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Openings in call center in Delhi/NCR. We are faridabad based consultancy having opening for Customer Sales Representative. fresher can also apply with a good communication skill. if any one is interested please send your updated CV.

Regards

Renuka

Hi all,

Can anybody pls provide formula to calculate annualised attrition rate.

Would appreciate your quick response as need the same urgently…thanks.

Regards,
Satpreet Kaur

Dear friends,
It was a nice reading on the need to share the cluture,ethos and management practices from the army with the corporates. So far the corporate have been looking at the army as a good watchman, ( security ). The feild of HR was considered to be a very private and specialised domain of the corporate. I am glad at last the desire to look into the methodology of the largest organisation which manages men and material at different levels, at different challengening situtations has been considered worth looking into, In fact running of hospitals to workshops,production units to inhouse training all is an reserviour that can be tapped.
One such way of sharing of best mgmt practices is what PUNARJENMMAM has been doing since long through its outward bound experiential learning program.After all nothing can be a better teacher than experience, it gives the exam first and the learnings latter.there is a need to give an non threatening , equal playing ground , fun filled opportunity for a person to know how he and his behaviour impacts himself , the role he has taken and that role in the organisation. I am sure you will agree adult will learn what is relavant and benificial for them as of now.So the here and now concept play a very vital role in learning, the qualify factor of bravery in a soldier is what he does at that very precise moment and not what he has been learning and planing to do when it is required.that is HABIT formation, or in simple words of yester years DRILL.
to know more do visit our web site www.puanrjenmmam.org, contact us at 09443106622.

I was just checking some website and found this article. Thought to share.

Exit Interviews and Employee Turnover

In the most straightforward terms, an exit interview is simply a means of determining the reasons why a departing employee has decided to leave an organization. In fact, it appears that many organizations take this definition literally… in a 1992 survey conducted by Human Resource Executive Magazine, 96% of HR managers agree that they conduct exit interviews with employees who are leaving voluntarily. (1) However, in most cases, the information collected is not put to any useful purpose. In fact, the same study showed that just 4% of companies conducting exit interviews conduct them in a structured and systematic way.(2) This situation does not appear to be much different than in 1975 and again in 1981 when several thorough reviews of exit survey practices indicated that the information gathered from exit interviews is rarely used. (3)

It appears, then, that many organizations are failing to recognize the value of a systematic approach to collecting information from exiting employees, including:
1. Gathering and collating the data in a structured manner
2. Aggregating the results for the organization as a whole
3. Analyzing the findings to identify consistent trends, patterns and themes
4. Using the results to determine and implement strategies to increase retention and reduce turnover.
The traditional method of having the employee’s supervisor or a company HR representative conduct an in-person interview on an employee’s final day is fraught with difficulties and problems, including being time-consuming, difficult to tabulate, not necessarily executed consistently and both less reliable and valid than using surveys to collect the data.(4)

As an alternative, there are a variety of third party methods available that can be used to interview departing employees in a more effective and efficient manner than the internal in-person interview. Given the proliferation of corporate Intranets, a Web-based method of data collection can be particularly useful in meeting this need. Some principles for the design and deployment of exit surveys will be provided in this Knowledge Byte following a review of the most recent thinking and analysis of employee turnover.

The role of employee satisfaction and the costs of turnover

There is substantial academic and business literature demonstrating the importance of employee satisfaction in building loyalty to an organization and, by extension, reducing employee turnover. In this case, turnover is defined as an employee’s voluntary decision to leave an organization, thereby representing an exercise of choice on the part of the employee and reflecting some form of decision process on the part of the employee.
Overall, there are three key reasons why employee retention should be seen as having broader business implications, rather than simply being a concern of HR alone:
1. Turnover is expensive, including both tangible and intangible costs, with estimates of the costs of turnover ranging from 50% – 200% of an employee’s annual salary.
2. Excessive employee turnover is often cited as a key barrier to high quality service.
3. Turnover reduces the productivity of an entire work unit/team, particularly as a result of uncompensated extra workloads, the stress and tension caused by turnover and, as a result, a decline in corporate morale.
The costs of employee turnover can be estimated in a number of ways, depending on whether the calculation includes both direct and indirect costs. The direct costs of turnover include separation and replacements costs as follows:
Separation costs

• Severance costs
• Unemployment insurance premiums
• Outplacement fees.

Replacement costs

• Advertising costs
• Training costs
• Interviewing time
• Pre-employee assessments
• Relocation costs.

Indirect costs include the harder-to-measure variables such as the loss in organizational knowledge and skills, reduced corporate growth through lower productivity and the negative impact on organizational commitment that frequent turnover can have among the employees who stay at the organization. These indirect costs can often be greater than the direct costs of turnover.

The unfolding model of employee turnover

The traditional theory of how employees make the decision to leave a job focuses on two key variables:
1. The employee’s level of satisfaction/ dissatisfaction with their current employment, and
2. The perceived desirability and ease of finding new employment. (5)
In fact, this model of turnover is based on the premise that active consideration to leave a job is necessitated by low levels of both job satisfaction and commitment to the organization and this model assumes that turnover decisions follow a rational and fairly deliberate, pre-determined path.
However, in recent years, this simple model has been shown to be less effective at predicting turnover since there is not necessarily an orderly progression from dissatisfaction with a job to a search for alternative employment. There has also been increased recognition that many other factors can influence an employee’s decision to leave. Furthermore, the extent and availability of perceived alternatives for employment have not been shown to be a good predictor of turnover and this model overemphasizes the role of pay as a motivator to leave, at the expense of other intrinsic sources of job satisfaction. (6)
As a substitute for the traditional model of turnover, the “unfolding” model of employee turnover has identified five main “paths” as the most comprehensive means of summarizing why employees leave their jobs. (7) For three of these paths, a critical event or disruption (“shock”) in the employee’s routine is sufficiently strong that it may lead to turnover, even including abrupt decisions to leave made without the consideration of alternatives and without having the employee experience a slow withdrawal of commitment to the organization. In other words, this model does not assume that there is a linear and continuous relationship between the factors contributing to the decision and the turnover decision itself – rather, the “unfolding” model is more representative of the “threshold” nature of the decision to leave a job.
It is extremely important to recognize, however, that such events or “shocks” can occur either inside or outside of the organization and can be either positive or negative. The following examples help to illustrate the possible range and variety of disruptions or shocks that employees may experience and that may lead to turnover:
Examples of shocks outside the control of the employer

• Becoming pregnant, being admitted to college, being relocated to another city because of your spouse’s job – these are the types of changes that generally do not prompt employees to reassess their attachment to the organization but can lead directly to a decision to leave, often because the employee already has a pre-existing plan of behavior in place.

Examples of shocks within the control of the employer

• Getting a new supervisor, being passed over for a promotion, being relocated to another city because of your job – these are the types of changes that can cause employees to re-evaluate their commitment to the organization and then decide to leave, whether deciding quickly or over a longer time period and whether or not they have an alternate job in place.

The five paths of the unfolding model can best be summarized as follows:

Subsequent analysis of this model has found validation in the premise that critical events are predictive of turnover and that an employee’s decision to leave is not necessarily mediated by a “slow burn” in work attitudes/satisfact ion or by a deliberative search for alternative employment. (8)

The main reasons for leaving

In traditional internal face-to-face exit interviews, “better pay” and “better job opportunity” are often the main reasons cited for leaving the organization. However, relying on the information gathered in this way can be misleading, since, in this type of interview situation, employees are often reluctant to identify the true causes for their decision to resign and tend to provide more “socially acceptable” reasons for leaving.
This is not to suggest that pay has no influence over an employee’s decision to leave. Rather, this issue emphasizes the need to be sensitive to both “push” and “pull” factors that may have influenced the employee’s decision.
In order to collect the most effective information from departing employees, employers need to recognizes the need to provide departing employees with a forum that makes them comfortable revealing the full range of factors that led to their resignation and encourages them to give an honest critique of the expectations, conditions and requirements of their jobs. With the use of an exit survey system that effectively canvasses the opinions and attitudes of departing employees, a wide range of operational, organizational and personal variables affecting the decision to leave are likely to be uncovered. It is this information that is essential to highlighting the areas of perceived deficiency in the organization’ s working environment and can then be used to plan effective retention strategies and actions.
When exit interviews are conducted in this way and summarized across a wide range of organizations and job types, the main reasons for leaving can be categorized into five primary “themes”…

Career opportunities, including:

• Perceived opportunity for advancement
• Presence and/or clarity of development plan.

Enjoyment of the work, including:

• How well work utilizes skills
• “Fit” with job
• Work/life balance.

Corporate leadership, including:

• Clarity and strength of vision and mission
• Management style
• Overall perception of leadership
• Level of respect and support received.

Availability of training, including:

• Opportunity to learn new skills/develop new talents
• Corporate commitment to training and development
• Keeping up with latest technology.

Compensation/ rewards, including:

• Base/variable pay
• Benefits
• Recognition of contributions
• Communication regarding performance.

Based on this analysis of the reasons for leaving and in conjunction with the unfolding model of turnover, it should be recognized that, in many cases, the organization has at least some influence over the employee’s decision to voluntarily give up a job. In fact, when all reasons for leaving are categorized in terms of (1) the employer’s impact on the decision to stay or go and (2) the employee’s own level of control over the decision, more than 50% of the reasons for leaving are within the control of both the employer and the employee. These reasons for leaving include both the longer-term concerns and problems that can lead to a gradual decrease in satisfaction as well as the more immediate work-oriented “shocks” that can prompt previously-satisfie d employees to rethink their commitment to the organization and, ultimately, leave their jobs.
From this analysis, it is clear that organizations should seriously consider what strategies and policies are in place to reduce turnover and retain valuable employees. Since a large proportion of turnover appears to be avoidable, it is imperative for organizations to determine how best to intervene and thereby prevent at least some degree of turnover.

The value of exit surveys

A structured system of exit surveys can play an integral role in a well-planned program of employee satisfaction and work climate research. Some useful principles for planning an exit survey system include being:

• Universal – interviewing all voluntary departures provides a more complete understanding of turnover.
• Standardized – using a core set of consistent questions ensures comparability throughout the organization and across time.
• Comprehensive – including feedback on the work environment in addition to reasons for leaving increases usefulness in determining strategies to reduce turnover.
• Independent – minimizing the discomfort in revealing the true reasons for leaving improves the reliability of the results.
• Available – encouraging centralized access to the findings increases the likelihood of taking action.
• Monitored – setting targets for reduction in turnover through planned strategies helps to ensure that the investment made in exit surveys is put to its maximum use.

Guidelines for determining the exit interview content

As with all questionnaires, it is important to strike the right balance between information needs and survey length when putting together an exit survey instrument. There are six key guidelines that should be kept in mind to help ensure that the end result is a useful and effective survey:
1. Do not focus solely on the employee’s reasons for leaving – although this is extremely important information, it is also critical to include broader measures about the employee’s attitudes and experiences so as to help identify the issues and concerns that may not surface when asking about reasons for leaving.
2. Ensure that there is more than one way for employees to express their reasons for leaving – including several open-ended questions for them to include their own comments – so as to get a full perspective on the decision to leave.
3. In order to get beyond a focus on the decision itself, incorporate key attitudinal measures such as the employee’s satisfaction with the job itself, an assessment of the organization’ s work culture and effectiveness of its various lines of communication, how well the employee’s job responsibilities were defined, perceived opportunities for advancement and the employee’s perspective on the amount of training, feedback and recognition received.
4. Recognize that, for maximum effect, any exit survey system needs to be implemented consistently and in such a way as to encourage employees to share their opinions as honestly and candidly as possible.
5. Incorporate the ability to examine results not only on the basis of individual results but for the organization as a whole, as well as on the basis of the relevant diagnostics, such as region, department or manager.
6. Remember that there is an important distinction to be made between idiosyncratic reasons for leaving, over which the organization has little control, and systemic reasons for leaving, over which the organization can exercise substantial control.

The formation of an effective retention management program

In general, then, the management of turnover will have the greatest organizational benefit when it is targeted at encouraging the retention of valued employees and facilitates the replacement of less effective employees with more effective staff. (9) Although each organization needs to assess the patterns of turnover for its own particular circumstances, there are some general policies to consider that have been shown to improve satisfaction and, in return, reduce the level of turnover that should be part of any formal employee-retention program:
1. Establish and maintain both the practice and the impression of fair treatment of all employees, so as to help foster a positive, consistent and reassuring work environment.
2. Ensure that senior management and immediate supervisors demonstrate their own sense of commitment to the organization.
3. Emphasize the need for a close match between the personality/ work style of prospective employees with the organization’ s culture as well as providing prospective employees with realistic job previews – there is evidence to suggest that newcomers to an organization who leave within the first few years may have a different commitment propensity at the time they join the organization than do those employees who stay. (10) A more thorough assessment of an employees’ past experience and reasons for leaving their last job may help identify employees who are more likely to feel a stronger sense of organizational commitment in the long run.
4. Properly incorporate new employees into the organization and manage their expectations and initial experiences with the organization – in fact, a large financial services firm found that it could effectively reduce turnover among new hires by deliberately improving the process of socializing new employees into the corporate culture, particularly through the use of mentoring.
5. Communicate realistic and attainable expectations of performance to all employees, so as to avoid the potential for “shock” and the development of dissatisfaction.
6. Give positive and constructive feedback on a regular basis, including through both formal job performance reviews and informal channels of communication with employees, as well as ensuring that viable reward and recognition programs are used to motivate all employees.
7. Offer clear-cut opportunities for job enhancement, advancement and career development.

Conclusion

In summary, a well-orchestrated plan of exit surveys, in combination with other HR initiatives related to maximizing employee attitudes and behavior, has the potential to become a valuable tool to help reduce turnover and increase employee satisfaction and commitment. In turn, an effective reduction in turnover has clear economic and organizational benefits that can more than pay back the investment made in an exit survey system.

Dear Members,

This is my first post in this forum & hope to get suitable guidance from your end. I have completed my Post Graduation in HR from SCMLD pune.

Currently I have been working as an OD Consualtant since the last one year. I am very much interested in pursuing a course in Clinical Psychology in India & would like to know about some well known & reputed institutes/colleges for pursuing the same either full time or distance education.

Kindly guide me in this accord.

You can also send me the details on

Warm Regards,
Anagha

Hi,

IIO – IT Interview Outsource.

I have been working in IT since 10 years and have been involved in interviewing candidates in java/j2ee technologies.

I see a lot of scope in this segment of process. Usually, employees in the company do not prefer to take interviews specially over the weekends.

I have expertise in Java/J2EE/Spring/Hibernate/ATG/GWT/oracle/weblogic/websphere/jboss/webservices.

Along with this, planning to add training and placement feature. As of now, I have started a job portal, SimplyITJob dot com

I would appreciate expert’s inputs on this.

Thanks,
SimplyITJob.

The main reason of stress is to expect, desire or want something that is usually beyond your control
It may be personal or professional. The level of stress is determined by gap created between your means and your expectation. The more the gap, the more will be the stress and vice versa. This idea can be applied almost anywhere and everywhere. Stress level is reduced slowly when you make effort to minimize the gap. The effort comes from your instinct and intuition and most often you know whether you can achieve those expectations or not.

In the organizations, usually set targets are imaginary and difficult to achieve. Employees have to face constant pressure to fulfill the target. This wrong perceived notion that target can be achieved by compelling and forcing employees to maximum possible level to achieve the result create huge amount of stress and unfortunately organization loses its people to other organizations. Employees look for better environment where they are assigned task that is achievable and within
their reach.

The amount of stress can also be measured in terms of attrition. In India in any marketing jobs, people are expected to achieve tasks that requires more than 24 hours in a day and when they find it difficult with continuous negative feedback they decide to quit. Today attrition in marketing and sales related job is more than any other segment. What is the reason for that ? You can imagine.

One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally he decided the animal was old and the well needed to be covered up anyway it just wasn’t worth it to retrieve the donkey. He invited all his neighbors to come over and help him. They all grabbed a shovel and begin to shovel dirt into the well. At first, the donkey realized what was happening and cried horribly. Then, to everyone’s amazement he quieted down. A few shovel loads later, the farmer finally looked down the well and was astonished at what he saw. With every shovel of dirt that fell on his back, the donkey was doing some thing amazing. He would shake it off and take a step up. As the farmer’s neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up.Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and totted off!Moral: Life is going to shovel dirt on you, all kinds of dirt. The trick is too not to get bogged down by it. We can get out of the deepest wells by not stopping. And by never giving up! Shake it off and take a step up!Regards,- Vipul Welcome to Planet of Vipul Vyas ……………………. ………………………………………….. …….. ………………………………………….. Fly beyond the Sky – Home