Presentation on Attrition and Engagement Management

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Information about Presentation on Attrition and Engagement Management

Published on September 2, 2008

Author: nasscom-emerge

Source: slideshare.net

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Presentation on Attrition and Engagement Management made by Aadesh Goyal at NASSCOM HR session

“ High Engagement and Low Attrition” The Ultimate Desire of a CEO/HR Head A Discussion Amongst Thinkers NASSCOM August 29, 2008 Aadesh Goyal

Attrition….the reasons that come up Relationship with Supervisor Promised Role did not happen Personal Higher Studies Been here some time

Relationship with Supervisor

Promised Role did not happen

Personal

Higher Studies

Been here some time

Employee Engagement Comprehensive Framework Engagement Areas

Comprehensive Framework

In General Employee Engagement is seen through a comprehensive framework Attrition Studies are more superficial Sporadic Exit Interviews Inconsistent Implementation The framework is quite general Low priority by HR managers Most employees do not want to ‘rock the boat’ when leaving

Employee Engagement is seen through a comprehensive framework

Attrition Studies are more superficial

Sporadic Exit Interviews

Inconsistent Implementation

The framework is quite general

Low priority by HR managers

Most employees do not want to ‘rock the boat’ when leaving

Thought #1 Use the Engagement Framework for Exit Interviews Early Leavers, Top Performers, Others PeopleStrong experience shows that a combination of phone interview and web-based survey works very well Outsource Exit Interviews to drive execution Internal team focuses on strategic issues Attrition Surveys provide ‘real hard facts’ Balance against the engagement action plan  ‘tiredness’ and ‘cynicism’ creeps in as the whole thing looks too idealistic Set up formal Alumni networks to re-hire ex-employees!

Use the Engagement Framework for Exit Interviews

Early Leavers, Top Performers, Others

PeopleStrong experience shows that a combination of phone interview and web-based survey works very well

Outsource Exit Interviews to drive execution

Internal team focuses on strategic issues

Attrition Surveys provide ‘real hard facts’

Balance against the engagement action plan  ‘tiredness’ and ‘cynicism’ creeps in as the whole thing looks too idealistic

Set up formal Alumni networks to re-hire ex-employees!

What delivers consistent quality? Process!

Process!

HR Practices New Employee Induction Compensation Management Performance Management Training Employee Engagement Attrition Management What is the predictability of the deployment of these processes and practices? How can we drive towards achievement of targets consistently?

New Employee Induction

Compensation Management

Performance Management

Training

Employee Engagement

Attrition Management

Thought #2: Engagement ‘Policy’ Environment: Continue existing practice, extend globally Learning: Enhanced offerings through ‘Leadership Development and Education’ Special Focus on Managers at all levels Career Planning: Better follow-up and tracking of Career Action Plan of Best Performers by HR Relationships, Bonding, Recognition: Systematic Implementation of Skip Level Interaction…driven through HR team All managers to have informal ‘one-on-one’ with direct reports once a month All Senior Managers and above meet their ‘skip level subordinates’ once in 2 months Metrics on coverage reported each month Getting Managers to become better leaders is key

Environment: Continue existing practice, extend globally

Learning: Enhanced offerings through ‘Leadership Development and Education’

Special Focus on Managers at all levels

Career Planning: Better follow-up and tracking of Career Action Plan of Best Performers by HR

Relationships, Bonding, Recognition: Systematic Implementation of Skip Level Interaction…driven through HR team

All managers to have informal ‘one-on-one’ with direct reports once a month

All Senior Managers and above meet their ‘skip level subordinates’ once in 2 months

Metrics on coverage reported each month

….and a fortnightly dashboard For each employee – make an assessment on key parameters that drive retention: Current Job/Assignment Career Aspirations Role Aspirations Compensation Other Overall

For each employee – make an assessment on key parameters that drive retention:

Current Job/Assignment

Career Aspirations

Role Aspirations

Compensation

Other

Overall

…..dashboard… First Line managers prepare for their teams HR Rep works with manager to help resolve ‘Red’ areas Next level Manager reviews each fortnight and handles escalations Same thing for employees who are managers Senior level managers review and resolve the ‘red’ areas

First Line managers prepare for their teams

HR Rep works with manager to help resolve ‘Red’ areas

Next level Manager reviews each fortnight and handles escalations

Same thing for employees who are managers

Senior level managers review and resolve the ‘red’ areas

Thought #3 – Layered Process Deploy ‘rich’ Engagement Practice for ‘Top 20 to 25%’ Shape-up or Ship-out for the Bottom Performers Leaves 65 to 70% in the middle, most of whom are individual players Important but too large to deploy ‘rich’ Engagement Process The ‘Important Middle’  …………………….Thought #4

Deploy ‘rich’ Engagement Practice for ‘Top 20 to 25%’

Shape-up or Ship-out for the Bottom Performers

Leaves 65 to 70% in the middle, most of whom are individual players

Important but too large to deploy ‘rich’ Engagement Process

Thought #4 - Fungibility Break down work, roles, skills, competencies Redefine things such that some roles get created that require lower level of competency

Break down work, roles, skills, competencies

Redefine things such that some roles get created that require lower level of competency

Measuring Complexity (of Domain Expertise) 5 2 1 3 4 Measure ‘Competency’ Start people with low competency at lowest competency level Map them to appropriate tasks in a project As people increase their ability, move them to more complex tasks that require higher competency Thus making the best use of abilities ‘ Competency’ framework would help implement this Wipro and TCS hiring B.Sc. – and not B.Tech. Read ‘Complexity’ as ‘Competency’

Measure ‘Competency’

Start people with low competency at lowest competency level

Map them to appropriate tasks in a project

As people increase their ability, move them to more complex tasks that require higher competency

Thus making the best use of abilities

‘ Competency’ framework would help implement this

Wipro and TCS hiring B.Sc. – and not B.Tech.

Read ‘Complexity’ as ‘Competency’

Internal Certifications When people join, given them a ‘roadmap’ Different ‘skills’ and ‘complexities’ How can they change it – Training, Tutorials, OJT, Examinations, etc. Show how their ‘grade’ and ‘assignments’ would change Needs significant internal ‘upgradation’ of practices For example: IBM does this!

When people join, given them a ‘roadmap’

Different ‘skills’ and ‘complexities’

How can they change it – Training, Tutorials, OJT, Examinations, etc.

Show how their ‘grade’ and ‘assignments’ would change

Needs significant internal ‘upgradation’ of practices

For example: IBM does this!

Summary Studying Attrition in detail gives hard facts that can reinforce the ‘idealism’ of Employee Engagement Implement-able practices and process for Employee engagement Layered Approach Fungibility

Studying Attrition in detail gives hard facts that can reinforce the ‘idealism’ of Employee Engagement

Implement-able practices and process for Employee engagement

Layered Approach

Fungibility

Case Study: Software Industry

Different Types of Projects & Business Models Do all these require the same pyramid? Business Model Type of Project Application Development Sustenance Testing “ Complex” Development FIXED PRICE TIME & MATERIAL STAFF AUGMENTATION

Do all these require the same pyramid?

Different Software Development Methodology An Example #2

Example: New Product Development Different Software Development Methodology New methodology requires 45% domain expertise compared to the 60% in current methodology! Domain: 100% Software: 0% NEW NOW Domain = High Level System Engineering Capability Paying attention to Product Expertise and building it in Software Engineers and Senior Software Engineers would help to reduce this further Domain: 100% Software: 0% Concept/Design Effort: 30% Domain: 10% Software: 90% Implementation Effort: 30% Domain: 40% Software: 60% Integration Effort: 20% Domain: 10% Software: 90% Testing Effort: 20%

New methodology requires 45% domain expertise compared to the 60% in current methodology!

Example: Testing Program Different Software Methodology New methodology requires 37% domain expertise compared to the 60% in current methodology! Domain: 100% Testing: 0% NEW NOW Paying attention to Product Expertise and building it in Software Engineers and Senior Software Engineers would help to reduce this further Domain = High Level System Engineering Capability Domain: 100% Software: 0% Concept/Design Effort: 20% Domain: 10% Software: 90% Scripting Effort: 20% Domain: 10% Software: 90% Execution Effort: 50% Domain: 100% Software: 0% Final Testing Effort: 10%

New methodology requires 37% domain expertise compared to the 60% in current methodology!

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