Retention Program

Retention Program

Date: 23/Nov/2011

Author: Seven Solutions

About: Steps to be considered at each stage of an

Employee Life Cycle to minimize attrition.

Retention Program

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Pre Hire

Planning Responsible Department

Tasks Result expected

Exhaustive JD preparation

1. Operations 2. Training

1. Previous hires to be looked at to filter successful employees. 2. Their CV's should be looked at and a trend analysis should be done. 3. Previous attrition reasons, as per Supervisor and Trainer should be looked

at and analyzed. 4. On the basis of analysis, a revised JD for the current positions should be prepared.

1. Elimination of possibility of incorrect hire and subsequent attrition. 2. Increase in possibility of getting the correct employee of standard of

current successful employees. 3. JD would always be up to date as per the requirement.

Requirement presentation

1. Operations 2. Recruitment 3. Training

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 before the hiring. 2. The timelines for training (V&A, Process) should be fixed and communicated. 3. The person responsible in hiring should be in-sync with the process owner regarding the process. 4. Preferably, person responsible for hiring for such process earlier (voice, non-voice) should be responsible for the current hiring.

1. The clearer the understanding is the better is the possibility of a correct hire. 2. The hiring personnel’s knowledge of the process would assist her/him in choosing the right candidate. 3. If such hiring has been the prior experience, it would make the process easier and faster.

Hiring



CV Selection and inviting candidates

1. Recruitment

1. Asking for mandatory Cover Letters with CV 2. Eliminating CVs not meeting requirements 3. Categorizing CVs on the basis of ‘most likely … least likely’ criteria

4. Location and direction info for the interview 5. Papers and docs required 6. Contact person name and number 7. Approximate time of the interview 8. Clarity about reimbursement for travel expenses

1. The individual can be gauged from the Covering Letter. 2. Undesirable candidates can be filtered before the interview and it saves time/cost and resources. 3. Interview can be started with the

ones that have greater possibility to be selected and are more likely to accept the offer. 4. Solves the purpose of getting the candidate at right time to the location and minimizes wastage of time.

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Interview 1. Recruitment 2. Training 3. Operations

1. A test can be a good step before interview to select the proper candidate for oral interview, depending on the process 2. The individual should be gauged on her/ his: a. Integrity b. Capability to learn/do the core job c. Capability to adapt to environment d. Previous work experience

e. Educational qualification f. Other criteria/s The above criteria can be on the basis of decreasing order of importance from a to e.

1. Eliminating weak candidates which can convert to a reject after interview or can be a possible attrition later. 2. The order of importance emphasizes the qualities that can be

trained on or forced to adhere to can be given lesser importance

Expectation setting

1. Recruitment 2. Training 3. Operations

1. Job Profile 2. Training period and qualifying criteria 3. OJT period and qualifying criteria 4. Perks 5. Facilities 6. Growth opportunities and qualifying criteria 7. Name and contact number/email address for emergency contact before

joining

1. The candidate knows what to expect and does not fall into the trap of getting frustrated at any time. S/he gets time to think and decide. 2. If the candidate has to opt out, it happens early and does not add to attrition. 3. The candidate is mentally prepared about the training and nesting period and guidelines. 4. Candidate feels that the company

has values to follow and s/he is cared for.

Overall Presentation

1. Recruitment 2. Training 3. Operations

1. Company profile 2. Overall market position 3. Current promotions 4. Her/his position in the overall organization

1. The candidate goes back with a positive picture. 2. A happy employee brings in more. 3. With a positive bend of mind, s/he starts her/his job with optimism.

Induction



Overview of the the complete Company/Parent Organization

1. HR

1. About the MD. 2. Verticals the Enterprise is into. 3. Brief history of the parent business. 4. Current/Latest achievements. 5. Market position. 6. Vertical, the new hires are a part of.

1. Builds confidence. 2. Makes the new hire proud of the new organization s/he is a part of. 3. Reveals the Growth that is possible with required hard work and skill. 4. Makes the new hire feel a part of a large entity. 5. Imparts knowledge about the organization to the individual.

Details of the Company s/he is getting recruited for (Vision and Mission)

1. HR

1. About the CEO. 2. Vision and Mission of the company. 3. Brief history of the company. 4. Company’s Associations. 5. Company’s website. 6. Position in market. 7. Other processes apart from the one hiring are done for.

1. Builds confidence. 2. Gives the new hire a sense of belonging to a larger entity. 3. Get’s to know about the company before starting to work. 4. The market presence makes the new hire feel secure. 5. Displays possibility of vertical movement.

Retention Program

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Introduction to the process being hired for

1. Operations

1. Introduction of the client. 2. Relation with client and latest

interactions. 3. Current manpower. 4. Hierarchy of reporting. 5. Names of Supervisors, AMs and Sr. Manager. 6. Name of the HRBP. 7. Overview of the kind of work s/he is being hired for. 8. Growth opportunities within the process and requirements.

1. Counters the fear of process instability in BPO industry.

2. Gets the clear picture of reporting before joining the floor. 3. Prior knowledge of names brings in familiarity. 4. Prior knowledge of work gets psychological frame before the training. 5. Visible Growth opportunity facilitates planning and ensures stability.

Expectation settings in terms of oportunities/IJP

1. HR

1. Explain the current hierarchy from the lowest level until the highest level and possible horizontal Growth. 2. Explain the current other business opportunities possible vertical movement. 3. Explain the other verticals IGE is dealing with. 4. Explain the eligibility criteria for each movement. 5. Explain the process of applying in IJP. 6. Explain the general qualifying steps in the tests/interviews involved in any IJP.

1. Add to the assurance of the new hire that Growth is possible, thus reducing chances of attrition. 2. Portrays the visible picture of qualifying criteria and sets the expectation correct. 3. Provides prior knowledge for planning the Growth of the individual.

Training 1. Training 2. Operations

1. Formal introduction of the training team. 2. Introduction to the nature of job. 3. Timelines for the training. 4. Time division between Process and V&A training. 5. Qualifying criteria. 6. Procedure of handover to operations.

1. Prior overview of the process. 2. Familiarity with the first team the new hire will interact with. 3. Prior knowledge of timelines to be prepared for milestones like assessments and floor-hit. 4. Knowledge of the qualifying procedure. 5. Clarity of operations role in the training period.

Expectations from the employee

1. HR

1. Carrying ID Card 2. Dress code 3. Expected professional behaviour 4. Email signature 5. Time adherence 6. Escalation procedure

1. Making the company expectation clear. 2. Portraying the environment that the new hire would expect. 3. Giving an idea as per the activities that are allowed or not allowed inside the office premises and floor premises.

Introduction to Departments

1. ISG 2. Admin 3. Transport

1. Brief introduction and explanation of the respective department. 2. Their activities and what they can do for the individual. 3. Procedure of contact in case of need. 4. The contact email addresses, numbers and contact names of the department in case of need.

1. The new hire would be ready to face any difficulty in case of emergency. 2. Create the organization’s support function’s relevance. 3. To get the confidence that the support functions work for the operations and there is and would be an uninterrupted flow of work.

Overview of facilities (Cafeteria, Transport, Re-Imbursements)

1. HR 2. Admin

1. Introduction of facilities. 2. Explanation of the terms of usage. 3. Effectiveness of the facilities to make life easy. 4. The fixed and variable facilities. 5. Contacts of the facilities and procedure of contact in case of need.

1. Create familiar environment for the new hire. 2. Provide with the cushions of support in the workplace. 3. Giving information about the conveniences to look forward to. 4. Giving a sense of fulfilment to the new hire about her/his new organization.

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Other information and formalities:

1. HR

1. Salary account opening. 2. Information about PF Transfer. 3. Original document verification. 4. Required document collection.

1. Improves assurance level. 2. Completes the paperwork and leaves no room of ambiguity for future.

Training



Introduction 1. Training

1. Introduction of the trainer as the most supportive person. 2. Introduction of the core job. 3. Introduction of the company as one

of the best place to work with.

1. Increase in confidence of the trainee. 2. Psychological ease before getting into hardcore training.

3. Sense of security in a new place.

Confidence building

1. Training 2. Operations

1. Making the learning experience easier. 2. Getting the supervisors introduced gradually. 3. Informing trainees regarding the floor and the operations. 4. Imparting the training to handle the workflow better and to get good quality score as per operations norms, and making it visible.

1. Increase in confidence. 2. Preparing trainees efficiently for floor. 3. Presenting the work to come in most worthwhile manner. 4. Getting the trainees to come in terms with operations and not be dependent on trainer until end of training.

ID Creations 1. ISG 2. Admin 3. Training

As applicable: 1. Employee ID 2. Identity card 3. LAN ID 4. Email ID 5. Extension number

1. Employee is ready with all the formalities done before hitting production. 2. Early completion of all the formalities makes the employee feel easy with the organization. 3. Creates an impact of the efficiency and credibility of the support functions.

Process / V&A

1. Training

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 formalities makes the employee feel easy with the organization. 5. Creates an impact of the efficiency and credibility of the support functions. 6. Balancing the V&A and 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.

1. Increase in confidence. 2. Faster learning and concept grasping. 3. Gradual preparation for the operations floor. 4. Balanced approach to the V&A and

process training.

Recruitment Feedback

1. Training

Retention Program

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Hand Holding



Trainee report

1. Training

1. Week on week training report for each individual. 2. Noting the periodical increase or decrease in learning and development. 3. Making assessments results and personal feedback a part of the report. 4. Giving the report an observation indicating the level of focus the individual needs.

1. Building a positive pressure on the individual to learn effectively. 2. Marking a trend of learning so that future performance can be forecasted. 3. Documenting the assessment results in the report can be good repository for future analysis. 4. Trainer’s observation can be a quick reference for the future leaders of the individual.

Feedback 1. Training

1. Ensuring to give positive feedback on every good result. 2. Formulating negative feedback in structured and optimistic manner. 3. Ensuring impartial and equal feedback for the complete batch. 4. Keeping feedbacks as a part of the

Trainee Report.

1. Increase in confidence. 2. Endeavour to do better and excel increases. 3. Negative feedbacks are not taken personally. 4. Each feedback is documented and can be referred later.

Handover 1. Training 2. Operations

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

meeting with the supervisor and the trainee while handover, along with the Trainee report. 3. The drawbacks, merits and attributes of the trainee related to the process knowledge, absenteeism etc should be discussed with the supervisor. 4. The report should accompany an observation that might not be shared with the trainee, but only for the supervisor that would have the necessary feedbacks that the supervisor must know before taking any decision related to the trainee.

1. The supervisor would have first-

hand knowledge of the new joiner before making any action plans. 2. The brief meeting would make the new joiner believe that the training and operation go hand in hand and would result in building confidence. 3. The sync of training and operations can be maintained. 4. The new joiner knows that her/his abilities and drawbacks are in knowledge of the supervisor and are documented.

Nesting



Retention Program

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Report study of the new joiner

1. Operations 2. Training

1. Receiving the reports and analyzing the positive and negative impacts with the trainer 2. Formulating an action plan for the employee through the nesting until production 3. Getting a buy in from the trainer related to the action plan 4. Continuing the trainee report with additional pages for Nesting Report

1. Being prepared of any activity from the new joiner in terms of attrition

2. Knowledge of personal traits of the individual to forecast possible attrition 3. Using constant training feedback as the individual would have shown indications of staying or attrition in training itself 4. Increasing the confidence ensuring productivity/quality 5. Increasing faster certification thus leading the less frustration and possible attrition

Introduction to the floor and tenured seniors

1. Operations

1. Formal introduction on floor 2. Attaching a new joiner to a tenured employee as buddy 3. Taking feedback from the buddy 4. Introduction to the leaders of the process

1. Ice breaking between the tenured and new joiners 2. Ensuring that the new joiner gets the updated and practical knowledge about the process 3. Receiving feedback from buddy and making necessary changes to the Nesting Report 4. Making the new joiner aware of reporting hierarchy and familiar with names and faces of her/his leaders

Personal interaction with the new joiner

1. Operation

1. Taking feedback from the employee about his view of the company 2. Asking reasons if there is any negative feedback 3. Asking her/his career goals and personal interests 4. Getting a feel of her/his family condition 5. Making a very transparent picture of the company and its leaders

1. Increasing the confidence level of the new joiner 2. Getting knowledge of any negativity about the company for taking precautionary measures’ 3. Forecasting any possible decision that the new joiner might take immediately or some time down the line related to her/his career 4. Clearing any doubt that the new joiner may have that can get her/him decide to take a decision or make a preconceived notion that is incorrect

Constant review of the performance

1. Operation

1. Reviewing the Nesting report and analyzing the upward or Growth 2. Nothing any major changes for future use 3. Discussing the report with other leaders and take corrective measures if necessary 4. Analyzing any trend in the individual

or in more than one new joiners for scrutiny

1. Ensuring the Growth in terms in productivity and quality 2. Noticing any early sign of attrition 3. Keeping the leaders posted on recent developments 4. Being prepared for any untoward situation

Study reports of prev. employee’s who have exited, find similar instances in present batch to make plan for saving a forecasted attrition

1. Operations

1. Keeping the reasons and trend report of recent attritions handy 2. Searching of similar possibilities in the new population 3. Chalking out plans for possible similar occurrences 4. Filtering the incorrect hires and creating a database

1. To eliminate the controllable reasons of attrition at its root 2. Searching opportunities to minimize such possibilities leading to attrition 3. The incorrect hires list should be updated to the Recruitment to avoid such hiring in the future

Retention Program

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Unbiased approach and feedback mechanism

1. Operations

1. Avoid giving positive and negative feedback to two individuals at a single

time 2. Avoid citing examples of a performing employee to a nonperforming one 3. Avoid any positive or negative feedback too vocally 4. Keep the tone for any kind of feedback similar or understated

1. Maintain similarity between individuals 2. Avoidance of inferiority or superiority complex 3. Avoid Group-ism 4. Ensure cohesion and co-operation

Production



Early warning signal

1. Operations 2. HR 3. ISG 4. Admin 5. Transport 6. Training

1. Personal involvement of the supervisor with the employee

2. Finding any trace of dissatisfaction in the employee 3. Searching for the actual interest of the employee 4. Searching for the unnamed leader in the team 5. Decreasing quality/productivity and employee being unaffected 6. Frequent unplanned leaves 7. Defiance of the employee without reason

1. Preparation for any untoward event like Group attrition

2. Tracking down any possible cause of dissatisfaction for eliminating/minimizing the same 3. Find out if someone is responsible for spreading rumors or to drag down her/his colleagues with her/his attrition 4. Plan accordingly for such situations 5. Attempt converting possible attrition into a successful retention

R&R frequency

1. Track the current R&R frequency and validity 2. Constantly evaluate if the frequency can be increased and justified with minimum cost 3. Ensure that it involves honest recognition and not just a certificate 4. Ensure evaluating R&R results in appraisal and any possible Growth 5. Ensure fair judgment 6. Encourage feedback on the R&R and entertain and answer any grievance related to it

1. The frequency is satisfying and result driven 2. The cost involved is duly recovered 3. Unbiased approach 4. Effective use of the tool to increase satisfaction, retaining, quality, productivity.

Team building and bonding

1. Creating an easy and professional environment for the team 2. Ensuring unbiased approach to each complain 3. Keeping team engaged in activities apart from production 4. Getting the team engaged in personal events of each individual 5. Ensuring to visit each individual’s household at least once 6. Sharing of best practices

7. Encouraging personal interaction and controlling it 8. Finding out innovative ways for team building and bonding and encouraging for new ideas from within the team

1. Better team spirit 2. Constructive working environment 3. Increase in tolerance level for each others. 4. Attracting employees to stay and continue 5. Decrease in attrition 6. Focused and happy employees

7. Organized team, process and company

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Learning and Development

1. Creating scopes of learning about the process and the client 2. Encouraging research and knowledge acquisition about the process 3. Encouraging knowing more about the company and its activities 4. Constructing atmosphere for gaining information about market and its implications on the process 5. Creating scopes for learning new tools for faster work 6. Facilitating the psychological development in terms of business and corporate

1. Engage employees 2. Enhance the confidence level 3. Gather knowledge database to be used in time 4. Creating situations of learning for the individual’s benefit 5. Preparing for internal openings

IJP

1. Keep track of all IJPs rolled out 2. Keep track of educational qualifications, interests of team members to match any IJP 3. Giving the IJP information to employees in time 4. Groom the team members to apply in IJPs and Grow in the company

1. Increase confidence that leaders think of the employees 2. Increase enthusiasm in the work 3. Increase confidence level of employees to discuss personal matters with the supervisor 4. Converting attrition into internal posting

Open House /Skip level frequency

1. Arrange skip level for the teams with the leaders on regular occasions 2. Arrange employees to attend all open house as much as possible 3. Preparing employees to ask questions 4. Building confidence level to interact with the leaders 5. Creating environment for honest suggestions to be presented

1. Any dissatisfaction factor comes out 2. Confidence level increases 3. Interaction with leaders gets assurance that results in dedication 4. Transparency throughout the organization creates honest interaction 5. Gets the supervisors in guard of their role

Salary benchmark/compensation

1. Gather constant feedback regarding the current compensation and its implications

2. Know about the market level for similar profiles 3. Try to bridge the gap if any, with R&R and other activities 4. Try to justify the compensation with valid logics and logistics 5. Ensure that the employee gets her/his compensation in time, especially the OT 6. Gauge the employees knowledge about her/his market value and correct if it is inflated in his knowledge

1. Keeping a finger on employee’s

nerves always helps in gauging their future action 2. Market knowledge and its transparent comparison helps in building assurance level of the employee 3. Making apparent that salary is not the major factor one works for helps in retaining people

HRBP turnaround time

1. Ensure that HR issues are handled properly 2. Ensure that valid concerns are escalated to the HRBP through proper channel 3. Ensure that the HRBP provides solution in stipulated time 4. Ensure that the HR solutions are rigid and complete

1. Instils confidence in employees related to the HR issues 2. Relieves the employees from the task of solving HR problems themselves and helps in concentrating in core job 3. Helps the HR rules and regulations to be accessible anytime 4. HRBP can also play an active part in analyzing issues like attrition and employee satisfaction

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Immediate Supervisor

1. Should take ownership and be personally accountable

2. Should instil confidence in employees 3. Should set examples 4. Should be able to delegate authorities and pass on responsibilities effectively 5. Should act as a cushion between the management and subordinates 6. Should not pass on frustrations 7. Should be mature and act as a guardian

1. For any employee, her/his immediate supervisor is the company s/he is working for. This is the only responsible factor in converting attrition to a permanent employee or a confirmed employee to a negative attrition.

Clarity of hierarchy

1. The hierarchy should be clear in the process. 2. The reporting ladder should be in place and understandable 3. The leaders should be visibly approachable 4. The hierarchy of the company should be in knowledge of the employee

1. Instils confidence in the organization and its structure 2. Visible hierarchy makes the Growth easy to look at and lucrative to strive for 3. Knowledgeable employee portrays a good picture of company outside and increases goodwill

Clarity of policies

1. Leave and other policies should be defined 2. Hard or soft copies of policies should be accessible to the employees any time 3. There should be no mismatch in policies as rolled out by operations and HR 4. The knowledge of policies should be very clear to the supervisor and the HRBP

1. Clear policies increases assurance 2. Eliminates ambiguities and possibilities of advantage being taken 3. Managing the team in better way

Technical issues

1. Ensuring the technical aspect remains robust for uninterrupted work 2. Planning to handle any disruption at a given time 3. Developing ergonomics for the best utilization of resources 4. Sharing best practices among the employees regarding the usage of the resources

1. Uninterrupted production 2. Engaged employees 3. Tapping talent in team to handle allowable technical issues 4. Developing confidence regarding the robust technical support

Overall environment

1. Creating a positive environment for optimistic atmosphere

2. Giving support and feedback to team members 3. Creating a positive impact of the company and maintaining it

1. Satisfied employees 2. Controlled attrition 3. Employee retention

Thank You.

For Further enquiry, please contact:

K. S. Alok Ranjan | +91-9810 77 5457 | [email protected]

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Business

Retention Program