Hiring has become a key function in most companies today. Two reasons contribute to the emergence of this function in such a big way. They are:
Hire to increase the bench strength to attract new business.
Rehire for existing positions when someone leaves the company.
Attrition has become a cause of concern with even top companies encountering over 10 per cent of it. Rehiring for such positions means interviewing hundreds of valid applications and meeting their expectations. According to research, the direct and indirect cost of filling such positions can amount to a whopping 2 to 20 times the annual CTC (cost to company). Normally, it is twice the annual CTC at the fresher level and up to 20 times for a senior position.
My interactions with hiring managers over the years suggest that a good number of joining it. This in spite of a good pay package, and attractive facilities like free travel, flexible timing, onside working opportunities and a good working environment among other things this syndrome is called ‘infancy death’.
So, the question that arises now is how can anyone arrest infancy death?

Train your interviewers to spend enough time with the candidate during interviews and identify his expectations. Share the job profile and team/organization’s culture very clearly refrain from making any false promises and keep the discussion clear and transparent. Allow the candidate to make an informed decision. Remember, it is fine to lose a candidate or two by beginning open during the interview, rather than have them onboard and then lose them.

Ensure that notes regarding a candidate’s job preference, which is recorded during the interview, are not lost in the interviews observation sheets. The hiring department must pass on the notes on successful candidates to their concerned managers. It is managers’ responsibility then to fulfil such expectations.

Another very important factor that determines employee satisfaction in the first few months is the manner in which s/he gets acclimatized with the organization, its people, culture, processes, policies etc. Ensure that new recruits form a positive opinion of the company by learning and understanding the company’s way of life quick time. In my opinion, it requires a parallel approach which is a simile, unofficial and informal and can complement the formal induction programme.

A popular multinational in Bangalore has a unique ‘Buddy Orientation programme’ to ensure that new recruits are made to feel home from the very first day. They assign a ‘Buddy’ to every new employee.
A buddy is an existing employee who has been part of the company for one year or more, understand organization’s values, taken pride in being a part of the company and is willing to help a newcomer.
The company takes the onus to train orient these ‘Buddies’ before they take up the job. They also help the buddies chalk out an action plan for four weeks which includes tours, introducing them to some key people, etc.
A buddy’s success with a new recruit can create the unbelievable first impression about an organization. Needless to say, this company ensure that all ‘Buddies’ are recognized and rewarded in some way for their initiative and efforts.
Another US based MNC which has its development centre in Bangalore allows all its employees to work on PET projects, which means all employees can spend up to 20 per cent of their working time on innovative projects of their choice. This helps employees to develop their interest vis-a-vis technology and keep them motivated in the long run.

When people need to relocate, it’s particularly important to assess their location fit. People have a strong feeling about the place where they might be working. It is common for candidates to leave an organization if they are not happy with a particular city after relocation. It could be because of various reason like lifestyle, people food, culture, recreation, etc. Therefore, it is important to provide as much information and assistance as possible to employees who are willing to relocate.
Finding a comfortable home, the right school for their children, becoming the member of a library, having access to a doctor, market or a recreation club -- everything matters companies much have a help desk and tie-up with appropriate agencies which can lend a helping hand to such employees. Single employees have their own set of issues, the top on the list begin marking friends with whom they can spend their free time.

Almost all companies face this problem, especially, with employees who are single or those who do not relocate, with their families who are single or those who do not relocate an online community or a live forum for such single employees to meet. This will provide them an opportunity to form their own social circle. It is miraculous to see how like-minded people can meet and find comfort in each other’s company.
I must affirm that in a growing economy like ours, where there are plenty of opportunities for all, it is very difficult to completely eradicate attrition from a company. But I am certain that effective implementation of the above-mentioned technique can certainly bring down the infancy death in a company. Go ahead and give it a shot.

Author's Bio: 

Rahul Kapoor (February 18,1976) is an Indian inspirational speaker, mentor, author and entrepreneur. Kapoor is known for his talks and seminars on peak performance, teamwork and relationships. He has authored self-helps books, which includes Work Wise – Lessons in Excellence for Young Professionals and Dad & I – Inspiring Stories for Teens. Through his seminars Kapoor has impacted over 3,00,000 people across 15 countries. Kapoor is the founder of several companies and charitable trusts. Junior Chambers International awarded him with Outstanding Young Persons of India Award in 2010. He is also a youth icon and partners with organizations worldwide in inspiring youth to lead a powerful value based life.