Addressing employee attrition through better management practices

• Main Author: Rillo, Glenn Joseph
• Format: text
• Language: English
• Published: Animo Repository 2016
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5161
• Institution: De La Salle University

This action research was undertaken to resolve the high attrition issue of the Alpha Department, XY Bank Philippine Global Service Center. With a high number of staff leaving, the department has suffered from the issues negative impact such as increased attrition costs, and human talent, knowledge, and skills erosion. It posed a threat to the departments ability to meet its expected deliverables. The action researcher employed a number of tools and methods to resolve the issue. Backed with academic and professional literatures gathered and the use of the Ladder of Inference, the action researcher collaborated with his colleagues at work to determine the root cause of the problem identified through a number of Focus Group Discussions. After which, interventions were identified with the aid of Force Field Analysis to address the issue which are geared towards improving the managers day to day practices impacting their staff. As interventions, managers monthly 1 on 1 meetings with each staff was enforced, skip level meetings put into place, rewards and recognition program initiated, proper capacity planning introduced to manage overtime and increased stress levels brought about by peak cycles, injected fun activities, and departmental training conducted. Kurt Lewins Change Management Model was adopted to facilitate the needed changes. The departments attrition went down from a high of 26%, to 9% after completing two (2) cycles of the action research which spanned from July 2014 up to March 2016. A key reflection noted on this action research was how a simple regular conversation with an employee can greatly impact their satisfaction and commitment to the organization. As pointed out in the Organizational Commitment Model, employees can develop different types of commitment, influenced by a number of job satisfiers that can be driven by the different day to day practices and activities of the manager.