Hi Bhawana,
Am sharing the HR practices of UPS..am sure it would provide some food for the thought!.
Merry X-Mas
Rajat
UPS' 37 Principles for Managing People
A wide-ranging look at the company's workforce management practices,
including promoting from within and limiting the employment of
relatives.
----------------------------------------------------------------------
----------
The guidelines below spell out UPS' vision for managing its
workforce. They're part of a larger "policy book" given to the
company's management team, which also includes principles for
handling customers and shareholders.
We Build Our Organization Around People
The strength of our company is its people, working together with
a common purpose. Although methods, equipment, and procedures are
important, and we constantly strive to improve them, our most
valuable assets are loyal and capable people.
We seek, through the use of our impartial employment and
promotion practices, to have a diverse workforce. Our organization is
strengthened by capable individuals with diverse backgrounds.
We assign responsibilities and duties to secure the full benefit
of an individual's talents and abilities and to provide each person
with an opportunity to develop further.
All our people, and the jobs they perform, can make important
contributions to our company. We maintain an environment that enables
them to obtain personal satisfaction from their work.
We Place Great Value on Diversity
We value the diversity that exists within our workforce, our
customers, those who provide goods and services to our company, and
the communities in which we do business.
Managers are responsible for creating a workplace of fairness,
dignity, and respect for all employees--an environment of inclusion,
encouraging participation, and the best effort of everyone. The
diversity of our workforce results from a sincere effort to hire and
retain dedicated people from the communities in which we operate.
We strive to enhance our reputation as an organization that
values diverse customers as well as suppliers and vendors. In
addition, we support and work closely with organizations that believe
fair employment practices are integral to a successful business.
We Treat Our People Fairly and Without Favoritism
We believe that impartiality is the foundation of a loyal,
cooperative work group.
We want to treat our people as individuals, without causing the
perception of special treatment.
We have the responsibility to avoid any relationship that may
result in actual or perceived favoritism.
We Maintain an Environment Free of Discrimination and Sexual
Harassment
All UPS employees have the right to work in an environment free
of any type of harassment and discrimination. Sexual harassment and
discrimination will not be tolerated.
Managers and supervisors are responsible for ensuring that they
and their employees understand and comply with UPS guidelines and
maintain a professional work environment. That responsibility
includes reporting incidents to the appropriate management people.
We Insist Upon Integrity in Our People
We understand that integrity is fundamental to how we run our
business and essential to maintain compliance with our policies and
legal requirements. Operating with integrity means we provide an
atmosphere in which our people can perform their jobs in an ethical
manner. We present our company honestly to employees and, in turn,
expect them to be honest with us.
We expect honesty from our people in all their duties, including
their handling of money, merchandise, and property with which they
are entrusted. We insist on integrity in the preparation and approval
of all reports.
We also expect our people to be honest in their assessment of
themselves, such as the time and commitment they give to their job
performance, the fairness they seek in their dealings with others, or
the objectivity they use in evaluating their own contributions.
The great majority of our people are of high moral character.
However, when we do discover a dishonest person in our organization,
we deal with that individual quickly and firmly. For our company to
be known for its integrity, each one of us must meet high standards.
We Promote From Within
Generally, we fill management positions from within our
organization. In doing so we take care to include for consideration
and not overlook qualified people whose present jobs may make them
less noticeable than other employees. We fill a vacancy from the
outside when we cannot locate one of our own people who has the
professional or technical skills required for a particular assignment.
Advancement is based on individual merit and performance. All who
perform their tasks capably and have the capacity to assume greater
responsibility are eligible. Observing equal opportunity guidelines,
we select those who seem best fitted to the position.
All managers and supervisors are responsible for encouraging and
developing capable people, not only for their own groups but also for
openings elsewhere within our organization. We actively search for
such capable people and give them opportunities to succeed.
We Maintain a Spirit of Teamwork
Throughout our organization, we capitalize on the advantages of
working together in an informal manner. Although defined
responsibilities are assigned to specific individuals in our company,
we act as a cooperative team. Combined efforts, which help any part
of our organization, serve to strengthen our entire organization.
We Compensate Our People Fairly
Our compensation programs keep pace with today's changing
business needs and compare favorably with those programs in other
companies. Our employees' compensation includes more than salary
alone. When considering pay ranges and negotiating wage agreements,
we weigh the value of the total compensation package. We also
consider plans that give participants a stake in the financial
success of the company and offer ways to enhance savings.
We Promote the Good Health of Our People
We provide a benefits package and other programs that help
promote good health and well-being among employees and their
families. Attention to employee health increases the safety of our
operations and reduces the costs of injuries and illnesses.
We Transfer Management People to Meet Our Company's Needs as Well as
to Broaden Their Experience
One of our long-standing strengths is the willingness of our
people to take job assignments where needed. Moves intended to
strengthen our organization may involve promotions, lateral
assignments, transfers or relocations. Assignment changes should be
considered with the view of enhancing career opportunities.
Because we realize that transfers have profound effects on
individuals and their families as well as the company, we carefully
consider all transfers and never undertake them lightly.
We Look for People Who Have Potential for Development
We know that most of our future management people will come from
within our organization. For that reason, we look for applicants who
can progress beyond the immediate job. We also need people who can
qualify and become skilled at their work without necessarily aspiring
to more responsible jobs.
We Help People to Develop Themselves
One of the most important responsibilities of managers and
supervisors is the development of people. We are responsible for
seeing that all people in our immediate organization are fully
prepared to perform their jobs well.
Through our support, coaching, counseling and example, we expect
people to develop the knowledge and skills that are necessary for
success in their current jobs and which can help them assume
positions of greater responsibility. We expect them to take advantage
of the training available to them from the company and from outside
sources. In turn, we provide people with assignments and
opportunities that allow them to demonstrate their skills and develop
their capabilities.
We seek to give people assignments for which they are well-suited.
We Expect Our Managers and Supervisors to Train Their People
We conduct training schools, workshops, and other programs in
order to meet the needs of our people. However, it is the
responsibility of our management team to ensure that their people
receive all the necessary training and that it is effective. We
review training regularly to see that it is relevant to our current
needs.
We Hold Frequent Evaluations With Our Employees About Their
Performance
Reviews of each person's performance enable us to arrive at a
mutual understanding about progress toward meeting goals and
objectives.
We hold formal evaluations periodically. However, there is no
substitute for daily and weekly feedback on each person's performance.
We follow up on the results of all evaluations to ensure the
continued development of our people.
We Have Meaningful Discussions With Our People
Cooperation and teamwork among all our people are necessary for
the continued success of our business. To foster this spirit, we seek
to develop meaningful businesslike relationships and better
communications by having regular and frequent planned individual and
group discussions.
We Recognize Accomplishments
Our people deserve recognition for accomplishments in their
regular jobs and for contributions made to other departments and
operations. They also deserve recognition for the extra effort they
make to satisfy customers and for their participation in efforts that
benefit their communities.
All managers and supervisors are responsible for recognizing the
accomplishments of people in their own groups. Our established
programs are intended to ensure that deserving employees are
recognized appropriately for their accomplishments. These programs,
however, do not replace the important role of the manager or
supervisor in employee recognition.
We Promote an Open-door Approach to Managing People
Every person should feel free to discuss matters with management
people in our company. Accessibility, however, does not relieve
anyone of the obligation to respect delegated lines of authority.
Employees are encouraged to discuss their ideas or try to resolve a
disputed matter with their immediate supervisor before seeking the
counsel of others. One of our company's strengths is the development
of professional relationships among everyone, regardless of authority
or responsibility level.
We Give Each Employee Complaint Prompt, Sincere Attention
If overlooked or neglected, even minor misunderstandings can
escalate into major dissatisfactions.
We try to anticipate and eliminate causes of complaints. When a
question exists, we give the employee the benefit of the doubt. The
immediate supervisor has the initial responsibility for resolving a
complaint. When necessary, we involve the next level of management
and, if appropriate, the human resources manager.
We keep the employee informed about the status of his or her
complaint. In the process of making a decision, we do our best to
take action that is fair to both the employee and the company.
We Respect Each Employee's Point of View
We listen with an open mind to suggestions and are attentive to
problems.
By talking with and listening to employees, we can often help
them in doing their jobs and, at the same time, learn things that
benefit the company.
We train our managers in the skills necessary for talking with
and listening to their employees and in translating what they learn
into action.
We Encourage Participation and Suggestions
Managers and supervisors should invite help and encourage
suggestions for improvement. In working together this way, we create
an environment of teamwork that benefits our company and our
employees.
We consider carefully any suggestion that might be of value. If
we adopt a suggestion, we give full credit; if we reject it, we
explain the reasons. We also encourage feedback on plans that have
been implemented, knowing that the people involved can contribute to
further improvements.
We Keep Employees Informed About Company Activities and Plans That
May Affect Them or Their Work
Keeping our people informed helps them to understand the
company's objectives and to perform their jobs more efficiently.
To accomplish this, we hold prework and other periodic meetings.
We supplement our face-to-face communications through a variety of
media. Besides disseminating information to our people and their
families, these communications give public recognition to employee
achievements and encourage teamwork and cooperation.
We Address Each Other on a First-name Basis
Using first names helps to generate a friendly and informal
atmosphere. We use corporate titles only when necessary. Within our
company, use of a title is usually not necessary to define a person's
job and responsibilities. Knowledge, performance, and capabilities
should be adequate evidence of a person's position and leadership.
If it becomes necessary to use a title, we should select one that
accurately describes our job and reflects our level of responsibility
in commonly understood business terms.
We Are Considerate and Professional With All Applicants
We want applicants to think well of us, whether or not we hire
them. We are careful not to misrepresent or make any unwarranted
promises.
We welcome referrals from employees, customers and others who
know us well, and we consider them along with everyone else. But the
ultimate decision to hire is made impartially based on the
applicant's qualifications.
We look for people whose personal objectives are compatible with
our company's objectives and whose attitudes toward performing a job
are consistent with our company's ideals.
We select new employees on the basis of qualifications that will
help them work capably and successfully within our organization. We
are an equal opportunity employer and comply with all laws governing
fair employment practices.
We Limit the Employment of Relatives
In order to help maintain equal opportunity of employment for the
general public and equal opportunity of promotion for our employees,
we limit the hiring of relatives. Relatives of current employees up
to and including the level of center manager are eligible only for
part-time employment in operations. Relatives of current employees at
the level of division manager or above are ineligible for employment.
Also, we do not hire relatives of former district managers or
managers with equivalent or higher levels of responsibility.
This policy helps us avoid misunderstandings, acts of favoritism,
or the perception of favoritism that could arise were an employee in
a position to influence the hiring, work, or advancement of a
relative.
For similar reasons, we discourage continuation of the full-time
or part-time employment of any employee who marries another employee
while either person holds a management position.
We Do Not Rehire Former Employees, Except Under Special Circumstances
We should not rehire former employees, especially those who left
because they had become discontented or with whom we had become
dissatisfied. Employees who left to further their education or for
other valid reasons should be given the same consideration as new
applicants. The decision to rehire a former employee should only be
made with appropriate approvals.
We Try to Retain the Good Will of Former Employees
We are considerate of employees who are leaving us for whatever
reason. We know that the good will and respect of former employees
can be beneficial in future relationships.
At the time of an employee's separation from the company, we seek
an opportunity to conduct a friendly discussion regarding both the
individual's and the company's views. Such discussions may point out
ways in which we could improve our working environment or the company
in general.
We Develop and Maintain Professional Relations With Labor Union
Representatives
Many of our employees are represented by labor unions. We know
that our people can be effective and loyal employees and, at the same
time, be good union members. We consider the point of view of unions
along with the interests of our customers, our people, and our
company as a whole.
We negotiate fairly with labor unions for reasonable wage rates
and working conditions. These negotiations should give due
consideration to our unique operations and enable us to maintain the
operating flexibility and efficiency needed to remain competitive.
We respect and fulfill the terms of our labor agreements. We also
expect union leaders and members to cooperate in fulfilling the terms
of such agreements.
We Stress Safety Throughout Our Company
The safety of our people and of the general public is of utmost
importance to us. We train our people to avoid injury to themselves
and others in all phases of their work. We do not tolerate unsafe
work practices.
We encourage the involvement of all our people in safety
awareness activities and give recognition to employees for safety
accomplishments. We are all committed to fostering the most effective
safe practices in all our work.
By meeting our own high safety standards, we will be contributing
to the well-being of our people, our company, and the communities we
serve.
We Plan Our Buildings and Facilities for Safe and Efficient Operations
We develop detailed plans for the design of our buildings and the
installation of equipment in our facilities. We plan our buildings
and facilities to be in compliance with governmental and regulatory
requirements. Our plans take into consideration reasonable,
anticipated requirements for growth. We arrange for specialized
equipment and facilities as well as efficient and economical methods
for handling and delivery. We provide safe, clean, and pleasant
places to work.
We plan and select buildings that are functional and attractive
and create a favorable impression of our organization.
We Keep Our Buildings and Equipment Clean and Neat
We believe this has an important effect on attitude, safety, and
efficiency. Facilities and vehicles that are clean and neat indicate
to employees and customers alike that we are proud of our company and
that we give the same meticulous attention to our business that we
give to our work environment.
We provide sufficient maintenance so every operating facility,
office building, and vehicle will be maintained at a high standard of
appearance and cleanliness every day. The exteriors of our buildings,
parking lots, lawns, and shrubbery are kept neat and well maintained.
We Assign the Same Equipment to Each Employee Every Day Whenever
Possible
We retain flexibility in the matching of equipment to the
requirements of the job. Wherever practical, the same equipment
should be assigned to each employee every day.
This results in employees feeling more responsible for the care
of equipment and for reporting any special attention equipment may
require. For example, drivers come to know their UPS vehicles as they
do their personal cars and take the same pride in them.
We Expect Our People to Be Neat in Appearance
A neat appearance greatly impacts the way our customers view us
and how our employees interact on the job. Our drivers and flight
crews and certain other employees wear standard uniforms as a
distinct reflection of our company and our service.
Just as we require our people who come in contact with the public
to maintain a neat appearance, we expect our office people to be well
groomed. We ask them to select clothes and accessories that are
appropriate to our business environment.
Managers and supervisors take note of the appearance of their
people daily and set the example through their own proper grooming
and attire.
Our People for Appropriate Expenditures Incurred on Behalf of the
Company
No one should gain or lose because of money spent for company
purposes. We require our people to submit an itemized accounting of
these expenditures.
Sound judgment is necessary in the management of such expenses.
Questions concerning these expenses should be resolved in advance
with one's manager.
Approval of the expenses of those who report to us requires
equally careful consideration, as well as attention to guiding them
in future expenditures. We periodically review and adjust our
reimbursement practices.
We Prohibit the Use or Possession of Alcoholic Beverages or
Controlled Substances While Working
Employees are not permitted to start work or remain at work if
they possess or are using any of the following:
an alcoholic beverage, regardless of its alcoholic content
any controlled substance or illegal drug or any derivative thereof
any other substance that could impair their ability to perform a job
safely and competently
This rule governs employees from the time they report to work
until they leave our premises at the end of the workday.
The rule reflects current laws and government regulations that
strictly prohibit the use or possession of any illicit substances by
those who operate our air and ground vehicles, as well as those in
other specified jobs. These regulations also contain prohibitions
against the use of alcoholic beverages by employees before they start
work.
We Prohibit Gambling, Holding Raffles and Similar Activities on
Company Time or Property
At best, these are unbusiness-like activities and inappropriate
on the job. They also place our people under improper pressure to
spend or contribute money.
We Prohibit Use of Company Time, Facilities or Materials for Personal
Benefit
The use of company time, labor, supplies, equipment, tools,
buildings or other assets for personal benefit is prohibited.
Employees are required to pay for personal use of our delivery
services. We also do not repair or wash private cars for employees or
other individuals. Similarly, we do not sell gasoline, parts or other
supplies from our inventories.
An exception to this policy may be made only in the case of an
unavoidable emergency, when there is no reasonable alternative.
We Separate Business and Social Functions
Combining social and business functions can create conflicts,
misunderstandings and jealousies that may adversely affect both the
company and our people.
Families and friends normally do not attend our business meetings
or travel to the meeting sites. They are, however, welcome at company
open houses and at other social functions held primarily for their
benefit.
Workforce Management Online, May 2005
From India, Pune
101Am sharing the HR practices of UPS..am sure it would provide some food for the thought!.
Merry X-Mas
Rajat
UPS' 37 Principles for Managing People
A wide-ranging look at the company's workforce management practices,
including promoting from within and limiting the employment of
relatives.
----------------------------------------------------------------------
----------
The guidelines below spell out UPS' vision for managing its
workforce. They're part of a larger "policy book" given to the
company's management team, which also includes principles for
handling customers and shareholders.
We Build Our Organization Around People
The strength of our company is its people, working together with
a common purpose. Although methods, equipment, and procedures are
important, and we constantly strive to improve them, our most
valuable assets are loyal and capable people.
We seek, through the use of our impartial employment and
promotion practices, to have a diverse workforce. Our organization is
strengthened by capable individuals with diverse backgrounds.
We assign responsibilities and duties to secure the full benefit
of an individual's talents and abilities and to provide each person
with an opportunity to develop further.
All our people, and the jobs they perform, can make important
contributions to our company. We maintain an environment that enables
them to obtain personal satisfaction from their work.
We Place Great Value on Diversity
We value the diversity that exists within our workforce, our
customers, those who provide goods and services to our company, and
the communities in which we do business.
Managers are responsible for creating a workplace of fairness,
dignity, and respect for all employees--an environment of inclusion,
encouraging participation, and the best effort of everyone. The
diversity of our workforce results from a sincere effort to hire and
retain dedicated people from the communities in which we operate.
We strive to enhance our reputation as an organization that
values diverse customers as well as suppliers and vendors. In
addition, we support and work closely with organizations that believe
fair employment practices are integral to a successful business.
We Treat Our People Fairly and Without Favoritism
We believe that impartiality is the foundation of a loyal,
cooperative work group.
We want to treat our people as individuals, without causing the
perception of special treatment.
We have the responsibility to avoid any relationship that may
result in actual or perceived favoritism.
We Maintain an Environment Free of Discrimination and Sexual
Harassment
All UPS employees have the right to work in an environment free
of any type of harassment and discrimination. Sexual harassment and
discrimination will not be tolerated.
Managers and supervisors are responsible for ensuring that they
and their employees understand and comply with UPS guidelines and
maintain a professional work environment. That responsibility
includes reporting incidents to the appropriate management people.
We Insist Upon Integrity in Our People
We understand that integrity is fundamental to how we run our
business and essential to maintain compliance with our policies and
legal requirements. Operating with integrity means we provide an
atmosphere in which our people can perform their jobs in an ethical
manner. We present our company honestly to employees and, in turn,
expect them to be honest with us.
We expect honesty from our people in all their duties, including
their handling of money, merchandise, and property with which they
are entrusted. We insist on integrity in the preparation and approval
of all reports.
We also expect our people to be honest in their assessment of
themselves, such as the time and commitment they give to their job
performance, the fairness they seek in their dealings with others, or
the objectivity they use in evaluating their own contributions.
The great majority of our people are of high moral character.
However, when we do discover a dishonest person in our organization,
we deal with that individual quickly and firmly. For our company to
be known for its integrity, each one of us must meet high standards.
We Promote From Within
Generally, we fill management positions from within our
organization. In doing so we take care to include for consideration
and not overlook qualified people whose present jobs may make them
less noticeable than other employees. We fill a vacancy from the
outside when we cannot locate one of our own people who has the
professional or technical skills required for a particular assignment.
Advancement is based on individual merit and performance. All who
perform their tasks capably and have the capacity to assume greater
responsibility are eligible. Observing equal opportunity guidelines,
we select those who seem best fitted to the position.
All managers and supervisors are responsible for encouraging and
developing capable people, not only for their own groups but also for
openings elsewhere within our organization. We actively search for
such capable people and give them opportunities to succeed.
We Maintain a Spirit of Teamwork
Throughout our organization, we capitalize on the advantages of
working together in an informal manner. Although defined
responsibilities are assigned to specific individuals in our company,
we act as a cooperative team. Combined efforts, which help any part
of our organization, serve to strengthen our entire organization.
We Compensate Our People Fairly
Our compensation programs keep pace with today's changing
business needs and compare favorably with those programs in other
companies. Our employees' compensation includes more than salary
alone. When considering pay ranges and negotiating wage agreements,
we weigh the value of the total compensation package. We also
consider plans that give participants a stake in the financial
success of the company and offer ways to enhance savings.
We Promote the Good Health of Our People
We provide a benefits package and other programs that help
promote good health and well-being among employees and their
families. Attention to employee health increases the safety of our
operations and reduces the costs of injuries and illnesses.
We Transfer Management People to Meet Our Company's Needs as Well as
to Broaden Their Experience
One of our long-standing strengths is the willingness of our
people to take job assignments where needed. Moves intended to
strengthen our organization may involve promotions, lateral
assignments, transfers or relocations. Assignment changes should be
considered with the view of enhancing career opportunities.
Because we realize that transfers have profound effects on
individuals and their families as well as the company, we carefully
consider all transfers and never undertake them lightly.
We Look for People Who Have Potential for Development
We know that most of our future management people will come from
within our organization. For that reason, we look for applicants who
can progress beyond the immediate job. We also need people who can
qualify and become skilled at their work without necessarily aspiring
to more responsible jobs.
We Help People to Develop Themselves
One of the most important responsibilities of managers and
supervisors is the development of people. We are responsible for
seeing that all people in our immediate organization are fully
prepared to perform their jobs well.
Through our support, coaching, counseling and example, we expect
people to develop the knowledge and skills that are necessary for
success in their current jobs and which can help them assume
positions of greater responsibility. We expect them to take advantage
of the training available to them from the company and from outside
sources. In turn, we provide people with assignments and
opportunities that allow them to demonstrate their skills and develop
their capabilities.
We seek to give people assignments for which they are well-suited.
We Expect Our Managers and Supervisors to Train Their People
We conduct training schools, workshops, and other programs in
order to meet the needs of our people. However, it is the
responsibility of our management team to ensure that their people
receive all the necessary training and that it is effective. We
review training regularly to see that it is relevant to our current
needs.
We Hold Frequent Evaluations With Our Employees About Their
Performance
Reviews of each person's performance enable us to arrive at a
mutual understanding about progress toward meeting goals and
objectives.
We hold formal evaluations periodically. However, there is no
substitute for daily and weekly feedback on each person's performance.
We follow up on the results of all evaluations to ensure the
continued development of our people.
We Have Meaningful Discussions With Our People
Cooperation and teamwork among all our people are necessary for
the continued success of our business. To foster this spirit, we seek
to develop meaningful businesslike relationships and better
communications by having regular and frequent planned individual and
group discussions.
We Recognize Accomplishments
Our people deserve recognition for accomplishments in their
regular jobs and for contributions made to other departments and
operations. They also deserve recognition for the extra effort they
make to satisfy customers and for their participation in efforts that
benefit their communities.
All managers and supervisors are responsible for recognizing the
accomplishments of people in their own groups. Our established
programs are intended to ensure that deserving employees are
recognized appropriately for their accomplishments. These programs,
however, do not replace the important role of the manager or
supervisor in employee recognition.
We Promote an Open-door Approach to Managing People
Every person should feel free to discuss matters with management
people in our company. Accessibility, however, does not relieve
anyone of the obligation to respect delegated lines of authority.
Employees are encouraged to discuss their ideas or try to resolve a
disputed matter with their immediate supervisor before seeking the
counsel of others. One of our company's strengths is the development
of professional relationships among everyone, regardless of authority
or responsibility level.
We Give Each Employee Complaint Prompt, Sincere Attention
If overlooked or neglected, even minor misunderstandings can
escalate into major dissatisfactions.
We try to anticipate and eliminate causes of complaints. When a
question exists, we give the employee the benefit of the doubt. The
immediate supervisor has the initial responsibility for resolving a
complaint. When necessary, we involve the next level of management
and, if appropriate, the human resources manager.
We keep the employee informed about the status of his or her
complaint. In the process of making a decision, we do our best to
take action that is fair to both the employee and the company.
We Respect Each Employee's Point of View
We listen with an open mind to suggestions and are attentive to
problems.
By talking with and listening to employees, we can often help
them in doing their jobs and, at the same time, learn things that
benefit the company.
We train our managers in the skills necessary for talking with
and listening to their employees and in translating what they learn
into action.
We Encourage Participation and Suggestions
Managers and supervisors should invite help and encourage
suggestions for improvement. In working together this way, we create
an environment of teamwork that benefits our company and our
employees.
We consider carefully any suggestion that might be of value. If
we adopt a suggestion, we give full credit; if we reject it, we
explain the reasons. We also encourage feedback on plans that have
been implemented, knowing that the people involved can contribute to
further improvements.
We Keep Employees Informed About Company Activities and Plans That
May Affect Them or Their Work
Keeping our people informed helps them to understand the
company's objectives and to perform their jobs more efficiently.
To accomplish this, we hold prework and other periodic meetings.
We supplement our face-to-face communications through a variety of
media. Besides disseminating information to our people and their
families, these communications give public recognition to employee
achievements and encourage teamwork and cooperation.
We Address Each Other on a First-name Basis
Using first names helps to generate a friendly and informal
atmosphere. We use corporate titles only when necessary. Within our
company, use of a title is usually not necessary to define a person's
job and responsibilities. Knowledge, performance, and capabilities
should be adequate evidence of a person's position and leadership.
If it becomes necessary to use a title, we should select one that
accurately describes our job and reflects our level of responsibility
in commonly understood business terms.
We Are Considerate and Professional With All Applicants
We want applicants to think well of us, whether or not we hire
them. We are careful not to misrepresent or make any unwarranted
promises.
We welcome referrals from employees, customers and others who
know us well, and we consider them along with everyone else. But the
ultimate decision to hire is made impartially based on the
applicant's qualifications.
We look for people whose personal objectives are compatible with
our company's objectives and whose attitudes toward performing a job
are consistent with our company's ideals.
We select new employees on the basis of qualifications that will
help them work capably and successfully within our organization. We
are an equal opportunity employer and comply with all laws governing
fair employment practices.
We Limit the Employment of Relatives
In order to help maintain equal opportunity of employment for the
general public and equal opportunity of promotion for our employees,
we limit the hiring of relatives. Relatives of current employees up
to and including the level of center manager are eligible only for
part-time employment in operations. Relatives of current employees at
the level of division manager or above are ineligible for employment.
Also, we do not hire relatives of former district managers or
managers with equivalent or higher levels of responsibility.
This policy helps us avoid misunderstandings, acts of favoritism,
or the perception of favoritism that could arise were an employee in
a position to influence the hiring, work, or advancement of a
relative.
For similar reasons, we discourage continuation of the full-time
or part-time employment of any employee who marries another employee
while either person holds a management position.
We Do Not Rehire Former Employees, Except Under Special Circumstances
We should not rehire former employees, especially those who left
because they had become discontented or with whom we had become
dissatisfied. Employees who left to further their education or for
other valid reasons should be given the same consideration as new
applicants. The decision to rehire a former employee should only be
made with appropriate approvals.
We Try to Retain the Good Will of Former Employees
We are considerate of employees who are leaving us for whatever
reason. We know that the good will and respect of former employees
can be beneficial in future relationships.
At the time of an employee's separation from the company, we seek
an opportunity to conduct a friendly discussion regarding both the
individual's and the company's views. Such discussions may point out
ways in which we could improve our working environment or the company
in general.
We Develop and Maintain Professional Relations With Labor Union
Representatives
Many of our employees are represented by labor unions. We know
that our people can be effective and loyal employees and, at the same
time, be good union members. We consider the point of view of unions
along with the interests of our customers, our people, and our
company as a whole.
We negotiate fairly with labor unions for reasonable wage rates
and working conditions. These negotiations should give due
consideration to our unique operations and enable us to maintain the
operating flexibility and efficiency needed to remain competitive.
We respect and fulfill the terms of our labor agreements. We also
expect union leaders and members to cooperate in fulfilling the terms
of such agreements.
We Stress Safety Throughout Our Company
The safety of our people and of the general public is of utmost
importance to us. We train our people to avoid injury to themselves
and others in all phases of their work. We do not tolerate unsafe
work practices.
We encourage the involvement of all our people in safety
awareness activities and give recognition to employees for safety
accomplishments. We are all committed to fostering the most effective
safe practices in all our work.
By meeting our own high safety standards, we will be contributing
to the well-being of our people, our company, and the communities we
serve.
We Plan Our Buildings and Facilities for Safe and Efficient Operations
We develop detailed plans for the design of our buildings and the
installation of equipment in our facilities. We plan our buildings
and facilities to be in compliance with governmental and regulatory
requirements. Our plans take into consideration reasonable,
anticipated requirements for growth. We arrange for specialized
equipment and facilities as well as efficient and economical methods
for handling and delivery. We provide safe, clean, and pleasant
places to work.
We plan and select buildings that are functional and attractive
and create a favorable impression of our organization.
We Keep Our Buildings and Equipment Clean and Neat
We believe this has an important effect on attitude, safety, and
efficiency. Facilities and vehicles that are clean and neat indicate
to employees and customers alike that we are proud of our company and
that we give the same meticulous attention to our business that we
give to our work environment.
We provide sufficient maintenance so every operating facility,
office building, and vehicle will be maintained at a high standard of
appearance and cleanliness every day. The exteriors of our buildings,
parking lots, lawns, and shrubbery are kept neat and well maintained.
We Assign the Same Equipment to Each Employee Every Day Whenever
Possible
We retain flexibility in the matching of equipment to the
requirements of the job. Wherever practical, the same equipment
should be assigned to each employee every day.
This results in employees feeling more responsible for the care
of equipment and for reporting any special attention equipment may
require. For example, drivers come to know their UPS vehicles as they
do their personal cars and take the same pride in them.
We Expect Our People to Be Neat in Appearance
A neat appearance greatly impacts the way our customers view us
and how our employees interact on the job. Our drivers and flight
crews and certain other employees wear standard uniforms as a
distinct reflection of our company and our service.
Just as we require our people who come in contact with the public
to maintain a neat appearance, we expect our office people to be well
groomed. We ask them to select clothes and accessories that are
appropriate to our business environment.
Managers and supervisors take note of the appearance of their
people daily and set the example through their own proper grooming
and attire.
Our People for Appropriate Expenditures Incurred on Behalf of the
Company
No one should gain or lose because of money spent for company
purposes. We require our people to submit an itemized accounting of
these expenditures.
Sound judgment is necessary in the management of such expenses.
Questions concerning these expenses should be resolved in advance
with one's manager.
Approval of the expenses of those who report to us requires
equally careful consideration, as well as attention to guiding them
in future expenditures. We periodically review and adjust our
reimbursement practices.
We Prohibit the Use or Possession of Alcoholic Beverages or
Controlled Substances While Working
Employees are not permitted to start work or remain at work if
they possess or are using any of the following:
an alcoholic beverage, regardless of its alcoholic content
any controlled substance or illegal drug or any derivative thereof
any other substance that could impair their ability to perform a job
safely and competently
This rule governs employees from the time they report to work
until they leave our premises at the end of the workday.
The rule reflects current laws and government regulations that
strictly prohibit the use or possession of any illicit substances by
those who operate our air and ground vehicles, as well as those in
other specified jobs. These regulations also contain prohibitions
against the use of alcoholic beverages by employees before they start
work.
We Prohibit Gambling, Holding Raffles and Similar Activities on
Company Time or Property
At best, these are unbusiness-like activities and inappropriate
on the job. They also place our people under improper pressure to
spend or contribute money.
We Prohibit Use of Company Time, Facilities or Materials for Personal
Benefit
The use of company time, labor, supplies, equipment, tools,
buildings or other assets for personal benefit is prohibited.
Employees are required to pay for personal use of our delivery
services. We also do not repair or wash private cars for employees or
other individuals. Similarly, we do not sell gasoline, parts or other
supplies from our inventories.
An exception to this policy may be made only in the case of an
unavoidable emergency, when there is no reasonable alternative.
We Separate Business and Social Functions
Combining social and business functions can create conflicts,
misunderstandings and jealousies that may adversely affect both the
company and our people.
Families and friends normally do not attend our business meetings
or travel to the meeting sites. They are, however, welcome at company
open houses and at other social functions held primarily for their
benefit.
Workforce Management Online, May 2005
From India, Pune
Hello Rajat,
Your article gives good insights into causes & pro-action for employee retention. At one place it has been mentioned that the reasons pertaining to Night Shifts + Monotonous/ Boring job constitute 65% of the causes of attrition. If it be so then can this be not reversed by proper training to change the mind set for thinking so.Because as you rightly say that a job is as monotonous or boring as one thinks it to be.
Regards,
Anand
From India, New Delhi
Your article gives good insights into causes & pro-action for employee retention. At one place it has been mentioned that the reasons pertaining to Night Shifts + Monotonous/ Boring job constitute 65% of the causes of attrition. If it be so then can this be not reversed by proper training to change the mind set for thinking so.Because as you rightly say that a job is as monotonous or boring as one thinks it to be.
Regards,
Anand
From India, New Delhi
Hi Anand,
I thank you for reading the article and especially between the lines!
Yes, you are right in your observation that there was contradiction in my strategy on this vexed problem – infact after doing the survey I was going through the reports and it reminded me of my experience of brick & mortar company..that’s where my core experience lies and I was reminded of foreman who has been working on the same machine for the last 30 years and I remember he telling me that how he found joy & happiness in operating the same machine day after day and years..and never a moment he felt dull..everyday he thought about the process/machine as how he would make it easier to operate the machine..how much force and pressure to apply !
The fact of the matter is that we all need to have similar approaches and HR professionals in conjuction with line Managers need to instill this attitude..and many times Customer Support Associates have forgotten as how the present job can be a source of joy and scope for innovation as well. A participant shared the fact that she spent over four years and she said that whenever I speak to the customer – visualize his/her face and culture they live in ..gives me an immense pride that am able to connect to the person staying on other side of the world and try to solve their problems..
Essence of the matter is that we all need to learn that our life and our job can be as exciting & interesting as we perceive them to be irrespective of the situations if we try to look beyond the obvious see the things through the scheme of wonderful Life!..
Have a great day...
Rajat
From India, Pune
I thank you for reading the article and especially between the lines!
Yes, you are right in your observation that there was contradiction in my strategy on this vexed problem – infact after doing the survey I was going through the reports and it reminded me of my experience of brick & mortar company..that’s where my core experience lies and I was reminded of foreman who has been working on the same machine for the last 30 years and I remember he telling me that how he found joy & happiness in operating the same machine day after day and years..and never a moment he felt dull..everyday he thought about the process/machine as how he would make it easier to operate the machine..how much force and pressure to apply !
The fact of the matter is that we all need to have similar approaches and HR professionals in conjuction with line Managers need to instill this attitude..and many times Customer Support Associates have forgotten as how the present job can be a source of joy and scope for innovation as well. A participant shared the fact that she spent over four years and she said that whenever I speak to the customer – visualize his/her face and culture they live in ..gives me an immense pride that am able to connect to the person staying on other side of the world and try to solve their problems..
Essence of the matter is that we all need to learn that our life and our job can be as exciting & interesting as we perceive them to be irrespective of the situations if we try to look beyond the obvious see the things through the scheme of wonderful Life!..
Have a great day...
Rajat
From India, Pune
Hi Rashmi,
Retaining good employees is always a challenge in today;s competitive environment but keeping employees who are geographically dispersed adds even more complexity..
There are three ways to handle this vexed issue:-
1. Make the supervisors responsible for the achieving the retention goals esp to the leaders. Am sure you have heard that people don't leave the company but the bosses..so set the retention goals for the leaders and the track the same by way of rewarding or consequences..
2. Provide the leaders retention training & coaching to achieve their goals.
has anyone analysed as what do people want from their bosses..?..TRUST..have the ability to to share credit and not blame..
3. Ensure that supervisors have the retention discussions with the far flung employees..by asking the following
*as what they expect from them..
* what are the grey areas/issues that needs to be resolved..
* By asking question..what would make you leave this organization?..
Let me share one example from Sapient where the company takes pain to project itself as a caring organization..here one of the employee Mr Menon soon after his marriage in 2004 was sent to UK on an assignment which had to be extended by a number of days. According to Mr Menon " I was really surprised when my boss called to say that i should ask my wife to join me there at the company expense"..( source Business Today, Nov5, 2006 ; THe Best Companies to work for in India)..
Hope this provides some pointers to start with.
Regards,
Rajat Joshi
From India, Pune
Retaining good employees is always a challenge in today;s competitive environment but keeping employees who are geographically dispersed adds even more complexity..
There are three ways to handle this vexed issue:-
1. Make the supervisors responsible for the achieving the retention goals esp to the leaders. Am sure you have heard that people don't leave the company but the bosses..so set the retention goals for the leaders and the track the same by way of rewarding or consequences..
2. Provide the leaders retention training & coaching to achieve their goals.
has anyone analysed as what do people want from their bosses..?..TRUST..have the ability to to share credit and not blame..
3. Ensure that supervisors have the retention discussions with the far flung employees..by asking the following
*as what they expect from them..
* what are the grey areas/issues that needs to be resolved..
* By asking question..what would make you leave this organization?..
Let me share one example from Sapient where the company takes pain to project itself as a caring organization..here one of the employee Mr Menon soon after his marriage in 2004 was sent to UK on an assignment which had to be extended by a number of days. According to Mr Menon " I was really surprised when my boss called to say that i should ask my wife to join me there at the company expense"..( source Business Today, Nov5, 2006 ; THe Best Companies to work for in India)..
Hope this provides some pointers to start with.
Regards,
Rajat Joshi
From India, Pune
Dear Rajat,
Could you please help me once again? :)
We are facing the very high attrition rate with the tune of 30 employees leaving in a week!
Have been assigned to assess the process of exit interview and suggest the steps for containing the attrition rate to the Management.
Would appreciate your inputs.
Thanks,
Bhawana
From India, Mumbai
Could you please help me once again? :)
We are facing the very high attrition rate with the tune of 30 employees leaving in a week!
Have been assigned to assess the process of exit interview and suggest the steps for containing the attrition rate to the Management.
Would appreciate your inputs.
Thanks,
Bhawana
From India, Mumbai
Hi Bhawana,
Am really sorry for late response as I was traveling and had a hectic schedule on work front!
Your point is as how to assess the exit interview to prevent the attrition rate ..
Please first tell us as how do you conduct the exit interview in the first place.
Am sure your typical response as followed in BPOs is to have the employee to fill up the questionnaire and have a one to one discussion..but I guess due to sheer numbers one gets lost in the din of the responses and overlook the essentials.
What I suggest is the following :-
1. Assess or audit the previous exit interviews in terms whether it is giving the appropriate response .
2. make the resignees very comfortable in the meetings and make sure that there are no powerplays or any resort to make them stay as it is too late instead utilize this opportunity to get the real truth! Which often doesn’t happen.
3. Would recommend – please conduct the exit interviews NOT at the workplace but at a neutral place like a coffeeshop etc.
4. Make sure that you show the resignee his/her F&F settlement alongwith the cheque and sort out the queries and also the relieving letters.
5. Here depending upon the how you conduct yourself in step 4 ( above one)..can make the difference between the predictable response and the actual reality as it exists.
6. Divide your exit interview process in two parts – one portion objective type questions and rating of the various parameters like work environment, pay , growth opportunity etc with a space for suggestion. Part two – is your questionnaire on open ended ones on various issues like Why are you leaving the organization ? what could we have done to make sure you had stayed for a longer period etc..here it is very important to read between his lines and frame questions accordingly yet assuring him very well that his response would no way used against individuals and you are merely trying to understand the situation/problem to be resolved.
7. After two months again conduct the process through the third party to validate your findings and check if there are any new points put across.
Guess above ideas may help you to address the problems you are facing.
Best Wishes,
Rajat Joshi
Hi Hayjon,
Thanks for your appreciation.
Am sorry to disappoint you as I don’t have the depth knowledge of the same. Please post your query under the following columns – Talk to your seniors or Compensation and Benefts. Also use the search facility on the top left.
Regards,
Rajat
From India, Pune
Am really sorry for late response as I was traveling and had a hectic schedule on work front!
Your point is as how to assess the exit interview to prevent the attrition rate ..
Please first tell us as how do you conduct the exit interview in the first place.
Am sure your typical response as followed in BPOs is to have the employee to fill up the questionnaire and have a one to one discussion..but I guess due to sheer numbers one gets lost in the din of the responses and overlook the essentials.
What I suggest is the following :-
1. Assess or audit the previous exit interviews in terms whether it is giving the appropriate response .
2. make the resignees very comfortable in the meetings and make sure that there are no powerplays or any resort to make them stay as it is too late instead utilize this opportunity to get the real truth! Which often doesn’t happen.
3. Would recommend – please conduct the exit interviews NOT at the workplace but at a neutral place like a coffeeshop etc.
4. Make sure that you show the resignee his/her F&F settlement alongwith the cheque and sort out the queries and also the relieving letters.
5. Here depending upon the how you conduct yourself in step 4 ( above one)..can make the difference between the predictable response and the actual reality as it exists.
6. Divide your exit interview process in two parts – one portion objective type questions and rating of the various parameters like work environment, pay , growth opportunity etc with a space for suggestion. Part two – is your questionnaire on open ended ones on various issues like Why are you leaving the organization ? what could we have done to make sure you had stayed for a longer period etc..here it is very important to read between his lines and frame questions accordingly yet assuring him very well that his response would no way used against individuals and you are merely trying to understand the situation/problem to be resolved.
7. After two months again conduct the process through the third party to validate your findings and check if there are any new points put across.
Guess above ideas may help you to address the problems you are facing.
Best Wishes,
Rajat Joshi
Hi Hayjon,
Thanks for your appreciation.
Am sorry to disappoint you as I don’t have the depth knowledge of the same. Please post your query under the following columns – Talk to your seniors or Compensation and Benefts. Also use the search facility on the top left.
Regards,
Rajat
From India, Pune
Hi Rajat,
Thaaanxx for your valuable advice :D :D :D
Have started the same as initial interview exit interviews held at a neutral venue have given us the correct insight compared to the ones conducted at the office. My seniors were little taken aback about this approach and appreciate the inputs from the interviews provided to them.
Guess the credit goes to you for making my work even better!.
Really awesome on your part to share these tips and guide us and truly Cite Knight honour is really tailor-made for you.
Thanks once again.
Cheers,
Bhawana
From India, Mumbai
Thaaanxx for your valuable advice :D :D :D
Have started the same as initial interview exit interviews held at a neutral venue have given us the correct insight compared to the ones conducted at the office. My seniors were little taken aback about this approach and appreciate the inputs from the interviews provided to them.
Guess the credit goes to you for making my work even better!.
Really awesome on your part to share these tips and guide us and truly Cite Knight honour is really tailor-made for you.
Thanks once again.
Cheers,
Bhawana
From India, Mumbai
Dear all,
Am updating you all on BPO employees health issues..if members from Chennai can attend this and inform us about the issues discussed would be great!..
Am sure we HR professionals can find innovative ways to deal with such vexed issues which more often are created by vested interests for their own publicity and much needs to assessed on the authencity of such results.
Regards,
Rajat Joshi
Sexual disorders rising among BPO employees
<link outdated-removed> . com/news/ fullstory. php?id=14390947
Chennai: Sexual disorders are increasing among Indian men and such problems are more among BPO professionals, says sexologist Dr Prakash Kothari.
This would be one of the topics to come up for discussion at the two-day international sexology conference beginning in Chennai on Saturday, he told reporters on Friday.
He said changes in food habits of BPO employees, especially intake of more refined carbohydrates, mostly at unusual hours, were resulting in sexual disorders among them. This was affecting their health and physical activities.
Another factor causing sexual problems among BPO employees was stress due to work pressure and lack of time to relax, an issue which would be discussed in detail at the conference, he said.
Dr T Kamaraj of the Indian Institute of Sexual Medicine, which is organising the meet, said about three crore Indian men were estimated to have erectile dysfunction. This was due to the increasing prevalence of diabetes.
Kamaraj said the focus of the conference would be on sexual dysfunctions, disorders and infertility, besides discussions on removing misconceptions about sex and educating people to live a sexually healthy and happy life. Treatment of Sexually Transmitted Diseases would also be discussed.
--
Take up one idea. Make that one idea your life - think of it, dream of it, live on idea. Let the brain, muscles, nerves, every part of your body, be full of that idea, and just leave every other idea alone. This is the way to success.
Swami Vivekananda
__._,_.___
From India, Pune
Am updating you all on BPO employees health issues..if members from Chennai can attend this and inform us about the issues discussed would be great!..
Am sure we HR professionals can find innovative ways to deal with such vexed issues which more often are created by vested interests for their own publicity and much needs to assessed on the authencity of such results.
Regards,
Rajat Joshi
Sexual disorders rising among BPO employees
<link outdated-removed> . com/news/ fullstory. php?id=14390947
Chennai: Sexual disorders are increasing among Indian men and such problems are more among BPO professionals, says sexologist Dr Prakash Kothari.
This would be one of the topics to come up for discussion at the two-day international sexology conference beginning in Chennai on Saturday, he told reporters on Friday.
He said changes in food habits of BPO employees, especially intake of more refined carbohydrates, mostly at unusual hours, were resulting in sexual disorders among them. This was affecting their health and physical activities.
Another factor causing sexual problems among BPO employees was stress due to work pressure and lack of time to relax, an issue which would be discussed in detail at the conference, he said.
Dr T Kamaraj of the Indian Institute of Sexual Medicine, which is organising the meet, said about three crore Indian men were estimated to have erectile dysfunction. This was due to the increasing prevalence of diabetes.
Kamaraj said the focus of the conference would be on sexual dysfunctions, disorders and infertility, besides discussions on removing misconceptions about sex and educating people to live a sexually healthy and happy life. Treatment of Sexually Transmitted Diseases would also be discussed.
--
Take up one idea. Make that one idea your life - think of it, dream of it, live on idea. Let the brain, muscles, nerves, every part of your body, be full of that idea, and just leave every other idea alone. This is the way to success.
Swami Vivekananda
__._,_.___
From India, Pune
Dear all,
I have always taken the stance that retaining the staff is better than the recruiting ..
Here is the article to reaffirm the same.
Regards,
Rajat Joshi
Retaining is better than recruiting
By Pon Mohaldeen Pitchal
Significant money is often spent hiring new employees. In current economic circumstances, it can be higher than that devoted to retention.
Yet employers do not bother to analyse the manpower cost in a prudent way. In fact, they should compare both: recruitment as well as retention costs.
Employers should try to utilise their current workforce in a productive way, yet, on the contrary, the majority of employers simply do not enforce the best HR practices.
As an organisation gets new businesses, the employer tends to opt for external sourcing. This is due to lack of qualified manpower available within the company. Such external sourcing brings many challenges to HR managers, reflecting scarcity of manpower in the local market and the demand for higher packages.
Moreover, mobilisation of manpower is not taking place within the recruitment plan. If the time cycle is more than the planned target, naturally the expenses are higher. There is no mechanism to mirror this cost.
Expenses
The management information report generated by the finance department does not focus on this hidden cost, but contains actual expenses against those budgeted.
It is evident that the local market is not capable of supplying all the required skills.
To get talent from overseas is not so easy a task as it has been in the past. Now the world is on the verge of widespread manpower shortages.
The labour-supplying countries themselves face acute shortages. Increasing salaries and skills shortages are the fruit of globalisation. Forecasts by headhunters say that employers in the Gulf will witness huge shortages in managerial skills.
Skilled technicians and professionals are hesitant these days towards accepting an offer from the Gulf. This is notably true now in respect of the Indian market. Indian employers pay almost a UAE-equivalent salary in India itself.
"Unfortunately, managers pay [more] attention to hiring new staff. In my bank, the attrition rate is 20 per cent a year. Managers must be cautioned about the cost of replacement, which is almost 30 per cent higher than retaining old staff," says one recruitment manager with a leading local bank in Dubai.
Retaining staff, as has been said many times, is a key to successful business. Cost analysis will prove that best retention practices would save significant money. It would mean we wouldn't have to recruit new staff on such a regular basis.
The writer is a Dubai-based HRD consultant
From India, Pune
I have always taken the stance that retaining the staff is better than the recruiting ..
Here is the article to reaffirm the same.
Regards,
Rajat Joshi
Retaining is better than recruiting
By Pon Mohaldeen Pitchal
Significant money is often spent hiring new employees. In current economic circumstances, it can be higher than that devoted to retention.
Yet employers do not bother to analyse the manpower cost in a prudent way. In fact, they should compare both: recruitment as well as retention costs.
Employers should try to utilise their current workforce in a productive way, yet, on the contrary, the majority of employers simply do not enforce the best HR practices.
As an organisation gets new businesses, the employer tends to opt for external sourcing. This is due to lack of qualified manpower available within the company. Such external sourcing brings many challenges to HR managers, reflecting scarcity of manpower in the local market and the demand for higher packages.
Moreover, mobilisation of manpower is not taking place within the recruitment plan. If the time cycle is more than the planned target, naturally the expenses are higher. There is no mechanism to mirror this cost.
Expenses
The management information report generated by the finance department does not focus on this hidden cost, but contains actual expenses against those budgeted.
It is evident that the local market is not capable of supplying all the required skills.
To get talent from overseas is not so easy a task as it has been in the past. Now the world is on the verge of widespread manpower shortages.
The labour-supplying countries themselves face acute shortages. Increasing salaries and skills shortages are the fruit of globalisation. Forecasts by headhunters say that employers in the Gulf will witness huge shortages in managerial skills.
Skilled technicians and professionals are hesitant these days towards accepting an offer from the Gulf. This is notably true now in respect of the Indian market. Indian employers pay almost a UAE-equivalent salary in India itself.
"Unfortunately, managers pay [more] attention to hiring new staff. In my bank, the attrition rate is 20 per cent a year. Managers must be cautioned about the cost of replacement, which is almost 30 per cent higher than retaining old staff," says one recruitment manager with a leading local bank in Dubai.
Retaining staff, as has been said many times, is a key to successful business. Cost analysis will prove that best retention practices would save significant money. It would mean we wouldn't have to recruit new staff on such a regular basis.
The writer is a Dubai-based HRD consultant
From India, Pune
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Effective employee retention strategies-BPO. doc
Attrition Control and Retention Strategies for Changing times.ppt