HUMAN

RESOURCE
MANAGEMENT
TOPIC: ATTRITION
MANAGEMENT IN
TODAY’S SCENARIO
 472
K i rt i
Nitish 5 3 0
L a c h k e
Ra ch n a 53 6
a M it t a l
De ep ik 5 38
a N a ik
Aamish k a r 5 3 9
a y a N e r
C hin m 5 40
t h a n w a la
e r P a
Juz 548
a R a u t
Pooj e 5 62
a g h m a r
At u l W
ATTRITION,ATTRITION,ATTRIT
ION
EVERYWHERE ATTRITION..!!!

Why..???
 Erasing Weathering

Housemaid

Language Attrition Dental Attrition

“Take

away my factories, but
leave my people, and soon
we will have a new and better
factory."
 -Andrew
Carnegie
 (The American
Steel Billionaire)
 Money may
attract people
to the front
door but
something else
is needed to
keep out from
going out the
back
 If employees are
to be
products ,
Their shelf lives
are
getting shorter
A ttritio n
ATTRITIO
N
 Mr. Happy
Job satisfaction

THE
Work ex: 5
years

PLOT Mr. Unhappy

Hates his job
Desperate for
change
It’s a Monday….again..!!
The same office, the same
people and the same work…
I’ve an entire week to pass by
and I’m exhausted on the very
first day of the week…calls
for a
cup of coffee…..
 N G May
be Ha
N I help m ppy c
R e on ould
MO front
…I s h
m y jo
b
OD
PPY and t ould tr
GO HA race
hi m
y
.
MR RE.
HE

TALK,TALK,TALK..!!!
 Talent
u t i l i z a t i o n
e m e n Ft u n A t W o
Encourag rk
Compen
r k C u l t u r e sation
W o
Trainin
g

Rigid Norms
Low PayNo l i t
x i b ii n g
F l ecit
Job n
Uy ke x
Stress W o r
a c k O f o n
L n i c a t i
C o m m u
 BACK TO CLASS
REASONS FOR ATTRITION:

In Equity In Compensation

Limited Career Opportunities
Role Stagnation
Mismatch Of Job Profile
Job Stress And Work Life Imbalances
Odd Working Hours
Lack Of Responsibilities
Monotony
Women Employees
Education
Lack Of Communication
Discrimination
Lack of Relationship with their boss
FLASHBACK …..
l d D ays…
O
My Bad o s pe c ts
a r e e r Pr
No C
Stress h ift
r d S
Graveya e m s
P r ob l
Health
 I Feel
So Goo
Happy d…
Will S
Out In urely H
This..H elp Me
Person e Is T
At The he Bes
Momen t
Help M t To
e…(sm
iles)
 BACK TO CLASS
Types Of Attrition:
Drag Attrition
Drive Attrition

Drag Attrition: Employee Is The Cause

Drive Attrition : Employer Is The Cause

Reasons For Drag Attrition

Reasons For Drive Attrition
(Reference To BPO’s)
The only means by which I’ll be
again happy is by leaving my
job..leaving this company…I’ve
already started finding new
jobs
 Wait, wa
it…!!!..You
company… can’t leav
e yo ur
Now, calm
down you
mull over rself…an
this… d just
Have you
ever thou
will be yo ght how m
ur organi uch
when a su z ation’s lo
stained e ss
you will a mployee l
bandon it ike
…?
Company’s loss…???
Hmmmm…let me think, let
me think, let me thinkkk…
Well, let me enlighten you
on this…The company will
have to bear the cost of
talent loss, recruitment
cost, training cost, lost
productivity cost
 Back to class
Company's loss due to attrition:

Loss of talent
Recruitment cost
Training cost
Motivational cost
Lost productivity cost

Replace cost > Retain cost
In order to retain employees
companies like mine try and work
on the softer elements…like
appreciation, opinions, informal
gatherings,…to name a few
 Back to class
SMALL DEEDS…??...THEY MAKE A DIFFERENCE

Appreciation
Opinions valuable
Employees informed
Update employees with technical information

Address staff by their first names

Publicly praise accomplishments
Criticize privately
Informal activities
Involve employees in organizational planning
Remind employees that they are valuable

That sounds nice!!!!!
You feel so home in such an organization……
But…….
….pay, bonuses, job enrichment, etc.
also matters….A blend of all these is
just what I need…!!!!!!
A company like GOOGLE seems
perfect to me…!!
Hmmm..agreed..but its not only
GOOGLE who does that….a company
like mine also does loves it
employees…my company has adopted
20 best retention practices …….its
every employees desire to be a part
of such organizations who follow
similar practices….Want me to
elaborate…..hold on..!
The 20 best Retention tools for curbing Attrition

LOVE ’EM or LOSE ’EM

Attractive and Competitive compensation

Ideal examples:

PAY EXEPTION @

Individual/Group recognition @

Clearly communicating what is expected

Ideal example:

Structured Training program @

ELI LILLY & CO.(India) Pvt. Ltd.
 “People stay or leave because
of their bosses
and not the companies”

Training the front-line , managers and

Administrators.

Ideal example:

Selective Leadership development mentor programs @

Quantified and Qualitative Benefits
Ideal example:

Social Security Systems in

Enhancement, Advancement and

Progression opportunities.
(Eg.): Job Rotations
Ideal example:
Treatment towards higher qualification
@ Computer Sciences Corporation (India)
pvt. Ltd.
 Retention Bonus
(vaccations , paid club memberships, etc.)
Ideal example:

Cash Bonus Plans and Performance based bonuses @

Process Owner
of Retention
Strategies
Implementation
 Employees Engagement Practices
(Stay Interviews, ASKPT
Employee Satisfaction Surveys, etc.)

Ideal example:

Engagement of employees
towards Social
Responsibility followed by

Teamwork and Cross-Functional Team

Ideal example:

Sapient Corporations
Fun @ work
(Talent Competitions, Sport activities, Picnics, Etc)

Ideal example:

Parties , picnics @

Demotivation to work on holidays @

Clear Department-wise Mission Statement

Job Enrichment
Ideal example:

Strategic Roadmap Meeting by

Transparency in Communication
Ideal example:
 Encouragement of Higher Learning
Ideal example:
§ Personality Development Systems,
§$3000 every year toward educational reimbursements,
§Online library by

Flexibilty (Flexible work hours,)

Ideal example:
 Pragmatism

(On-site child care centres, dry cleaning,

Involving spouses in CSR activities etc.)

Effective Induction Programme

Ideal example:

23 day Induction programme @

1 month day induction programme @

Workplace Ambience
Ideal example:

Never ever threaten an employees job or

Income

Value your Employees

“These are the people who make you

look
Ideal good”
example:
That sounds good!!!!
But….. How did the company
react towards recession.
Like most other companies did
it go for down-sizing or
curbing the training
expenditure???
 r e c e s s i o n i n a
it h
They dealt w
!
splendid way!! o f the
f ir e d a n y
They neither y c u t on
o r d id t h e
employees….n , “ B e s t t a lent
..T h e y belie ve
train in g …
a l o f b u s in e ss.”
urviv
leads to the s m p loyee
r at e d o n e
They concent h e lp t h e m to
n t w h ic h w i l l
deve lo p m e
th e lon g r u n…
survive in
 Back to class
Easy ways to cut costs:
Redundancies
Curbino on L&D

There is a negative impact of both when the economic growth
returns.

Business who opt for redundancies are left without skllied and
motivated talent.

Businesses that don’t invest in talent are 2 and a half times
more likely to fail, while those that carry on training will
recover more quickly.
Easiest Curbing on

ways to
cut costs
during
Recession Redundancies

There is a negative impact of both when the economic growth

returns.

Business who opt for redundancies are left without skllied and
motivated talent.

Businesses that don’t invest in talent are 2 and a half times
more likely to fail, while those that carry on training will
recover more quickly.
Setting an Example :

During the down turn, HONDA had 2 options:

Option 1:
Option 2:

Closing down for 2 months retaining all the 4800 employees on basic p
Making 1300 people redundant

Why???
It used this downturn as an opportunity
to train its employees in business
development techniques and other skills.
Amazing !!!!! No one can
ever think about leaving
such a company!!!!!
It’s a dream company
Seriously true!!!!!
My company conducts EXIT
INTERVIEWS….so as to learn
from their mistakes.
And have adopted some models
to curb attrition….Let me
elaborate
 Back
should
to
e mulclass
a te
o m p a ny c l e a rly
c … .i t
Every a niz a t io n
o y er
n or g ne m p l
such a h e p ri d e a
t s…
0-90 days
if e st s l o y e e
man h is e mp any
w a rd s a co m p
has to x a mp l e o f
!
rf e c t e e e d s …
A pe m yn
Attrition s ati a t e
c an
That

Management Model
 2 more models….rachna is yet to mail….
6 Steps to reducing 90 days
Attrition Do they have the right
Team leader ?

Can they manage

interpersonal
Nature of job
Can they learn , retain
Effectiveness

& apply
information

Past behavior
predicts future
behavior

Set honest job

expectations

0 to 30 31 to 60 61 to 90
 I so w
made p ish landline
landli repaid…espe s could hav
their nes….employ cially offi e been
How th property…. ees talk as ce
tel eph e y fa il t o u i f its
(COURTEones also s nderstand w
conver SY: varied uffer from e
drama, sations…intdegrees of STRESS…
a go… romance,…).. ense, light
s o man
y emot hearted,
!
i ons
at

Eu reka ,
E u
Parties reka….!!!
t
conversa o the
up on ea tion hang
(rest..) ch o th er
….
 Moral of the story
If you pick the right people and
give them the opportunity to spread
their wings—and put compensation
as a carrier behind it—you almost
don't have to manage them.

Never try to teach a pig to sing; it

wastes your time and it annoys the
pig.

Appreciate your employees and

they will reciprocate in thousand
ways