Hi! mohit
Thanx for ur assistance . Article sent by u is of great help to me, But can u provide me sum information regarding the best HR practices to be adopted to control this problem.'coz i hav to make my summer project on increasing attrition problem in bpo industry. i have to make questionnaire and produce it to HR of the top 10 bpo in delhi & NCR.can u tell me that what type of questions shall i include in my questionnaire so that they can answer under these following heads:
1. attraction (means why people attracted to join a paticular orgn.)
2. retention
3. compensation & benifits
4. training
regards
prabhjot
Thanx for ur assistance . Article sent by u is of great help to me, But can u provide me sum information regarding the best HR practices to be adopted to control this problem.'coz i hav to make my summer project on increasing attrition problem in bpo industry. i have to make questionnaire and produce it to HR of the top 10 bpo in delhi & NCR.can u tell me that what type of questions shall i include in my questionnaire so that they can answer under these following heads:
1. attraction (means why people attracted to join a paticular orgn.)
2. retention
3. compensation & benifits
4. training
regards
prabhjot
Hi Sreenivasan
Well BPO's spreading like a mashroom...yes i agree that they have high rate of attrition...its entirely because the work, salary and job in market.
Employees are doing same kind of job so its kind of fatigue for them.
Salary is another major constraint.
and job opportunities in the market is high...so thats the reason behind the high attrition rate.
Well Exit interview is only helpful when you really want to retain your employees and it helps to retain experience employees rather then fresher.
From India, Ludhiana
3Well BPO's spreading like a mashroom...yes i agree that they have high rate of attrition...its entirely because the work, salary and job in market.
Employees are doing same kind of job so its kind of fatigue for them.
Salary is another major constraint.
and job opportunities in the market is high...so thats the reason behind the high attrition rate.
Well Exit interview is only helpful when you really want to retain your employees and it helps to retain experience employees rather then fresher.
From India, Ludhiana
hi mohit,
ok i accept your point. but i think exit interview is a measure after u find the disease.. but i want think the measure pre prevension which many BPO now days is thinking of can help more than exit interview.. bcos 90%-95% a people have clearly decided and go for exit so it is 10-15% chance of retention.. but if the company conentrates more on pre-exit strategy like traning, carear development, incentives, performance oriented pays etc., then i think it can help in the remaining 85% retention.. so now i think BPO has to change little srategy of changinig the whole struture accoriding to their situation. may be a software development firm can concentrate more exit interview and can do retention since they have less attrition. like infosys had around 5% attrition...
i think i tried to make a point in this post...
if i am right mohit
From India, Vadodara
ok i accept your point. but i think exit interview is a measure after u find the disease.. but i want think the measure pre prevension which many BPO now days is thinking of can help more than exit interview.. bcos 90%-95% a people have clearly decided and go for exit so it is 10-15% chance of retention.. but if the company conentrates more on pre-exit strategy like traning, carear development, incentives, performance oriented pays etc., then i think it can help in the remaining 85% retention.. so now i think BPO has to change little srategy of changinig the whole struture accoriding to their situation. may be a software development firm can concentrate more exit interview and can do retention since they have less attrition. like infosys had around 5% attrition...
i think i tried to make a point in this post...
if i am right mohit
From India, Vadodara
Hi Mohit..
If you are looking for the Challenges of Talent Retention in BPOs
Take a look of below mentioned list
I have tried to list as many as i could think of ...
As for retention ... first we need to find out why employees are leaving your organization... and here is where the exit interview helps [to find out the flaw in our organization] As Pooja Jain said in her previous post, Exit interviews are a critical and useful tool but only if implemented properly via a neutral source to ensure that the real problems are shared candidly.
After finding the major reasons, try to solve each problem individually or collectively depending on the situation..
From India, Ahmadabad
If you are looking for the Challenges of Talent Retention in BPOs
Take a look of below mentioned list
- 1. Young Employees [average employee age 24 -25 yrs], less responsibility, so does not consider stability as the major force driving their career at this point.
2. Follow the Leader, If one of their friends has moved to another company, they all will move, to keep with their old friends
3. Pick-up Drop Facility, It may look negligible, but coming back alone at 2:30 in night is something nobody likes
4. Salary Hike, [no need to explain this one]
5. Free Food [ bachelors, they want to avoid cooking as most of them stay in bachelors accommodation]
6. Working Environment [AC, chairs, calling instruments] small matters but does count
7. Type of work [people generally prefer inbound callcentre to an outbound callcentre] [similarly the product they sell/ service also counts]
8. Future growth prospects [do they see that they can become Team Leader etc in near future in the same organization]
9. Lateral Movement [Employees sometimes want to work in some particular department as they have interest towards it and would look for an opening in that department]
10. Stress Levels [ if they are selling/servicing a sub standard product, the product might have too many complaints, which would increase their stress loads]
11. Family Issues [No need to discuss]
12. Health Issues [Some people are not able to cope up with the night shifts because of health while others have sore throat after they speak for few hours]
I have tried to list as many as i could think of ...
As for retention ... first we need to find out why employees are leaving your organization... and here is where the exit interview helps [to find out the flaw in our organization] As Pooja Jain said in her previous post, Exit interviews are a critical and useful tool but only if implemented properly via a neutral source to ensure that the real problems are shared candidly.
After finding the major reasons, try to solve each problem individually or collectively depending on the situation..
From India, Ahmadabad
Dear Colleagues,
Let me lend my voice to the issue of Talent Retention.
Basically I would approach this from the angle of Motivation Tied to
Career Anchor.
In the light of this I would expect all Line Managers and HR Managers involved in Appraisals/Evalution/Compensation to go beyond Salary Reviews, Recommendation for Promotion and the likes to go to the nitty-gritty of "What Keeps An Employee Going".
I am not sure if I have not written something similar in this forum, HR and Line Managers are expected to seek out individual employees' Career Anchor and Tie this to their Compensation Scheme-this could be cumbersome initially but in the long-run the Management benefits because it would have been able to retain its talents.
For instance there is an employee who likes Research and Surveys the ideal thing is to try as much as possible to make available a library within the system and get to assignments taht tends towards research.
But in most situations Management would rather increase salary and expect the employee to be thankful and happy, but I am certainly sure he would move to a company that would respect his career anchor.
One thing of note here is that salary/money does not retain Best Talents, talents would rather have there career in place where it can be fully expressed and acknowlegded than be part of the pack in a place where it can not be expressed.
Thanks.
From Nigeria, Lagos
Let me lend my voice to the issue of Talent Retention.
Basically I would approach this from the angle of Motivation Tied to
Career Anchor.
In the light of this I would expect all Line Managers and HR Managers involved in Appraisals/Evalution/Compensation to go beyond Salary Reviews, Recommendation for Promotion and the likes to go to the nitty-gritty of "What Keeps An Employee Going".
I am not sure if I have not written something similar in this forum, HR and Line Managers are expected to seek out individual employees' Career Anchor and Tie this to their Compensation Scheme-this could be cumbersome initially but in the long-run the Management benefits because it would have been able to retain its talents.
For instance there is an employee who likes Research and Surveys the ideal thing is to try as much as possible to make available a library within the system and get to assignments taht tends towards research.
But in most situations Management would rather increase salary and expect the employee to be thankful and happy, but I am certainly sure he would move to a company that would respect his career anchor.
One thing of note here is that salary/money does not retain Best Talents, talents would rather have there career in place where it can be fully expressed and acknowlegded than be part of the pack in a place where it can not be expressed.
Thanks.
From Nigeria, Lagos
Hi Aflobi,
Your idea is excellent, and i think that it should be implemented. But I am not sure how it can be done...
Can you please explain further of how to implement the same in the organisation... right now i am interested in it academically..
With request
Regards
From India, Ahmadabad
Your idea is excellent, and i think that it should be implemented. But I am not sure how it can be done...
Can you please explain further of how to implement the same in the organisation... right now i am interested in it academically..
With request
Regards
From India, Ahmadabad
hi ajmal and mohit and afolabi,
to support afolabi one point here in his post that for to increase perforamance Hr and Line managers has to do it.. there is a article on performance management... in that article they tell that for performance management to be of great sucess and bring out performance growth in the people then Hr and line managers have to work. in this HR will do planning and proper implementation and control is done by line manager for good performance.
if i get that article i will post that also
have a nice time
From India, Vadodara
to support afolabi one point here in his post that for to increase perforamance Hr and Line managers has to do it.. there is a article on performance management... in that article they tell that for performance management to be of great sucess and bring out performance growth in the people then Hr and line managers have to work. in this HR will do planning and proper implementation and control is done by line manager for good performance.
if i get that article i will post that also
have a nice time
From India, Vadodara
hi Vanita
Well i am not in a BPO industry , but i know the facts and what is the discouraging factors to leave the org.
Attrition rate is very high in small BPO's if you compare them with some leading BPO's you wll find the difference.
well let me know what you want to know.
mohit
From India, Ludhiana
Well i am not in a BPO industry , but i know the facts and what is the discouraging factors to leave the org.
Attrition rate is very high in small BPO's if you compare them with some leading BPO's you wll find the difference.
well let me know what you want to know.
mohit
From India, Ludhiana
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