Retention Program


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The attached article is regarding action items on steps that can be taken at granular level of an Employee Life Cycle to minimize attrition and exits.

Although written from a BPO perspective, it can be effectively applied to any industry, considering few steps that might not be necessary.

Thanks, Alok.

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Retention Program

  1. 1. Retention ProgramDate: 23/Nov/2011Author: Seven SolutionsAbout: Steps to be considered at each stage of anEmployee Life Cycle to minimize attrition.
  2. 2. Retention Program Pre Hire Responsible Planning Tasks Result expected Department 1. Previous hires to be looked at to filter successful employees. 1. Elimination of possibility of 2. Their CVs should be looked at and a incorrect hire and subsequent trend analysis should be done. attrition.Exhaustive 1. Operations 3. Previous attrition reasons, as per 2. Increase in possibility of getting theJD 2. Training Supervisor and Trainer should be looked correct employee of standard ofpreparation at and analyzed. current successful employees. 4. On the basis of analysis, a revised JD 3. JD would always be up to date as for the current positions should be per the requirement. prepared. 1. The JD should be presented to the Recruitment by the Process Owner and a clear understanding should be ensured on the part of Recruitment 1. The clearer the understanding is before the hiring. the better is the possibility of a 2. The timelines for training (V&A, correct hire. 1. Operations Process) should be fixed and 2. The hiring personnel’s knowledgeRequirement 2. Recruitment communicated. of the process would assist her/him inpresentation 3. Training 3. The person responsible in hiring choosing the right candidate. should be in-sync with the process 3. If such hiring has been the prior owner regarding the process. experience, it would make the 4. Preferably, person responsible for process easier and faster. hiring for such process earlier (voice, non-voice) should be responsible for the current hiring. Hiring Responsible Planning Tasks Result expected Department 1. Asking for mandatory Cover Letters 1. The individual can be gauged from with CV the Covering Letter. 2. Eliminating CVs not meeting 2. Undesirable candidates can be requirements filtered before the interview and it 3. Categorizing CVs on the basis of saves time/cost and resources.CV Selection ‘most likely … least likely’ criteria 3. Interview can be started with theand inviting 1. Recruitment 4. Location and direction info for the ones that have greater possibility tocandidates interview be selected and are more likely to 5. Papers and docs required accept the offer. 6. Contact person name and number 4. Solves the purpose of getting the 7. Approximate time of the interview candidate at right time to the 8. Clarity about reimbursement for location and minimizes wastage of travel expenses time. 2
  3. 3. Retention Program 1. A test can be a good step before interview to select the proper candidate for oral interview, depending on the process 1. Eliminating weak candidates which 2. The individual should be gauged on can convert to a reject after her/ his: interview or can be a possible 1. Recruitment a. Integrity attrition later.Interview 2. Training b. Capability to learn/do the core job 2. The order of importance 3. Operations c. Capability to adapt to environment emphasizes the qualities that can be d. Previous work experience trained on or forced to adhere to can e. Educational qualification be given lesser importance f. Other criteria/s The above criteria can be on the basis of decreasing order of importance from a to e. 1. The candidate knows what to 1. Job Profile expect and does not fall into the trap 2. Training period and qualifying of getting frustrated at any time. criteria S/he gets time to think and decide. 3. OJT period and qualifying criteria 2. If the candidate has to opt out, it 1. Recruitment 4. Perks happens early and does not add toExpectation 2. Training 5. Facilities attrition.setting 3. Operations 6. Growth opportunities and qualifying 3. The candidate is mentally prepared criteria about the training and nesting period 7. Name and contact number/email and guidelines. address for emergency contact before 4. Candidate feels that the company joining has values to follow and s/he is cared for. 1. Company profile 1. The candidate goes back with a 1. Recruitment 2. Overall market position positive picture.Overall 2. Training 3. Current promotions 2. A happy employee brings in more.Presentation 3. Operations 4. Her/his position in the overall 3. With a positive bend of mind, s/he organization starts her/his job with optimism. Induction Responsible Planning Tasks Result expected Department 1. Builds confidence.Overview of 2. Makes the new hire proud of the 1. About the MD.the the new organization s/he is a part of. 2. Verticals the Enterprise is into. 3. Reveals the Growth that is possiblecomplete 3. Brief history of the parent business. 1. HR with required hard work and skill.Company/Pa 4. Current/Latest achievements. 4. Makes the new hire feel a part of arent 5. Market position. large entity.Organization 6. Vertical, the new hires are a part of. 5. Imparts knowledge about the organization to the individual. 1. Builds confidence.Details of 1. About the CEO. 2. Gives the new hire a sense ofthe Company 2. Vision and Mission of the company. belonging to a larger entity.s/he is 3. Brief history of the company. 3. Get’s to know about the company 4. Company’s Associations.getting before starting to work. 1. HR 5. Company’s website.recruited for 4. The market presence makes the 6. Position in market.(Vision and new hire feel secure. 7. Other processes apart from the oneMission) 5. Displays possibility of vertical hiring are done for. movement. 3
  4. 4. Retention Program 1. Introduction of the client. 1. Counters the fear of process 2. Relation with client and latest instability in BPO industry. interactions. 2. Gets the clear picture of reportingIntroduction 3. Current manpower. before joining the the 4. Hierarchy of reporting. 3. Prior knowledge of names brings in 5. Names of Supervisors, AMs and Sr. familiarity.process 1. Operations Manager. 4. Prior knowledge of work getsbeing hired 6. Name of the HRBP. psychological frame before thefor 7. Overview of the kind of work s/he is training. being hired for. 5. Visible Growth opportunity 8. Growth opportunities within the facilitates planning and ensures process and requirements. stability. 1. Explain the current hierarchy from the lowest level until the highest level and possible horizontal Growth. 2. Explain the current other business 1. Add to the assurance of the new opportunities possible verticalExpectation hire that Growth is possible, thus movement.settings in reducing chances of attrition. 3. Explain the other verticals IGE is 2. Portrays the visible picture ofterms of 1. HR dealing with. qualifying criteria and sets theoportunities/ 4. Explain the eligibility criteria for expectation correct.IJP each movement. 3. Provides prior knowledge for 5. Explain the process of applying in planning the Growth of the individual. IJP. 6. Explain the general qualifying steps in the tests/interviews involved in any IJP. 1. Prior overview of the process. 1. Formal introduction of the training 2. Familiarity with the first team the team. new hire will interact with. 2. Introduction to the nature of job. 3. Prior knowledge of timelines to be 1. Training 3. Timelines for the training. prepared for milestones likeTraining 2. Operations 4. Time division between Process and assessments and floor-hit. V&A training. 4. Knowledge of the qualifying 5. Qualifying criteria. procedure. 6. Procedure of handover to operations. 5. Clarity of operations role in the training period. 1. Making the company expectation 1. Carrying ID Card clear.Expectations 2. Dress code 2. Portraying the environment that 3. Expected professional behaviour the new hire would expect.from the 1. HR 4. Email signature 3. Giving an idea as per the activitiesemployee 5. Time adherence that are allowed or not allowed inside 6. Escalation procedure the office premises and floor premises. 1. Brief introduction and explanation of 1. The new hire would be ready to the respective department. face any difficulty in case of 2. Their activities and what they can do emergency.Introduction 1. ISG for the individual. 2. Create the organization’s supportto 2. Admin 3. Procedure of contact in case of function’s relevance.Departments 3. Transport need. 3. To get the confidence that the 4. The contact email addresses, support functions work for the numbers and contact names of the operations and there is and would be department in case of need. an uninterrupted flow of work. 1. Create familiar environment for theOverview of 1. Introduction of facilities. new hire.facilities 2. Explanation of the terms of usage. 2. Provide with the cushions of(Cafeteria, 3. Effectiveness of the facilities to support in the workplace. 1. HRTransport, make life easy. 3. Giving information about the 2. AdminRe- 4. The fixed and variable facilities. conveniences to look forward to.Imbursement 5. Contacts of the facilities and 4. Giving a sense of fulfilment to thes) procedure of contact in case of need. new hire about her/his new organization. 4
  5. 5. Retention ProgramOther 1. Salary account opening. 1. Improves assurance level.information 2. Information about PF Transfer. 2. Completes the paperwork and 1. HRand 3. Original document verification. leaves no room of ambiguity forformalities: 4. Required document collection. future. Training Responsible Planning Tasks Result expected Department 1. Introduction of the trainer as the 1. Increase in confidence of the most supportive person. trainee.Introduction 1. Training 2. Introduction of the core job. 2. Psychological ease before getting 3. Introduction of the company as one into hardcore training. of the best place to work with. 3. Sense of security in a new place. 1. Making the learning experience 1. Increase in confidence. easier. 2. Preparing trainees efficiently for 2. Getting the supervisors introduced floor. gradually. 3. Presenting the work to come inConfidence 1. Training 3. Informing trainees regarding the most worthwhile manner.building 2. Operations floor and the operations. 4. Getting the trainees to come in 4. Imparting the training to handle the terms with operations and not be workflow better and to get good quality dependent on trainer until end of score as per operations norms, and training. making it visible. 1. Employee is ready with all the formalities done before hitting As applicable: production. 1. Employee ID 1. ISG 2. Early completion of all the 2. Identity cardID Creations 2. Admin formalities makes the employee feel 3. LAN ID 3. Training easy with the organization. 4. Email ID 3. Creates an impact of the efficiency 5. Extension number and credibility of the support functions. 1. Planning the training effectively. 2. Creating effective training materials. 3. Ensuring that the Employee is ready with all the formalities done before hitting production. 4. Early completion of all the 1. Increase in confidence. formalities makes the employee feel 2. Faster learning and concept easy with the organization. grasping.Process / 1. Training 5. Creates an impact of the efficiency 3. Gradual preparation for theV&A and credibility of the support functions. operations floor. 6. Balancing the V&A and process 4. Balanced approach to the V&A and training. process training. 7. Making the environment learning, entertaining. 8. Giving the constant feeling that the trainees have made the correct choice in choosing the Company.Recruitment 1. TrainingFeedback 5
  6. 6. Retention Program Hand Holding Responsible Planning Tasks Result expected Department 1. Building a positive pressure on the 1. Week on week training report for individual to learn effectively. each individual. 2. Marking a trend of learning so that 2. Noting the periodical increase or future performance can be decrease in learning and development. forecasted.Trainee 1. Training 3. Making assessments results and 3. Documenting the assessmentreport personal feedback a part of the report. results in the report can be good 4. Giving the report an observation repository for future analysis. indicating the level of focus the 4. Trainer’s observation can be a individual needs. quick reference for the future leaders of the individual. 1. Ensuring to give positive feedback on 1. Increase in confidence. every good result. 2. Endeavour to do better and excel 2. Formulating negative feedback in increases. structured and optimistic manner.Feedback 1. Training 3. Negative feedbacks are not taken 3. Ensuring impartial and equal personally. feedback for the complete batch. 4. Each feedback is documented and 4. Keeping feedbacks as a part of the can be referred later. Trainee Report. 1. The trainee should be handed over to the production along with the Trainee Report to the supervisor. 2. The trainer should personally have a 1. The supervisor would have first- meeting with the supervisor and the hand knowledge of the new joiner trainee while handover, along with the before making any action plans. Trainee report. 2. The brief meeting would make the 3. The drawbacks, merits and new joiner believe that the training attributes of the trainee related to the and operation go hand in hand and 1. TrainingHandover process knowledge, absenteeism etc would result in building confidence. 2. Operations should be discussed with the 3. The sync of training and operations supervisor. can be maintained. 4. The report should accompany an 4. The new joiner knows that her/his observation that might not be shared abilities and drawbacks are in with the trainee, but only for the knowledge of the supervisor and are supervisor that would have the documented. necessary feedbacks that the supervisor must know before taking any decision related to the trainee. Nesting Responsible Planning Tasks Result expected Department 6
  7. 7. Retention Program 1. Being prepared of any activity from the new joiner in terms of attrition 1. Receiving the reports and analyzing 2. Knowledge of personal traits of the the positive and negative impacts with individual to forecast possible the trainer attritionReport study 2. Formulating an action plan for the 3. Using constant training feedback as 1. Operations employee through the nesting until the individual would have shownof the new 2. Training production indications of staying or attrition injoiner 3. Getting a buy in from the trainer training itself related to the action plan 4. Increasing the confidence ensuring 4. Continuing the trainee report with productivity/quality additional pages for Nesting Report 5. Increasing faster certification thus leading the less frustration and possible attrition 1. Ice breaking between the tenured and new joiners 2. Ensuring that the new joiner gets 1. Formal introduction on floorIntroduction the updated and practical knowledge 2. Attaching a new joiner to a tenured about the processto the floor employee as buddy 1. Operations 3. Receiving feedback from buddy andand tenured 3. Taking feedback from the buddy making necessary changes to theseniors 4. Introduction to the leaders of the Nesting Report process 4. Making the new joiner aware of reporting hierarchy and familiar with names and faces of her/his leaders 1. Increasing the confidence level of the new joiner 1. Taking feedback from the employee 2. Getting knowledge of any about his view of the company negativity about the company for 2. Asking reasons if there is anyPersonal taking precautionary measures’ negative feedback 3. Forecasting any possible decisioninteraction 3. Asking her/his career goals and 1. Operation that the new joiner might takewith the personal interests immediately or some time down thenew joiner 4. Getting a feel of her/his family line related to her/his career condition 4. Clearing any doubt that the new 5. Making a very transparent picture of joiner may have that can get her/him the company and its leaders decide to take a decision or make a preconceived notion that is incorrect 1. Reviewing the Nesting report and analyzing the upward or Growth 1. Ensuring the Growth in terms in 2. Nothing any major changes for futureConstant productivity and quality use 2. Noticing any early sign of attritionreview of 3. Discussing the report with other 1. Operation 3. Keeping the leaders posted onthe leaders and take corrective measures if recent developmentsperformance necessary 4. Being prepared for any untoward 4. Analyzing any trend in the individual situation or in more than one new joiners for scrutinyStudyreports ofprev.employee’s 1. Keeping the reasons and trend 1. To eliminate the controllablewho have report of recent attritions handy reasons of attrition at its rootexited, find 2. Searching of similar possibilities in 2. Searching opportunities tosimilar the new population minimize such possibilities leading to 1. Operationsinstances in 3. Chalking out plans for possible attritionpresent similar occurrences 3. The incorrect hires list should bebatch to 4. Filtering the incorrect hires and updated to the Recruitment to avoidmake plan creating a database such hiring in the futurefor saving aforecastedattrition 7
  8. 8. Retention Program 1. Avoid giving positive and negative feedback to two individuals at a singleUnbiased time 1. Maintain similarity betweenapproach 2. Avoid citing examples of a individuals performing employee to a 2. Avoidance of inferiority orand 1. Operations nonperforming one superiority complexfeedback 3. Avoid any positive or negative 3. Avoid Group-ismmechanism feedback too vocally 4. Ensure cohesion and co-operation 4. Keep the tone for any kind of feedback similar or understated Production Responsible Planning Tasks Result expected Department 1. Personal involvement of the 1. Preparation for any untoward event supervisor with the employee like Group attrition 2. Finding any trace of dissatisfaction in 2. Tracking down any possible cause the employee of dissatisfaction for 3. Searching for the actual interest ofEarly eliminating/minimizing the same the employee 3. Find out if someone is responsiblewarning 4. Searching for the unnamed leader in for spreading rumors or to drag downsignal the team her/his colleagues with her/his 5. Decreasing quality/productivity and attrition employee being unaffected 4. Plan accordingly for such situations 6. Frequent unplanned leaves 5. Attempt converting possible 7. Defiance of the employee without attrition into a successful retention reason 1. Track the current R&R frequency and validity 2. Constantly evaluate if the frequency can be increased and justified with 1. The frequency is satisfying and minimum cost result driven 1. Operations 3. Ensure that it involves honest 2. The cost involved is duly recoveredR&R 2. HR recognition and not just a certificate 3. Unbiased approachfrequency 3. ISG 4. Ensure evaluating R&R results in 4. Effective use of the tool to 4. Admin appraisal and any possible Growth increase satisfaction, retaining, 5. Transport 5. Ensure fair judgment quality, productivity. 6. Training 6. Encourage feedback on the R&R and entertain and answer any grievance related to it 1. Creating an easy and professional environment for the team 2. Ensuring unbiased approach to each complain 1. Better team spirit 3. Keeping team engaged in activities 2. Constructive working environment apart from production 3. Increase in tolerance level for each 4. Getting the team engaged in others.Team personal events of each individual 4. Attracting employees to stay andbuilding and 5. Ensuring to visit each individual’s continuebonding household at least once 5. Decrease in attrition 6. Sharing of best practices 6. Focused and happy employees 7. Encouraging personal interaction and 7. Organized team, process and controlling it company 8. Finding out innovative ways for team building and bonding and encouraging for new ideas from within the team 8
  9. 9. Retention Program 1. Creating scopes of learning about the process and the client 2. Encouraging research and knowledge acquisition about the process 1. Engage employees 3. Encouraging knowing more about the 2. Enhance the confidence level company and its activities 3. Gather knowledge database to beLearning and 4. Constructing atmosphere for gaining used in timeDevelopment information about market and its 4. Creating situations of learning for implications on the process the individual’s benefit 5. Creating scopes for learning new 5. Preparing for internal openings tools for faster work 6. Facilitating the psychological development in terms of business and corporate 1. Keep track of all IJPs rolled out 1. Increase confidence that leaders 2. Keep track of educational think of the employees qualifications, interests of team 2. Increase enthusiasm in the work members to match any IJP 3. Increase confidence level ofIJP 3. Giving the IJP information to employees to discuss personal matters employees in time with the supervisor 4. Groom the team members to apply in 4. Converting attrition into internal IJPs and Grow in the company posting 1. Any dissatisfaction factor comes 1. Arrange skip level for the teams out with the leaders on regular occasions 2. Confidence level increases 2. Arrange employees to attend allOpen House 3. Interaction with leaders gets open house as much as possible assurance that results in dedication/Skip level 3. Preparing employees to ask questions 4. Transparency throughout thefrequency 4. Building confidence level to interact organization creates honest with the leaders interaction 5. Creating environment for honest 5. Gets the supervisors in guard of suggestions to be presented their role 1. Gather constant feedback regarding the current compensation and its implications 1. Keeping a finger on employee’s 2. Know about the market level for nerves always helps in gauging their similar profiles future action 3. Try to bridge the gap if any, withSalary 2. Market knowledge and its R&R and other activities transparent comparison helps inbenchmark/c 4. Try to justify the compensation with building assurance level of theompensation valid logics and logistics employee 5. Ensure that the employee gets 3. Making apparent that salary is not her/his compensation in time, the major factor one works for helps especially the OT in retaining people 6. Gauge the employees knowledge about her/his market value and correct if it is inflated in his knowledge 1. Instils confidence in employees 1. Ensure that HR issues are handled related to the HR issues properly 2. Relieves the employees from the 2. Ensure that valid concerns are task of solving HR problemsHRBP escalated to the HRBP through proper themselves and helps in concentratingturnaround channel in core jobtime 3. Ensure that the HRBP provides 3. Helps the HR rules and regulations solution in stipulated time to be accessible anytime 4. Ensure that the HR solutions are rigid 4. HRBP can also play an active part and complete in analyzing issues like attrition and employee satisfaction 9
  10. 10. Retention Program 1. Should take ownership and be personally accountable 2. Should instil confidence in employees 1. For any employee, her/his 3. Should set examples immediate supervisor is the company 4. Should be able to delegate s/he is working for. This is the only Immediate authorities and pass on responsibilities responsible factor in converting Supervisor effectively attrition to a permanent employee or 5. Should act as a cushion between the a confirmed employee to a negative management and subordinates attrition. 6. Should not pass on frustrations 7. Should be mature and act as a guardian 1. The hierarchy should be clear in the 1. Instils confidence in the process. organization and its structure 2. The reporting ladder should be in 2. Visible hierarchy makes the Growth Clarity of place and understandable easy to look at and lucrative to strive hierarchy 3. The leaders should be visibly for approachable 3. Knowledgeable employee portrays 4. The hierarchy of the company should a good picture of company outside be in knowledge of the employee and increases goodwill 1. Leave and other policies should be defined 2. Hard or soft copies of policies should be accessible to the employees any 1. Clear policies increases assurance time Clarity of 2. Eliminates ambiguities and 3. There should be no mismatch in policies policies as rolled out by operations and possibilities of advantage being taken 3. Managing the team in better way HR 4. The knowledge of policies should be very clear to the supervisor and the HRBP 1. Ensuring the technical aspect remains robust for uninterrupted work 1. Uninterrupted production 2. Planning to handle any disruption at 2. Engaged employees a given time Technical 3. Tapping talent in team to handle 3. Developing ergonomics for the best issues utilization of resources allowable technical issues 4. Developing confidence regarding 4. Sharing best practices among the the robust technical support employees regarding the usage of the resources 1. Creating a positive environment for optimistic atmosphere 1. Satisfied employees Overall 2. Giving support and feedback to team 2. Controlled attrition environment members 3. Employee retention 3. Creating a positive impact of the company and maintaining it Thank You. For Further enquiry, please contact: K. S. Alok Ranjan | +91-9810 77 5457 | ask@sevensolutions.inz 10