KB 87 Attrition Management

KNOWLEDGE BEANS I S SUE NO 8 7 | OC TOB E R 2 0 1 5

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| QUARTET OF ATTRITION MANAGEMENT - Rushikesh Rajendra . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

from previous page Retaining existing employees has become more challenging than the getting new ones. Four important cultural initiatives help organizations eectively deal with the challenge. 1. Meticulous and elaborate hiring process – clarity on what you are looking for and putting into place a scientic process to identify talent is a must. Fitting square pegs into round holes is bound to generate noise leading to attrition. 2. Delightful onboarding experience – the entire period right from the selection process up to about rst six months after joining is crucial. It needs to be an exuberating experience for the employee. S(he) needs to carry a feeling of being wanted and being taken care of. Exactly the way a newlywed bride needs to be treated. Else ‘murmuring of the heart’is bound to set in causing discomfort in the long run. 3. Sustenance – creative engagement of the employee post onboarding on a continued basis is vital. The key to this is an enabling work environment and relentless eective communication. 4. Final exit – in spite of all eorts, should there be a situation where the employee is unable to continue, the exit process also needs to be comforting. A compassionate view of the situation helps reinforce organization’s branding essential to continue to attract talent. Thus, attrition is good. It’s a great enabler for getting right people and processes in place. It does contribute to the much desired periodic organizational churning. So there is nothing to be fearful or worried about it.

OD ENTHUSIAST’S ORATE | Paremvir Malik . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NEITHER ORGANIZATIONNOR BOSS,WE LEAVE SICK JOBS OR FORBETTER PROSPECTS ! Paremvir Malik is a passionate HR professional and HRIS architect with over a decade of experience. He has masters in labour law and welfare, personnel management and HR. Presently he is involved in establishing a start up venture which provides guidance and support to organizations to develop eective people process so as to enhance productivity and growth. Do employees leave because of organization or boss?? It may be - neither of them but sick job or a much better prospect! To support this, I zeroed down upon 10 very interesting indicators as given below:

1. Monotony - day in day out nothing dierent...very set and standard processes, two punch, one lunch (punch in - lunch - punch out). Job is unattractive in nature, none interested to take it up or it’s just not challenging. 2. No competition - probably you are the only subject matter expert or a retainer in the organization, your propositions are often not contested or questioned or probably not given much attention. 3. Reservist - you are readily available but you are on bench/dressing room waiting for your need to be felt. 4. Status quo culture - the mass around you are dead wood, happy to maintain status quo in terms of speed and quality of work. 5. Aspiration factor - your aspirations are much greater than the environment around you, you feel like a pilot but not on a supersonic aircraft. 6. Social status factor - you wish to be associated with the big b’s of the corporate for social recognition and associated glamour. 7. M factor - you have got an "irresistible can't say no oer with fabulous pay, perks and benets". next page

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