am planning to do my project in hr attrition.. cud anyone help me out..
From United Arab Emirates, Dubai
From United Arab Emirates, Dubai
Hi,
In my opinion you can start your project
1. Give the complete profile of the company from where u will be
working on this project. Then come to Attrition.
2. What is Attrition?
3. Causes of Attrition?
4. How it is calculated?
5. How to prevent Attrition?
And so on……
I think this would have given u some rough idea about how to work on Project.
dsv
From India, Delhi
44In my opinion you can start your project
1. Give the complete profile of the company from where u will be
working on this project. Then come to Attrition.
2. What is Attrition?
3. Causes of Attrition?
4. How it is calculated?
5. How to prevent Attrition?
And so on……
I think this would have given u some rough idea about how to work on Project.
dsv
From India, Delhi
HI,
BUSINESS MANAGER magazine totally focussed on HR/IR issues has acover story on attrition with views of experts. this is july issue. u can have it .
anil kaushik
chief editor BUSINESS MANAGER
28,raghu marg,alwar-301001
mob;09829133699
From India, Delhi
BUSINESS MANAGER magazine totally focussed on HR/IR issues has acover story on attrition with views of experts. this is july issue. u can have it .
anil kaushik
chief editor BUSINESS MANAGER
28,raghu marg,alwar-301001
mob;09829133699
From India, Delhi
Dear,
I m providing a part of your project
Transparent HR practices can reduce attrition
Knoah Solutions, Hyderabad, an inbound technical support call centre and BPO company believes in total transparency in its HR practices to ensure continuous business growth. The company claims that it is this factor that has limited its attrition rate in an industry notorious for its high employee turnover. Established three years ago today the call centre has as many as 750 employees and is into voice, e-mail, live chat, and BPO services. The company, which claims to be the largest call centre in Hyderabad involved in the third party environment, provides backend operations to its customers. The 500-seater call centre is taking another 500 seats facility this year. The headcount will reach the 1,000 mark by the end of this year with plans for further expansion.
“we Solutions are catering to backend operations for our customers, including an Internet Service Provider (ISP) and two wireless software services companies,” says Flt Lt Bipin Chandra, VP (India operations), Knoah Solutions. He points out that as the company grows, employees will also get increasing benefits.
Training focus
The company has a strong focus on manpower training according to their requirements. The internal training department aims at improving the skill sets relevant to the work profile of employees. This includes improving communication skills, e-mail programming and operation systems. The employees attend calls (inbound) from customers of its clients from ISP and other wireless software services companies. They also provide services to clients through online chat or e-mail. As the company is involved in sales order processing work, it also does transaction processing.
“We have a very healthy promotion system, which keeps pace with the growth of the company. Whenever a new position is created at a higher position, the first priority goes to an internal employee. If the slot is not filled by an employee because of non-availability of a particular skill set, then only we opt for outside recruitment,” says Bipin Chandra.
Recruitment pattern
For entry-level recruitment, the company prefers newspaper advertisement. It conducts written examination followed by a test in technical skills (operating systems, e-mail programming and networking concepts) and communication skills with a focus on logical reasoning. Those who cross the 60 percent cut-off mark appear for a group discussion. This group discussion is aimed at testing a candidate’s speaking abilities and other personality aspects. The technical interview is conducted to absorb successful candidates. For inbound operations, the operations manager conducts a voice-screening test.
The company has a unique practice of briefing the new recruits about the pros and cons of the call centre industry. Before absorbing the selected candidates, HR managers conduct personal interviews to know more about their family backgrounds and appraise them of the typical work culture in the call centre industry.
“The testimony of our HR practices and work environment is our low attrition rate. Moreover, our employees who left the organisation went for software development jobs and not to any other call centre. Usually, MCAs and engineers prefer software development profession to call centre jobs. I personally meet each selected candidate before the company absorbs him or her. I advise them to have a word with their family and well-wishers to take the decision on choosing a job at a call centre. About 50 percent of our recruitment is referral-based and this shows that our existing employees are satisfied and happy with our good management practices. Otherwise they would not have recommended their friends,” he explains.
Career growth
Knoah offers rapid career growth when compared with other call centres and software development companies, points out Bipin Chandra. He elaborates, “It will take more than 10 years to become a manager in the manufacturing industry. IT industry is known for its faster career growth, however after three-four years one may become a team manager and thereafter a team leader. The average period is seven-eight years to become a project manager. In the call centre industry, the average time-scale to become a project operations manager is five-six years and three years to be a team leader. At Knoah, employees are benefited with faster career growth and other training facilities. As the industry has a growth rate of 50-60 percent, naturally it passes on the same benefits to the employees also.”
Doing away with hierarchy
There has been a conscious effort to disband the hierarchy system. Just anybody can approach anybody—from the junior-most staff to the senior management. The latter are always willing and available to solve people problems.
Considering the personal needs of employees, Knoah practices a flexible shift system that facilitates employees to work in different shifts. The staff is provided with free food and transportation facilities, which are common practices in the industry. All employees are covered under the group insurance scheme.
With an increasing number of organisations in the US, UK, Canada, EU and Australia preferring business process outsourcing from low-cost countries like India, the company foresees a good potential in this segment. It is proud of the fact that it gets repeat orders from its employees
You may take help of absenteeism in completion of your project.
Regards
Sidheshwar
From India, Bangalore
I m providing a part of your project
Transparent HR practices can reduce attrition
Knoah Solutions, Hyderabad, an inbound technical support call centre and BPO company believes in total transparency in its HR practices to ensure continuous business growth. The company claims that it is this factor that has limited its attrition rate in an industry notorious for its high employee turnover. Established three years ago today the call centre has as many as 750 employees and is into voice, e-mail, live chat, and BPO services. The company, which claims to be the largest call centre in Hyderabad involved in the third party environment, provides backend operations to its customers. The 500-seater call centre is taking another 500 seats facility this year. The headcount will reach the 1,000 mark by the end of this year with plans for further expansion.
“we Solutions are catering to backend operations for our customers, including an Internet Service Provider (ISP) and two wireless software services companies,” says Flt Lt Bipin Chandra, VP (India operations), Knoah Solutions. He points out that as the company grows, employees will also get increasing benefits.
Training focus
The company has a strong focus on manpower training according to their requirements. The internal training department aims at improving the skill sets relevant to the work profile of employees. This includes improving communication skills, e-mail programming and operation systems. The employees attend calls (inbound) from customers of its clients from ISP and other wireless software services companies. They also provide services to clients through online chat or e-mail. As the company is involved in sales order processing work, it also does transaction processing.
“We have a very healthy promotion system, which keeps pace with the growth of the company. Whenever a new position is created at a higher position, the first priority goes to an internal employee. If the slot is not filled by an employee because of non-availability of a particular skill set, then only we opt for outside recruitment,” says Bipin Chandra.
Recruitment pattern
For entry-level recruitment, the company prefers newspaper advertisement. It conducts written examination followed by a test in technical skills (operating systems, e-mail programming and networking concepts) and communication skills with a focus on logical reasoning. Those who cross the 60 percent cut-off mark appear for a group discussion. This group discussion is aimed at testing a candidate’s speaking abilities and other personality aspects. The technical interview is conducted to absorb successful candidates. For inbound operations, the operations manager conducts a voice-screening test.
The company has a unique practice of briefing the new recruits about the pros and cons of the call centre industry. Before absorbing the selected candidates, HR managers conduct personal interviews to know more about their family backgrounds and appraise them of the typical work culture in the call centre industry.
“The testimony of our HR practices and work environment is our low attrition rate. Moreover, our employees who left the organisation went for software development jobs and not to any other call centre. Usually, MCAs and engineers prefer software development profession to call centre jobs. I personally meet each selected candidate before the company absorbs him or her. I advise them to have a word with their family and well-wishers to take the decision on choosing a job at a call centre. About 50 percent of our recruitment is referral-based and this shows that our existing employees are satisfied and happy with our good management practices. Otherwise they would not have recommended their friends,” he explains.
Career growth
Knoah offers rapid career growth when compared with other call centres and software development companies, points out Bipin Chandra. He elaborates, “It will take more than 10 years to become a manager in the manufacturing industry. IT industry is known for its faster career growth, however after three-four years one may become a team manager and thereafter a team leader. The average period is seven-eight years to become a project manager. In the call centre industry, the average time-scale to become a project operations manager is five-six years and three years to be a team leader. At Knoah, employees are benefited with faster career growth and other training facilities. As the industry has a growth rate of 50-60 percent, naturally it passes on the same benefits to the employees also.”
Doing away with hierarchy
There has been a conscious effort to disband the hierarchy system. Just anybody can approach anybody—from the junior-most staff to the senior management. The latter are always willing and available to solve people problems.
Considering the personal needs of employees, Knoah practices a flexible shift system that facilitates employees to work in different shifts. The staff is provided with free food and transportation facilities, which are common practices in the industry. All employees are covered under the group insurance scheme.
With an increasing number of organisations in the US, UK, Canada, EU and Australia preferring business process outsourcing from low-cost countries like India, the company foresees a good potential in this segment. It is proud of the fact that it gets repeat orders from its employees
You may take help of absenteeism in completion of your project.
Regards
Sidheshwar
From India, Bangalore
hey i am starting on a project related to attrition rate too..... and i have no clue how to go about it please tell me what should be done and give some ideas
From India, Madras
From India, Madras
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