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Employee Retention Activities

Attrition is arguably the single most common, and the costliest of challenges that organisations the world over face. The process of retention begins from hiring right, and moves along the employee life cycle in almost everything that the organisation does. While understanding that individuals have to be treated differently, it has also been proven that the right structures and processes go a long way in extending the average tenure for employees.

Best fit, competency based hiring – including psychometrics:

Installing systems in place where recruitment decisions are taken on a true understanding of the “competency-fit” and not on the traditional “gut-feel”. Psychometric tools are often deployed to gain an insight into certain behavioral traits that are otherwise difficult to identify in the interview process.

Employee communication charter:

A communication calendar that lays down, tracks and follows up on the action points emerging out of all the communication exercises that an employee goes through. Communication, or lack of it, is often felt to be the single most common reason for employees to leave an organisation.

Engagement dipstick surveys:

Random, but statistically significant, sampling of the employee population to understand the current levels of engagement, deriving action points for the management, and ensuring that the action points are closed to the satisfaction of the employees. Engagement levels are significantly increased if the actions of the management are energized in the right direction.

Employee satisfaction surveys:

Full blown surveys that capture the “mood” of the employees. The results can be utilized to bring about (often) dramatic changes in the way that the organisation works and cares for its employees.

Process improvement suggestions through exit interviews:

Close looping the feedback received through the exit interview process. The exit process has to be designed in a way that it captures the true essence of what makes the employees leave an organisation, and what steps can be taken to prevent recurrence of such incidences.

Sharing market best practices, including compensation structuring:

There is a lot of data and best practices already flowing in the market. The trick is to understand the competitive landscape that an organisation exists in, and then map the market best practices with a view to inculcate the best suited amongst them to the internal functioning of the organisation.

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