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PROJECT BY:CHETAN AIL

TYBMS SEM VI 2010-2011

PROJECT COORDINATOR:Mr. SAMADHAN KAMKAR

DATE OF SUBMISSION:

CHIKITSAK SAMUHASS.S & L.S. PATKAR COLLEGE OF ARTS AND SCIENCE

AND V.P VARDHE COLLEGE OF COMMERCE AND ECONOMICS.GOREGAON- (WEST)

MUMBAI- 400062.

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Declaration

I Mr. CHETAN AIL OF PATKAR COLLEGE OF COMMERCE ANDECONOMICS OF T.Y.BMS (Semester VI) HEREBY DECLARE THAT I

HAVE COMPLETED THIS PROJECT ON EMPLOYEE RETENTION.

IN THE ACADEMIC YEAR 2010-2011. THE INFORMATION

SUBMITTED IS TRUE AND ORIGINAL TO THE BEST OF MY

KNOWLEDGE.

SIGNATURE OF STUDENT:

CHETAN AIL

PATKAR COLLEGE

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Certificate

I Mr. Samadhan Kamkar hereby certify that Mr. CHETAN AIL of patkar

College of Commerce and Economics of TYBMS (Semester VI) has

completed project on EMPLOYEE RETENTION in the academic year

2010 2011. The information submitted is true and original to the best of

my knowledge.

SIGNATURE OF THE

PRINCIPAL

SIGNATURE OF PROJECT

CO-ORDINATOR

SIGNATURE OF THE

COURSE CO-ORDINATOR

OF THE COLLEGE

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ACKNOWLEDGEMENTS

Before going on with the project study, I would like to extend my sincere

gratitude to a few people without whom this project just wouldnt have been

possible. First and foremost I would like to thank my Project Guide Mr.

Samadhan Khamkar for having spent considerable time and providing very

useful insights and facts for my project Employee retention.

It was an amazing experience working on this project and I would once

again wish to thank all the people related to it for making the task

worthwhile and so much fun.

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INDEX:

INTRODUCTIONTOEMPLOYEERETENTION

REASONS EMPLOYEES GIVEFORLEAVING THEIRJOBS

RECOMMENDATIONSFORRETENTION

INVESTINGIN NEW EMPLOYEES

THE 4 RSOF RETENTION MANAGEMENT

RATES: TURNOVERPOSITIONS, COSTSANDFREQUENCIES.

MEASURINGTHE EFFECTIVENESSOF RETENTION

CONCEPTOFIDEALTURNOVERRATE.

THE SECRETOF ATTRACTING & RETAINING KEY EMPLOYEESONA TIGHT

BUDGET

TOP 10 TIPSTO ATTRACT, RETAIN & MOTIVATE

TRAINING PROGRAMS

ERC'S RETENTION MODEL

INTEGRATED SYSTEMFORRETAINING EMPLOYEES

10 STEPSFORMOTIVATING RETENTION

CASESTUDY: BPL MOBILE COMMUNICATIONS LTD

FINDINGSANDOBSERVATIONS

RECOMMENDATIONS

QUESTIONNAIREFORBPL COMMUNICATIONS LTD.

BIBLIOGRAPHY

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INTRODUCTION

First companies dont realize or ignore how much money and resources

they loose with employee turnover. Secondly, it may be that companies

anticipate some level of turnover and accept it as a normal part of businessand perceive there is no solution to improve the situation.

The cost associated with training new employee can be substantial.

Another area of concern relating to employee retention is customer service.

The negative impact employee turnover can have on service may create

lost business and lead to a loss in potential earnings. In the business world,

customer loyalty and satisfaction are the most important factors to a

successful business. If the customer is not receiving the attention theygenerally require, they might seek other alternatives.

Giving everyone a raise who thinks about leaving a company would be

a financial challenge, so alternative benefits to keep their current employees

should be considered to generate a higher employee retention rate.

Loyalty to a company from an employees perspective seems to be

diminishing in todays business world. With reorganizing, downsizing and

layoffs from mergers and acquisitions, employees dont feel they have the

job security they did in the past. The result has been people are more open

to other opportunities.

Motivation and opportunity is a combination that makes a person

leaves their current position. If an opportunity for higher compensation or

the perception of a better work environment arises, it will most likely

motivate a person to take advantage of the opportunity, especially if there is

a perceive lack of appreciation from the current employer.

The financial and non-financial outcomes of reducing employee

turnover are significant. Reviewing various aspects of your organization and

taking appropriate action will help you reduce your organizations employee

turnover. While this process requires time and effort, it will save the

organization time, effort, and money in the long run. The result of this

process is improved organizational performance, productivity and profit.

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REASONS EMPLOYEES GIVEFORLEAVING THEIRJOBS

People often lie in exit interviews about why they are they leaving.

Managers should, of course, know in advance who is leaving and why. A

comprehensive list like this is of little value unless you use it as a guide to

gather your own information as to why your workers are leaving. It is

important to know these reasons to prevent them in the future.

Harvard Business Review

The Harvard business review conducted a research on the top five

reasons why employees leave their jobs. The result is as follows:

1. Job content2. Level of responsibility3. Company culture

4. Caliber of colleagues5. Salary

1) Job content

This means the job description or the work employee is doing. In a lot of

cases employees are put to jobs without considering their likes, dislikes,

interest or areas of specialization.

2) Level of responsibility

This means the amount or the quality of the work given to the employee.

In a few cases the employee is given work, which does not have any

authority or responsibility or an imbalance of both. The employee could

even be unhappy with the job challenges.

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3) Company culture

At its most basic, its describe as a personality of an organization, or

simply as how things are done around here. It gives how employees think,act and feel. Corporate culture is a broad term used to define the unique

personality or character of a particular company or organization, and

includes such elements as core values and beliefs, corporate ethics, and rules

of behaviour. Corporate culture can be expressed in the companys mission

statement and other communications, in the architectural style or interior

dcor of offices, by what people wear to work, by how people address each

other, and in the titles given to various employees.

A companys culture effect in many, many ways. For instance

The hours you work per day, per week, including options such as flexi

time and telecommuting

The work environment, including how employees interact, the degree of

competition, and whether its fun or hostile environment or something

in between

The dress code, including the accepted styles of attire and things such as

casual days The office space you get, including things such as cubicles, window

offices, and rules regarding display of personal items

The training and skills development you receive, which you need both on

the job and to keep yourself marketable for future jobs and employers

Onsite perks, such as beak rooms, gyms and playrooms, day care

facilities and more

4) Compensation

Not enough stock options / low value

Not enough benefits

Lack of bonuses

Lack of promotions

Lack of awards

Low pay and.

Loss of possible chance of Wealth

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5) Lack of motivation for a particular project

Lack of enthusiasm towards project Work team not cohesive

Lack of communication in project team

Assigned to project unwillingly

6) Stress

Impossible to meat deadlines Too many projects ongoing

Long working hours

Work taken home = less leisure time

Family / relationship problems i.e. blood pressure high, nervous break

down, anxiety attack

7) Competitors work environment is a better place to work

Companies such as SGI, Microsoft has reputation of being fun places

to work at. Thus the employees relate that to more autonomy.

8) Lack of communication channeled in the company and thus the

feeling of isolation and in the dark

Company morale suffers when employees are left in the dark. Tocombat this, company leaders are enhancing their internal communication

programs. Kent Barnet, CEO of Knowledge advisors recommends.

Companies need to provide full disclosure to their employees. Publish

goals, share progress, openly and consistently revisit company values, and

give employee the opportunity to act like owners. Communication keeps

employees well informed and engaged in the success of your company.

Without adequate communication, employees are left to guess about the

future of the business.

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9) Life styles or work or family conflicts

The employee should have problems to do with the location or timings

due to personal reasons due to which he decides to leave.

10) No compelling vision of the future

The employee does not find hi, climbing the corporate ladder and does

not see any further up gradation in the work he is assigned.

RECOMMENDATIONSFORRETENTION

Communication

1). Develop measure and reward honest, frequent two-way communication

and rapport between line managers and the individual employee including

rapid, constructive confrontation on issues. +

2). Give workers praise and recognition for all of their successes. Look for

the opportunities to practice random acts of authentic praise and support.

+

3). Use metrics, meetings and task forces to make retention the #1 topic of

conversation. +

4). Make sure that managers keep the worker continually informed abouttheir progress with monthly how am I doing conversations. +

5). Practice open book management Access to too much information so

workers feel they are trusted and are in the loop

6). Make sure that they have no surprises let them know what to expect

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7). Pay attention to workers. Ask them what they want more of and less

of

8). Communicate management visions and values so that workers can better

identify with and share pride in our firm and our product. Developed a

shared compelling vision of the future.

9). Make sure employees know why we have a great place to work and

show them continually that the grass is not greener on the other side.

10). Create the perception of relative fairness and create opportunities for

conversations whenever someone questions their treatment.

11). Train mangers on how to motivate, criticize and listen to their

workers.

Information Gathering

12). Identify the productivity and real business costs of loosing keyemployees so that managers will know the business impact of loosing

employees. +

13). Develop smoke detectors so you can identify and prevent potential

problems before they occur

14). Do periodic pulse surveys to identify retention / productivity issues.

15). Do periodic assessments of who is at risk of leaving and develop

strategies to keep your key employees.

16). Use outsiders / headhunters to assess who is underpaid, who is

looking or who is targeted by competitors firms

17). Periodically ask employees why they stay and manage to those

factors.

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Empowerment

18). Engage and develop employee ownership of retention and

productivity issues. +

19). Give them some control over their job and their life. +

20). Tell workers what they have a right to expect: from their managers

(and vice versa). +

Challenge and Growth

21). Measure and reward managers for giving each employee challenging

and exiting work. +

22). Reward and measure managers for ensuring that each employee is

continually growing and learning so that they are on the cutting edge of

their field. +

23). Assist employees in moving and rotating to internal projects and

positions. +

24). Develop stretch goals and promote key performers before you

know that they are ready

Excellent managers

25). Make excellence in people management a condition for remaining in

a management position. +

26). Measure and reward managers for excellence in interacting,

developing, motivation and retaining their employees. +

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27). Prioritize jobs, competencies and key employees so initial

management efforts focus on high returns areas (forced ranking). +

28). Rewards managers for sharing ideas and helping to mentor other

managers on how to retain employees

.

29). Identify, fixed or remove bad managers. Assess the fit of a

managers to the team before you place a manager

30). Build the companies image so that friends and family continually

look upon the firm as a great place to work

31). Train managers on the causes and the available tools for preventingand solving retention problems

32). Train an internal retention expert to coordinate retention efforts and to

coach managers

Their job

33). Develop processes that over-emphasize reward for success, result

and performance. +

34). Give employees some degree of autonomy and control of their job /

life. +

35). Make sure that every worker knows that his or her work makes a

difference. +

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36). Identify, and mitigate things that frustrate workers and that act as

barriers to productivity. +

37). Give them the right tools to do their job. In case of doubt, exceed

their expectation

38). Make sure that their job is structured so that they have a clear

opportunity to do what they do best. +

39). Give them some control over their physical environment and make it

conductive to successful performance.

40). Whenever possible make coming to work fun and full of WOWs.

41). Improve the work environment.

42). Develop a degree of cohesion and an environment that is conductive

to intra-team friendships

43). Rewards teams and individuals that help, mentor and develop others.

+

44). Make individual feel important and let them know we care about

them as a person

45). Organize and develop teams where co-workers are committed to

quality work

46). Ensure that workers feels in on things and that they dont feel

isolated.

47). Educate their family and friends in the importance of their work and

involve them in the retention as you make them feel part of the

companies family

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48). Where possible keep employees informed about their relative job

security and promotional opportunities.

Hiring, Recruiting and Firing

49). Measure and reward managers for increasing turnover among poor

performers. +

50). Reward managers for developing bench strength and having a

backfill person for all key positions. +

51). Hire A players and people that have a sense of urgency and a desireto perform

52). WOW new hires their first week. Reinforce their acceptance decision

and fulfill their needs during the first month

53). Treat exiting employees with class and maintain a relationship with

key employees that have left our firm in the hopes they will return or

refer others to our firm

Rewards and Compensation

54). Train and reward mangers for the continual use of non-monetary

rewards. +

55). Develop high regard differentials between high performers and

average performers. +

56). Do quarterly what is your real value compensation assessment of

all key employees to ensure you are not significantly underpaying anyone

57). Offer employees a chance to share in the firms success

58). Where possible, offer key employees some possibilities for wealth.

INVESTINGIN NEW EMPLOYEES

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An Innovative Approach for Cost-effective Turnover Reduction

Turnover costs for many organizations are unacceptably high. When thedirect and indirect costs associated with employee separation, replacement

and training are accurately compiled, it is not uncommon for even medium-

sized companies to lose several million dollars a year resulting from

employee turnover.

This section describes an HR management tool for decreasing turnover,

which is based on professional researched linking various job candidates

sources of personal discomfort and dissatisfaction. While this assessment

process is relatively new to the professional HR literature, it has been to

shown to dramatically reduce turnover rates. In one organization where this

type of process was used, annual turnover was reduced by 54% (from 168%

to approximately 78%). In another organization, the process lowered annual

turnover from 120% to 48% (60% reduction)

MANAGING TURNOVER THROUGH SELECTION

There are many potential causes for turnover. Certainly, area economic

conditions, as well as other factors such as labor market conditions, affect

general turnover rates. These more general causes for involuntary turnover

are difficult to direct mange. However, there are certain causes for

involuntary turnover that are associated with any specific job in a given

organization (e.g., non-competitive compensation, high stress, unpleasant

physical or interpersonal working conditions, monotony, and poor direct

supervision) that can be managed. Although considerable research has beenpublished in professional journals that underscores the relationship among

workers preferences. Job performance, absenteeism, and voluntary turnover,

there have not been much advancement in the field of personnel selection

based on these findings.

One management option for addressing the issue of employee turnover

is to change the job to eliminate negative characteristics, but this often is not

feasible or desirable. An alternative method for reducing turnover is to

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screen out potential leavers during the hiring process. Organization can be

used information regarding negative job characteristic as part of their pre-

employment screening process in order to identify job candidates who are

likely to have particularly adverse reactions to these characteristics.

The assessment of employees sources of job-related discomfort and

frustration has proven to be powerful predictor of turnover. Employees in

any job have conscious and unconscious emotional reactions to work. If

these reactions are generally positive, an employee is less likely to quit. On

the other hand, if these reactions are generally negative, an employee is

likely to quit. One very promising approach for managing turnover is to

identify job candidates who are more likely to have negative reaction to a

given job. These candidates can be screened out early in the hiring process,thus saving further hiring costs, and decreasing subsequent turnover.

Unfortunately the most frequently used for identifying such negative job

characteristic (e.g. Job Diagnostic Survey, Job Characteristic Inventory)

have little utility for making employment decision because the scoring

process is relatively transparent to job applicants.

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Retain & Motivate

THE 4 RSOF RETENTION MANAGEMENT

With unemployment hovering around 4% and baby-boomers aging

out of the workforce its no surprise to anyone involved in staffing that there

are more jobs than people to fill them.

To increase employee retention, a company must recognize

employees, give them responsibility, and compensate them fairly. The

degree to which employees each employee required each of this varies.

Recognition

ResponsibilityRemuneration

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Recognition:

By recognizing an employee a manager reinforces productive behavior,

builds the individuals self-esteem, and makes them feel appreciated.

Recognition creates a corporate culture in which employees feel good about

themselves, their co-workers, and their superiors. As a result, employees

enjoy their jobs more and have a greater sense of loyalty to the company.

Ultimately, a company with a strong culture of employee recognition will

experience lower rates of attrition and thereby increase its bottom line.

Recognition is the most effective / motivating when it is:

Given immediately.

Given frequently.

Based on clearly communicated criteria.

In line with the organizations culture and goals.

Valued by the recipient.

Provided by someone of significance to the recipient.

Occasions for recognition:

Job well done.

Birthday.

Service anniversary.

Doing a special favour.

Doing a particularly unpleasant task.

Maintaining a positive attitude in the face of adversity.

Saving the company time or money.

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At a recent management seminar, an inevitable question was posed.

Just what is the best way to recognize employee? Gathering all the

wisdom of the past 20 years a manager answered, It all depends Of

course, the person that asked the question wanted employee.

He then asked each person to list or her employees and then list how

each employee liked to be recognized. Not one person could definitively

answer that question. Then how do you find out? The answer is deceptively

simple.

Bob Nelson, author of several best-selling books

including 1001 Ways to Reward Employees, made the

following comment regarding recognition Raise the

awareness of your managers about the importance of

them appreciating their employees on a daily basis

when they do good work one-on-one or viavoicemail, in writing or email, in meeting. The

rewards that are most beneficial to ay employee are the ones they want!

Find out what those might be by asking them in one or more ways. It very

well may not be stuff at all, but perhaps autonomy, flexibility, trust,

support, visibility, opportunity, and so forth.

Start by asking employees whats meaningful; how they like to be

recognized. Involve them in the process that affects them. After youverecognized them in their preferred manner, check back to see if it was truly

meaningful. Did they like it? At periodic intervals, ask again.. and again.

Great recognitions programs quickly become meaningless recognition

programs when we stop asking employee what they want.

Heres what one employee of a local company says My manager

thanks me ten times a day, for doing things that are really just a part of my

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job. That means a lot to me and motivates me to work even more

conscientiously. He is genuinely grateful for the work I do.

Its not necessarily about money, formal programs or getting your

name in the company newsletter. Its all about what matters to each

individual employee.

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Remuneration:

The degree to which compensation plays a role in an employees loyalty

to the company various, but it is undoubtedly an important factor in

employee retention. Some consider it to be a de-motivator rather than a

motivator. In other words, inadequate compensation is likely to deter

employees, while high levels of compensation will not retain them.

Types of remuneration:

Direct pay

401 K

Stock options

Bonus

Parking

Vacation time

Arranging employee discounts from clients or vendors.

Other benefits.

Responsibility:

Employees have greater job satisfaction and loyalty if they feel their

position is important to the bottom line of the company and required a high

level of responsibility. This is especially true for young people because they

are more concerned with learning and creating better opportunity for

themselves.

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Examples of responsibility:

Direct work perceived importance of assignments.

Decision making capabilities.

Management duties.

Passwords and access to secret information.

Being appointed to a company task force.

RATES: TURNOVERPOSITIONS, COSTSANDFREQUENCIES.

Employee turnover is very costly to an organization and, ultimately,

takes its toll on organizational performance, productivity, and profit.

There are direct and indirect costs associated with employee turnover.

Direct costs include the time involved in recruitment, selection, and training

of new personal as well as the costs associated with advertising expenses

and manpower. The time a manager spends in the selection process could

otherwise be devoted to other management responsibilities of his or her

everyday function. Indirect costs include the increased workloads ascoworkers pick up the slack until new employees are hired and trained as

well as the decreased productivity associated with low employee morale.

Estimating the Cost of Unwanted Employee Turnover

Unwanted employees turnover costs employers much more than

typically realize. While the actual losses will differ from one work category

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to another, this form is a reasonably accurately way to calculate the cost of

unwanted employee turnover. (Remember making management decisions

that are intended to reduce the size of an employee retention problem should

be based on the known facts.)

Non exempted Employees

The loss of each nonexempt employee can cost between 0.5X and 1X

the salary plus benefits. Nonexempt employees are those in work categories

covered by the Federal Wage and Hour laws governing hours of work and

overtime pay eligibility.

To get precise, you can identify these exact costs when nonexempt

employees leave:

Separation Processing Costs $

Replacement Hiring Costs $

Training New Hire Costs $

Lost Productivity & Lost Business Costs $

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Total $________per lost

employee

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Exempt Employees:

The cost of losing employees who is exempt from wage and hour

regulations is even greater. This category typically includes employees who

supervise, manage, or perform non-repetitive work within a recognized

profession. This loss can be determined by multiplying the annual salary

plus benefits total by IX to 25X depending on the level of the position. The

higher the position the higher the

Executives:

For top management employees, use multiples between 3X and 5X the

annual salary plus benefits.

Each formula multiplies by the number of annual employee departures

to determine a total turnover cost for the work group that you select. The

total cost figure becomes the target of controllable turnover costs to be

significantly reduced.

Tangible Costs

Exit interviewers time

Exiting employees time

Administrative expenses related to resignation

Vacancy Costs

Additional overtime for remaining employees

Temporary help

Wages and Benefits saves negative lost #

Lost revenue

Replacement Costs

Administrative expenses related to recruitment

Advertisements

Headhunter fees

Interviewers time

Other staff time

Testing expenses

Travel and Moving expenses

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Set up of new employee

Medical exams for new employee

Training Costs

Handbooks and other literature

Formal training costsWelcoming costs

Time of other employees spent training

Performance Differential

Amount saved or cost of reference

In production of new entry

TOTAL TANGIBLE COST OF ATTRITION

Intangible Costs

Exit Costs

Loss of organizational leaning

Loss of knowledge and expertise

Loss of relationship with clients

Emotional fallout and decreased morale

Decrease in culture of loyalty

Vacancy Costs

Increase tension and stress due to increased work loadsReplacement Costs

Decreased efficiency / productivity due to lossof work group synergy

TOTAL INTANGIBLE COST OF ATTRITION

MEASURINGTHE EFFECTIVENESSOF RETENTION

How to Implement an Effective Employee Testing Programme?

Advantages of Testing:

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Many companies avoid using employee testing because of the cost of

because of the fear of legal action by applicants who are not hired.

The cost of testing is minimal compared to the tremendous costs of

employee turnover. Conservative estimates of turnover costs range from 1/3

1/2 of the annual salary of the employees that you need to replace. The

costs of replacing management, executing and highly skilled talent can

easily range to 1-2 times the annual salary of the person you need to replace.

Testing is, therefore, a valuable investment for organization to make in

hiring and retaining top talent.

Employee testing, if done right, can be one

of the most valid and legally defensible toolsthat an organization uses to screen applicants.

Unlike interviews, professionally developed

tests are consistent for all applicants and they

have documentation that supports their

reliability and validity. Reliability refers to the consistency of test results

and validity refers to the accuracy of test results. The courts consider

information such as reliability and validity in evaluating the fairness of the

test.

Another advantage of testing is that test results provide information

about the applicant that is not easily obtained through other means. Tests

allow companies to obtain accurate information about other characteristics

of applicants such as interpersonal style, work ethic, and ability to learn.

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IMPLEMENTING A TESTING PROGRAM

Companies can implement and effective (and legally defensible) testingprogram by using the following six-step process.

1). Identify jobs where testing might be helpful :

Testing is most beneficial in positions where there is high turnover or

where the consequences making a poor hiring decision are very serious. For

high turnover positions, companies think that they should not do anythingthat will make it more difficult for them to find applicants. It may take you

longer to find a candidate using testing. The candidate that you select using

testing, however, is likely to stay with the company longer because of the

improved fit between them, their job, and the organization.

2). Define job and organizational requirements clearly, completely, and

accurately.

This step is where most companies miss the boat. A comprehensive

description of the knowledge, skills, abilities, and other characteristics

requires to do the job is the minimum requirement for making a good hiring

decision. Companies who hire and retain top talent go even further to define

organizational requirements for the person in that position related to the

organizations values and purpose.

3). Identify testing needs based on the job and organizational

requirements :

Review the job and organizational requirements for the position.

Identify those requirements where information can be easily obtained

through interviews. Identify whose areas where testing is likely to give a

more accurate picture of the persons skills.

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4). Select a test :

Obtain the names of test publishers and products from professional

colleagues or employee testing professionals. Before purchasing a test, ask

the vendor for information regarding the reliability and validity of the test

you want to use. Also, ask for information on the development of the test

and for information about the adverse impact of the test. Adverse impact is a

measure that the courts use to determine if people of different groups (e.g.

age, gender, race, etc.) perform significantly different on the test. The testshould discriminate only on the basis of skills and abilities required to do

the job, not on non-job related factors (e.g. age, race, gender, etc.)

Companies should avoid using a test that has adverse impact. Companies

should also avoid developing their own test unless they have someone who

is experienced in test development and validation procedures assisting them.

5). Implement the test :

Whether you implement the test company wide or only in a specific

region or division, make sure that the people who administer, score, and

evaluate test results are trained. Testing procedures should be consistent for

all applicants for which the test is being used.

6). Measure test effectiveness :

Examine various measures of individual and location performance

before and after implementing the test. Also, continue to monitor test

effectiveness annually. If the test is effective, you should see objective and

quantifiable of its effectiveness by such things as.

o Reduced turnover.

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o Increased quantity and quantity of employee performance.

o Increased organization performance, productivity and profitability.

If you do not see such evidence of test effectiveness within the first 6-12months of using the test, reexamine your job requirements as well as the

information related to the quality of the test (e.g. reliability, validity, etc.).

Make modification in your testing program as needed.

CONCEPT OF IDEAL TURNOVER RATE?

There are many opinions about what is the ideal turnover rate. Here

is how a CEO might look at it.

o Voluntary turnover should be zero for the top 10% of our best

performers.

o Turnover should be 100% for the bottom 10% (our Worst performers).

o Voluntary turnover should be zero for the key jobs and key competencies

that we have identified.

o Our voluntary turnover should be 10% or more below that of our closest

competitors and 10% lower than our firms rate of last year.

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o Managers that have a turnover rate (for top performers and key jobs) that

is 10%. Below our corporate average should be rewarded. All employees

of low (voluntary) turnover departments should get a bonus.

o Managers that have a turnover rate (for top performers and key jobs) that

is 10% above our average should be given special consulting and training

help for HR.

o The turnover rate for HR people that worry too much about turnover

numbers and not about worker and departmental productivity (and its

causes) should be 100%.

THE SECRET OF ATTRACTING & RETAINING KEY EMPLOYEES ON A TIGHT

BUDGET

How can organizations draw and keep essential personnel when theycan no longer afford to offer inflated salaries or fancy perks?

The answer may surprise you. It surprises most managers. For example,

what do you think employees want from their jobs? Good wages? Job

security? That's what managers have though for at least the past 55 years.

But it's not what employees have continued to say! As shown in the

following table, what employees really want are appreciation andinvolvement.

What Do Employees Want From Their Jobs?

FACTORSMANAGE

RS

EMPLOY

EES

Full Appreciation for WorkDone

8 1

Good Wages 1 5

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Good Working Conditions 4 9

Interesting Work 5 6

Job Security 2 4

Promotion/Growth

Opportunities3 7

Personal Loyalty to Workers 6 8

Feeling "In" on Things 10 2

Sympathetic Help on PersonalProblems

9 3

Tactful Disciplining 7 10

Note the glaring discrepancy between manager opinion and employee

fact.

Are we saying or are employees saying that competitive wages are

unimportant? Of course not. Money usually is necessary, but not sufficient

condition to attract, retain and motivate good employees. [By the way,

money isn't even always necessary notice how energized and enthusiastic

unpaid volunteers often are.]

Test this out yourself: Remember a time when you felt energized,

fulfilled, and excited about your job or a project; when you couldn't wait toget out of bed and get to work! [Or, if unfortunately, nothing comes to mind

remember a time when you felt frustrated, bored or dispirited about your

job or a project; when you had to force yourself out of bed to go to work!]

What were you doing? What was special (or not special) about it? Was

it the pay? The fringe benefits? Maybe... for the first few days. Or... was it

the stimulating work, the stretching of your abilities, being an important part

of a grand venture, the rapport with coworkers, the recognition from

superiors?

In fact, it is the quality of the work itself and of our relationships with

others at work that draws us to the best organizations and keeps us there,

performing at peak effectiveness.

Now lest there is any doubt this discrepancy between manager

opinion and employee fact is good news for two reasons:

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1). Increased wages and job security are precisely what many organizations

cannot provide during lean times whereas appreciation and

involvement can be provided... anytime.

2). Most managers don't "get it". If you do... your organization can emerge

as a preferred employer. You can win the battle for attracting and

retaining talented employees regardless of budget!

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Attracting, Retaining & Motivating Employees: The Realities and the

Options

There is a dangerous crisis in America today. It has nothing to do withglobal warming or the latest computer virus. Rather, we're referring to the

alarming diminishing ability of organizations in every sector of our

society to survive.

At a time of intense global competition, most corporations, government

agencies and non-profit associations alike have exhausted whatever

efficiency and cost-cutting improvements there were to be extracted from

reengineering and downsizing. And, many have found that they have cut,not only the fat, but also much of their muscle (or even lifeblood), that is

their best employees.

However, as they now look to replenish, preserve and nourish this blood

and muscle, they are facsed with a General X workforce 40% smaller (and

much more demanding) than the Baby Boomers and the lowest

unemployment rate in 30 years!

Also, employee loyalty is down, way down. According to a 1998 survey

conducted by Sibson & Company, 55% of employees plan to quit or think

often of quitting. In fact, the most frequently asked question put to the

Society of Human Resource Management is: "How can we keep talent from

jumping to our competitors?"

Fortunately, every crisis contains in it not only danger but also

opportunity. This article shares with you the secret to transforming this

dangerous crisis into an opportunity for your organization to flourish!

Based on our research and work with employers across the country, we

have identified the distinguishing traits of organizations that attract, retain

and motivate the best employees. In a nutshell:

1). The pay ain't bad

2). And they treat employees GREAT!

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Recent landmark studies confirm what theoreticians and management

gurus such as Abraham Maslow, Frederick Hertzberg and Peter Drucker

have maintained for decades

o Money is necessary but not sufficient condition to attract, retain and

motivate good employees. You and I will go to work for a paycheck and

benefits plan. But we won't really do work (at least our best work), unless

something else is present.

o It is the quality of the work itself and of our relationships with others at

work that draws us to the best organizations and keeps us there,

performing at peak effectiveness.

Recently, the Families and Work Institute published the National Study

of the Changing Workforce the most comprehensive research ever

conducted in this area. They found that, while Earnings & Benefits have on

only a 2% impact on job satisfaction, Job Quality and Workplace Support

have a combined 70% impact. That's a 35 times greater bang for the buck!

(Though, in the case of Job Quality and Workplace Support, it is an

intangible, symbolic "buck".)

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Factors Impacting Job Satisfaction

And, the findings were similar for factors impacting Employee Loyalty,

Retention and Performance. For Performance, however, Job Demands (that

is stress factors such as overtime and deadlines) have a negative impact

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comparable to the positive impact of either Job Quality or Workplace

Support.

But, let's suppose that employee retention is not a problem for your

organization and you're not convinced that employee satisfaction has much

impact on the bottom line. Then consider this: A recent survey conducted by

the Gallup organization researched the Impact of Employee Attitudes on

Business Outcomes. They found that organizations where employees have

above average attitudes toward their work (that is, high employee

satisfaction) have:

38% higher customer satisfaction scores,

22% higher productivity, and

27% higher profits!

Satisfying employees, by ensuring that they have meaningful work and

are treated well, is not only a nice thing to do; it makes good business sense.

So, if you want to transform the danger into an opportunity for your

organization to flourish and make money pay your employees with more

than just money!

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TOP 10 TIPSTO ATTRACT, RETAIN & MOTIVATE

1). Pay employees fairly and well - then get them to forget about money.

2). Treat each and every employee with respect. Show them that you care

about them as persons, not just as workers.

3). Praise accomplishments and attempts

Both large and small

At least 4 times more than you "criticize"

Publicly and in private

Verbally and in writing

Promptly (as soon as observed)

Sincerely

4). Clearly communicate goals, responsibilities and expectations. NEVERcriticize in public redirect in private.

Recognize performance appropriately and consistently:

Reward outstanding performance (e.g., with promotions and

opportunities)

5). Do not tolerate sustained poor performance coach and train or remove!

6). Involve employees in plans and decisions, especially those that affect

them. Solicit their ideas and opinions. Encourage initiative.

7). Create opportunities for employees to learn and grow. Link the goals of

the organization with the goals of each individual in it.

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8). Actively listen to employees concerns both work-related and personal.

9). Share information promptly, openly and clearly. Tell the truth with

compassion.

10). Celebrate successes and milestones reached organizational and

personal. Create an organizational culture that is open, trusting and fun!

TRAINING PROGRAMS

Rekindling Organizational Loyalty: Attracting, Retaining &

Motivating Employees

The most frequently asked question put to the Society of Human

Resource Management is: "How do we keep talent from jumping to our

competitors?" This program provides in-depth answers to that question and

many others! Emphasizing the importance of day-to-day benevolent

treatment of employees to elicit both outstanding performance andorganizational loyalty, the Grimmes share the secrets of the most successful

employers. Classic motivation theory is linked to recent landmark studies,

providing the foundation for immediately applicable techniques to attract,

retain and motivate your staff.

Dynamic presenters incorporate interactive exercises, powerful visual

aids, and information-packed handouts to deliver cutting-edge programs that

give your organization the tools and insights to create long-term change.Available in a variety of formats and lengths.

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Feedback on results Understanding the significance of one's personalcontributions

2. Motivational Leadership

Champion change and are open to new ideas Inspire a share vision of organization direction Motivate and recognize contributions Develop the capabilities of others Model behavior that reflects organization values

3. Recognition & Reward

Say "Thank you" for a job well done Reinforce desired behaviors Create an emphasis and focus on recognition Celebrate successes Build self-esteem Enhance camaraderie and teamwork

INTEGRATED SYSTEMFORRETAINING EMPLOYEES

The Employee Retention Connection transforms your organizationculture and enhances your competitive edge through the following five-

phased approach:

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Phase 1: ERC begins by analyzing your organization's motivation and

retention culture through surveys and focus groups. What are the

motivating and demotivating aspects of your culture?

Phase 2: ERC next designs high-involvement job and work assignments

that include:

Wide variety of tasks and skills

Opportunities to learn

Authority to make decisions Feedback on results

Resources and support to be successful

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Phase 3: ERC trains supervisors and managers in proven methods of

motivational leadership:

Inspiring a shared vision and direction

Developing the capabilities of others

Promoting organizational change

Recognizing and appreciating employee contributions

Serving as a role model

Phase 4: ERC delivers a plan for employee career paths and skill

building:

Designing career paths, not necessarily up theorganizational chart

Identifying core competencies for differentcareer paths

Planning training and other opportunities tobuild competencies

Mentoring for employee direction

Phase 5: ERC builds a tailored reward and recognition system to fit

your organization's culture: Identifying activities, attitudes and contributions to berecognized and rewarded

Matching reward and recognition options to performancecontributions

Establishing specific motivational approaches for retainingemployees

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10 STEPSFORMOTIVATING RETENTION

1). Provide pay rate increases or bonuses for service periods, i.e., 3

months, 6 months, and 1 year.

2). Celebrate service milestones, i.e., one-year anniversary with

photos, lunch, etc.

3). Recognize the contribution of part-time employees with full-

time status.

4). Invest in employees by providing training opportunities.

5). Pay equitably and provide competitive benefits.

6). Frequently and personally express appreciation to employees.

7). Assign each employee a committed and positive mentor/buddy.

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8). Promote from within.

9). Know your employees and their life changes.

10). Connect with the employees' families by sending family

welcome gifts, newsletters, etc.

CASESTUDY: BPL MOBILE COMMUNICATIONS LTD

For the purpose of this project, I have done a survey for BPL Mobile

Communications by the way of Questionnaire and In Depth Interviews. The

aim of this section is to find out how retention works differently in practical

situations and how companies need to customize their strategies to meet

their employee specific needs.

The company has following departments-

Human Resource Administration & Personnel Operations (Vertical)

Sales

Marketing

Customer management team

Finance

Information Technology

The sample size of the survey is 20 people plus 4 in depth interviews.

The sample size was selected on the basis of the following calculations-

Strength of the company: 450 employees

According to the market research theory a 1 or 3 % sample should be

taken i.e. 4 8 employees.

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But to avoid bias and to get more information a sample of 20 is taken.

In a subject like retention qualitative data is also required thus I have taken

4 depth interviews.

In this case study I have answered questions like-

Are the employees happy working in the organization?

Do the employees trust their company?

Are the employees satisfied working in the organization?

What is that factor which has been the reason to retain in thecompany?

Does the company follow any work culture?And many more

At the end of the survey Findings, Observations, Analysis andRecommendations are given.

About the company

BPL Mobile is committed to business leadership in providing world

class technology services and solutions, by focusing on People, Customers,

Technology, and passionately driving Excellence throughout theorganization thereby creating Value.

Having started its services in 1995, BPL Mobile operates in Mumbai,

Maharashtra, Goa, Pondicherry, Kerela and Tamil Nadu - with a network

spanning across 207 cities currently. Today, BPL Mobile, India's premier

mobile phone service provider continues as the leader of the WireFree

World with over 1.2 million subscribers.

This achievement is a result of BPL Mobile's philosophy to give the

consumer a truly world class wirefree experience through investment in

superior technology and infrastructure which supports a basket of innovative

services to bring international class products and services for the user of

today.

BPL Mobile has consistently demonstrated its technological leadership

by providing world class technology like QualNet, Intelligent Network,

GPRS, and MMS amongst others to its subscribers. Standing tall as the first

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true 2.5G network in the country, BPL Mobile has successfully leveraged its

Rs. 4000 crore investment in advanced technology to provide strategic

coverage solutions in over 207 of the most important cities in the circles of

Mumbai, Maharashtra, Kerela, Tamil Nadu, Pondicherry & Goa. Using

technology as the chief differentiator in offering quality service and creating

value for the brand are some of BPL Mobile's significant achievements in

revolutionizing the mobile industry in India.

Committed to using the latest technological advancements in order to

increase customer convenience and reliability, BPL Mobile has consistently

been the leader in establishing newer standards in mobile telephony. The

ability of the company to think aggressively and to think ahead has been the

one factor that has propelled it into the unassailable position that it is intoday. This is in tune with BPL Mobile's motto of providing Tomorrow's

Technology Today.

Also, in its commitment to the Customer First ethos, BPL Mobile has

aligned the organization, its people, processes and infrastructure to the

needs of the customer. Human resource within the organization is suitably

empowered to respond to the needs of the customer, hence providing all

employees with the required training and support to do their jobs and dothem well.

Corporate Mission:

Given the immense opportunities we have in the Telecom service

Business, our goal is to set up a world class team, organization and systems

to ensure Customer Satisfaction and Business success.

Our vision:

To be the leader in Indian Wireless Industry.

Mission Statement:

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BPL Innovision Group is committed to business leadership in providing

world class services by focusing on People, Customers, Technology &

passionately driving excellence throughout the organization thereby creating

Value.

Five Pillars that hold aloft the Mission:

People

Driven by valuesTotally empoweredCompletely aligned

Customers

Customer first mindset and philosophyEnsure strategies, processes & products create value.Recognize that customer has a choice

Technology

State of artSuperior and premiumInnovative

Excellence

Do it right the first timeCommitted to continuous improvementPassionate about qualityProgress through creativity

Values

Exist for customersAggressive about growthHighly flexibleCommitted to teamworkAccountable for all actions

Nurture diversityFreedom to make right mistakesTransparency in all actionsCreating shareholder value

Creating economic value

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FINDINGSANDOBSERVATIONS

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Age Group

46%

27%

20%

7%

20 - 30

30 - 40

40 - 50

50 - 60

Purpose of the question

The aim of this question was to find out the age group that exists as the

maximum in the organization

Findings

The maximum number of employees exists in the age bracket of 20-30years.

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these freshers so that their new ideas with good sophisticated strategies and

skills which are required in todays competitive market of mobiles.

< 1

year

1 - 2

years

2 - 5

years

5 - 10

years

>10

years

Work Experience at BPL

< 1 year

1 - 2 years

2 - 5 years

5 - 10 years

>10 years


This question aims at the finding the number of years that the employeesstayed in the organization. This would directly speak on the retention of the

company. This would also reflect on the companys recruitment planning.

Findings

The company has most of the employees who are 5-10 years and 2-5

years old. There are barely very few employees of less than 1 year and more

than 10 years. Mostly employees of the category more than 10 years were

all the higher officials.

Analysis

Due to the fact that the company has more of the youth in their

company. A lot of young bloods coming in the last 3 years have been

recruited. This would prove out to be a negative sign for recruitment. Also

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the employees working for 5-10 years have retained in the company. This

can be counter checked by the fact that most of the employees (46%) lie

between the age group of 5- 10 years. Infact the staff of BPL being more or

less of the same age helps the employees in developing a good rapport

between them. They dont find any discrepancies in working together and

helps in avoiding any fights or disputes between them thus enabling them to

work for the organization in harmony.

0

1

2

3

4

5

Junior

officer

Senior

officer

Assistant

manager

Deputy

manager

Manager Senior

manager

General

manager

Director Others

Current Job Titles


The intention was to take the survey all through the organization, i.e.

from the junior officer level to the vice president level.

Findings

Majority comprised assistant managers and managers due to the

vacancies existed or due to short term of their service.

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0

5

10

Wants More Gets

Less

Wants Less Gets

More

Satisfied

Delegation of Responsibility


The purpose of this question was to find out how much responsibility

the company gives and how much is expected by the employees. As

responsibility given can be important criterion for retention as this questionholds a lot of importance.

Findings

Most of the employees are satisfied with the amount of responsibility

they are given. But there exits a few who think that they have a lot of

responsibility than what is required.

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Analysis

Responsibility means the amount or the quality of the work given to the

employees. In a few cases the employee is given work, which does not haveany authority or responsibility or an imbalance of both. The employee could

even be unhappy with the job challenges. Only this people who either want

more or have more responsibility have to be taken care of.

Training Given

7%

15%

28%

50%

Poor

Fair

Good

Excellent


The purpose was to see the satisfaction level of the employees with the

amount of training given by the organization to sharpen the employees`

skills and motivate him/her towards the work done by him/her which would

help the employees to perform their tasks better and increase productivity

too.

Findings

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It was found that the company is rated high at this attribute. The

employees are willing to go for training programme to enhance their skills.

But there seems that the employees are really happy and contended with the

training given to the employees. The training given to them were

successful over a period of years and have helped employees to enhance

their skills in a better way.

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Analysis

Evaluating employee training and development activities is a must.

Training employees in the skills they need to successfully perform their job

will contribute to the overall success of the organization and improve theproductivity and morale of the employees. This is taken into consideration

at BPL Mobile Communication Ltd. The training provided is very minimal

and the employees are satisfied with this.

0 2 4 6 8 10

Strict

Formal

Fairly Open

Walk - In

Communication Channel


The purpose was to find out the communication process in the

organization. It was to see whether the communication channel causes any

problem.

Findings

The communication channel is fairly open. Though the perception varies

from walk in to formal systems.

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Analysis

Company morale suffers when employees are left in the dark.

Employees feel valued and respected when they can ask questions and share

their thoughts, ideas and concerns. Though this does seem to be the issuewith BPL Mobile, it is important for this idea of a fairly open

communication and the formal communication (80%) to shift towards the

walk in type of a channel of communication.

Career Path Discussed

67%

33%

Yes

No


This question would indicate the amount of interest the company holdsfor the employees` future

Findings

It was found that at BPL Mobile career paths are given due importance.

67% of the employees feel that their career path is been discussed at regular

intervals. This can prove to be very effective medium for motivating the

employees and providing them a scope to grow in the organization. The

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employee is happy as he feels he is important for the organization and this

could help in retaining the employee in the organization as well as achieving

the goals and objectives assigned to him.

Career Path Reviewed

Once in 6

months

Once a

Year

Once in 2

yearsOnly During

Promotions

0

2

4

6

8

10

0 1 2 3 4 5


To find out that if at all careers are discussed, how often are they

reviewed?

Findings

Career path is reviewed for the employees of BPL Mobile at least once ayear, which is a very healthy sign for the company. This gives the employee

the idea that the organization cares for the employee.

Analysis

If the employee finds him/her climbing the corporate ladder and does

see any further up gradation in the work he is assigned, he is motivated to

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stay in the organization. The organization needs to review with each

employee where in the ladder can he reach, how can he reach there and how

soon can he be there. This interest that the organization would show would

motivate the employee to stay in the organization.

Performance Appraisal

74%

26%

Satisfied Not Satisfied


It was to find out the satisfaction level of the employees in context to

their performance appraisal process.

Findings

The major chunk of the employees (74%) is satisfied with the appraisal

process.

Analysis

Performance appraisal is a way to recognize the work done by the

employees. In most organization this process is directly linked to the

remuneration of the employee. But at BPL Mobile, this process is quite

successful. By recognizing an employee a manager reinforces productive

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behaviour, builds the individuals self-esteem, and makes them feel

appreciated. Recognition creates a corporate culture in which employees

feel good about themselves, their co-workers, and their superiors. As a

result, employees enjoy their jobs more and have a greater sense of loyalty

to the company.


This was to find the companys core competency. This would tell the

company its strength and thus help in retaining.

Findings

It is found that the work environment that consists of freedom to work

and no harassment is the major reasons why the employees are still in the

organization. Responsibility given is still another important reason.

Analysis

At its most basic, its described as the personality of an organization, or

simply as how things are done around here. It guides how employees

think, act and feel. Corporate culture is a broad term used to define the

unique personality or character of a particular company or organization and

includes such elements as core values and beliefs, corporate ethics and rulesof behavior. Corporate culture can be expressed in the companys mission



other, and in the titles to various employees.

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RECOMMENDATIONS

The recommendations are completely based on the research done at the

organization based on the questionnaires filled and the in depth interviews

taken. There could be a few recommendations that the company should lookupon but nevertheless the company is already in a good position in retaining

the employees but there are certain points which the company should lay

more importance as it may help the company to solve certain issues in

future with regard to the employees.

I would recommend on the positive as well as the negative sides of the

company in order to retain the employees.

The most important and a must is the issue of responsibility.

The employees of this company are satisfied with the 2 Rs that are

remuneration and recognition but the third R is more than the desired

proportion.

In todays competitive world each and every employee of anorganization is given a lot of responsibility to do so that each and every

employee contributes to the quality and profits made by the organization.

This leads to a positive sign as the company is making its employees

efficient and capable enough to discharge its duties in a proper manner and

completion of a certain task on time.

But at times a lot of responsibility may prove out to be a negative

impact on the employees as they may think that a huge chunk of work isdone by employees themselves as a result they may not be able to do their

work on time due to the large amount of responsibility on them. It may

affect their morale and demotivate the employees because of a lot of

responsibility upon them.

One of the best ways to handle this problem is a monthly or quarterly

checkup of the work done by the employees and the management should

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make it a point that a moderate amount of work is given to each and every

employee. No excess work to be given to an employee.

Importance of training

The training and development given to the employees are given

adequate importance in the organization. The employees are really happy

and satisfied with the training and development given by the company. The

company believes, it is a must to realize that the expenses done on training

and development would indirectly save on the organization cost and help to

retain the people in the organization

Company provides training may it be technical or even general like

training on communication or personality development skills that can

enhance the employees and motivate the employees towards their work.

A Quote from an employee, the training carried out in the

company is very helpful and a motivating factor for all the employees as

it enhances an employees capabilities thus making him efficient thanbefore

Career Aspirations

Career aspirations, career goals of the employees are discussed. The

employees are made to feel important. Its not always possible to promote

everyone in the organization but it is definitely possible to explain this and

tell the employee when and how will he climb the corporate ladder. Career

goals are reviewed once in 6 months. Reviewing it on a 6 monthly basis

shows a very good sign of the company, as they are able to look after the

employees growth in the organization.

A Quote from the employee: Appraisal is done since the last 4/5

years. Employees performance is discussed by the senior officer in a

very informal way which makes an employee comfortable and discuss

the matters on an face to face basis.

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Stick to work culture

This has been the strength of the company. The employees are more

than happy with the work culture of this company. This should not be

changed. The employees are comfortable working in the organization and

this can enhance the company strength in the competitive market by keeping

the employees happy.

Analysis

At its most basic, its described as the personality of an organization, or

simply as how things are done around here. It guides how employees

think, act and feel. Corporate culture is a broad term used to define theunique personality or character of a particular company or organization, and

includes such elements as core values and beliefs, corporate ethics and rules

of behaviour. Corporate culture can be expressed in the companys mission



other, and in the titles given to various employees.

At BPL Mobile Communications, the employees gel with the cultureand are satisfied with the work environment, this being the companys

greatest strength.

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QUESTIONNAIREFORBPL COMMUNICATIONS LTD.

I am a student of Bachelor of Management Studies TYBMS (5th

semester). For the purpose of the curriculum I am undertaking this project

the objective is to find out retention strategies for a company. The survey is

completely for educational purpose. It would be of great help if you would

spare some time answering these questions.

Thanking you.

Ms. Chetan Ail

Patkar college.

Name:Age: Gender: Male Female

Work Experience apart from BPL Communications Ltd.

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Name of the Organization Job Title No of years

Work Experience with BPL Communications Ltd. (tick theapplicable answer)

Less than 1 year

1-5 years

5-10 years

10-15 years

Your position in the organizational chart (tick the applicable answer)

Junior officer

Senior officer

Assistant manager

Deputy manager

Manager

Senior manager General manager

DirectorOthers

Your current job title

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No. of people in you come in contact with in your organization whileperforming your regular job (tick the applicable answer)

1-5

5-10 10-15

15 and more

Level of responsibility assigned to you( tick the applicable answer)

high

moderate

low

very low

What other motivation schemes does your company offer?

Which was the most rewarding job recognition given by yourcompany that has motivated you the most?

What extra benefits you get from your company? (tick the applicableanswer)

Pension plan

Bonus

Vacation

Involvement in management decisions

Access to company passwordsOthers

Do you have a clear perception of your role in the organization?

Yes

No

If No then Why?

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Does the company provide the extra training that can help yousharpen your skills or perform your task in a better way? (tick theapplicable)

Poor

Fair

Good

Excellent

What type of communication channel exits in your company? (tickthe applicable)

Walk in anytime

Fairly open system

Formal system

Very strict

Are your career goals discussed or considered? (tick the applicable)

Yes

No

If, yes how often are they reviewed? (Tick the applicable)

Once in 6 months

Once in a year

Once in 2 years

Only on time of promotions

How often is performance appraisal done in your organization?(tickthe applicable)

Once in 6 months

Once a year

Once in 2 years.

Quarterly

Are you satisfied with the appraisal system of your organization?

(tick the applicable)

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Yes

No

If No then Why?

Give the best three reasons why you are working as an employee ofyour company?

Comment on your company culture.

Rate what is the most important to you?(3- the most important and 1- least important)

RecognitionRemunerationResponsibility

Thank you for spending your precious time!!!!!!

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EXIT INTERVIEWS

Where Have All The Employees Gone?

I had a better offer. The money was better. Its more challenging job. It

was too good to pass up.

Sound familiar? If it doesnt, count your blessing. But if it does, then

you are probably in good companybecause these are a just few of the

common reasons people give as to why they left their jobs.

Reasons, yes. Real reasons? Often, no.

Retention is the issue that most company wrestles with, and in light ofthe fact that unemployment is at a 24 year low, all of us as HR professionals

can play a critical role in retaining employees. Its our job to examine and

analysis why people leave and we can do to prevent it. An effective way to

gather this information is through exit interviews.

Money is the most common primary reason given as to why people

leave jobs. You might leave too if you were offered a 25% pay rise!

However, most people dont start looking for a job because they want moremoney. There is usually more source of dissatisfaction, and that gets-soon-

to-be ex-employee (STBEE) started on a job search. For the STBEE, the

icing on the cake comes with an eventual offer that turns out to be more

(sometimes much more) than he or she making at the current job. So what is

the source of dissatisfaction that started this ball rolling?

Five ways to make the exit interviews more effective.

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1). Build rapport through making the interviews conservation. The majority

of interviews we conduct are by telephone. Therefore we have not had the

opportunity to meet the person or establish a relationship. Firing off

questions only puts up barriers. Use a standard list question for eachinterview, not a standard order of questions. This will help to keep things

conservational, and allow you to cover all areas without being rigid.

2). Timing and personality (and judgment) are everythingwell almost

everything. Dont wait too long after the person leaves to conduct the

interview. However sometimes its best to wait until their last official day.

Employees are sometimes reluctant to talk while they are still employees.

The person the STBEE speak will also make the difference. Typically,the HR person or supervisor conducts the interview. Give this some

thoughtis the person conducting the interview the person who can get

the best information? Are these barriers (personality or otherwise) that

might prevent honest information from being discussed?

3). Never promise confidently. Assure the person you will maintain

confidentiality, but like the investigation, you cant promise something

that you cannot control. There are issues that can arise during the courseof an interview, such as harassment, discrimination and unethical or

unfair labour practices that requires immediate action.

4). Always ask for examples or specifics. If a person says they didnt like

the office environment, ask for example of what they didnt like. If they

say they didnt like working with certain people, ask what they

specifically didnt like about working with this people. Specifics can go a

long way to sort our whether it is a feeling the department employee

has or a legitimate issue.

5). Ask follow-up why did you leave question. For example, you may ask,

why did you leave your job?, and the departing employee may say, I

got better offer. Some follow-up question would then be, What was

better about the offer, What are you getting through your new offer that

you werent getting here, what caused you seriously consider the new

offer. Also find out if there was a defining moment or the straw that

broke the camels back. Often, the response that the person left for more

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money is really a statement of you dont pay me enough to deal with

(fill in the blanks). Find out what that blank is!

EXIT INTERVIEW

Name of Employee: Age:

B.U. / Function: Grade: Location:

Date of Joining: Date of Separation:

Reasons for the Separation:

If you are resigning, then what are your plans after leaving BPLMobile?

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Were you satisfied with the following areas? Please indicate on a 5-point Scale.

REMUNERATION JOBSATISFACTION

DESIGNATION TRAINING &DEVELOPMENT

LOCATION COMPANYPOLICIES

CAREER GROWTH SUPERVISION

ORGANISATIONAL STRUCTURE

Please explain any of the above factors that scored less than three.

Any other factors which you would like to give your views on

DATE:

Signature of the Employee PLACE:

Remarks of the Exit Interviewer:

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Name and Signature of theExit Interview

BIBLIOGRAPHY

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Books and magazines

Human resource management and personnel management by AsawathapaBusiness world

Business today

Websites

www.hrworld.comwww.hrzone.comwww.hr.guide.com

www.notjustsurveys.comwww.hrfolks.comwww.humanlinks.com
http://www.hrworld.com/http://www.hrzone.com/http://www.hr.guide.com/http://www.notjustsurveys.com/http://www.hrfolks.com/http://www.humanlinks.com/http://www.hrworld.com/http://www.hrzone.com/http://www.hr.guide.com/http://www.notjustsurveys.com/http://www.hrfolks.com/http://www.humanlinks.com/

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