Zero Attrition = Hundred per cent jubilation

Zero Attrition = Hundred Percent Jubilation

Problem of attrition

The news item in Economic Times (18 January, 2012) 'Zero Attrition at ITC as Workforce Wedded for Life' should be an eye-opener for many a HR professional battling the attrition problem to find answers to the pressing demands from Project Leaders wanting to meet deadlines due to job hoppers, by hunting for the right replacements with the right skill sets and with all the urgency it demands, and finding leaders for the growth and expansion plans of the corporates.

Zero attrition means a happy workforce

Lord Krishna, it is said, had 16008 wives and all of them were happy too which Krishna ensured. The strong bond between the Lord and the wives was mainly due to the life-long devotion or Bhakti which his wives showed towards Him and the unlimited bliss and ecstasy that the Lord bestowed on them. That ITC managed to keep half of it's 7000 odd employees I'n a life long relationship could be compared to the devotion of Lord Krishna's wives and the 'corporate bliss and ecstasy' that ITC management could bestow on their employees.


Is Zero attrition possible?

But when it comes to corporate India, can we say that there are organizations, howsoever large, to which all its employees tie the knot, when they join, for a life-long relation? And do they also continue to remain with the organization until retirement, with a similar kind of devotion or bhakti towards their organization, through their duties?

The above question is raised I'n the context of keeping all the talents within the organization in tact and ensuring that there is little or no attrition at all. Assuming that it is possible, the organizations need to have certain special characteristics, with particular emphasis on the recruitment process. And, needless to say that if such organizations have to succeed, the HR has to play the ideal match-making role; not only that, once the employee has 'tied the knot', HR should continue to play the role of a Harmonious Relationship Officer, to ensure that the relationship thrives. and grows from strength to strength.

What the organization should do

Recruitment

A very fool proof recruitment procedure is the first and most crucial step.It should be ensured at the initial recruitment process itself that the people who are selected have all the vital characteristics needed for a life-long relation, somewhat similar to looking for all the vital qualities in a wife-to be, so that once the knot is tied, there is no question of deserting in the middle (though, these days in marriages such desertions are happening increasingly). The qualities which one normally looks are: presentable, adaptability, adjusting to various situations, trust building, coping with challenges in life, grow as mature adults, liking and mingling with other near and dear one's and so forth - all contributing to continuous strengthening of the relation. All these equally apply I'n the case of new recruits. The life-long relation should also provide enough happiness and thrills normally associated with a happy wed-lock.

Training and development

Training and development should be so moulded to ensure the growth of the individual employees taking into account the particular skills to be developed I'n them and, at the same time, ensuring the growth of the organization, through the collective contributions they make while at work. ITC regularly sends their lifers for refresher courses at world class management schools. Not only that, training should involve working I'n various departments so that leaders can easily adapt to changes and the growth of the organization is not inhibited.

Other employee benefits

The employees should have the freedom to express their views and share their ideas with the management. There should be opportunities and challenges I'n the job through which they could grow into mature leaders. The remuneration, rewards, recognition through promotions, special rewards, opportunities for acquiring managerial skills etc. should all be built towards retention. Stock option and through which the sense of ownership and belongingness to the organization is a major tool for employees remaining ever attached to the organization.It is worth remembering I'n this context how Infosys had created millionaires across the organization right from peons and drivers to the top echelons.

What the employees should do

Employees should feel the 'oneness' with the organization and realize that all their efforts are directed towards growth and expansion of the organization, through which they could also grow to be mature leaders. They should be bound to the organization by total devotion which would only benefit them to strengthen the bond, without any thought of separation coming to their mind, and focus on the 'corporate bliss and ecstasy' which the organization could bestow across all levels.

ITC can boast of a 7000 staff company and half of them are wedded to the company for whole life, for the company ensures all of them happy and wedded for life. It is thus amazing that the company has not recruited anyone for nearly 23 years!!

Coming close to ITC is Uniliver where half of the 1500 workforce are lifers. While ITC claims zero attrition at top level, at HUL it is somewhere close to 5 per cent.

Another example - IBM

It is interesting to see how companies like IBM are also able to retain staff for whole life.
To quote from a recent article I'n Harvard Business Review, by Brad Power, the following are some of the salient features practiced by IBM. 'It is built into IBM that once we reach a certain performance we raise the bar. IBM is also different because it hires and develops people for the long term at all levels - not just for today's job openings and not just senior management'. The article further adds, 'to develop talent that can lead the enterprise generation after generation takes money, time and patience. And this is not just about people at the top - it is about developing future leaders broadly and deeply throughout the organization. HR's focus at IBM today is finding and developing more innovative employees, in concert with IBM's strategy of a 'smarter planet - improving the world through 'green tech', 'smart grids', water management systems and so forth.'

Conclusion

With such clear focus on initial recruitment and leadership development strategies, why there should be worry about attrition? The results are there for everyone to see, admire,
learn and adapt.