about a possible unfair treatment by the company if they reveal their plan to quit. This leads to the Management Model in your company--non-transparency in employee relations, unethical/unfair practices, unfair salary/promotion hikes or the lack of a clear policy in such issues, etc, etc.
Pl note that I am NOT saying that all of these exist in your company--I am just pointing to the various POSSIBILITIES. It's YOU who needs to figure-out if any of them exist & how best to handle each core value/issue.
However, there will always be exceptions among employees [incorrigible guys, so to say]--if you do an exercise on how many of those who quit actually fall into this 'absconding' category, it will enable you to target the corrective mechanism properly & effectively.
Coming to the other 2 causes you mentioned: INSUFFICIENT NOTICE/LEAVING EARLY [both are by & large the same, unless you had different context/situation in-mind].
This category of employees DO resign & give some response-time for you/HR. I think this is where Exit Interviews suggested by the members will surely help you.
But, frankly, a word of caution here. The result will depend on HOW THE EMPLOYEE VIEWS the Exit interview process. This again, at the sub-conscious level gets decided by the type of experiences he/she has had while working--if it has been one of suspicion [in attitudes or work or general behavioural pattern by the superiors], the chances of Exit Interviews being more a formality than of any REAL use are HIGH. He/she will give you the answers YOU WANT to hear--NOT what he/she ACTUALLY feels inside.
I have seen BOTH types of situations--employees coming out with the ACTUAL reasons for quitting as well as giving some crap just for the HR to file his/her Report after the exercise.
Hope you get the point.
Another point/solution mentioned by the members was of having formal HR/Training policies. More than having HR Policies, it's MORE IMPORTANT to focus on their proper, even-handed & fair Implementation.
Going by what you also mentioned ['.......really get shocked hearing such answers form managers /general managers'], I think your problem is NOT the employees per se, but the Managers--especially if your 'absconding' figures are high.
All the Best.
Rgds,
TS
From India, Hyderabad
While P. Xavier Raj, B.Saikumar & other members have given very valid & realistic suggestions, there's also a lot of truth in what Ben Simonton mentioned.
You mentioned THREE areas of concern: (1) do not give sufficicient notice (2) they leave early (3) sometime due to absconding.
Pl note that the causes/reasons of each of them COULD & most likely WOULD be different. So clubbing all the 3 could lead you to erroneous conclusions.
Like Ben Simonton mentioned, a lot depends on the organizational culture--which in-turn depends on the people @ the Top, ie. the Management/Managers.
Coming to one of the causes you mentioned: ABSCONDING.
Why would anyone take the trouble of 'absconding'? At the entry level, maybe he/she wouldn't be aware about the consequences of such an act, but after gaining some experience, the importance of Experience/Relieving Letters would be known to them. But, yet, if such employees 'abscond', there's obviously some fear about a possible unfair treatment by the company if they reveal their plan to quit. This leads to the Management Model in your company--non-transparency in employee relations, unethical/unfair practices, unfair salary/promotion hikes or the lack of a clear policy in such issues, etc, etc.
Pl note that I am NOT saying that all of these exist in your company--I am just pointing to the various POSSIBILITIES. It's YOU who needs to figure-out if any of them exist & how best to handle each core value/issue.
However, there will always be exceptions among employees [incorrigible guys, so to say]--if you do an exercise on how many of those who quit actually fall into this 'absconding' category, it will enable you to target the corrective mechanism properly & effectively.
Coming to the other 2 causes you mentioned: INSUFFICIENT NOTICE/LEAVING EARLY [both are by & large the same, unless you had different context/situation in-mind].
This category of employees DO resign & give some response-time for you/HR. I think this is where Exit Interviews suggested by the members will surely help you.
But, frankly, a word of caution here. The result will depend on HOW THE EMPLOYEE VIEWS the Exit interview process. This again, at the sub-conscious level gets decided by the type of experiences he/she has had while working--if it has been one of suspicion [in attitudes or work or general behavioural pattern by the superiors], the chances of Exit Interviews being more a formality than of any REAL use are HIGH. He/she will give you the answers YOU WANT to hear--NOT what he/she ACTUALLY feels inside.
I have seen BOTH types of situations--employees coming out with the ACTUAL reasons for quitting as well as giving some crap just for the HR to file his/her Report after the exercise.
Hope you get the point.
Another point/solution mentioned by the members was of having formal HR/Training policies. More than having HR Policies, it's MORE IMPORTANT to focus on their proper, even-handed & fair Implementation.
Going by what you also mentioned ['.......really get shocked hearing such answers form managers /general managers'], I think your problem is NOT the employees per se, but the Managers--especially if your 'absconding' figures are high.
All the Best.
Rgds,
TS
From India, Hyderabad
Dear Sana
I also faced the same problem in my job
Then, i fix 15-20 days as recruitment time period and also the exiting employee to give 15 days to 1 month Notice period
Also, I started to mail Daily Vacancy status to my boss and CEO to keep an update on efforts put in by Recruitment or HR Department as a whole
Try to do Recruitment by Reference giving Monetary and Non- monetary rewards to your employees as this will help you a big deal
Hope this may help you
Regards
Nisha Malhotra
From India, New Delhi
I also faced the same problem in my job
Then, i fix 15-20 days as recruitment time period and also the exiting employee to give 15 days to 1 month Notice period
Also, I started to mail Daily Vacancy status to my boss and CEO to keep an update on efforts put in by Recruitment or HR Department as a whole
Try to do Recruitment by Reference giving Monetary and Non- monetary rewards to your employees as this will help you a big deal
Hope this may help you
Regards
Nisha Malhotra
From India, New Delhi
Whilst not knowing the exact working situation I have found that in a difficult work environment Recruitment and retention of good employees can be strengthed by using some of the following:
* Recruitment
- letter of appointment must be detailed in expectations of notice periods. This can be difficult to enforce so retention is all important.
- be honest with prospective employees about the conditions they can expect to be working under
- walk prospective employees through the working environment.
- introduce them to one or two key people within the environment. If the problem is a personality clash they may pick this up immediately and decline an offer of a position
- detailed checking of references. Phrase the questions so that if there have been problems with past employers they will tell you
Retention
- first day inductions are vital to keeping good employees. By doing the inductions and building a trust and open communication a new employee will feel their contribution is valued.
- Meet them on the first day, take them through a detailed induction. Arrange a buddy system for the first week perhaps more dependant on the type of work they are doing
- Speak to the Supervisor and identify any settling in issues with the new employee
- Speak to the new employee at the finish of the first day, see how they are going and settling in. Encourage them to talk to you about any difficulties they are having.
- Touch base either yourself or one of your staff with the new employee over the first two weeks.
- Undertake an interview at the end of the first week. Act upon any issues the employee has. This will not only build up trust with the new employee but other employees will recognize a change.
Should the employee wish to leave, meet with them - identify their reasons and attempt to resolve them.
Where resolution is not possible, undertake an exit interview. Ensure this is confidential and ensure the employee knows that by giving all the information possible they will improve things for existing and new employees. Most employees are only too happy to write down their grievances.
Act on the information contained in the exit interview.
Perhaps provide feedback to the ex-employee of the outcome and if they were a good employee encourage them to re-consider with a view to re-employment
Absenteesim - is this a morale / motivation issue. Track where / whom are absent and identify a pattern. Is it mainly in one or two areas. Could it be a difficult situation within the work environment - harassment, bullying etc.
Implement a policy and procedure regarding absenteeism where employees may be open to disciplinary action if they disregard to the policy.
Does the employee have a ongoing personal problem. If they are a valued employee, can the company assist. Retention is cheaper than recruitment and retraining
From Australia, Aspley
* Recruitment
- letter of appointment must be detailed in expectations of notice periods. This can be difficult to enforce so retention is all important.
- be honest with prospective employees about the conditions they can expect to be working under
- walk prospective employees through the working environment.
- introduce them to one or two key people within the environment. If the problem is a personality clash they may pick this up immediately and decline an offer of a position
- detailed checking of references. Phrase the questions so that if there have been problems with past employers they will tell you
Retention
- first day inductions are vital to keeping good employees. By doing the inductions and building a trust and open communication a new employee will feel their contribution is valued.
- Meet them on the first day, take them through a detailed induction. Arrange a buddy system for the first week perhaps more dependant on the type of work they are doing
- Speak to the Supervisor and identify any settling in issues with the new employee
- Speak to the new employee at the finish of the first day, see how they are going and settling in. Encourage them to talk to you about any difficulties they are having.
- Touch base either yourself or one of your staff with the new employee over the first two weeks.
- Undertake an interview at the end of the first week. Act upon any issues the employee has. This will not only build up trust with the new employee but other employees will recognize a change.
Should the employee wish to leave, meet with them - identify their reasons and attempt to resolve them.
Where resolution is not possible, undertake an exit interview. Ensure this is confidential and ensure the employee knows that by giving all the information possible they will improve things for existing and new employees. Most employees are only too happy to write down their grievances.
Act on the information contained in the exit interview.
Perhaps provide feedback to the ex-employee of the outcome and if they were a good employee encourage them to re-consider with a view to re-employment
Absenteesim - is this a morale / motivation issue. Track where / whom are absent and identify a pattern. Is it mainly in one or two areas. Could it be a difficult situation within the work environment - harassment, bullying etc.
Implement a policy and procedure regarding absenteeism where employees may be open to disciplinary action if they disregard to the policy.
Does the employee have a ongoing personal problem. If they are a valued employee, can the company assist. Retention is cheaper than recruitment and retraining
From Australia, Aspley
First thing First ! sit back and think………………………………!
Why are employees leaving moreover absconding ?
Prepare a presentation and create awareness on this to HoDs and management. A flowing river can’t be blocked for long time, you have to channelize the water for the better usage. Hence, instead of continually recruiting manpower, think on why are they leaving? This is the only solution.
YES ! human requires enough courage to admire the inability / weakness………………… the best way to be out of the problem is to BLAME OTHER. That is the reason HR would be facing this issue.
From India, Bangalore
Why are employees leaving moreover absconding ?
Prepare a presentation and create awareness on this to HoDs and management. A flowing river can’t be blocked for long time, you have to channelize the water for the better usage. Hence, instead of continually recruiting manpower, think on why are they leaving? This is the only solution.
YES ! human requires enough courage to admire the inability / weakness………………… the best way to be out of the problem is to BLAME OTHER. That is the reason HR would be facing this issue.
From India, Bangalore
Find answers from people who have previously dealt with business and work issues similar to yours - Please Register and Log In to CiteHR and post your query.
Startups Look for Right Fit, Rewrite CV of Recruitment.pdf
Flow Chart for Recruitment till retirement.xls
Recruitment Analysis of ABC Company.ppt