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The current attrition management outlook assumes that theabsolute attrition percentages are of utmost importance. Logically however, theClients would be more worried about the organization’s ability to meet the SLAs(Service Level Agreement) consistently, and not the absolute attrition percentagelevels. (Yes, lower attrition percentages help quite a lot in that!)2.
The cost–benefit of these HR initiatives are very difficult to calculateat the design stage. (Usually the cost calculations do not capture the disproportionateamount of time the senior management spends in creating, validating, implementing& troubleshooting these initiatives – specially in terms of the opportunity cost due totime spent away from the business opportunity)3.
Effectiveness & Impact:
The effectiveness of an initiative is very difficult to predict,and the actual impact is usually out of whack with the originally estimated level. Thechoice of initiatives is usually someone’s preference / gut feel – instead of a veryrigorous business decision. (Since some of these initiatives work, there is a sort of organizational legitimacy granted to this “deciding by gut feel” when it comes to HR interventions related decision-making.)4.
Monitoring & Control:
These initiatives / interventions tend to get out of controlquite quickly, and it takes a Herculean effort for the organizational leadership to reinit in. The organizational leadership also does not have very clear decision-makingdata to choose between similar / overlapping interventions or to stop ineffectiveinterventions. The ‘in-process’ monitoring of these initiatives / interventions is quitedifficult given the biases of the implementers & their varying levels of buy-in.5.
The success of most of these HR interventions is driven by the passion of the implementers, specially the first level managers. This does create a possibility of a less effective initiative being continued without knowing clearly thatthere was a better one available, and would have had a higher organizational impact,given the quality of involvement of the first level managers.6.
These initiatives / interventions are usually backward looking. They aretypically driven by the data from exit interviews of the preceding month / quarter.Also given the fact that the reasons
‘why people leave’
are known to be different from‘
why people stay’
, organizations might be aiming the interventions at the ‘wrong’