New hire attrition was at 18% causing a huge impact on the bottom line and additional pressure on recruitment & the business deliverables.

1. A C E N G A G E
Attrition reduction at
a leading BFSI
company

2. Problem statement
New hire attrition was at 18% causing a
huge impact on the bottom line and
additional pressure on recruitment & the
business deliverables

3. AceNgage deployed its trained behavioural psychologists to speak
to 320 ex-employees who left the Organisation over the last 6 months.
These interviews were conducted over the phone and took around 30
to 40 minutes.
As part of the Exit interview the counsellors captured feedback from the
employees on the various stages of his/her life cycle and identified the
root cause of attrition
All ex-employees were assured of confidentiality
AceNgage counselors also checked with the ex-employees if they
were willing to join back and built a recruitment pipeline
Methodology

4. I worked in the organisation for 6 months and I left the company because I was not given the role which I was hired for. I was
hired for Know your client role. I was being shifted to different roles, firstly I was put into MIS role and later on I was shifted to
Audit role, there was no stability in my role which annoyed me a lot. I approached the HR whenever there was a shift in role, he
used to respond saying you will have to shift based on the requirements from different roles. I was feeling insecure because I
was being given different roles. I spoke to my Manager saying I am unable to work with different kinds of role, he responded
saying you will get a lot to learn from these different roles. I was totally convinced with the Manager as it motivated me and I
tried it for six months, but I was unhappy with the recruitment process because there was an expectation mismatch set by the
HR at the time of interview. If I was given the role which I was hired for I would have stayed back in the company. At the time of
leaving I told my Manager that I got a better opportunity so I am leaving. I am working currently at a competitor with the salary
hike of 25% and a similar role .
I got an interview call through a consultancy and I was told that it was for Pune location. During the interview I didn’t enquire
about the location since I was told that the openings were for Pune location. After joining the company I was informed that at
least for 3 months I had to work from Mahape campus in Mumbai. I reside in Pune and travelling all the way to Mahape was
impossible for me. I spoke to my H.R (I dont remember the name) who told me that it was mandatory for me to work in
Mahape campus and later on I may be shifted to Pune location. I wasn’t given an assurance that I would be definitely shifted to
Pune and hence I decided to leave the organization. In fact, if they told me this, I wouldn’t have joined them at all.
I worked here for 6 months and I left the company because I was not given the role which I was hired for. I was hired for a
specific process, but once I joined I was being shifted to different roles, firstly I was put into MIS role and later I was shifted to
Audit role, there was no stability in my role which annoyed me a lot and slowly I started to feel insecure. I was unhappy with the
recruitment process because there was an expectation mismatch set by the HR at the time of interview. If I was given the role
which I was hired for I would have stayed back in the company. I am working currently in XXX Company with the salary hike of
5%
What they said

5. 52% of employees who left stated
that they were misinformed at the
time of recruitment
36% of employees left in the first 6
months
Employees spoke of low engagement
during the first week
Breakdown of several processes (
visiting cards, laptop issue etc) were
identified especially in 2 locations
Summary of findings
0
10
20
30
40
50
H
igherstudies
R
elocation
Personal
Supervisor
M
isinform
ed
role

6. Actions taken
Based on Feedback captured by AceNgage specific actions to address new hire
attrition :
Recruitment experience
Survey with all candidates irrespective of offer made, to understand experience during
recruitment for a 6 month period until scores of 80% were achieved consistently
Feedback to recruitors
Individual tangible feedback from exit and recruitment survey for each recruitor since
granular data was available by recuiter
Interview process review
Time taken for each interview was tracked and increased by 5 mins to ensure
adequate communication and better candidate engagement
Onboarding experience
Survey with all new joinees at the end of Wk 1 to understand experience, identify
dissatisfiers and provide resolution
Engagment with recruitment consultants
Handhold consultants to improve engagement and accountability, increase branding
activity

7. Outcome
Early attrition reduced from 18% to 7% at the
end of the year tanslating to significant cost
savings
Recruitment feedback scores increased by
24% over a 12 month period
Recruiters mentioned that their ability to
attract talent improved as brand perception in
the market improved
18 ex employees were rehired

8. “NEVER HIRE
SOMEONE WHO
KNOWS LESS THAN
YOU DO ABOUT
WHAT HE’S HIRED TO
DO.”
– MALCOLM FORBES

9. W R I T E T O U S A T
T E L L M E M O R E @ A C E N G A G E . C O M
V I S I T U S A T
W W W . A C E N G A G E . C O M
THANK YOU