HI All,
This is Deepa- I am working as HR Manager in reputed Solar Company. Currently, we are facing a high churn rate especially of field staff. We have initiated best incentive slab to retain them. As per the current analysis, our field employees tenure is maximum 5-6 month in the system which is the alarming sign for us.
Please suggest what should be done to control attrition.
From India, New Delhi
This is Deepa- I am working as HR Manager in reputed Solar Company. Currently, we are facing a high churn rate especially of field staff. We have initiated best incentive slab to retain them. As per the current analysis, our field employees tenure is maximum 5-6 month in the system which is the alarming sign for us.
Please suggest what should be done to control attrition.
From India, New Delhi
Dear Deepa,
Please analyze why they are leaving. Reasons might be low salary,heavy work load,low morale,insecurity of job,treatment of bosses etc.
It is certainly alarming.
It is advised to have exit interviews of the field staff to know the exact reason and analyze
From India, Hyderabad
199Please analyze why they are leaving. Reasons might be low salary,heavy work load,low morale,insecurity of job,treatment of bosses etc.
It is certainly alarming.
It is advised to have exit interviews of the field staff to know the exact reason and analyze
From India, Hyderabad
Dear Deepa,
Have you done attrition analysis? If yes, then on what parameters? Why people are leaving? Could you find out the causes? You have introduced incentive slabs, however, still field staff leaving. Therefore, it shows that monetary inducements are not working.
Earlier I have given exhaustive reply to the similar to yours. Click the following link to refer my reply:
https://www.citehr.com/519562-employ...ml#post2211229
Thanks,
Dinesh Divekar
From India, Bangalore
Have you done attrition analysis? If yes, then on what parameters? Why people are leaving? Could you find out the causes? You have introduced incentive slabs, however, still field staff leaving. Therefore, it shows that monetary inducements are not working.
Earlier I have given exhaustive reply to the similar to yours. Click the following link to refer my reply:
https://www.citehr.com/519562-employ...ml#post2211229
Thanks,
Dinesh Divekar
From India, Bangalore
Dear all,
Greetings !
As we all know premature employee attrition causes a lot of financial, emotional and logistic stress on the company. The problem is compounded by the fact that many employees join in without any serious intention to stay for a long time. They then leave for flimsy reasons.
I want to know about the best practices that can be employed to reduce financial stress on the company due to employee attrition.
One that I know of is a monetary incentive based on the business generated.
Is it okay that the employer withholds a part of the salary of every month and pays the salary that is kept aside after three months.In this way even if an employee leaves prematurely the financial stress on the company is less.
What else can be done to curb premature employee attrition ?
What can be done at the time of interview to identify non-serious candidates ? Which tests can be employed while profiling a candidate to identify non –serious candidates ?
I know of some companies which ask an employee to fill up a bond when they are being recruited. This is to prevent premature attrition. I do not know the contents of the legal bond. I would be obliged if somebody provides me the contents of such a bond. Also I want to know whether such a system works ?
In any event, I think that may not work. If an employee has to work he must work whole heartedly. An employee who does not work whole heartedly is a liability to the organization.
Hope to see a lot of responses and many thanks in advance for the same.
Regards,
Veerendra Darakh
From India, Mumbai
Greetings !
As we all know premature employee attrition causes a lot of financial, emotional and logistic stress on the company. The problem is compounded by the fact that many employees join in without any serious intention to stay for a long time. They then leave for flimsy reasons.
I want to know about the best practices that can be employed to reduce financial stress on the company due to employee attrition.
One that I know of is a monetary incentive based on the business generated.
Is it okay that the employer withholds a part of the salary of every month and pays the salary that is kept aside after three months.In this way even if an employee leaves prematurely the financial stress on the company is less.
What else can be done to curb premature employee attrition ?
What can be done at the time of interview to identify non-serious candidates ? Which tests can be employed while profiling a candidate to identify non –serious candidates ?
I know of some companies which ask an employee to fill up a bond when they are being recruited. This is to prevent premature attrition. I do not know the contents of the legal bond. I would be obliged if somebody provides me the contents of such a bond. Also I want to know whether such a system works ?
In any event, I think that may not work. If an employee has to work he must work whole heartedly. An employee who does not work whole heartedly is a liability to the organization.
Hope to see a lot of responses and many thanks in advance for the same.
Regards,
Veerendra Darakh
From India, Mumbai
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Lewins-force-fi eld-analysis_37 3.pdf
Attrition-rate_ 1__1__727.xls