Poor Infrastructure- the industry has more to worry about than just reckless startups. Primary among those is infrastructure. While telecom networks are state of the
art, getting a connection still takes up to three months. Unreliable power supply is
forcing units to create their own back-ups. Roads are bad and airports are in dire
need of repairs and upgrades.
High Attrition-another major problem is the high attrition and growth aspirations of
the workforce. At least 60,000 of the 171,000 workforce change jobs every year.
About 80% of them look for better leaders. Team leaders want to upgrade to
supervisors, quality professionals or operations heads. The HR problem threatens to
soon become grave. Good agents are becoming hard to find and with tardy
infrastructure, big moves to the much talked about smaller towns will take longer.
This means costs will rise making it difficult for small VC-funded companies to
survive.
Attrition rates
US 42%
Australia 29%
Europe 24%
India 18%
Global Average 24%
* Source-Times News New York
Purpose of Writing this Article
Staff attrition (or turnover) and absenteeism represent significant costs to most
organizations. It is odd, therefore, that many organizations neither measure such
costs nor have targets or plans to reduce them. Many organizations appear to
accept them as part of the cost of doing business - a sign of increasing job mobility
and decreasing staff loyalty perhaps, a matter to be regretted but just 'one of those
things.' They add a sum in their budgets for 'temp staff' and 'recruitment' and forget
about it.
However, it seems to be one of the areas in which HR can make a difference - and
one that can be measured in quantifiable, financial terms against targets.
An attrition rate in call (or contact) centres has become legendary. Indeed, the
attrition rates in some Indian call centers now reach 80%. This is an extreme figure
but the average attrition rates in Indian call centers are up around 30-40%.
However, it is interesting to note that the attrition rates in India - and the costs
associated - are so high that they can override the benefits of lower wage costs.
While wages in call centres in Indian are less than one-eighth of those in Northern
Europe, it has been reported that Hewlett-Packard have found the cost per 'ticket'
(the cost of processing a query) has doubled "due to the inability of the staff to
resolve customer queries efficiently because of language barriers and
inexperience." It is said that this increased cost has made HP's move from Ireland to
India "completely pointless," and that it can never recover the (substantial) costs of
the move. It is further reported that GE Capital has moved a call centre back to
Australia "after staff attrition rates of 70% wiped away any potential cost savings."
The issue is not with the quality or education of the staff - and still less with the
investment in technology. It is simply attrition - people do not stay long enough to
be taught or to learn the job. The staff may be cheaper but if they cannot do the
job, what's the point? Managing attrition is not just a 'nice thing to do' in Indian call
centres. It is the route to their survival.
Far from accepting attrition rates as part of the cost of doing business, it is surely
something that all organizations should address, and equally surely it is an area in
which HR can take a lead - measure attrition, seek its causes, set out solutions and
target performance.
Components to be taken into consideration, while calculating attrition rate
I request HR professionals not to drive their own formulas to calculate attrition rate.
In terms of numbers, attrition rate means:
Total Number of Resigns per month (Whether voluntary or forced) divided by (Total
Number of employees at the beginning of the month plus total number of new
joinees minus total number of resignations) multiplied by 100.
If calculating in monetary terms, it includes the following:
Costs Due to a Person Leaving
Calculate the cost of the person(s) who fills in while the position is vacant. Calculate
the cost of lost productivity at a minimum of 50% of the person's compensation and
benefits cost for each week the position is vacant, even if there are people
performing the work. Calculate the lost productivity at 100% if the position is
completely vacant for any period of time.
Calculate the cost of conducting an exit interview to include the time of the person
conducting the interview, the time of the person leaving, the administrative costs of
stopping payroll, benefit deductions, benefit enrollments.
Calculate the cost of the manager who has to understand what work remains, and
how to cover that work until a replacement is found.
Calculate the cost of training your company has invested in this employee who is
leaving.
Calculate the impact on departmental productivity because the person is leaving.
Who will pick up the work, whose work will suffer, what departmental deadlines will
not be met or delivered late.
Calculate the cost of lost knowledge, skills and contacts that the person who is
leaving is taking with them out of your door. Use a formula of 50% of the person's
annual salary for one year of service, increasing each year of service by 10%.
Subtract the cost of the person who is leaving for the amount of time the position is
vacant.
Recruitment Costs
The cost of advertisements; agency costs; employee referral costs; internet posting
costs.
The cost of the internal recruiter's time to understand the position requirements,
develop and implement a sourcing strategy, review candidates backgrounds,
prepare for interviews, conduct interviews, prepare candidate assessments, conduct
reference checks, make the employment offer and notify unsuccessful candidates.
This can range from a minimum of 30 hours to over 100 hours per position.
Calculate the cost of the various candidate pre-employment tests to help assess a
candidates' skills, abilities, aptitude, attitude, values and behaviors.
Training Costs
Calculate the cost of orientation in terms of the new person's salary and the cost of
the person who conducts the orientation. Also include the cost of orientation
materials.
Calculate the cost of departmental training as the actual development and delivery
cost plus the cost of the salary of the new employee. Note that the cost will be
significantly higher for some positions such as sales representatives and call center
agents who require 4 - 6 weeks or more of classroom training.
Calculate the cost of the person(s) who conduct the training.
Calculate the cost of various training materials needed including company or
product manuals, computer or other technology equipment used in the delivery of
training.
Lost Productivity Costs
As the new employee is learning the new job, the company policies and practices,
etc. they are not fully productive. Use the following guidelines to calculate the cost
of this lost productivity:
Upon completion of whatever training is provided, the employee is contributing at a
25% productivity level for the first 2 - 4 weeks. The cost therefore is 75% of the new
employees full salary during that timeperiod.
During weeks 5 - 12, the employee is contributing at a 50% productivity level. The
cost is therefore 50% of full salary during that timeperiod.
During weeks 13 - 20, the employee is contributing at a 75% productivity level. The
cost is therefore 25% of full salary during that timeperiod.
Calculate the cost of mistakes the new employee makes during this elongated
indoctrination period.
New Hire Costs
Calculate the cost of bring the new person on board including the cost to put the
person on the payroll, establish computer and security passwords and identification
cards, telephone hookups, cost of establishing email accounts, or leasing other