Attrition : Is there any solution to it ?

“I am working as an HR generalist in an IT company. Now a days we are facing problem of high attrition ratio because of various issues (eg. higher studies, relocation) . My manager wants to introduce some clause so that after getting training these guys will not leave the company. My manager also doesn’t believe in bond system.Please suggest me what are the options for this?”

To begin with , you are trying to solve the same problem which we all are facing. However, the leading and the lagging factors at your firm makes it unique.

Its a welcome break to hear that your manager doesn’t want to implement the bond. Before we brainstorm any further, lets take a deeper look.

Is attrition a system generated problem or is it the part of a system? We are all aware of the Employee Life Cycle. The growth for every talent cannot be always be organic. Aspirations change, so does the requirement of the skills.

In this big picture view, it evident that there would a constant movement. To begin with , you are trying to solve the same problem which we all are facing. However, the leading and the lagging factors at your firm makes it unique.

Its a welcome break to hear that your manager doesn’t want to implement the bond. Before we brainstorm any further, lets take a deeper look.

Is attrition a system generated problem or is it the part of a system? We are all aware of the employee life cycle. The growth for every talent cannot be always be organic. Aspirations change , so does the requirement of the skills.

In this big picture view, it evident that there would a constant movement. Now lets take role specific view. If you can hire someone who wants to work on the role and have a vision , you might not have to worry about them leaving after you train them. But the question is how do you find them ?

An IT Product company I know, hire engineers and founders, who are building products similar to theirs. They just don’t hire for certifications or experience. This pattern of hiring, gives give a much longer employee life cycle. They even offer product ownership to a large extent, of course with the IP to the firm.

There are cookie-cutting roles for which you have to hire a talent with any qualification and train them at a short notice to make them billable. Attrition in such roles, can’t affect much, as the talent funnel is big enough to back-fill the open position immediately.

Money is essential and a differentiator, but not the sole motivator. If you pay more, someone will add on it and poach eventually. Worst, if you are the highest pay master in your talent market, you might have to implement the ‘Up or Out’ policy , This would ensure you have the best talent and justify the pay. However, forcing talent to grow or retrenching the non-performing ones will create a whole new set of problems for you.

Hiring mediocre talent and training them to become the best will offer stability. Talents who might not have performed in non-conducive environments, might turn gold mines for you. Before you train, identify the responsibilities the talent is willing to deliver. Understand how long would their aspirations be aligned to what your organisation has to offer. And plan only till that timeline.

A mentor had told me that talents with generic skill-sets have a minimum employee life cycle of 3 months to maximum 18 months. Niche talents are between 1-3 years. However, their movement is often based on the pay. Hence, thats your solution if you are hiring them.

Keep a talent pipeline ready for the existing employees working on crucial roles. Cross train teams and grade the level of performance in terms of job-readiness. If the most trained employee in a team can deliver in all the 15 critical tasks required in the role, train the entire team on all those 15 tasks.

Agility is your only solution. Work closely with the reporting managers to build teams, where if one member leaves, the delivery remains unaffected.

Last but not the least, no matter which ever role you hire for, think in terms of a career. A job is a stepping stone for the next best career move. Prepare every employee for that. No matter how difficult it might be, but give an excellent exit to all your employees. Treat them with respect when they leave. Celebrate their farewell , just as you invest on their Induction. This would not only instill faith in your existing employeebase but build your alumni strong.

Last but not the least, choose to see attrition as an opportunity to build a bigger employee alumni. A talent who leaves you in haste, might become your future hire. Someone who is leaving your firm after training, will leave other employers under such conditions. However, you treating them well, they might want to be re-hired if you offer. That opens an entire new possibility for you where may find loyal employees, with greater market intelligence and experience.

Hope this helps! Wishing you all the best !

As discussed on: Attrition

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