Creating an environment for staff to develop their soft skills, technical expertise, and global experience is the answer to improving employee retention.
S. Mahalingham explains “There are points when a person decides to make a choice, perhaps in the first two to three years. They are look at their career aspirations and they might leave the company. But if we can cross that hump, and go beyond that period to say seven or eight years, we do find that people want to stay with the organization. At that point, if they do leave, they will become an executive in another organization”. From my experiences working with suppliers, the key issue for them is employee retention in offshore locations (as discussed in some of the earlier posts here). Some suppliers prefer to hire experienced staff, who are likely to be more settled and less likely to jump ship in a year or two - which has the drawback of higher wage costs; other suppliers - especially the ambitious offshore providers headquartered in India - prefer to hire college graduates and work on intensive programs to retain them through the early years of their career to a stage where they will be more likely to stay with their employer as a settled manager-level employee when they mature.
