Hi,
I am a HR Student Doing Dissertation on Topic "Why Employees Leave Organisations?'. I have prepared a Questionnaire to know from Employees why they generally Quit Jobs. At the same time I am finding out what HR professionals perceive on reasons why employees leave. So I request you all to fill the Questionnaire attached with this. You are also requested to Specify industry you belong(e.g IT, BPO, Manufacturing e.t.c). In case of any assistance or Query please mail me on bhavna_notani01@yahoo.co.in
From India, Ahmadabad
I am a HR Student Doing Dissertation on Topic "Why Employees Leave Organisations?'. I have prepared a Questionnaire to know from Employees why they generally Quit Jobs. At the same time I am finding out what HR professionals perceive on reasons why employees leave. So I request you all to fill the Questionnaire attached with this. You are also requested to Specify industry you belong(e.g IT, BPO, Manufacturing e.t.c). In case of any assistance or Query please mail me on bhavna_notani01@yahoo.co.in
From India, Ahmadabad
http://www.keepingthepeople.com/pdfs...ull_Review.pdf
check the above link you may get some points about your topic.
and go through the note below....
Chapter 10 Notes: Orientation, Training, and Development
TERMINOLOGY
Career a profession or occupation that an employee trains for and pursues as a normal life activity
Career growth an employees progressive acceptance of new roles and responsibilities within the same organization
Departmental orientation orientation that covers topics unique to the new employees department and job
Development programs preparation of individuals to take on future responsibilities
Evaluation measurements of an outcome against stated objectives
Gap analysis identification of the gap between where employees skills are and where they should be
Job rotation a job design strategy that shifts employees from one job to another in the organization
Mentoring a method that uses a mentor (a person more senior in position or experience who coaches a junior person or prot้g้)
On-the-job training any training an employee receives on the job while under direct supervision
Organizational commitment an attitude of employees who identify with the organizations values, beliefs, and traditions
Organizational orientation orientation that covers matters relevant to all employees
Orientation a program designed to welcome new employees and introduce them to their jobs
Skill obsolescence the situation in which a skill is no longer needed
Training a process by which people acquire knowledge and skills needed for performance in their current assignments
Training needs assessment the process of outlining the training project, analyzing jobs, and identifying knowledge, skill, and ability deficiencies
Turnover the permanent separation of employees from the organization, because of resignation, retirements, layoff, or discharge
EMPLOYEE ORIENTATION PROGRAMS
Familiarize employee with policies and procedures
Inform about organizations structure and initiatives
Provide information regarding salary and benefits
Clarify employee rights and responsibilities
Conducted at the departmental and organizational level
Successful orientation programs
o Are adequately funded
o Include both management and employee members in the development of orientation program
ITEMS TO COVER IN ORIENTATION
Items covered by Human Resources
o Company rules and regulations described in handbooks, reporting absences, use of phone, violence, drug use and other prohibitions
o Pay schedules, rates, and use of time sheets or time clocks
o Hours of work and overtime if applicable
o Leave policy (sick days, holidays, vacations, etc.)
o Employee benefits and eligibility
o Completion of tax forms, benefit enrollment forms, etc.
Items covered by supervisor regarding the job and the department
o New employee job description, responsibilities and goals
o Department responsibilities
o On-the-job training
o Safety rules and emergency exits
o Meal and break provisions
o Location of rest room, break rooms, lockers, etc.
o How to get tools and supplies
o Tour of facility
o Introduction to trainer or mentor
o Step-by-step introduction to the job
TRAINING OBJECTIVES NEED TO BE SMART
Specific
Measurable
Action performed by trainee
Realistic
Time Framed
CHOICES OF TRAINING METHODS
Hawthorne studies assessed the impact of physical and environmental influences (temperature, light, humidity, rest periods) on employee performance. Regardless of conditions employees perform more efficiently when given attention.
Group dynamics factors that influence a groups cohesiveness of effectiveness. Groups take on a distinct personality. Group goals may determine the success or failure of the training program.
Laboratory training trainers must be perceived as having credibility in their area of instruction. Lab training examines personal and interpersonal behavior in a group setting. Interpersonal techniques are valuable for teaching people how to work together.
Need for achievement the nature of the need for achievement is a strong determinant in occupational choice. Employees have a better perception of training when they view it as a help in career development.
PRINCIPLES OF INSTRUCTION
Actively involve the learner
Organize content effectively
Provide motivation
Promote concentration
Provide opportunity for practice
Provide a means of feedback, reinforcement, and reward
ADULT LEARNING PRINCIPLES
Learners need to know
Self-concept of the learner
Prior experience of the learner
Readiness to learn
Orientation to learning
Motivation to learn
LONG-TERM BENEFITS OF TRAINING
Building confidence in both employees and the organization
Reduce errors and resulting complaints
Reduce liability risk to the organization
Improve job satisfaction and motivation
Lesson employee conflict
Increase morale
Decrease turnover and absenteeism
TRAINING NEEDS ASSESSMENT (TNA)
Promotes a process view of training and development. The process includes assessment, design, and evaluation
Provides a database to support and enhance other HR activities
Provides quantitative results for justification of resources
ALTERNATIVES METHODS TO TNA FOR TRAINING IMPLEMENTATION
Analyze current job descriptions to identify critical skills
Implement training based on supervisory recommendations
Allow employees to volunteer for training programs
WAYS TO ASSESS NEEDS
Assessment centers most often used for management development. Requires a complete battery of exercises and tests to determine strengths and weaknesses.
Attitude surveys measures job satisfaction. Indicates where training would be beneficial
Exit interviews gather information from departing employees in order to gain insight reasons for leaving and problems that may need addressing. Employees are given an explanation of benefits after separation and informed regarding disposition of final pay.
Performance appraisals a formal written assessment of employee work contributions and the communication that takes place with employees before, during, and after the assessment.
Skills tests determines needs for remediation as well as skills needed for advancement
ON THE JOB TRAINING METHODS
Job instruction training
Job rotation
Mentoring
OFF THE JOB TRAINING METHODS
Classroom
Group Discussion
Simulation methods
Role-playing
DISTANCE LEARNING
Interactive video
Web-based training
Computer-assisted training
EVALUATING THE TRAINING PROGRAM
Participant reaction evaluate trainees attitudes and feelings
Knowledge gained in classroom - application of concepts are reflected by greater knowledge
Change in on-the-job behavior assess changed behavior on the job
Measurable influence of the training on the organization impacts the bottom line or improves productivity
BENEFITS OF HUMAN RESOURCES DEVELOPMENT
Overcoming skill obsolescence
Improving worker productivity
Facilitate affirmative action
Staffing managerial jobs
Career growth management
TURNOVER
TURNOVER FORMULA
Determine how many employees left the department during a given period of time.
Divide this number by the total number of people employed in the department during that same period of time
Express the result as a percentage
Excessive turnover may be an indication of deeper problems within an organization. Supervisors should know what constitutes an unacceptably high turnover rate and what can be done to keep it in check. Research has shown that employees leave their jobs for reason that are more complicated that just being not being paid enough.
In the 1990s employment was at an all time high causing fewer qualified people to be looking for jobs. A certain amount of turnover is good. It helps to weed out problems and freshen up staff. Very low turnover can result in a lack of creativity and a resistance to change and new ideas.
Some turnover is inevitable. If turnover gets out of hand, it can undermine the companys success and survival. The challenge is to know how much turnover is too much, and what to do before it becomes a serious drain on your companys resources. Better recruitment, hiring, and orientation procedures can head off a significant amount of turnover. Many employees end up leaving because the job turns out to be different from what they were led to expect.
Turnover costs the organization money. Think about how much it costs to find, hire, and train a new employee to replace one that quits. There are indirect costs, such as decreased productivity among the departing employees co-workers, who may be demoralized by his/her decision to leave, or important projects that are stalled because a key worker has dropped out.
Organizations need to take time to determine the reason for turnover. Exit interviews can provide valuable information about voluntary separations that might have been avoided. Questionnaires may be sent to former employees asking them to comment on their reasons for leaving the organization or department.
Attitude surveys can be conducted among existing employees. These surveys should be anonymous and include specific questions:
The employees orientation (beginning initiation) experience
Attitudes toward compensation and benefits plans
Feelings about supervision
Feelings about the work environment
Intention to stay or leave the organization in the near future
After analyzing the responses to the attitude surveys and the exit interviews, a turnover reduction strategy can be developed. A successful strategy will depend on what reasons are uncovered. But turnover can usually be reduced by taking one or more of the following steps:
Give job applicants a realistic idea of what the job is like
Improve job interviewing skills
Provide adequate orientation
Provide adequate training for the job
Consider implementing a mentoring system for new arrivals
Improve working conditions
Look for ways to enrich jobs and increase job satisfaction
Increase opportunities for career advancement
Build a sense of camaraderie on the job
rgards
helpdesk
From India, Ahmadabad
check the above link you may get some points about your topic.
and go through the note below....
Chapter 10 Notes: Orientation, Training, and Development
TERMINOLOGY
Career a profession or occupation that an employee trains for and pursues as a normal life activity
Career growth an employees progressive acceptance of new roles and responsibilities within the same organization
Departmental orientation orientation that covers topics unique to the new employees department and job
Development programs preparation of individuals to take on future responsibilities
Evaluation measurements of an outcome against stated objectives
Gap analysis identification of the gap between where employees skills are and where they should be
Job rotation a job design strategy that shifts employees from one job to another in the organization
Mentoring a method that uses a mentor (a person more senior in position or experience who coaches a junior person or prot้g้)
On-the-job training any training an employee receives on the job while under direct supervision
Organizational commitment an attitude of employees who identify with the organizations values, beliefs, and traditions
Organizational orientation orientation that covers matters relevant to all employees
Orientation a program designed to welcome new employees and introduce them to their jobs
Skill obsolescence the situation in which a skill is no longer needed
Training a process by which people acquire knowledge and skills needed for performance in their current assignments
Training needs assessment the process of outlining the training project, analyzing jobs, and identifying knowledge, skill, and ability deficiencies
Turnover the permanent separation of employees from the organization, because of resignation, retirements, layoff, or discharge
EMPLOYEE ORIENTATION PROGRAMS
Familiarize employee with policies and procedures
Inform about organizations structure and initiatives
Provide information regarding salary and benefits
Clarify employee rights and responsibilities
Conducted at the departmental and organizational level
Successful orientation programs
o Are adequately funded
o Include both management and employee members in the development of orientation program
ITEMS TO COVER IN ORIENTATION
Items covered by Human Resources
o Company rules and regulations described in handbooks, reporting absences, use of phone, violence, drug use and other prohibitions
o Pay schedules, rates, and use of time sheets or time clocks
o Hours of work and overtime if applicable
o Leave policy (sick days, holidays, vacations, etc.)
o Employee benefits and eligibility
o Completion of tax forms, benefit enrollment forms, etc.
Items covered by supervisor regarding the job and the department
o New employee job description, responsibilities and goals
o Department responsibilities
o On-the-job training
o Safety rules and emergency exits
o Meal and break provisions
o Location of rest room, break rooms, lockers, etc.
o How to get tools and supplies
o Tour of facility
o Introduction to trainer or mentor
o Step-by-step introduction to the job
TRAINING OBJECTIVES NEED TO BE SMART
Specific
Measurable
Action performed by trainee
Realistic
Time Framed
CHOICES OF TRAINING METHODS
Hawthorne studies assessed the impact of physical and environmental influences (temperature, light, humidity, rest periods) on employee performance. Regardless of conditions employees perform more efficiently when given attention.
Group dynamics factors that influence a groups cohesiveness of effectiveness. Groups take on a distinct personality. Group goals may determine the success or failure of the training program.
Laboratory training trainers must be perceived as having credibility in their area of instruction. Lab training examines personal and interpersonal behavior in a group setting. Interpersonal techniques are valuable for teaching people how to work together.
Need for achievement the nature of the need for achievement is a strong determinant in occupational choice. Employees have a better perception of training when they view it as a help in career development.
PRINCIPLES OF INSTRUCTION
Actively involve the learner
Organize content effectively
Provide motivation
Promote concentration
Provide opportunity for practice
Provide a means of feedback, reinforcement, and reward
ADULT LEARNING PRINCIPLES
Learners need to know
Self-concept of the learner
Prior experience of the learner
Readiness to learn
Orientation to learning
Motivation to learn
LONG-TERM BENEFITS OF TRAINING
Building confidence in both employees and the organization
Reduce errors and resulting complaints
Reduce liability risk to the organization
Improve job satisfaction and motivation
Lesson employee conflict
Increase morale
Decrease turnover and absenteeism
TRAINING NEEDS ASSESSMENT (TNA)
Promotes a process view of training and development. The process includes assessment, design, and evaluation
Provides a database to support and enhance other HR activities
Provides quantitative results for justification of resources
ALTERNATIVES METHODS TO TNA FOR TRAINING IMPLEMENTATION
Analyze current job descriptions to identify critical skills
Implement training based on supervisory recommendations
Allow employees to volunteer for training programs
WAYS TO ASSESS NEEDS
Assessment centers most often used for management development. Requires a complete battery of exercises and tests to determine strengths and weaknesses.
Attitude surveys measures job satisfaction. Indicates where training would be beneficial
Exit interviews gather information from departing employees in order to gain insight reasons for leaving and problems that may need addressing. Employees are given an explanation of benefits after separation and informed regarding disposition of final pay.
Performance appraisals a formal written assessment of employee work contributions and the communication that takes place with employees before, during, and after the assessment.
Skills tests determines needs for remediation as well as skills needed for advancement
ON THE JOB TRAINING METHODS
Job instruction training
Job rotation
Mentoring
OFF THE JOB TRAINING METHODS
Classroom
Group Discussion
Simulation methods
Role-playing
DISTANCE LEARNING
Interactive video
Web-based training
Computer-assisted training
EVALUATING THE TRAINING PROGRAM
Participant reaction evaluate trainees attitudes and feelings
Knowledge gained in classroom - application of concepts are reflected by greater knowledge
Change in on-the-job behavior assess changed behavior on the job
Measurable influence of the training on the organization impacts the bottom line or improves productivity
BENEFITS OF HUMAN RESOURCES DEVELOPMENT
Overcoming skill obsolescence
Improving worker productivity
Facilitate affirmative action
Staffing managerial jobs
Career growth management
TURNOVER
TURNOVER FORMULA
Determine how many employees left the department during a given period of time.
Divide this number by the total number of people employed in the department during that same period of time
Express the result as a percentage
Excessive turnover may be an indication of deeper problems within an organization. Supervisors should know what constitutes an unacceptably high turnover rate and what can be done to keep it in check. Research has shown that employees leave their jobs for reason that are more complicated that just being not being paid enough.
In the 1990s employment was at an all time high causing fewer qualified people to be looking for jobs. A certain amount of turnover is good. It helps to weed out problems and freshen up staff. Very low turnover can result in a lack of creativity and a resistance to change and new ideas.
Some turnover is inevitable. If turnover gets out of hand, it can undermine the companys success and survival. The challenge is to know how much turnover is too much, and what to do before it becomes a serious drain on your companys resources. Better recruitment, hiring, and orientation procedures can head off a significant amount of turnover. Many employees end up leaving because the job turns out to be different from what they were led to expect.
Turnover costs the organization money. Think about how much it costs to find, hire, and train a new employee to replace one that quits. There are indirect costs, such as decreased productivity among the departing employees co-workers, who may be demoralized by his/her decision to leave, or important projects that are stalled because a key worker has dropped out.
Organizations need to take time to determine the reason for turnover. Exit interviews can provide valuable information about voluntary separations that might have been avoided. Questionnaires may be sent to former employees asking them to comment on their reasons for leaving the organization or department.
Attitude surveys can be conducted among existing employees. These surveys should be anonymous and include specific questions:
The employees orientation (beginning initiation) experience
Attitudes toward compensation and benefits plans
Feelings about supervision
Feelings about the work environment
Intention to stay or leave the organization in the near future
After analyzing the responses to the attitude surveys and the exit interviews, a turnover reduction strategy can be developed. A successful strategy will depend on what reasons are uncovered. But turnover can usually be reduced by taking one or more of the following steps:
Give job applicants a realistic idea of what the job is like
Improve job interviewing skills
Provide adequate orientation
Provide adequate training for the job
Consider implementing a mentoring system for new arrivals
Improve working conditions
Look for ways to enrich jobs and increase job satisfaction
Increase opportunities for career advancement
Build a sense of camaraderie on the job
rgards
helpdesk
From India, Ahmadabad
Employee Leaves the organization on only two Major Factors.
1. Performance Appraisals. (Preference 1)
Employees always needed to be compensated as per their performance. If they are not rewarded with incentives, increments and bonuses, they will not stay in the company any more
2. Training and Development (Preference2)
On the other side some employees take their decision to remain on the company on the bases of Training and Development. With training oppurtunities they can perform better job and they need to see career Development growth in the company. If both the things or ant one of them is mising , employee say Goodbye to the company.
Regards,
HASSAN
From Pakistan, Islamabad
Syed Hassan Ali
221. Performance Appraisals. (Preference 1)
Employees always needed to be compensated as per their performance. If they are not rewarded with incentives, increments and bonuses, they will not stay in the company any more
2. Training and Development (Preference2)
On the other side some employees take their decision to remain on the company on the bases of Training and Development. With training oppurtunities they can perform better job and they need to see career Development growth in the company. If both the things or ant one of them is mising , employee say Goodbye to the company.
Regards,
HASSAN
From Pakistan, Islamabad
Syed Hassan Ali
Dear Friend,
There are many reasons people leave organization. Here are few.
1. Their qualification/experience do not commensurate with the job what they are doing.
2. Better Remuneration
3. Limited growth opportunities (this he/she comes to know after joining the company only)
4. Better work environement and culture
5. Not used to work pressure and deadlines
6. Distance factor
7. Family situation (May father/mother not well, only son to take care, etc.
8. Health condition
9. Politics
If you assess the reason for people leaving the organization, they can be fitted in any of the above reasons. So it depends on the company and individual
v. Balaji
From India, Madras
Contributing Member
There are many reasons people leave organization. Here are few.
1. Their qualification/experience do not commensurate with the job what they are doing.
2. Better Remuneration
3. Limited growth opportunities (this he/she comes to know after joining the company only)
4. Better work environement and culture
5. Not used to work pressure and deadlines
6. Distance factor
7. Family situation (May father/mother not well, only son to take care, etc.
8. Health condition
9. Politics
If you assess the reason for people leaving the organization, they can be fitted in any of the above reasons. So it depends on the company and individual
v. Balaji
From India, Madras
Contributing Member
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Strategic-hr-ma nagement2_422.p df
Job Description - HR & Admin.doc
Tangent HR Solutions.ppt