ATTRITION Assignment Titans

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`ATTRITION'. This word is being used in place of Employees turnover in an organization,



Unpredictable and uncontrollable, but normal, reduction of work force due to resignations, retirement, sickness, ordeath.



HR Heads are worried about employees leaving their organizations. Not only is it costly to lose trained employees but their replacements are not easy to come by. Hence the HR strives hard to keep attrition at the minimum.

Superviso r or Line Manager as a cause of attrition
A large majority of HR that professionals polled

immediate managers are a bigger reason for attrition. It confirms Wayne Hochwarter [an associate professor of management in the College of Business at Florida State University] that"Employees leave their their job company, they theory don't or leave

manager".

Meeting expectations is

employees' a difficult

task, and most managers cannot do it effectively and consistently. 'Satisfying employee manager's activities. managers do needs' often of gets lower priority in a quadrant not Further have

appropriate

tools

to

manage employee related tasks and this leads to further dissatisfaction.

HR should continually train managers in handling employee expectations and provide them with tools to manage their allows Manager tasks related An to

teams. a

online solution to

Services

manager

constantly employees, career growth

counsel manage their and

aspirations and track their achievements.

HR should also be able to track changes in employee performance between manager sudden time-off any rating, gaps and paid be are

employee increase and in

performance,

should trends

prepared to act quickly if visible

evident.

Compensation and Job Profile
HR Managers voted unanimously that 'Compensation and Job Profile' are the primary cause of attrition.

With a war for talent, disparity in the compensation packages is bound to occur and a mis - matched job profile increases the likelihood of an exit.

The responsibility for compensation policy and enriching the job profile lies on the senior management. Howe ver, balancing P&L and employee compensation shall always be a nightmare for them given the high cost of talented employees.

Every company wants to become the 'best paying employer', but market forces, tough competition and a slow economy dictate otherwise. A fair and transparent compensation policy can still be adopted where each employee gets his/ her dues based on company, team & individual performance.



There are number of reasons which may make an employee quit our organization

y y y y y y y y y y y y y

If the organization does not provide employees with sufficient opportunity for growth, then they will decide to leave the organization. Employees leave the organization if the company does not provide congenial working environment. As comparison is a natural instinct of human beings, comparison of employees with their peers aggravates the problem of attrition in organizations. Sometimes comparisons will result in heartburning which should be curbed. Intimidation by the boss drives the best employees out of the organization. Some employees get bored doing the same job over a period of time. They like to take on new roles after some period of time. Stress, unfair practices in organizations, long distance from home etc., could be other reasons for attrition. When there is no job satisfaction for employees, then also they will quit the job. Lack of internal networking of employees leads to attrition in organizations. If the reward policy is not transparent, then they will be encouraged to look for other opportunities. Employees often discuss their salaries with their colleagues. If there is inequality among them, then there is an issue for HR. If the compensation is not in match with the employees' knowledge, skill and attitude, people may leave without notice. Hiring of overqualified people may increase rate of attrition in organizations. In several cases, faced with a choice between high pay package and a ch allenging job, employees have opted for the latter.

 Reduce Attrition: Clerical and Hourly Employees
We can help you communicate. Most employees want to know more about their work. We can explain each process and help employees understand the importance of their work. Your employees will become more knowledgeable about their effectiveness. Here are a few ways ... y y y y y y y y y y Address staff by their first names Involve employees in organizational planning Update employees with technical information Let employees know that their opinions are valuable Titles cost little and remind employees that they are valuable Compliments and thanks cost little and can bring great benefits Keep employees informed - don't let them hear important news through rumors Create community with activities such as informal meals or events outside work Publicly praise what the employee has accomplished and say why it was important Criticize privately about what the employee can do better and explain how to do it better

GLOBALISATION y
y
y

Many aspects of HRM are affected both by globalization and by differences in national culture.
Globalization influences organizations that compete for customers with high expectations for performance, quality, and cost. Globalization also exerts pressure on the Human Resource Management (HRM) function to adapt to changing organizational needs and add greate r value

Issues facing HR are expected to change dramatically in the next decades. Thus, HR professionals must play special roles in d ealing with these changes and must develop specific competencies to support these roles. Workplace flexibility is expected to be on the rise as the future workplace, the µvirtual office¶ is characterized by creative and flexible work arrangements. As more employees work off-site-up to two thirds of an organization in the 21st century ± there will be an increase in emphasis on performance and results as opposed to the number of hours worked. In addition, off-site employees can expect to attend fewer meetings. Specified work will become much more collaborative and management will spend nearly all its time managing cross -functional work teams who enjoy a lot of autonomy. In essence, there will be a movement, a trend towards a decentralized model of HR. HR managers will have to accommodate employees in their virtual work locations and find ways to manage corporate culture, socialization and employee orientation. In order to obtain and maintain a competent workforce, they must act as organizational performance experts and shape employees behavior w ithout face to face meetings. Another expected change in HR is the µGlobal Business¶ concept world trade knew a major growth during the last years and there is forecasted as well the growth of international businesses, especially among small firms. Organization rely more and more organization HR specialists a s the facilitators of work across borders and among different cultures. Therefore, they must be knowledgeable of other cultures, languages and business practices. They will be required to develop a nd manage an international workforce, maintain written and unwritten corporate polices for transportability to other cultures, keep top management informed of the costs of not paying attention to the transnational issues and provide their services to a variety of locations world wide. Concerning the recruitment in the above mentioned µglobal business¶ it will be important which strategy will be adopted by the management. Globalization will impact HR managers by requiring new skills such as language capabilities. For e.g., in order to recruit employees from other cultures, HR managers will either have to learn new languages or else they will certainly have to have foreign speakers on staff. But in order to facilitate communication among people coming from a wide range of language backgrounds, in most multinationals, it is preferred to speak English. However, when we talk about Globalization and culture, then how does this relation influence businesses and HR professionals¶ attitudes? Organization must take into account cultural differences that shape managerial attitudes, when developing multinational management programs. For e.g., British managers value individual achievement and autonomy, whereas French managers appreciate competent supervision, fringe benefits, security and comfortable conditions, while Indian managers gives more importance of their culture and tradition. HR managers must therefore be familiar with and understand other cultural norms to promote organization diversity. An organiz ation that recognizes and promotes cultural diversity will benefit because it will be employing the market that it serves. With increasing globalization and competition within the market, a divers workforce is conducive to e attracting and retaining a strong client base. While competing in an international market, employees from diverse national backgrounds provide language skills and understanding of other cultures. HR professionals will also be responsible for providing cultural sensitivity training for the organizations employees and for managers throughout the entire organi zation. (Czebter, Anamaria, 2002)

Read more: http://www.articlesbase.com/human -resources -articles/challenges -faced-by-human-resource -managers -in-the-era-of-gloablization-995167.html#ixzz1HvCrdFcH Under Creative Commons License: Attribution

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