The document outlines steps to minimize employee attrition across the employee lifecycle from pre-hire to post-training nesting. It details planning, tasks, and expected results at each stage including exhaustive job description preparation, requirement presentation, interviewing, expectation setting, induction, training, hand holding, and handover to operations. The goal is to hire the right candidates, onboard them effectively, build confidence through training, provide feedback, and ensure a smooth transition to independent work to boost retention.

1. 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.

2. Retention Program
Pre Hire
Responsible
Planning Tasks Result expected
Department
1. Previous hires to be looked at to
filter successful employees. 1. Elimination of possibility of
2. Their CV's should be looked at and a incorrect hire and subsequent
trend analysis should be done. attrition.
Exhaustive
1. Operations 3. Previous attrition reasons, as per 2. Increase in possibility of getting the
JD 2. Training Supervisor and Trainer should be looked correct employee of standard of
preparation at and analyzed. current successful employees.
4. On the basis of analysis, a revised JD 3. JD would always be up to date as
for the current positions should be per the requirement.
prepared.
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 1. The clearer the understanding is
before the hiring. the better is the possibility of a
2. The timelines for training (V&A, correct hire.
1. Operations Process) should be fixed and 2. The hiring personnel’s knowledge
Requirement
2. Recruitment communicated. of the process would assist her/him in
presentation 3. Training 3. The person responsible in hiring choosing the right candidate.
should be in-sync with the process 3. If such hiring has been the prior
owner regarding the process. experience, it would make the
4. Preferably, person responsible for process easier and faster.
hiring for such process earlier (voice,
non-voice) should be responsible for
the current hiring.
Hiring
Responsible
Planning Tasks Result expected
Department
1. Asking for mandatory Cover Letters 1. The individual can be gauged from
with CV the Covering Letter.
2. Eliminating CVs not meeting 2. Undesirable candidates can be
requirements filtered before the interview and it
3. Categorizing CVs on the basis of saves time/cost and resources.
CV Selection ‘most likely … least likely’ criteria 3. Interview can be started with the
and inviting 1. Recruitment 4. Location and direction info for the ones that have greater possibility to
candidates interview be selected and are more likely to
5. Papers and docs required accept the offer.
6. Contact person name and number 4. Solves the purpose of getting the
7. Approximate time of the interview candidate at right time to the
8. Clarity about reimbursement for location and minimizes wastage of
travel expenses time.
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3. Retention Program
1. A test can be a good step before
interview to select the proper
candidate for oral interview, depending
on the process
1. Eliminating weak candidates which
2. The individual should be gauged on
can convert to a reject after
her/ his:
interview or can be a possible
1. Recruitment a. Integrity
attrition later.
Interview 2. Training b. Capability to learn/do the core job
2. The order of importance
3. Operations c. Capability to adapt to environment
emphasizes the qualities that can be
d. Previous work experience
trained on or forced to adhere to can
e. Educational qualification
be given lesser importance
f. Other criteria/s
The above criteria can be on the basis
of decreasing order of importance from
a to e.
1. The candidate knows what to
1. Job Profile expect and does not fall into the trap
2. Training period and qualifying of getting frustrated at any time.
criteria S/he gets time to think and decide.
3. OJT period and qualifying criteria 2. If the candidate has to opt out, it
1. Recruitment 4. Perks happens early and does not add to
Expectation
2. Training 5. Facilities attrition.
setting 3. Operations 6. Growth opportunities and qualifying 3. The candidate is mentally prepared
criteria about the training and nesting period
7. Name and contact number/email and guidelines.
address for emergency contact before 4. Candidate feels that the company
joining has values to follow and s/he is cared
for.
1. Company profile 1. The candidate goes back with a
1. Recruitment 2. Overall market position positive picture.
Overall
2. Training 3. Current promotions 2. A happy employee brings in more.
Presentation 3. Operations 4. Her/his position in the overall 3. With a positive bend of mind, s/he
organization starts her/his job with optimism.
Induction
Responsible
Planning Tasks Result expected
Department
1. Builds confidence.
Overview of 2. Makes the new hire proud of the
1. About the MD.
the the new organization s/he is a part of.
2. Verticals the Enterprise is into.
3. Reveals the Growth that is possible
complete 3. Brief history of the parent business.
1. HR with required hard work and skill.
Company/Pa 4. Current/Latest achievements.
4. Makes the new hire feel a part of a
rent 5. Market position.
large entity.
Organization 6. Vertical, the new hires are a part of.
5. Imparts knowledge about the
organization to the individual.
1. Builds confidence.
Details of 1. About the CEO.
2. Gives the new hire a sense of
the Company 2. Vision and Mission of the company.
belonging to a larger entity.
s/he is 3. Brief history of the company.
3. Get’s to know about the company
4. Company’s Associations.
getting before starting to work.
1. HR 5. Company’s website.
recruited for 4. The market presence makes the
6. Position in market.
(Vision and new hire feel secure.
7. Other processes apart from the one
Mission) 5. Displays possibility of vertical
hiring are done for.
movement.
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4. Retention Program
1. Introduction of the client. 1. Counters the fear of process
2. Relation with client and latest instability in BPO industry.
interactions. 2. Gets the clear picture of reporting
Introduction 3. Current manpower. before joining the floor.
to the 4. Hierarchy of reporting. 3. Prior knowledge of names brings in
5. Names of Supervisors, AMs and Sr. familiarity.
process 1. Operations
Manager. 4. Prior knowledge of work gets
being hired 6. Name of the HRBP. psychological frame before the
for 7. Overview of the kind of work s/he is training.
being hired for. 5. Visible Growth opportunity
8. Growth opportunities within the facilitates planning and ensures
process and requirements. stability.
1. Explain the current hierarchy from
the lowest level until the highest level
and possible horizontal Growth.
2. Explain the current other business
1. Add to the assurance of the new
opportunities possible vertical
Expectation hire that Growth is possible, thus
movement.
settings in reducing chances of attrition.
3. Explain the other verticals IGE is
2. Portrays the visible picture of
terms of 1. HR dealing with.
qualifying criteria and sets the
oportunities/ 4. Explain the eligibility criteria for
expectation correct.
IJP each movement.
3. Provides prior knowledge for
5. Explain the process of applying in
planning the Growth of the individual.
IJP.
6. Explain the general qualifying steps
in the tests/interviews involved in any
IJP.
1. Prior overview of the process.
1. Formal introduction of the training 2. Familiarity with the first team the
team. new hire will interact with.
2. Introduction to the nature of job. 3. Prior knowledge of timelines to be
1. Training 3. Timelines for the training. prepared for milestones like
Training
2. Operations 4. Time division between Process and assessments and floor-hit.
V&A training. 4. Knowledge of the qualifying
5. Qualifying criteria. procedure.
6. Procedure of handover to operations. 5. Clarity of operations role in the
training period.
1. Making the company expectation
1. Carrying ID Card clear.
Expectations 2. Dress code 2. Portraying the environment that
3. Expected professional behaviour the new hire would expect.
from the 1. HR
4. Email signature 3. Giving an idea as per the activities
employee 5. Time adherence that are allowed or not allowed inside
6. Escalation procedure the office premises and floor
premises.
1. Brief introduction and explanation of 1. The new hire would be ready to
the respective department. face any difficulty in case of
2. Their activities and what they can do emergency.
Introduction 1. ISG for the individual. 2. Create the organization’s support
to 2. Admin 3. Procedure of contact in case of function’s relevance.
Departments 3. Transport need. 3. To get the confidence that the
4. The contact email addresses, support functions work for the
numbers and contact names of the operations and there is and would be
department in case of need. an uninterrupted flow of work.
1. Create familiar environment for the
Overview of 1. Introduction of facilities. new hire.
facilities 2. Explanation of the terms of usage. 2. Provide with the cushions of
(Cafeteria, 3. Effectiveness of the facilities to support in the workplace.
1. HR
Transport, make life easy. 3. Giving information about the
2. Admin
Re- 4. The fixed and variable facilities. conveniences to look forward to.
Imbursement 5. Contacts of the facilities and 4. Giving a sense of fulfilment to the
s) procedure of contact in case of need. new hire about her/his new
organization.
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5. Retention Program
Other 1. Salary account opening. 1. Improves assurance level.
information 2. Information about PF Transfer. 2. Completes the paperwork and
1. HR
and 3. Original document verification. leaves no room of ambiguity for
formalities: 4. Required document collection. future.
Training
Responsible
Planning Tasks Result expected
Department
1. Introduction of the trainer as the 1. Increase in confidence of the
most supportive person. trainee.
Introduction 1. Training 2. Introduction of the core job. 2. Psychological ease before getting
3. Introduction of the company as one into hardcore training.
of the best place to work with. 3. Sense of security in a new place.
1. Making the learning experience
1. Increase in confidence.
easier.
2. Preparing trainees efficiently for
2. Getting the supervisors introduced
floor.
gradually.
3. Presenting the work to come in
Confidence 1. Training 3. Informing trainees regarding the
most worthwhile manner.
building 2. Operations floor and the operations.
4. Getting the trainees to come in
4. Imparting the training to handle the
terms with operations and not be
workflow better and to get good quality
dependent on trainer until end of
score as per operations norms, and
training.
making it visible.
1. Employee is ready with all the
formalities done before hitting
As applicable:
production.
1. Employee ID
1. ISG 2. Early completion of all the
2. Identity card
ID Creations 2. Admin formalities makes the employee feel
3. LAN ID
3. Training easy with the organization.
4. Email ID
3. Creates an impact of the efficiency
5. Extension number
and credibility of the support
functions.
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 1. Increase in confidence.
formalities makes the employee feel 2. Faster learning and concept
easy with the organization. grasping.
Process /
1. Training 5. Creates an impact of the efficiency 3. Gradual preparation for the
V&A and credibility of the support functions. operations floor.
6. Balancing the V&A and process 4. Balanced approach to the V&A and
training. 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.
Recruitment
1. Training
Feedback
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6. Retention Program
Hand Holding
Responsible
Planning Tasks Result expected
Department
1. Building a positive pressure on the
1. Week on week training report for individual to learn effectively.
each individual. 2. Marking a trend of learning so that
2. Noting the periodical increase or future performance can be
decrease in learning and development. forecasted.
Trainee
1. Training 3. Making assessments results and 3. Documenting the assessment
report personal feedback a part of the report. results in the report can be good
4. Giving the report an observation repository for future analysis.
indicating the level of focus the 4. Trainer’s observation can be a
individual needs. quick reference for the future leaders
of the individual.
1. Ensuring to give positive feedback on
1. Increase in confidence.
every good result.
2. Endeavour to do better and excel
2. Formulating negative feedback in
increases.
structured and optimistic manner.
Feedback 1. Training 3. Negative feedbacks are not taken
3. Ensuring impartial and equal
personally.
feedback for the complete batch.
4. Each feedback is documented and
4. Keeping feedbacks as a part of the
can be referred later.
Trainee Report.
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 1. The supervisor would have first-
meeting with the supervisor and the hand knowledge of the new joiner
trainee while handover, along with the before making any action plans.
Trainee report. 2. The brief meeting would make the
3. The drawbacks, merits and new joiner believe that the training
attributes of the trainee related to the and operation go hand in hand and
1. Training
Handover process knowledge, absenteeism etc would result in building confidence.
2. Operations
should be discussed with the 3. The sync of training and operations
supervisor. can be maintained.
4. The report should accompany an 4. The new joiner knows that her/his
observation that might not be shared abilities and drawbacks are in
with the trainee, but only for the knowledge of the supervisor and are
supervisor that would have the documented.
necessary feedbacks that the supervisor
must know before taking any decision
related to the trainee.
Nesting
Responsible
Planning Tasks Result expected
Department
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7. Retention Program
1. Being prepared of any activity from
the new joiner in terms of attrition
1. Receiving the reports and analyzing 2. Knowledge of personal traits of the
the positive and negative impacts with individual to forecast possible
the trainer attrition
Report study 2. Formulating an action plan for the 3. Using constant training feedback as
1. Operations employee through the nesting until the individual would have shown
of the new
2. Training production indications of staying or attrition in
joiner 3. Getting a buy in from the trainer training itself
related to the action plan 4. Increasing the confidence ensuring
4. Continuing the trainee report with productivity/quality
additional pages for Nesting Report 5. Increasing faster certification thus
leading the less frustration and
possible attrition
1. Ice breaking between the tenured
and new joiners
2. Ensuring that the new joiner gets
1. Formal introduction on floor
Introduction the updated and practical knowledge
2. Attaching a new joiner to a tenured
about the process
to the floor employee as buddy
1. Operations 3. Receiving feedback from buddy and
and tenured 3. Taking feedback from the buddy
making necessary changes to the
seniors 4. Introduction to the leaders of the
Nesting Report
process
4. Making the new joiner aware of
reporting hierarchy and familiar with
names and faces of her/his leaders
1. Increasing the confidence level of
the new joiner
1. Taking feedback from the employee
2. Getting knowledge of any
about his view of the company
negativity about the company for
2. Asking reasons if there is any
Personal taking precautionary measures’
negative feedback
3. Forecasting any possible decision
interaction 3. Asking her/his career goals and
1. Operation that the new joiner might take
with the personal interests
immediately or some time down the
new joiner 4. Getting a feel of her/his family
line related to her/his career
condition
4. Clearing any doubt that the new
5. Making a very transparent picture of
joiner may have that can get her/him
the company and its leaders
decide to take a decision or make a
preconceived notion that is incorrect
1. Reviewing the Nesting report and
analyzing the upward or Growth
1. Ensuring the Growth in terms in
2. Nothing any major changes for future
Constant productivity and quality
use
2. Noticing any early sign of attrition
review of 3. Discussing the report with other
1. Operation 3. Keeping the leaders posted on
the leaders and take corrective measures if
recent developments
performance necessary
4. Being prepared for any untoward
4. Analyzing any trend in the individual
situation
or in more than one new joiners for
scrutiny
Study
reports of
prev.
employee’s 1. Keeping the reasons and trend 1. To eliminate the controllable
who have report of recent attritions handy reasons of attrition at its root
exited, find 2. Searching of similar possibilities in 2. Searching opportunities to
similar the new population minimize such possibilities leading to
1. Operations
instances in 3. Chalking out plans for possible attrition
present similar occurrences 3. The incorrect hires list should be
batch to 4. Filtering the incorrect hires and updated to the Recruitment to avoid
make plan creating a database such hiring in the future
for saving a
forecasted
attrition
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8. Retention Program
1. Avoid giving positive and negative
feedback to two individuals at a single
Unbiased time 1. Maintain similarity between
approach 2. Avoid citing examples of a individuals
performing employee to a 2. Avoidance of inferiority or
and 1. Operations
nonperforming one superiority complex
feedback 3. Avoid any positive or negative 3. Avoid Group-ism
mechanism feedback too vocally 4. Ensure cohesion and co-operation
4. Keep the tone for any kind of
feedback similar or understated
Production
Responsible
Planning Tasks Result expected
Department
1. Personal involvement of the
1. Preparation for any untoward event
supervisor with the employee
like Group attrition
2. Finding any trace of dissatisfaction in
2. Tracking down any possible cause
the employee
of dissatisfaction for
3. Searching for the actual interest of
Early eliminating/minimizing the same
the employee
3. Find out if someone is responsible
warning 4. Searching for the unnamed leader in
for spreading rumors or to drag down
signal the team
her/his colleagues with her/his
5. Decreasing quality/productivity and
attrition
employee being unaffected
4. Plan accordingly for such situations
6. Frequent unplanned leaves
5. Attempt converting possible
7. Defiance of the employee without
attrition into a successful retention
reason
1. Track the current R&R frequency and
validity
2. Constantly evaluate if the frequency
can be increased and justified with 1. The frequency is satisfying and
minimum cost result driven
1. Operations 3. Ensure that it involves honest 2. The cost involved is duly recovered
R&R
2. HR recognition and not just a certificate 3. Unbiased approach
frequency 3. ISG 4. Ensure evaluating R&R results in 4. Effective use of the tool to
4. Admin appraisal and any possible Growth increase satisfaction, retaining,
5. Transport 5. Ensure fair judgment quality, productivity.
6. Training 6. Encourage feedback on the R&R and
entertain and answer any grievance
related to it
1. Creating an easy and professional
environment for the team
2. Ensuring unbiased approach to each
complain 1. Better team spirit
3. Keeping team engaged in activities 2. Constructive working environment
apart from production 3. Increase in tolerance level for each
4. Getting the team engaged in others.
Team
personal events of each individual 4. Attracting employees to stay and
building and
5. Ensuring to visit each individual’s continue
bonding household at least once 5. Decrease in attrition
6. Sharing of best practices 6. Focused and happy employees
7. Encouraging personal interaction and 7. Organized team, process and
controlling it company
8. Finding out innovative ways for team
building and bonding and encouraging
for new ideas from within the team
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9. Retention Program
1. Creating scopes of learning about the
process and the client
2. Encouraging research and knowledge
acquisition about the process
1. Engage employees
3. Encouraging knowing more about the
2. Enhance the confidence level
company and its activities
3. Gather knowledge database to be
Learning and 4. Constructing atmosphere for gaining
used in time
Development information about market and its
4. Creating situations of learning for
implications on the process
the individual’s benefit
5. Creating scopes for learning new
5. Preparing for internal openings
tools for faster work
6. Facilitating the psychological
development in terms of business and
corporate
1. Keep track of all IJPs rolled out 1. Increase confidence that leaders
2. Keep track of educational think of the employees
qualifications, interests of team 2. Increase enthusiasm in the work
members to match any IJP 3. Increase confidence level of
IJP
3. Giving the IJP information to employees to discuss personal matters
employees in time with the supervisor
4. Groom the team members to apply in 4. Converting attrition into internal
IJPs and Grow in the company posting
1. Any dissatisfaction factor comes
1. Arrange skip level for the teams
out
with the leaders on regular occasions
2. Confidence level increases
2. Arrange employees to attend all
Open House 3. Interaction with leaders gets
open house as much as possible
assurance that results in dedication
/Skip level 3. Preparing employees to ask questions
4. Transparency throughout the
frequency 4. Building confidence level to interact
organization creates honest
with the leaders
interaction
5. Creating environment for honest
5. Gets the supervisors in guard of
suggestions to be presented
their role
1. Gather constant feedback regarding
the current compensation and its
implications
1. Keeping a finger on employee’s
2. Know about the market level for
nerves always helps in gauging their
similar profiles
future action
3. Try to bridge the gap if any, with
Salary 2. Market knowledge and its
R&R and other activities
transparent comparison helps in
benchmark/c 4. Try to justify the compensation with
building assurance level of the
ompensation valid logics and logistics
employee
5. Ensure that the employee gets
3. Making apparent that salary is not
her/his compensation in time,
the major factor one works for helps
especially the OT
in retaining people
6. Gauge the employees knowledge
about her/his market value and correct
if it is inflated in his knowledge
1. Instils confidence in employees
1. Ensure that HR issues are handled related to the HR issues
properly 2. Relieves the employees from the
2. Ensure that valid concerns are task of solving HR problems
HRBP escalated to the HRBP through proper themselves and helps in concentrating
turnaround channel in core job
time 3. Ensure that the HRBP provides 3. Helps the HR rules and regulations
solution in stipulated time to be accessible anytime
4. Ensure that the HR solutions are rigid 4. HRBP can also play an active part
and complete in analyzing issues like attrition and
employee satisfaction
9

10. Retention Program
1. Should take ownership and be
personally accountable
2. Should instil confidence in
employees 1. For any employee, her/his
3. Should set examples immediate supervisor is the company
4. Should be able to delegate s/he is working for. This is the only
Immediate
authorities and pass on responsibilities responsible factor in converting
Supervisor effectively attrition to a permanent employee or
5. Should act as a cushion between the a confirmed employee to a negative
management and subordinates attrition.
6. Should not pass on frustrations
7. Should be mature and act as a
guardian
1. The hierarchy should be clear in the 1. Instils confidence in the
process. organization and its structure
2. The reporting ladder should be in 2. Visible hierarchy makes the Growth
Clarity of place and understandable easy to look at and lucrative to strive
hierarchy 3. The leaders should be visibly for
approachable 3. Knowledgeable employee portrays
4. The hierarchy of the company should a good picture of company outside
be in knowledge of the employee and increases goodwill
1. Leave and other policies should be
defined
2. Hard or soft copies of policies should
be accessible to the employees any
1. Clear policies increases assurance
time
Clarity of 2. Eliminates ambiguities and
3. There should be no mismatch in
policies policies as rolled out by operations and
possibilities of advantage being taken
3. Managing the team in better way
HR
4. The knowledge of policies should be
very clear to the supervisor and the
HRBP
1. Ensuring the technical aspect
remains robust for uninterrupted work
1. Uninterrupted production
2. Planning to handle any disruption at
2. Engaged employees
a given time
Technical 3. Tapping talent in team to handle
3. Developing ergonomics for the best
issues utilization of resources
allowable technical issues
4. Developing confidence regarding
4. Sharing best practices among the
the robust technical support
employees regarding the usage of the
resources
1. Creating a positive environment for
optimistic atmosphere
1. Satisfied employees
Overall 2. Giving support and feedback to team
2. Controlled attrition
environment members
3. Employee retention
3. Creating a positive impact of the
company and maintaining it
Thank You.
For Further enquiry, please contact:
K. S. Alok Ranjan | +91-9810 77 5457 | ask@sevensolutions.in
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