fff

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com .

Visit our website at http://hrera.com

Contents

1. Moderator's Space

2. Managing in the New Millennium - Conducting Exit Interviews - by Sanjeev Sharma

3. Tomato Soup for the Soul

4. New Members

Lora J. Adrianse, P Jayesh Menon, Sandeep Khare

5. Ads from Members : National Compensation Survey Report for Software Industry

6. My Favorite Quotes - by M K Jain

7. Making a Difference! - sent by Neeraj Narang

8. Leveraging the Exit Interviews - by IVNS Raju

9. Best HR Jobs (India)

1. Moderator's Space

Dear Friends,

Sorry for delay. Our computer had crashed. We have lost few Intros of New Members, few articles.

Cause appears to be a virus that came to Rajeev@HREra.com . Then the support from manufacturer was grudging. The manufacturer is "Box."

warm regards

Rajeev B Bhatnagar

Rajeev@HREra.com

Go Top

2. Managing in the New Millennium - Conducting Exit Interviews - by Sanjeev Sharma

The exit interview is a critical responsibility shared by every organization. While separation is always difficult, an well-organized exit interview can help the employee transition through an emotional time. The reason for separation may be the result of dismissal, retirement, layoff or resignation. Regardless of the reason for separation, an exit interview should be conducted. At the very least, in the cases of voluntary resignations, retirements and dismissal for lack of performance, the exit interview should always be conducted.

When the decision is made to terminate the employment of an individual it requires that care must be taken in addressing the situation with the increased amount of litigation. Employers often find themselves skating on thin ice. Careful attention to the planning of the exit interview (also referred to as the separation interview) can improve the effectiveness of the process and reduce the chance of legal difficulties later.

While attrition is a natural process for organizations, replacing employees is expensive. The cost goes beyond merely placing an advertisement for the opening in a newspaper. It includes training a new employee, staff time for selecting a new employee, lost productivity while the position is open and lost productivity until the new employee gets up to speed. Understanding why people voluntarily leave the company can provide an opportunity for the firm to make changes to reduce turnover rates -- and reduce the associated costs.

Reasons For Conducting The Exit Interview

The exit interview serves a number of important functions. When trends in voluntary separations are tracked, the firm may be provided a valuable heads up concerning discrimination problems. If a trend reveals an inordinate number of women and minorities are resigning, there could be a lack of advancement opportunities. By exploring these issues through exit interviews, the company can learn about the issue and take corrective action.

Valuable feedback concerning training and development can be obtained during the exit interview. If employees feel they are not properly trained to perform the responsibilities of their jobs, they may leave. Or some may leave when they perceive there is a lack of opportunities for future positions.

Using the exit interview effectively can also provide the company with valuable feedback concerning benefits and compensation. This can be both negative and positive. It is equally important to know what employees’ value and what they would like to see changed. The organization can provide a more competitive compensation and benefits package if they utilize this feedback.

The public relations aspect of the exit interview is equally important. The interview is an opportunity for the employer to end the employee's time with the company on a positive note. A new relationship with the departing employee may be created. As the employee departs with positive feelings about the organization, this will be communicated to remaining employees, the local community and future employees. The end result may even be ease of recruiting future applicants.

Conducting The Interview

Human resource managers are a critical part of the separation process. Exit interviews are traditionally conducted by human resource staff members with the knowledge and input of the direct supervisor of the departing employee. Using human resource staff as interviewers, improves the chance employees will open up and provide more valuable feedback.

There are a number of key issues to keep in mind. The interviewer should always begin the process on a positive note - perhaps by offering a thank you for the employee's service to the organization. The employee should be notified of any outplacement services available. And above all, the employee should always be treated with dignity and respect. The interviewer wants to ensure the basic administrative tasks are performed during the exit interview. This is the time when the employee receives the final paycheck (or is informed of when to expect the final paycheck). A forwarding address should be obtained and where appropriate, the name and address of the new employer.

Employees should also be informed of their vacation and benefits payments.

This is the opportunity to retrieve all keys, badges, identification cards and other company property as appropriate. This may include company cars, credit cards, computers, cellular phones, fax machines, etc. Personnel files should be checked to ensure all company property issued to the employee is retrieved. The primary key to an effective exit interview is preparation. The planning becomes an essential component of success in conducting the exit interview. Interviewers should plan out issues to be covered and the questions to be asked. Structured interviews are recommended with the use of questions prepared in advance.

What did you most enjoy about your job?
What did you least enjoy about what you were doing?
What did you like about the management style at the company?
What did you dislike about the management style at the company?
What would you have changed at the company if you had been given the opportunity?
Is there anything that would have resulted in your staying with the company?
What is your new position providing you differently from your position here?

The exit interview should never be started with drilling an employee on the reason for leaving. It is more effective to build up to this information by putting the employee at ease first and then exploring critical areas.

Probing For Reasons

Interviewers usually want to determine the real reasons voluntary separations are leaving. This provides an opportunity to make changes - particularly when the separation may also be impacting other people. For example, management is often cited as a common reason people leave the organization. It is good for the firm to know the reasons so they can take corrective action.

To mine the exit interview for the gold that is available, the interviewer must move beyond the basic information. It is critical to get beyond the "politically correct" reason that the majority of employees provide when leaving a position.

The critical portion of the interview should probe the employee for feedback about the working conditions and how they might be improved. Many employees, however, are reluctant to provide this information. This reluctance often stems from the concern over negatively influencing future job references.

The interviewer might ask the employee if he or she would like the company to provide a reference for a future employer. The offer should only be extended, however, if the organization is willing to provide a favorable recommendation. This often helps put the employee at ease.

Then the interviewer might explore the timing of the departure. That is, reasons why the employee chose to leave at this time may be important. This will determine if conditions changed or things just came to a head.

The interviewer should be exploring common threads across all employees leaving the company. Of special concern are the new hires that leave the company after a relatively short period of time. This information can signal hiring problems - if employees are mismatched with their skills or if realistic job previews (RJPs) are not used. If an inaccurate picture is painted of the job, employee expectations will not be met and turnover often results.

If the company is willing to rehire the employee, this should be explicitly stated at the conclusion of the interview. Sometimes the grass is not really, greener on the other side of the fence and employees regret leaving their jobs. The door should always be left open for those employees who would be welcome to return to the organization. In some cases, the interviewer might even explore options for part-time or temporary work rather than lose a good employee altogether.

At the conclusion, the employee should be asked if there is any additional information he or she would like to shire. This is also a chance to ask the employee to recommend people to be hired.

With the recognition exit interviews can provide an opportunity for valuable feedback, new approaches are being used. Trends in exit interviews today include outsourcing and computerized surveys. Some companies have opted to delegate the exit interview to a third party firm that specializes in conducting these interviews. The rationale is departing employees may be more open and honest with an objective third party. These interviewers are often trained in asking probing questions and can elicit more information.

Follow-up interviews are more likely to be conducted by mail or telephone today. Some companies are waiting three to six months before conducting their exit interviews. For this reason, some companies have opted to use a six-month follow-up exit interview. The rationale is the more time that passes, the more objective the feedback

Computerized surveys are being utilized on an increasing basis. These are designed to elicit the same information as the more traditional pencil and paper questionnaires. The survey can then be submitted electronically at the employee's convenience.

The information solicited from the exit interview is only valuable if it used. It must be disseminated to the appropriate people within the organization and then actually used to make positive changes. Otherwise, the company has missed a valuable opportunity.

Contributed by Sanjeev Sharma

Contact: sanjeev_sharma_himachali@yahoo.co.in

Go Top

3. Tomato Soup for the Soul

A dress is like a barbed fence
It protects the premises without restricting the view

Behind every successful man, there is one woman
and behind every unsuccessful man, there are two.

A good discussion is like a miniskirt
Short enough to retain interest and
long enough to cover the subject

Sent by Saurabh R Bhatnagar
Contact: Saurabh12@Rediffmail.com

Go Top

4. New Members

Lora J. Adrianse; Independent Coach, Consultant, Facilitator; USA

Lora attributes the strength of her foundational beliefs and values to Rich DeVos cofounder of Amway Corporation, for his integrity, wisdom, and motivation. She has served for over 28 years in various capacities within Amway/Alticor Corporation - including customer service, training & development, coaching & mentoring, general management roles.

Now she is an independent coach, consultant and facilitator. Lora works mostly with businesses, managers at all levels, and highly motivated individuals who want less friction and more sustainable success. She also coaches small groups as a 'not-for-profit' venture due to her personal commitments.

Lora believes that "anyone can have or do whatever they want, if only they want it badly enough".

Contact: Essential Connections; Your partner in developing Your self, your staff, your business

Phone: 616 956 5662
Email: coach@connectionscoach.com
Website: www.connectionscoach.com

P. Jayesh Menon, Assistant Manager, DishnetDSL, Chennai

Message: I expect to interact more with HR Era members

regards
Jayesh

Jayesh completed PGDBM from EMPI Business School, Delhi in 2001 and is also a certified Brian Tracy Worldwide Trainer. He is 26 years young & has a rather unique designation: Assistant Manager (People and Culture) in his Corporate Office. The bottom-line in his message is "Whatever your mind can think and conceive you can achieve".

Contact: menon@ddsl.net , Ph : 91-44-431 3001-15 Ext :1351, Dir:044-24313064, Fax : 91-44-435 6564

Sandeep Khare, Engineer(IT-Communication), NTPC, Faridabad

Message: I hope , i will be highly benefited by the ideas and suggestions of HR ERA.

Regards
Sandeep

Sandeep secured 15th position in UP State Merit List in class Xth and 18th Position in UP State Merit List in class XIIth. He passed out BE in electronics and communication from REC , Jaipur in YR 1999 and joined NTPC through Campus Placement.

Sandeep says he is "not a HR guy" by profession but he actively participate in HR forums and discussions in his organization and quite involved in HR affairs. He is working with HR from last 3 and half year and solely looking after the responsibilities of VSAT communications system , Network Design , management and troubleshooting along with Network Security.

Contact: sandeep@faridabad.ntpc.co.in

Go Top

5. Ads from Members : National Compensation Survey Report for Software Industry

Increments due!!?? As we step into the next fiscal, its time to have a salary revision. It’s a time when your employees come asking what’s the new figure on the pay-cheque. It’s a time when you have the best opportunity to maintain employee equity.

As you take the bold step of revising salaries, you need information that is updated, reliable and easy-to-use. To ease your task of developing new figures on pay-cheques, MAP brings to you the National Compensation Survey Report for the software industry.

The National Compensation Survey Report provides details on salary w.r.t :

Size of organization
Location of organization
Nature of companies

For every position, you receive detailed analysis for all the above 3 parameters. The data is available on 27 benchmark positions. Information updated as on March 2003.

The National Compensation Survey report helps you decide salaries for all your offices in India. Save your time. Pick a copy of the National Compensation Survey Report.

Place your order at : hrconsultancy@mapconsultancy.com or call : 91-22-2591 3310 / 2590 1053.

Regards

Mansi L. Sawant

Management And Productivity (Consultancy) Services
202, Building 4, Kukreja Complex, L.B.S. Road
Bhandup (W), Mumbai - 400078, India
Ph. : 91-22-2591 3310 / 2590 1053
Website : www.mapconsultancy.com

Go Top

6. My Favorite Quotes - by M K Jain

"Every small thing done perfectly leads to perfection."

Sent by M K Jain
mkjain@faridabad.ntpc.co.in

Go Top

7. Making a Difference! - sent by Neeraj Narang

The following is the philosophy of Charles Schultz, the creator of the "Peanuts" comic strip. You don't have to actually answer the questions. Just read the e-mail straight through, and you'll get the point.

1. Name the five wealthiest people in the world.
2. Name the last five Heisman trophy winners.
3. Name the last five winners of the Miss America contest.
4. Name ten people who have won the Nobel or Pulitzer Prize.
5. Name the last half dozen Academy Award winner for best actor and actress.
6. Name the last decade's worth of World Series winners.

How did you do?

The point is, none of us remember the headliners of yesterday. These are no second-rate achievers. They are the best in their fields. But the applause dies. Awards tarnish. Achievements are forgotten. Accolades and certificates are buried with their owners.

Here's another quiz. See how you do on this one:

1. List a few teachers who aided your journey through school.
2. Name three friends who have helped you through a difficult time.
3. Name five people who have taught you something worthwhile.
4. Think of a few people who have made you feel appreciated and special.
5. Think of five people you enjoy spending time with.
6. Name half a dozen heroes whose stories have inspired you.

Easier?

The lesson:

The people who make a difference in your life are not the ones with the most credentials, the most money, or the most awards. They are the ones that care. Pass this on to those people who have made a difference in your life. Don't worry about the world coming to an end today. It's already tomorrow in Australia." (Charles Schultz)

Sent by Neeraj Narang,

Email: neeraj.narang@tatainfotech.com

Go Top

8. Leveraging the Exit Interviews - by IVNS Raju

Individuals generally sound positive while attending the employment interviews and they generally share some critical feedback while exiting the job. The data from both the entry and exit points of an individual in any business organization becomes invariably a part of the organizational
knowledge.

Why Organisations neglect to use Exit Interviews

It is unfortunate that very few organizations use Exit Interviews as tools to enrich their organizational knowledge. If one tries to understand the reasons for this, all or some of the following significant issues would surface (the list is only suggestive):

1. Leadership is mostly situation driven
2. Work Processes are not upright
3. Fear of failure as a major driving force behind performance
4. Obvious efforts individuals make to become independent in the essentially interdependent work processes and work culture.

Behaviours in Organisation need to be Observed

It is those organization that have succeeded in addressing the above issues effectively finds the utility, rather essentiality, of conducting exit interviews. Organisations become knowledgeable only when they can use each opportunity that crops up in the form of behaviours exhibited by its
employees such as:

1. Dissent
2. Unusual behaviour in the work place
3. Adopting practices that are against the work culture
4. Becoming a passive performer
5. Sudden bursts of creativity and
6. Separations

Interestingly separations are either a culmination of all that was stated above or they are just career betterment decisions independent of the statements made so far. In any case, if organizations can conduct Exit Interviews as professionally as they do the employment interviews, they can get astonishing data about practices people adopt while confirming to the rules of the organisation!! I have tried to enumerate a few below:

1. Tit-for-tat actions
2. Techniques to deal with aggressive people.
3. Tricks adopted to expose persons who are actually non-performers but make claims of achievement
4. Identifying and fixing Credit Grabbers
5. Technology used to bar some people from accessing/using data, tools, etc.
6. Funny and Innovative names given to significant people and their relationships that convey subtle meanings.

Prerequisites for conducting the Exit Interviews:

1. People shall have faith in the HR processes of the organization
2. One of the Top Executives of the Organisation as one of the Interviewers.
3. Conducting Exit Interviews without fail and ensuring that the data collected is put to use.
4. Make work processes especially the Recruitment, Job evaluation, Internal and External Customer Orientation processes compatible to use Exit Interview Data.

Tips for conducting the Exit Interviews professionally:

1. Make it a Knowledge-focused interview with non-threatening questions like

May we know what prompted you to do so?
We are eager to know how you did it?
It is surprising; please tell us how did you acquire these skills?

2. The Exit Interview process must, at every stage ensure that a feeling of "Win-Win" emerges from both the people representing the organization and the exiting employee.

3. It is an established fact that organizations seek the help of external experts to ensure that they get the best individual to man the job. Similarly if organizations can use the external expert as one of the exit interviewers, the process gets a booster and can become more objective.

4. Exit interviews work best when they are done face-to-face rather than questionnaire administration and making it a must for getting relieved from the services.

5. When separations are emotionally charged the Exit Interview shall be effective only when it is held after one or two months so that the employee regains the emotional balance and will be able to reflect on the reasons lead to his/her separation which means that the responses of the individual are more likely to be honest.

6. Allow the individuals to speak more about them that indeed will provide key information as to how they have managed the negative forces etc.

7. Use Exit Interview as a tool to build a parting relationship. It is not with a fear that some separations may end up in courts of law but with a future purpose in mind. It is likely that the outgoing employee or his/her acquaintances are needed for the business. Or organisations may as well hire him/her later.

8. Having listened to and also conveyed to the outgoing employee what could be possible if he or she chooses to remain in the employment the interviewers shall be empowered to take a decision or at least recommend either for retaining or appointing at a higher level or any other action.
Some Exit Interviews have the potential to open up entry points afresh!

9. Remember that the outgoing employee is now an expert in some job or other and acknowledging this fact makes him/her happy. Probably this is best way to conclude the process with sincere wishes.

Contributed by IVNS Raju

Contact: raju_ivns@hotmail.com

Officer In-charge, NDDB Training Center, Erode - 638316 (TN-India)
Phone:0424-2533584 (O), 0424-2535194,2533564 (R)

Love is perfect only when shared without any kind of anticipation in return. It is in such
love that the God manifests.

Go Top

9. Best HR Jobs

[Free Service: Employers & Consultants can email their job vacancies to Alka@HREra.com . We reach them to 1800 HR professionals for free]

Manager - HR, Gandhinagar

Hello,

We are looking for an HR professional (Manager) for our Govt. of Gujarat Based organization. The person must be proficient in Labour Laws and HRM and should have an experience of around 5-8 years in a medium or large organization. Working knowledge of Gujarati and fluency in English is desirable. Compensation will be the best in the industry.

With Best Regards,

Sonia K. Nair
Senior Manager - P&A
Gujarat Water Infrastructure Limited
Block No. 1, First Floor
Sector 10, Gandhinagar - 382010
Phone # - 0793232282
email: sonianair@rediffmail.com

Freelance Trainers

Dear Friends,

I am looking for the Trainer's who are specialised in conducting soft skills, Behavioural & Attitudinal Programmes.

As I am involved in offering above said programmes for various corporates, I would like to take the services of few external trainers who are available on assignment basis. Anybody interested, do send the profile to my ID: vinodvariar@yahoo.com .

Looking for the positive response at the earliest.

With regards

Vinod Variar

HR Professional, Bangalore

Hello,

We have a URGENT requirement for a HR Professional in an TOP MNC IT COMPANY IN BANGALORE with the following specifications:

Post Graduate degree in HR/BS/org behaviour/ personnel management from a good institute;
Min 4 to 5 years of work experience in a software industry;
Currently working in a reputed Software company.
Competency domains - Training and recruitment.

Request you to please forward the profiles to ethos@roltanet.com

Since this is a URGENT requirement, please send the CV's ASAP

Ethos Consulting
Unit No. 11, Gokul Apartment,
Near Farooq High School,
S.V. Road, Jogeshwari (W)
Mumbai - 400 102

Tel: (022) 2678 5797 / 2679 8027, Email: ethos@roltanet.com

Recruitment Executives & Sr. H. R. Professional, Oman

Our client is Leading H.R. Consultants from Sultanate of Oman, which is part of large group. They are recruiting Senior & Middle level professionals in Engineering, Finance, Hospitality, I.T., Media etc. from India. We have immediate openings for following H.R. professionals.

(1) Recruitment Executives

Location : Muscat, Sultanate of Oman
Qualification: P.G. in H.R
Experience : 4 to 5 years experience in reputed Recruitment Agency, recruiting Senior & Middle level Non I.T. & I.T. professionals.
Prior Experience in all aspects from Business Development till Final selection is required. Head hunting ability is added advantages.

(2) Sr. H.R. Professional

Location :Mumbai / Pune with visits to Muscat, Sultanate of Oman

Pl. do mention Position Applied , Present Location, & Present salary in Subject Line.

Pl. E Mail your updated Resume with your Total experience with present & expected Emoluments & Minimum required joining period .

Warm Regards,

Rita Fernandes

rita_fernandes1980@yahoo.co.in

Heads2you Consulting (Right Head 2 Right Job)
Versova View, Suite No. 11/4 B1, 4 Bungalow
Andheri (West), Mumbai 400 053 (INDIA).
Tel : 91.22.26350381 / 26351557
Email : heads2you@vsnl.net
URL : www.heads2you.net

HR Manager, Mumbai and Assistant HR Manager, Mumbai

For our client ,a leading engineering giant we need the following qualified HR professionals:

1. HR Manager for Mumbai

MBA Batch of 1994-1997 from a good management school. Complete Exposure to TRAINING and HR issues
Salary around 7-10 lacs p.a plus perks

2.Assistant HR Manager for Mumbai

MBA Batch of 1997-1999 from a good management school. Exposure to training and hr issues
Salary around 3-5 lacs p.a

please send us your cvs ASAP for these positions clearly indicating the salary details also.

Best Wishes

Bala

aabm2k@yahoo.co.in

Go Top