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ATTRITION ANALYSIS AT ABRL
EXECUTIVE SUMMARY
"The art of putting the right man in right place is perhaps the first in the science of management, but the art of finding a satisfactory position for the discontented is the most difficult"
-Talleyrand
Recently words like attrition, retention and job switch is back with a bang as the Indian economy is booming. Indian job market is expected to grow in line with economic growth and double at Rs 2000 crore within 5 years (with 20 percent growth per annum). Retaining the star performers of the company is need of the day now. Aditya Birla Group’s foray into the Retail sector began in 2006 with the acquisition of Trinethra, the South Indian based chain of stores. May 2007 saw Aditya Birla Retail launching its own brand of stores ‘MORE’. The stores are in 2 formats: Supermarkets and Hypermarkets. As on Dec 2011, 891 Supermarkets and 11 Hypermarkets are operational across the country.
The report is on “ORGANISATIONAL STUDY AND ATTRITION ANALYSIS AT ADITYA BIRLA RETAIL LIMITED, BANGALORE”. This report is based on exhaustive analysis of ABRL’s recruitment system, training structure and working environment followed by interviewing the ex-employees. The analysis explains that employees are satisfied about the work environment and teams they are working in. The main element behind the current attrition rate at ABRL is the low compensation they are offered and personal setback they face due to long working hours and no arrangement of commutation by company. Also there is lack of employee engagement which makes employee lose interest in their job. It has been suggested to have more employee engagement programs that would help employees to know the company policies and career development options. ABRL should take feedback from the employees about the facilities in ABRL and improve them to satisfy employees to possible level. Transport facilities should be provided for employees working in late shifts. If female employees have personal restriction about working in late shifts, they should be put in first shift.
The theoretical knowledge gained in MBA course is used to analyze the current attrition of company and organize an employee engagement session at few of the MORE stores for front end employees. The employee engagement program went very well and helped to understand employee’s current state of mind and their outlook at ABRL.
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INDUSTRIAL PROFILE
1.1 Introduction about the Retail Sector
Retailing consists of the sale of goods or merchandise from a fixed location, such as a departmental stores, boutique or kiosk, or by post, in small or individual lots for direct consumption by the purchaser, Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses.
In commerce, a "retailer" buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the process of retailing as a necessary part of their overall distribution strategy. The term "retailer" is also applied where a service provider services the needs of a large number of individuals, such as a public utility, like electric power.
Shops may be on residential streets, shopping streets with few or no houses or in a shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or full roof to protect customers from precipitation. Online retailing, a type of electronic commerce used for business-to-consumer (B2C) transactions and mail order, are forms of non-shop retailing.
Shopping generally refers to the act of buying products. Sometimes this is done to obtain necessities such as food and clothing; sometimes it is done as a recreational activity.
Recreational shopping often involves window shopping (just looking, not buying) and browsing and does not always result in a purchase.
EtymologyRetail comes from the French word retailer, which refers to "cutting off, clip and divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred, paring". Like the French, the word retail in both Dutch and German (detail Handel and Einzelhandel respectively), also refers to the sale of small quantities of items.
Retail pricingThe pricing technique used by most retailers is cost-plus pricing. This involves adding a markup amount (or percentage) to the retailer's cost. Another common technique is suggested
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retail pricing. This simply involves charging the amount suggested by the manufacturer and usually printed on the product, by the manufacturer.In Western countries, retail prices are often called psychological prices or odd prices. Often prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly displayed, there can be price discrimination, where the sale price is dependent upon, who the customer is. For example, a customer may have to pay more if the seller determines that he or she is willing and/or able to. Another example would be the practice of discounting for youths or students.
Transfer mechanismThere are several ways in which consumers can receive goods from a retailer:Counter service, where goods are out of reach of buyers and must be obtained from the seller. This type of retail is common for small expensive items (e.g. jewelry) and controlled items like medicine and liquor. It was common before the 1900s in the United States and is more common in certain countries. Delivery (commerce); where goods are shipped directly to consumer's homes or workplaces. Mail order from a printed catalog was invented in 1744 and was common in the late 1800s and early 1900s. Ordering by telephone is now common, either from a catalog, newspaper, television advertisement or a local restaurant menu, for immediate service (especially for pizza delivery). Direct marketing, including telemarketing and television shopping channels, are also used to generate telephone orders. Online shopping started gaining significant market share in developed countries in the 2000s.
Door-to-door sales; where the salesperson sometimes travels with the goods for sale.
Self-service, where goods may be handled and examined prior to purchase, has become more common since the 1920s.
Building typesA market is a physical location where buyers and sellers converge. Usually this is done in town squares, sidewalks or designated streets and may involve the construction of temporary structures (market stalls). Markets are contrasted with shop or store trading, where a retailer has a permanent, dedicated building.Buildings for retail have changed considerably over time. Market halls were constructed in the middle Ages, which were essentially just covered marketplaces. The first shops in the modern sense used to deal with just one type of article and usually adjoined the producer (baker, tailor & cobbler).
In the U.S. retailers often provided boardwalks in front of their stores to protect customers from the mud. In France in the 19th century, arcades were invented, which were streets of several different shops, roofed over. Counters, each dealing with a different kind of article, were invented; it was called a department store. One of the novelties of the department store
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was the introduction of fixed prices, making haggling unnecessary and browsing more enjoyable. This is commonly considered the birth of consumerism. In cities, these were multi-story buildings which pioneered the escalator
In the 1920s, the first supermarket opened in the United States, heralding in a new era of retail: self-service. Around the same time, the first shopping mall was constructed which incorporated elements from both the arcade and the department store. A mall consists of several department stores linked by arcades, many of whose shops are owned by the same firm under different names. The design was perfected by the Austrian architect Victor Gruen All the stores rent their space from the mall owner. By mid-century, most of these were being developed as single enclosed, climate-controlled, projects in suburban areas. The mall has had a considerable impact on the retail structure and urban development in the United States.
In addition to the enclosed malls, there are also strip malls, which are "outside" malls (in Britain they are called retail parks, these are often composed of one or more big-box stores or superstores.
Physical shops are known as brick and mortar stores in the United States, when contrasting them with online stores. Many shops are part of a chain; a number of similar shops with the same name, selling the same products in different locations. The shops may be owned by one company or there may be a franchising company, which has franchising agreements with the shop owners. Sometimes online retailing replicates existing retail types, such as the online shops or virtual marketplaces used by Amazon.com
Some shops sell second-hand goods which are called Second hand retail. In the case of a nonprofit shop, the public donates goods to the shop to be sold. In give-away shops goods can be taken for free.
Another form is the pawnshops, in which goods are sold that were used as collateral for loans. There are also "consignment" shops, which are where a person can place an item in a store and if it sells, the person gives the shop owner a percentage of the sale price. The advantage of selling an item this
Way is that the established shop gives the item exposure to more potential buyers.
Discount storesDiscount stores offer a wide range of products, although they mainly offer value goods, such as house wares, clothes, kitchen-wares, gifts and healthcare products. These are sold at , because many of them are either brand name or clearance products.
Sales TechniquesBehind the scenes at retail, there is another factor at work. Corporations and independent store owners alike are always trying to get the edge on their competitors. One way to do this
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is to hire a merchandising solutions company to design custom store displays that will attract more customers in a certain demographic. The nation's largest retailers spend millions every year on in-store marketing programs that correspond to seasonal and promotional changes. As products change, so will a retail landscape. Retailers may also use facing techniques to create the look of a perfectly-stocked store, even when it is not.A destination store is one that customers will initiate a trip specifically to visit, sometimes over a large area. These stores are often used to "anchor" a shopping mall or plaza, generating foot traffic, which is capitalized upon by smaller retailer.
1.2 Evolution of Indian retail Industry
Indian Retail Industry is standing at its point of inflexion, waiting for the boom to take place. The inception of the retail industry dates back to times where retail stores were found in the village fairs, Melas or in the weekly markets. These stores were highly unorganized. The maturity of the retail sector took place with the establishment of retail stores in the locality for convenience. With the government intervention the retail industry in India took a new shape. Outlets for Public Distribution System, Cooperative stores and Khadi stores were set up. These retail Stores demanded low investments for its establishment.
1.3 Growth of the Industry
Growth of Retail Companies in India exhibits the boom in the retail industry in India over the years. The increase in the purchasing power of the Indian middle classes and the influx of the foreign investments has been encouraging in the Growth of Retail Companies in India.
Growth of Retail Companies in India is still not yet in a matured stage with great potentials within this sector still to be explored. Apart from the retail company like Nilgiri's of Bangalore, most of the retail companies are sections of other industries that have stepped in the retail sector for a better business. The Growth of Retail Companies in India is most pronounced in the metro cities of India; however the smaller towns are also not lagging behind in this. The retail companies are not only targeting the four metros in India but also is considering the second graded upcoming cities like Ahmadabad, Baroda, Chandigarh, Coimbatore, Cochin, Ludhiana, Pune, Trivandrum, Simla, Gurgaon, and others. The South Indian zone have adopted the process of shopping in the supermarkets for their daily requirements and this has also been influencing other cities as well where many hypermarkets are coming up day to day.
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1.4 Future of the industry:
India retail industry is the largest industry in India, with an employment of around 8% and contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25% yearly being driven by strong income growth, changing lifestyles, and favorable demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion. India retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is expected in the industry of retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It has further been predicted that the retailing industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5 billion. Shopping in India has witnessed a revolution with the change in the consumer buying behavior and the whole format of shopping also altering. Industry of retail in India which has become modern can be seen from the fact that there are multi- stored malls, huge shopping centers, and sprawling complexes which offer food, shopping, and entertainment all under the same roof.
India retail industry is expanding itself most aggressively; as a result a great demand for real estate is being created. Indian retailers preferred means of expansion is to expand to other regions and to increase the number of their outlets in a city. It is expected that by 2010, India may have 600 new shopping centers.
In the Indian retailing industry, food is the most dominating sector and is growing at a rate of 9% annually. The branded food industry is trying to enter the India retail industry and convert Indian consumers to branded food. Since at present 60% of the Indian grocery basket consists of non- branded items.
India retail industry is progressing well and for this to continue retailers as well as the Indian government will have to make a combined effort.
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COMPANY PROFILE
Type :Private
Industry : Conglomerate
Founded : 1857
Founder : Ghanshyam Das Birla
Headquarter : Mumbai, India
Area served : Worldwide
Key people : Kumar Mangalam Birla (Chairman)
Product : metals, cements, textiles, chemical, agribusiness, carbon black, mining, wind power, insulator, telecommunications, financial services, information technology, retail, trading solutions
Revenue : US$ 35 BILLION(2011)
EMPLOYEES : 133,000(2011)
Website : www.adityabirla.com
A) BACKGROUND AND INCEPTION OF THE COMPANY
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Figure 1: Birla Family Tree
Aditya Birla Retail Limited is the retail arm of Aditya Birla Group, India’s first truly multinational corporation with revenues of USD 28 Billion Corporation. The Group’s foray into the Retail sector began in 2006 with the acquisition of Trinethra, the south India based chain of stores, The Company ventured into food and grocery retail sector in May 2007 were Aditya Birla Retail launched its own brand of stores “more”.
Over 50 per cent revenues flow from operations outside India Anchored by a workforce of 100,000 employees belonging to over 25 different nationalities. Subsequently Aditya Birla Retail Ltd. expanded its presence across the country under the brand "more." with 2 formats Supermarket & Hypermarket.
B) NATURE OF THE BUSINESS CARRIED
Supermarket: More. - Conveniently located in neighborhoods, more. Supermarkets cater to the daily, weekly and monthly shopping needs of consumers. The product offerings include a wide range of fresh fruits & vegetables, groceries, personal care, home care, general merchandise & a basic range of apparels. Currently, there are over 575 more supermarkets across the country.
Hypermarket: more. MEGASTORE - is a one-stop shopping destination for the entire family.
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Besides a large range of products across fruits & vegetables, groceries, FMCG products, more. MEGASTORE also has a strong emphasis on general merchandise, apparels & CDIT.
Currently, twelve hypermarkets operate under the brand more. MEGASTORE in Mysore, Vadodara, Aurangabad, Indore, Mahadevpura & Old Madras Road (Old Chetan Talkies) in Bangalore, Mumbai, Hyderabad, Vashi, Rohini & Kirti Nagar in New Delhi &Nasik . Club more. - Our loyalty program currently has a strong membership base of over 1 million members.
C) VISION, MISSION AND QUALITY POLICY
Vision:
"To consistently provide the Indian consumer complete and differentiated shopping experiences and be amongst India's Top retailers, while delivering superior returns to all stakeholders".
Mission:
“To deliver superior value to our Customers, Shareholders, Employees and Society at large”
Values:
Integrity - Honesty in every action. Ethical, transparent, truthful, upright, principled, respectful
Commitment – Deliver on the promise. Accountability, discipline, responsibility, results orientation ,self-confidence, reliability
Passion – Energized action. Intensity, innovation, transformational, fire in the belly, inspirational, deep sense of purpose
Seamlessness – Boundary less in letter and spirit. Team work, integration, involvement, openness, global, learning from the best, empowering.
Speed – One step ahead always. Response time, agile, accelerated, timelines, nimble, prompt, pro-active, and decisive.
Quality policy:
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ABRL is committed to assure our consumers of the quality of our products and services on a consistent basis. We keep our Consumers at the centre of everything we do and are committed to earn trust and recognition of ABRL as India’s premier retail organization.
The above will be achieved by:
1) Ensuring that the products available at the stores meet our stringent specification, regulatory and statutory requirements through implementation of robust Quality Management System.
2) Ensuring that our Brands are systematically managed to make certain that the Finished Goods, Raw Materials, and Packaging Components supplied to us are safe and meet ABRL specifications and statutory requirements, and that our vendors and third party manufacturers are meeting ABRL specifications for the goods supplied.
3) Ensuring that at our processing sites and extended supply chain, the manufacturing practices and processes meet the highest standards of GHP & GMP at every stage and in every operation.
4) Implementing a rigorous, credible & efficient assessment, inspection, testing& certification system.
5) Ensuring that our employees are committed, competent, fully trained and are working in a seamless manner to meet consumer expectation.
6) Striving towards a well-organized consumer redressal system where consumer concerns are efficiently addressed, root cause identified, and corrective and preventive action are implemented.
7) Ensuring that every person at ABRL plays an essential role in our endeavor to make sure that our products are always of good quality and that we employ a systematic and innovative approach towards continuous improvement.
Our devotion to Quality is fortified by our core values - “Passionate about Consumers” & “Committed to Quality”.
ABRL is also committed to respecting our Corporate Social and Environmental responsibilities.
D) PRODUCT/ SERVICE PROFILE
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At MORE, we are committed to deliver quality & value to our customers and have a range of private label brands as well as commercially branded products, offering - 100% satisfaction on the quality of the products & services offered more to hosts a range of private label brands across various categories that follow stringent quality norms, and are available in attractive prices and packaging. Our premium products give you the opportunity to enjoy the difference and quality that is equal to or better than the market's leading brands, but at competitive prices.
We offer a wide range of assortment of over 4000 products, ranging from fresh food to beverages, grocery to household care products. Our range covers everything, from day-to-day essentials to traditional favourites, from delicious treats, to healthy alternatives to ensure the freshest supply of fruits and vegetables for you; we have built direct linkages with the farmers for daily supplies of farm fresh produce.
Our stores are built with a modern and comfortable ambience, air conditioned and with speedy automated cashiering to help you shop better. We also have friendly in-store policies on exchange and returns that help you shop with ease and comfort.
Furthermore, to make your shopping experience more rewarding with us, we at more offer a membership program Club more which reinforces our commitment to consistently add value to your shopping experience, and also to thank you for choosing to be a part of more. As a Club more member, you are entitled to special benefits, besides the regular offers and promotions at more. Club more members will also have the benefit of receiving exclusive SMS alerts for special offers on our products and services. Currently Club more has over 1 million members enrolled for its loyalty program.
E) AREA OF OPERATION- GLOBAL / NATIONAL / REGIONAL
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Globally:
A metals powerhouse, with the world’s largest aluminum rolling company.
No. 1 in Viscose staple fiber.
Fourth largest producer of insulators.
Fourth largest producer of carbon black.
Eleventh largest producer of cement.
Among the world’s top 15 BPO companies.
Among the most energy – efficient fertilizer plants.
Nationally:
A premier branded garments player.
Second largest player in viscose filament yarn.
Second largest in chlor -alkali sector.
Among the top five mobile telephone players.
A leading player in insurance and Asset Management.
Among the top three super-market chains in the Retail business.
Regional:
Beyond Business - The Aditya Birla Group is:
Working in 3,700 villages, reaching out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla.
Focusing on : health care, education, sustainable livelihood, infrastructure and espousing social causes
Running 41 Schools and 18 Hospitals, Transcending the conventional barriers of business to send out a message that "We Care".
F) OWNERSHIP PATTERN
It is a family business started by GD BIRLA and his grandson ADITYA BIRLA.
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Founder: Ghanshyam Das Birla
Chairman: Mr. Kumar Mangalam Birla
Mr. Kumar Mangalam Birla (44) is the Chairman of the US$35 billion multinational Aditya Birla Group, which operates in 36 countries across six continents. Over 60 per cent of its revenues flow from its operations outside India.
Mr. Birla chairs the Boards of the entire Group's major companies in India and globally. Among its clutch of companies globally feature Novelis, Columbian Chemicals, Aditya Birla Minerals, Aditya Birla Chemicals, Thai Carbon Black and Alexandria Carbon Black among others. In India, he chairs the Boards of Hindalco, Grasim, Aditya Birla Nuvo, UltraTech, Idea, Aditya Birla Financial Services and Aditya Birla Retail.
G) COMPETITORS’ INFORMATION
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1. RELIANCE FRESHReliance entered the F&G sector recently with its Reliance Fresh outlets foraying through the Hyderabad stores. First set of roll out included 11 stores all located in the same city. First day turnover was INR 2.2 million. The company is targeting at least 35 outlets in major cities. Expansion is planned and is in progress to cover immediately Delhi, Mumbai and nearby areas in the first phase. They are planning 70 cities and 784 urban towns and 6000 odd rural mandi towns to cover 100 million sqft of retail space backed by about 68 strong distribution network by year 2011.The company expects to get sales approximately of INR 1000 billion.
2. NILGIRI’S It has pioneered the organized retail operation in the country –started as early as 1905 in Bangalore. In 2004-05 it has about 140000 sqft retail space which has now gone up to 200000 sqft. They have mainly franchisees and a few company owned format outlets. They have pioneered franchisee model in India in F&G retail.
3. NAMDHARI’S FRESH Namdgari’s Fresh (NF) a sister concern of Namdhari Seeds Pvt. Ltd, a leading Seed company was started four years back with a vision to be the leader in Quality Fresh Produce following Integrated Pest Management Practices with eco friendly bio- agents. Currently they have 13 outlets in Bangalore and 3 more in New Delhi.
4. FOODWORLDDairy Farm International entered Indian market and took over Food World from Spencer as a route to dilute the shareholding in RPG group. It had a four city presence and 100 stores in 2005-06 as compared to the previous year 79 outlets. Dairy Farm now plans to set up bigger stores as well as large format stores .As per plan they would like to set up 500 outlets by year 2010.
5. SPENCER’S RETAILA RPG group company entered into F&G retail in 2001.In the year 2006-07 they had 68 stores in 17 cities with retail space of 582490 sq ft. They have both small (2000sqft) as well as large( 8000-15000 sq ft) format outlets selling both fresh products and durable item under one roof. Small format outlets sell fresh food, groceries, chilled and frozen foods.
6. FOOD BAZARFood Bazaar, the Pantaloon group’s F&G chain, has in all 45 outlets across more than 20 cities and is located within the group’s value retail format Big Bazaar. Food Bazaar’s value proposition – selling below MRP – helped in high stock turn over. It has launched private label brands of tea, salt, sugar, spice and processed foods. The
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turnover for the year 2003-04 was INR 1.5 billion which is expected to go up to INR 32.5 billion by year 2010.The company plans to have 110 outlets in 2007 and 250 outlets in 2010. They have over 10000 SKUs.
7. SPARSpar (styled SPAR), trades from approximately 12500 stores in 34 countries worldwide and is the world's largest independent voluntary retail trading chain. Spar was founded in the Netherlands in 1932 by retailer Adriaan Van Well and now, through its affiliate organizations, operates through most European countries, parts of Africa, Asia and Australia.
8. BIG BAZAARBig Bazaar is a chain of hypermarket in India. Currently there are 214 stores across 90 cities and towns in India covering around 16 million sq ft. of retail space. Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters offering a wide range of merchandise including fashion and apparels, food products, general merchandise, furniture, electronics, books, fast food and leisure and entertainment sections. Big Bazaar is part of Future Group, which also owns the Central Hypermarket, Brand Factory, Pantaloons, eZONE, Hometown, futurebazaar.com
9. SAFALSafal, Mother Dairy’s fruit and vegetable unit and the brand name for its chain of grocery shops operates at least 400 regular outlets selling fresh produce, processed foods, frozen vegetables and ice cream among other food products. The makeshift extension counters operate in the vicinity of bricks-and-mortar stores through a hub-and-spoke model, with the unsold material going back to the main outlet.
10. STAR BazaarTATA’s STAR BAZAAR has tied up with local and regional vendors for supplies and transportation of goods. The chain will focus largely on the metros; by year 2010, the chain hopes to have 20-25 stores across the country. The first store opened in Ahmedabad in 2004.
H) INFRASTRUCTURAL FACILITIES
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1. Telephone facility is available for every employee in office.2. Usage of highly computerized techniques to help employee accomplish there working
easily and accurately.3. Hygienic pantry and cafeteria facilities available in office.4. Good hygienic facility inside the office5. A well arranged cabin for every employee.6. Good parking facility7. Elevators and generators8. Water facility9. Tight security measure for who enters and exits of the office.
I) ACHIEVEMENT/ AWARD
Private Labels Awards 2011
ADITYA BIRLA RETAIL LTD. was conferred with two awards for 'PRIVATE LABELS' in a ceremony conducted by World Brand Congress powered by CMO Asia on 25th November 2011 at TajLands End, Mumbai
Reid & Taylor Awards 2011
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ADITYA BIRLA RETAIL LTD. was awarded the Reid & Taylor Award for Retail Excellence for "RETAIL BEST EMPLOYER OF THE YEAR" with MR. THOMAS VARGHESE being awarded the Prestigious “RETAIL ICON AWARD” by the Global Jury of Asia Retail Congress 2011.
Retail Icon Award 2011
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Mr. Thomas Varghese, CEO - ABRL, has been presented with the prestigious "Retail Icon Award" at the Reid & Taylor Award for Retail Excellence by the Global Jury of Asia Retail Congress 2011.
Most Admired Retailer in India for the Food & Grocery Segment
Mr. Thomas Varghese, CEO - ABRL, was honoured with the Coca-Cola Golden Spoon Award for being the "Most Admired Retailer in India, for the Food & Grocery Segment" , at the Images India Food Forum held in March 2010.
Golden Spoon Award - Most Admired Food Retailer of the Year: Private label F&G brand
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The Coca-Cola Golden Spoon Awards honours enterprise, innovation and achievement in the business of food. We join the industry captains to celebrate excellence in the food business at a glamorous ceremony that is every visitors delight, and the grand finale of Food Forum India.The awards are the benchmark of excellence that all food businesses aspire for, thus playing a vital role in the progress of the industry.
J) WORK FLOW MODEL (END TO END)
Figure 2: Work Flow Model
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K) FUTURE GROWTH AND PROEPECTS :
Aditya Birla Retail Ltd (ABRL), the retail arm of the Aditya Birla Group, aims to be a $2.5 billion entity by 2017-18, a top company official said.
“We aim to become a $2.5 billion entity by 2017-18. The growth will be driven by opening new stores, launching private labels and closing unviable stores, among other initiatives,” Aditya Birla Retail’s CEO Thomas Varghese said.
“In the next one-two years, our focus will be on consolidation and getting us to profitability. Our focus will be on profitability of the existing network rather than to grow the network,” he said.
ABRL expects revenue of Rs 1,450-1,500 crores this fiscal (FY10). It had closed FY09 at Rs 1,130 crore. “We are targeting a growth of 25-30% in FY11,” Varghese said.
The company plans to open a dozen hypermarket stores every year at an investment of Rs 18 crore per store, spread across 55,000-75,000 sq ft. In 2010, its outlets will come up in places like Delhi (May), Hyderabad (June), Surat, Pune and Nasik, among others.
Besides, ABRL plans to open 70-100 supermarket stores every year at an investment of nearly Rs 50-60 lakh per store, spread across 2,500-2,800 sqft pan-India, Varghese added.
On the company’s IPO plans, Varghese said, “It is on our radar but not at this juncture. We are definitely open to an IPO but it will happen when we are closer to profitability. We are not thinking about it now.”
The company currently has 632 supermarkets and six hypermarkets under the brand ‘MORE’ and ‘MORE Megastore’, respectively. The company also plans to close down unviable supermarket stores this fiscal, Varghese said.
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MCKINSEY’S 7S FRAME WORK .
The 7-S Framework of McKinsey is a management model that describes 7 factors to organize a company in a holistic and effective way. Together these factors determine the way in which a corporation operates. Managers should take into account all seven of these factors, to be sure of successful implementation of a strategy, large or small. They're all interdependent, so if you fail to pay proper attention to one of them, this may affect all others as well. On top of that, the relative importance of each factor may vary over time.
Figure 3: 7S McKinsey model
‘Hard' variables:
Strategy: plan leading to allocation of resources.
Structure: organization reporting lines, geography, etc.
Systems: formal and informal processes used.
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'Soft' variables:
Staff: demographics of personnel. Style: behavior of managers when interacting with others. Skills: core competencies of the firm. Shared value: Core values of the company. 1. STRATEGY: The direction and scope of the company over the long term plans for the allocation of a firm’s scarce resources, over time, to reach identified goals.
Strategy of ABRL
ABRL’s strategy is to provide all type of product to their customer including both private as well as other label product with standard rates and best quality. Their strategy is to provide complete different shopping opportunity to their customer with a high level of satisfaction.
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2. SYSTEMS: Formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call centre systems, online systems, etc). The procedures, processes and routines that characterize how the work should be done: financial systems; recruiting, promotion and performance appraisal systems; information systems.
System of ABRL
ABRL is a retail firm having over 586 stores all over India. All the stores are well furnished and managed with experienced employees. All the store progress is monitored and guided by the back end office. Each region has a back end office handling that region stores. All the stores are well connected with the back office with the help of different communication mode which help both the end to communicate all the information. It helps them to work efficiently.
3. STRUCTURE: The basic organization of the company, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate).The way in which the organization's units relate to each other: centralized, functional divisions (top-down); decentralized; a matrix, a network, a holding, etc.
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ATTRITION ANALYSIS AT ABRL
Structure of ABRL
Diagram4: Organization Structure
4. SKILLS: The capabilities and competencies that exist within the company. Distinctive capabilities of personnel or of the organization as a whole are considered skills.
Skills of ABRL:
The ABRL follows the following skills:
Communication skills: Communication skills are the ability to use language (receptive) and express (expressive) information. Communication skills are the set of skills that enables a person to convey information so that it is received and understood. Communication skills refer to the repertoire of behaviors that serve to convey information for the individual.
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CLUSTER MANAGERCLUSTER
MANAGERSTORE
MANAGERSTORE
MANAGERASSISTANT STORE
MANAGERASSISTANT STORE
MANAGER
STORE SUPERVISOR
STORE SUPERVISOR
ASSISTANT STORE SUPERVISOR
ASSISTANT STORE SUPERVISOR
SDP TRAINEESDP TRAINEE
TERRITORY MANAGERTERRITORY MANAGER
CSACSASECURITYSECURITY HOUSE KEEPINGHOUSE
KEEPING
ZONAL HEADZONAL HEADORGANISATIONS
STRUCTURE
ATTRITION ANALYSIS AT ABRL
Communication Skills is required by all staffs. It can be seen between sales people and customers, as they sell their products to customers. Executive staff communicates with the sales employee giving targets.
Human skills: Human skills also referred to as human relation skills or interpersonal skills are one’s ability to work effectively with others on a person-to-person basis and to build up cooperative group relations to achieve specified objectives.
These skills can be seen in the organization, for maintaining good rapport with the employees.
Problem-solving skills: Problem-solving skills include the ability to recognize and define problems, invent and implement solutions, and track and evaluate results. Creative thinking not only requires the ability to understand problem-solving techniques, but also to transcend logical and sequential thinking, making the leap to innovation. Unresolved problems create dysfunctional relationships in the workplace. Ultimately, they become impediments to flexibility and in dealing with strategic change in an open-ended and creative way.
These skills can be seen while handling customer grievances.
Hard skills: Hard skills are the technical skills required by the sales people in order to explain about the product to customers. Sales people should know their products before interacting with customers.
5. SHARED VALUES : The values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior (Also called super ordinate Goals).
The interconnecting center of McKinsey's model is Shared Values. ABRL stands for and believes in central beliefs and attitudes.
Shared values in ABRL:
Integrity – Honesty in every action
Ethical, transparent, truthful, upright, principled, respectful
Commitment – Deliver on the promise
Accountability, discipline, responsibility, results orientation self confidence, reliability
Passion – Energized action
Intensity, innovation, transformational, fire in the belly, Inspirational, deep sense of purpose
Seamlessness – Boundary less in letter and spirit
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Team work, integration, involvement, openness, global, learning from the best, empowering
Speed – One step ahead always
Response time, agile, accelerated, timelines, nimble, prompt, pro-active, decisive
6. STAFF: Staffs are personnel categories within the organization, such as engineers, sales persons, etc. Unlike traditional organizations, new leading organizations put more emphasis on hiring the best staff. They provide their staff with rigorous training and monitoring support, and give incentive for their staff to achieve professional excellence. This forms the basis of these organizations’ strategy and competitive advantage over their competitors. Staffs are the most essential elements of any company and especially for an advertising and media company. In Wipro InfoTech they have staffs comprising of billable and non-billable staff. Since staffs of every company become its backbone. It’s necessary to consider as one of the important element.
Staff of ABRL
ABRL is an organization with Team of 12000 +employeesall over Karnataka.
Front end – 9046+
Back end - 2063 +
7. STYLE: Style is the way in which key managers behave in achieving organizational goals, that is the management style. It includes the dominant values, beliefs and norms which develop over time and become relatively enduring features of the organizational life.
Style of ABRL
Some branches of the same company may apply autocratic kind of leadership initiatives or democratic styles. So, style is an important component of the 7S Model.
Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. The three major styles of leadership are:
Authoritarian or autocratic Participative or democratic Delegated or Free Reign
Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style.
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Authoritarian (autocratic): This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated.
Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called “bossing people around.” It has no place in a leader's repertoire.
The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style.
Participative (democratic): This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect.
This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Smart retail uses participative leadership style.
Delegated (free reign): In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.
This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!
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Strengths
Opportunities
Weakness
Threats
ATTRITION ANALYSIS AT ABRL
SWOT ANALYSIS
Figure 5: Swot analysis
DESCRIPTION:
A SWOT analysis generates information that is helpful in matching an organization or group’s goals, programs, and capacities to the social environment in which it operates.
Factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T).
It is an instrument within strategic planning. When combined with dialogue it is a participatory process
SWOT: Internal Factors
Strengths
Positive tangible and intangible attributes are internal to an organization. They are within the organization’s control.
Weakness
Factors that are within an organization’s control that detracts from its ability to attain the core goal. Which areas might the organization improve?
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Factors Internalto Organization
Factors Externalto Organization
ATTRITION ANALYSIS AT ABRL
SWOT: External Factors
Opportunities
External attractive factors, that represents the reason for an organization to exist and develop. What opportunities exist in the environment, which will propel the organization?
Identify them by their “time frames”
Threats
External factors, beyond an organization’s control, which could place the organization mission or operation at risk. The organization may benefit by having contingency plans to address them if they should occur.
Classify them by their “seriousness” and “probability of occurrence”.
STRENGTHS
Demographic favour Rising disposable income Increase in number of
people in earner category. Urbanization Shopping convenience Low labour cost of skilled
ones. Changing customer habits. Plastic card revolution. Greater availability of
quality retail space
WEAKNESS
Policy related issues: Lack of industry status for retail. Numerous licences, permits and registration
requirement farmer and retailer unfriendly APMC act.
Limited consumer insight: Lack of detailed region specific customer data. Less data on spending pattern.
Inadequate human resources: Lack of trained personnel at all level. Stringent employment and industry laws. Fragment approach to human resource.
Underdeveloped supply chain: Underdeveloped logistics infrastructure. Absence of national cold chain networks. Lack of national distribution networks and hubs.
Lack of adequate utilities. Lack of basic infrastructure like power,
transport and communication creates difficulty in sustaining retail operations across the large geographical spread of the country.
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OPPORTUNITIES
Potential for investment. Location advantage. Sectors with high growth
potential. Fastest growing formats. Rural retail. Retail franchising. E-retailing.
THREATS
Political issues. Social issues. Inflation. Competitors. Poor inventory turns and stock availability
measures
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LEARNING EXPERIENCE
According to Peter Drucker, the “Management Guru”, management theories are not merely
pen paper concepts but a blend of both theory and practices. It is very essential for a
management student to gain more practical knowledge along with the theoretical
understanding. Before getting exposed to the real corporate world as a professional, students
may not get a chance to know how an organization works practically. As a part of curriculum
if students get an opportunity to enter into different organizations, they can learn more about
the various practices, work culture, management style, etc. and its relation to the management
theories that they have learnt in class.
The in-plant training program at Aditya Birla Retail Limited was very helpful to know the
corporate culture that exists in company. By analyzing the whole structure of the company it
is possible to know how theoretical concepts explained in the management books have a
lively practical existence.
The staff of Aditya Birla Retail Limited is open minded especially those who are in higher
level. I found each and every staff to be cooperative and encouraging in helping me to get
hands on experience about their work culture.
As per the guidance given by my external guide he suggested to collect information with my
own efforts and encouraged me to involve in various activities to get an exposure about their
process, workflow and culture in Aditya Birla retail Limited. I worked with many different
teams to understand their working. I learnt about their training structure and recruitment
process for front staff. I closely observed their working and worked myself on recruitment
sorting the mails from naukri.com, scheduling the interview, taking written tests and then
sending them to HR for interview to get firsthand experience. Discussing the questionnaire
with external and internal guide gave me more insight into my topic of research. I conducted
activities for front end employees for encouragement, employee engagement and motivation.
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INTRODUCTION
1. GENERAL INTRODUCTION
1.1HUMAN RESOURCE MANAGEMENT: AN OVERVIEW
According to D. Yoder and others “It is the phase of management which deals with the
effective control and use of manpower as distinguished from other sources of power.”
“The management of human resource is viewed as a system in which participants seek to
attain both individual and group goals.”
“Its objective is to understand what has happened and is happening and to be prepared for
what will happen in the area of the working relationships between the managers and the
managed.”
HRM may be defined as the organized function of planning for human resource need and
recruitment, selection, development, compensation and evaluation of performances to fill
those needs. The HRM process is an ongoing function that aims to keep the organization
supplied with the right person, in the right position, in the right time. The HRM process
includes 5 basic activities:
1. Human resource planning.
2. Staffing.
3. Training and development.
4. Performance appraisal.
5. Compensation.
1.2 DEFINITION: ATTRTION
Attrition is defined as the" reduction in the number of employees through retirement,
resignation or death". Attrition, also known as employee churn, employee turnover, or
employee defection, it is an Industrial term used to describe loss of employees or Man power.
Attrition is pretty high in the industry these days. Attrition is a universal phenomenon and no
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industry is devoid of it, attrition rate in the retail industry is found to be 20.2%. Deficiencies
like inability to influence employee perception of growth; not aligning employees to roles
based on their individual talent, inflexibility in leadership styles, are causing conflicts at a
very intrinsic level, resulting in knowledge employees choosing the proverbial “easy way
out.”
1.3 BACKGROUND OF THE TOPIC
In the best of worlds, employees would love their jobs, like their co-workers, work hard for
their employers, get paid well for their work, have ample chances for advancement, and
flexible schedules so they could attend to personal or family needs when necessary. But then
there's the real world. And in the real world, employees, do leave, either because they want
more money, hate the working conditions, hate their co-workers, want a change, or because
their spouse gets a dream job in another state. The high percentage of females in the
workforce (constituting 30-35 percent of the total), adds to the high attrition rate. Most
women leave their job either after marriage or because of social pressures caused by irregular
working hours in the industry. All this translates into huge losses for the company, which
invests a lot of money in training them. Many experts are of believe that all these challenges
can turn out to be a real dampener in the growth of this industry. This only raises the
responsibility of "finding the right candidate" and building a "conductive work environment",
which will be beneficial for the organization. This study can help the management to know
where the company is lagging behind and helps to improve its internal environment. The
project throws light through valuable suggestion to decrease attrition level in the
organization. This study can help the management to find the weaker parts of the employee
feels towards the organization and also helps in converting those weaker part in to stronger
by providing the optimum suggestions or solutions.
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TITLE OF THE STUDY
“ATTRITION ANALYSIS AT ADITYA BIRLA RETAIL LIMITED BANGALORE”
2. STATEMENT OF THE PROBLEM
The current high attrition rate is increasing work load of HR department of any company to recruit employee more often and find strategies to retain them. Losing your old employees also affects productivity of company as training new employees takes time and their efficiency is lesser in beginning days of their work. This project’s aim is to find the attrition reason and list out possible suggestion for ABRL. Currently ABRL is spending significant amount of resources of training and recruitment due to higher attrition rate of 30% approximately.
3. OBJECTIVES OF THE STUDY
The first step in any research is deciding what we want to learn. The objectives of the project determine whom we will survey and what we will ask them. If our goals are unclear, the results will probably be unclear. Objectives are the keys to help proceed forward in any research.
Primary objective
To assess the key reasons why attrition occurs, since the attrition rate showed an increasing rate in the previous years.
Secondary objective
To identify whether the attrition is due to external or internal factor. To analysis the dissatisfaction level of employees in the organization. To study the needs of employee in the organization. To study about the needs and requirement of the company. To provide the corrective measure to the organization.
3.1 SCOPE OF THE STUDY
The study is being done in the Aditya Birla Retail Limited, Bangalore The study covers all aspect of attrition and also the need of human resource
development It is to check the reason for attrition Recommendation to reduce attrition rate
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4. RESEARCH METHODOLOGY
A systematized study requires proper planning and implementation of the same. So, the research design includes an outline of the study, which was conducted at Aditya Birla Retail Limited, Bangalore. The design of the study contains information stating the problem, objective of the study, scope of the study, research methodology, tools and technique of data collection and limitation of the study.
4.1 SOURCE
Study was done based on the data collected from both primary and secondary sources. The primary source of data collection is taking feedback from employees, through observation, consultation etc. Secondary data collection is usually browsing the existing data to find data required for subject study.
4.1.1 Primary Data: Primary data are the data that are collected directly, in other words the data collected for the first time. It may be through personal interview, questionnaire or observations etc Primary data for this project was collected with the use of questionnaire and telephonic interview with the company employees.
4.1.2 Secondary Data: Data is gathered from the books, annual report, and internet and company website, referring several books and previous project reports, referring company brochures and Journals.
4.2 RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose. The research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. The design includes an outline of what the researcher will do, from writing the hypothesis and its operational implications to the final analysis of data.
Research designs can be broadly classified into three types, they are:
1. Exploratory research design2. Descriptive research design3. Casual research
Design opted- Descriptive research design:
This is a descriptive study that aims at studying the reason for attrition at Aditya Birla retail limited.
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4.3 SAMPLING METHOD
All items in any field of inquiry constitute a ‘universe’ or ‘population’. A complete enumeration of all items in the ‘population’ is known as a census inquiry. When the field of inquiry is large, this method becomes difficult to adopt because of the resources involved. At times, this method is practically beyond the reach of ordinary researchers. Many a time it is not possible to examine every item in the population, and sometimes it is possible to obtain sufficiently accurate results by studying only a part of total population. In such cases there is no utility of census surveys. However the respondents selected should be as representative of the total population as possible in order to produce a miniature cross- section. The selected respondents constitute what is technically called a ‘sample’ and the selection process is called ‘sampling technique.’ The survey so conducted is known as ‘sample survey.
4.3.1 SAMPLE DESIGNIt includes questions on attrition. The question asked during the interactions is framed in such a way that it is easier for employees to answer. It does not affect their personnel values or affect the organizations image. It only calls for honest opinions.
4.4 RESEARCH MEASURING TOOL/ INSTRUMENT
For the analysis of collected data the following measuring tool is used. Questionnaire Telephonic interview
4.5 THE FOLLOWING SAMPLING PARAMETERS WERE USED
The respondents are employees of the ABRL. One of the units in which an aggregate is divided or regarded as divided for the purpose of sampling. Each unit is being regarded as individual and invisible when the selection is made. The definition of the unit may be made on some natural basis. The term sample unit is sometimes used in synonymous sense.
4.5.1SAMPLE UNIT: Front end employees of Aditya Birla Retail Limited. Telephonic interview was held with the help of questionnaire
4.5.2 SAMPLE SIZE: The sample size taken up for the study was 120 respondents. Call was made to all, out of which 50 employees responded to the standards. Respondents include the employees of all Karnataka more store.
4.5.3 SAMPLE TECHNIQUES
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Random sampling has been adopted for the study4.5.4 PLACE OF STUDY: Aditya Birla Retail Limited, Bangalore, Karnataka, India.
4.5.5 PERIOD OF STUDY: 6 weeks
4.6 STATISTICAL TOOLS USED FOR DATA ANALYSIS
Statistical tools were used to analyze the data and to obtain the conclusion with minimum scope for error. The tools used in this research study are:
Percentage analysis- A percentage is the top part of a fraction whose bottom part is 100. Percentage is a way of expressing numbers as fraction of 100 and is often denoted using the percent sign “%”.
Column charts have been used for data interpretation. Pie charts have been used for data interpretation.
4.7 SOFTWARE USED FOR DATA ANALYSIS
The software used for data analysis and representation was 1. Microsoft word 2. Microsoft excel
5. LIMITATIONS OF THE STUDY
1. The study is restricted only to Aditya Birla retail limited, Bangalore2. The duration of the project was 10weeks which was another constraint.3. Analysis of data collected through questionnaire is done on the assumption that the
respondents have given correct information.4. Limited time given by the candidates for conversation.
5. Respondents tried to avoid answering few questions in the questionnaire.6. All the data given by the respondents are through telephone and may not be true.7. Few respondents were unclear with the questions due to lack of interest.8. There was some sought of language barrier as some of the respondents was from different
states.9. All the employees were not involved in filling the questionnaire.10. Mindset of employee may vary depending upon their age, gender, income etc.11. People mind set about the survey was an obstacle in acquiring complete information &
positive interaction.12. Respondents were very busy in their schedule. So it was very time taking process.
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DATA ANALYSIS AND INTREPRETATIONS
TABLE 6.1: Table showing the recruitment sources
SOURCES NO OF RESPONDENTS PERCENTAGE
Walk in 17 34
Reference 33 66
Portal 0 0
Agency/ consultancy 0 0
Others (specify) 0 0
TOTAL 50 100
(Source: Primary Data)
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GRAPH 6.1: Recruitment sources
Analysis:
Out of the 50 respondents, 17 people came tough walk in for job and 33 people came through reference
Inference:
Most of the people come in company through reference and few through walk-in’s i.e; through advertisement or directly coming to company. Non came through portal or consultancy
Table 6.2 : Table showing awareness of job description
AWARENESS NO OF RESPONDENTS PERCENTAGE
Yes 40 80
No 10 20
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ATTRITION ANALYSIS AT ABRL
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.2: Awareness of job description
YES80%
NO20%
AWARENESS OF JD
Analysis:Out of the 50 respondents, 80% employees were aware about the job description and 20% employees were not aware of it.Inference:Majority of respondents were aware of job description
Table 6.3: Table showing primary reasons for choosing ABRL
REASONS NO OF RESPONDENTS PERCENTAGE
Monetary requirements 2652
Career growth2 04
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ATTRITION ANALYSIS AT ABRL
Reputation of company 2142
Location 0102
Others(specify) 00
TOTAL 50100
(Source: Primary Data)
GRAPH 6.3: Primary reasons for choosing ABRL
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ATTRITION ANALYSIS AT ABRL
Monetary require-ments
Career growth Reputation of company
Location Others(specify)0
10
20
30
40
50
60 52
4
42
2 0
Primary reasonforchoosing ABRL
Perc
enta
ge o
f res
pons
e
Analysis:
Out of the 50 respondents, 52% respondent joined ABRL for compensation, 4% respondent joined ABRL for career growth, 42% respondent joined ABRL for reputation of company, and 2% respondent joined ABRL due to location
Inference:
Majority of the respondent joined the company as they were in the need of job. Some respondents joined due to the name of the company, very few respondent joined for career growth and only one joined due to the location.
Table 6.4: Table showing best thing about ABRL
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ATTRITION ANALYSIS AT ABRL
OPINION NO OF RESPONDENTS PERCENTAGE
Compensation 00
Career development 0510
Work environment 3570
Timely pay 0408
Others(specify) 0612
TOTAL 50100
(Source: Primary Data)
GRAPH 6.4: Best thing about ABRL
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ATTRITION ANALYSIS AT ABRL
Compensati
on
Career
develo
pment
Work
envir
onment
Timely
pay
Others(sp
ecify)
0
10
20
30
40
50
60
70
010
70
8 12
Best thing about ABRL
Perc
enta
ge o
f res
pons
e
Analysis:
Out of the 50 respondents, 10% respondent found that the career growth program was best at ABRL, 70% respondent found that the work environment was best at ABRL, 8% respondent found that timely pay was best at ABRL, 12% respondent found other things apart from above mention point were best at ABRL
Inference:
Majority of respondents felt that the work environment was best in the organization. Very few felt that the career development program was good and a few felt that timely pay was good. Others felt that things apart from above mention were good at ABRL.
Table 6.5: Table showing employee’s satisfaction level regarding the job
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 46 92
No 04 08
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.5: Employees satisfaction level about the job
Yes92%
No8%
JOB SATISFACTION
Analysis:Out of the 50 respondents, 92% respondent were satisfied with the job and 8 % respondent were not satisfied with their job
Inference:Majority of respondent were happy with the work they use to do at ABRL. Only few respondents were not satisfied due to different reasons.
TABLE 6.6: Table showing support by team member and superior
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 48 96
No 02 04
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.6: Support by team member and superior
YES96%
NO4%
SUPPORT FROM TEAM MEMBER AND SUPER-IOR
Analysis:Out of the 50 respondents, 96% respondent had team support, 4% did not feel that they had support from their team member
Inference
Majority of the respondents had support from their team member and only few of them felt that they did not get the support from team member.
TABLE 6.7: Table showing store manager’s support to perform effectively
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 47 94
No 03 06
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.7: Store manager’s support to perform effectively
YES94%
NO6%
MANAGER SUPPORT
Analysis:
Out of the 50 respondents, 94%he support from respondent had support from their manager and 6% respondent did not have the support from their manager
Inference:
Majority had got support from their managers.
TABLE 6.8: Table showing store facility
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RESPONSE NO OF RESPONDENTS PERCENTAGE
Very good 05 10
Good 39 78
Average 04 08
Bad 02 04
Very bad 0 0
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.8: Store Facility
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ATTRITION ANALYSIS AT ABRL
Very good Good Average Bad Very bad0
10
20
30
40
50
60
70
80
10
78
84
0
Store Facility
Perc
enta
ge o
f res
pons
e
Analysis:
Out of the 50 respondents, 10% of respondent found the facilities at stores very good, 78% of respondent felt facilities are good enough at work place, 8% of respondent told that facilities are average, 4% of respondent gave feedback about facilities as bad and none of the respondent felt that facilities are very bad at work place.
Inference
Majority of respondents said that the facility at their store was good, 5 respondents said it was very good at their store, 4 respondent said that it was average and 2 felt it was bad at their store.
TABLE 6.9: Table showing overall work environment
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Very good 02 04
Good 43 86
Average 05 10
Bad 0 0
Very bad 0 0
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.9: Overall work environment
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ATTRITION ANALYSIS AT ABRL
Very good Good Average Bad Very bad0
10
20
30
40
50
60
70
80
90
4
86
10
0 0
Over work environment
Perc
enta
ge o
f res
pons
e
Analysis:
Out of the 50 respondents, 4% respondents said very for over all work environments, 86% respondents said well for over all work environments, 10% respondents felt it was average and none of them felt that the work environment was bad.
Inference:
Majority of respondents felt that the overall work environment was good. Only few respondents felt it was very good and other respondents felt it was average
TABLE 6.10: Table showing work environment as the main reason for leaving the company
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 0 0
No 50 100
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.10: Work environment as the main reason for leaving the company
NO100%
WORK ENVIRONMENT AS THE MAIN REASON FOR LEAVING ABRL
Analysis:Out of the 50 respondents, 100% respondents said that work environment was not at all the reason for leaving ABRL.Inference:All felt that work environment was good and was not the reason for leaving the ABRL.
TABLE 6.11: Table showing travelling as the main reason to leave the job
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 06 12
No 44 88
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.11: Travelling as the main reason to leave the job
YES12%
NO88%
TRAVELLING AS MAIN REASON FOR LEAVING ABRL
Analysis:Out of the 50 respondents, 88% respondents said no to travel as the reason for leaving ABRL, 12% respondents said it was the reason for leaving ABRL
Inference:Majority of the respondents said that traveling was not the reason for leaving ABRL and only few respondents left because of travelling.
TABLE 6.12: Table showing higher education as the main reason to leave ABRL
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 10 20
No 40 80
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.12: Higher education as the main reason to leave ABRL
YES20%
NO80%
EDUCATION AS MAIN REASON FOR LEAVING ABRL
Analysis:Out of the 50 respondents, 20% respondent said yes to education as the reason for leaving ABRL and 80% respondents said no to it.
Inference:Majority of respondents said that they did not leave due to education. Only few respondents said that it was the reason for leaving.
TABLE 6.13: Table showing personal problem was the main reason to leave ABRL
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 22 44
No 28 56
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.13: Personal problem was the main reason to leave ABRL
44%
56%
PESONAL REASON FOR LEAVING ABRLYES NO
Analysis:Out of the 50 respondents, 44% respondents said yes to the personal problem as a reason to leave ABRL and 56% respondents said no to it.
Inference:Majority of respondents did not leave due to personal problem. Less than half respondents left because of personal problem
TABLE 6.14: Table showing different personal problem
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ATTRITION ANALYSIS AT ABRL
OPTIONS NO OF RESPONDENTS PERCENTAGE
Marriage 04 08
Maternity 01 02
Problem in family 05 10
Others 12 24
Not applicable 28 56
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.14: Different personal problem
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ATTRITION ANALYSIS AT ABRL
MARRIAGE MATERNITY PROBLEM IN FAMILY OTHERS NOT APPLICABLE0%
5%
10%
15%
20%
25%
30%
4%1%
5%
12%
28%
Personal problem
% o
f res
pons
e
Analysis:
Out of the 50 respondents, 8% left due to marriage, 2% left due to maternity, 10% left due to
problem in family, 24% left due to other reasons and 56% respondent does not come in this
category
Inference:
Majority of respondents did not leave job due to personal problems and the respondents who left due to personal problem had issues such as marriage, long working hour,and other commitments at home.
TABLE 6.15: Table showing awareness of company’s career development program
Department Of Management Studies, NHCE Page 56
ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 42 84
No 7 14
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.15: awareness of company’s career development program
YES87%
NO13%
AWARE ABOUT CAREER DEVELOPMENT PROGRAM
Analysis:Out of the 50 respondents, 84% respondents were aware of the program and 14% respondents were not aware of it.
Inference:Majority of respondents said that they were aware of the program and only few were not.
TABLE 6.16: Table showing usefulness of career program
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ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 39 78
No 11 22
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.16: Was career program useful
YES78%
NO22%
REWARD PROGRAM UESFUL FOR CAREER
Analysis:
Out of the 50 respondents, 78% respondents said yes and 22% respondents said no
InferenceMajority of respondents said that it was useful to them and rest said it was not.
TABLE 6.17: Table showing compensation as the main reason to leave ABRL
Department Of Management Studies, NHCE Page 58
ATTRITION ANALYSIS AT ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 27 54
No 23 46
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.17: Compensation as the main reason to leave ABRL
YES54%
NO46%
COMPANSATION AS MAIN REASON FOR LEAV-ING
Analysis:Out of the 50 respondents, 54% said to compensation as the reason for leaving and 44% said no to itInference:Majority of respondents said that they left due to salary
TABLE 6.18: Table showing type of industry joined after resigning from ABRL
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ATTRITION ANALYSIS AT ABRL
OPTIONS NO OF RESPONDENTS PERCENTAGE
SUPERMARKET(RETAIL) 15 30
HYPERMARKET(REATIL
)01 02
TELECOM 00 00
OTHERS 11 22
NOT APPLICABLE 23 46
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.18: Type of industry joined after ABRL
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ATTRITION ANALYSIS AT ABRL
supermarket hypermarket telecom others not applicable0
5
10
15
20
25
15
10
11
23
Tpye of industry joined afterABRL
No
of r
espo
nse
Analysis:
Out of the 50 respondents, 30% respondents work in supermarket, 2% respondents work in
hypermarket, 0 % respondents work in telecom and 22 % respondents work in other industry
Inference:
Majority of employees left ABRL to join other similar industries like supermarket, hypermarket and telecom. Rest all left due to other personal commitments.
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ATTRITION ANALYSIS AT ABRL
TABLE 6.19: Table showing type of job/designation currently handling after
resignation from ABRL
JOB TITLE NOOF RESPONDENTS PERCENTAGE
PROMOTER 01 02
DEO/CSA 03 06
CASHIER 02 04
SUPERVISIOR 08 16
NOT APPLICABLE 23 46
OTHERS 13 26
TOTAL 50 100
(Source: Primary Data)
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ATTRITION ANALYSIS AT ABRL
GRAPH 6.19: Type of job/designation currently handling
promoter DEO/CSA cashier supervisior not applicable others0
5
10
15
20
25
13
2
8
23
13
new job title
No
of re
spon
se
Analysis:
Out of the 50 respondents, 2% or respondent work as promoter, 6% or respondent work as
DEO/CSA, 4% or respondent work as cashier,16% or respondent work as supervisor and
26% or respondent work on other post
Inference:
Most of the employees joined other companies at same designation but hike in their salary.
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ATTRITION ANALYSIS AT ABRL
TABLE 6.20: Table showing salary/CTC of new job
SALARY RANGE NO OF RESPONDENT PERCENTAGE
Rs.4000 to 6000 08 16
Rs.6000 to 8000 06 12
Rs. 8000 to 10000 07 14
Rs. 10000 to 12000 02 04
Rs. 12000 & above 04 08
NOT APPLICABLE 23 46
total 50 100
(Source: Primary Data)
Department Of Management Studies, NHCE Page 64
ATTRITION ANALYSIS AT ABRL
GRAPH 6.20: Salary/CTC of new job
Rs.4000 to
6000
Rs.6000 to
8000
Rs. 8000 to
10000
Rs. 10000 to
12000
Rs. 12000 &
above
NOT APPLIC
ABLE05
101520253035404550
1612 14
48
46
Emploee salary
Per
cent
age
of r
espo
nse
Analysis:
Out of the 50 respondents, 16% getting salary between Rs 4000 to 6000, 12% getting salary
between Rs 6000 to 8000, 14% getting salary between Rs 8000 to 10000, 4% getting salary
between Rs 10000 to 12000 and 8% getting salary between Rs 12000 & above
Inference:
Employees have got significant hike in their salary by switching their job. Most of them have
been shifted to next salary bracket in their new job.
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ATTRITION ANALYSIS AT ABRL
TABLE 6.21: Table showing awareness about the various rewards and recognition program at ABRL
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 41 82
No 9 18
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.21: Awareness about the various rewards and recognition program at ABRL
YES82%
NO18%
AWARENESS ABOUT REWADS
Analysis:Out of the 50 respondents, 82% respondents said yes and 18% respondents said no
Inference:
Majority of them were aware of the program and only few were not
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ATTRITION ANALYSIS AT ABRL
TABLE 6.22: Knowledge about the reward program through different ways
SOURCES NO OF RESPONDENTS PERCENTAGE
Email to store 15 30
Team address 0 0
Telecom 0 0
Store manager 35 70
Others(specify) 0 0
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.22: Knowledge about the reward program through different ways
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ATTRITION ANALYSIS AT ABRL
Email to store Team address Telecom Store manager Others(specify)0
10
20
30
40
50
60
70
30
0 0
70
0
Sources to know about rewards program
Per
cen
tag
e o
f re
spo
nse
Analysis:
Out of the 50 respondents, 30% got to know about it through email at store and 70% got to know through their manager
Inference
Majority of respondents got to know about rewards through their store manager.
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ATTRITION ANALYSIS AT ABRL
TABLE 6.23: Table showing employee satisfaction regarding the rewards and recognition program
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 38 76
No 12 24
TOTAL 50 100
(Source: Primary Data)
GRAPH 6.23: employee satisfaction regarding the rewards and recognition program
YES76%
NO24%
HAPPY WITH REWADS ANS RECOGNITION
Analysis:Out of the 50 respondents, 76% said yes and 24% said no to it
Inference
Majority of them were happy with the rewards and only few were not.
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ATTRITION ANALYSIS AT ABRL
TABLE 6.24: Table showing employee consent for re-employment
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 27 54
No 10 20
May be 13 26
TOTAL 50 100
(Source: Primary Data)
GRAPH 5.24: Employee consent for re-employment
Yes No May be0
10
20
30
40
50
6054
2026
Will you join again ABRL
Pe
rce
nta
ge o
f re
spo
nse
Analysis:
Out of the 50 respondents, 54% said yes, 20% said no to it and 26% said may be
Inference:
Majority of them said they will join if the things improve for what they left such as salary, traveling, etc. 10 respondents said they will not join and 13 respondents said they may or may not join ABRL.
Department Of Management Studies, NHCE Page 70
ATTRITION ANALYSIS AT ABRL
FINDINGS
1. The working environment at ABRL was found average with some challenges faced by
employees.
2. Employees were aware about the rewards and career program but did not have
complete knowledge of it due to which they didn’t make use of it properly. There
were less employee engagement programs and motivational sessions.
3. Employees had full support from their managers who helped them learn their work
quickly and groomed their personality.
4. 80% of employees in ABRL are aware of job description while joining but most of
them are not well versed about company policies, hence they are frustrated when they
come to know about non suitable policies later in their employment period like some
amount of their salary going towards long term savings which is not readily available
to them.
5. 52 % of employees mostly join ABRL due monetary requirements.
6. 54% of employees leave job due to low compensation. They felt that what they use to
get was not sufficient in a city like Bangalore. They switched their jobs when they got
better salary for similar job mostly in same industry.
7. Few employees left due to their higher education. Employees studying part time were
frustrated due to long unplanned working hours which triggered them to leave job.
8. 44% employee left due to personal commitments like marriage, health of parents or
their own, travelling etc. Female employee were bothered about travelling late night
after working late evening for which they were not compensated.
9. There was no transportation arranged for employees which led to lot of discomfort
especially to female employees. Employees leaving after last shift at 10PM did feel
insecure travelling back home using own transport arrangements.
10. Due to no surveillance cameras installed at store there were thefts and company
recovered the loss from employee’s salary.
11. Employees felt that unplanned extended working hours was affecting their personal
life for which they were not compensated.
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ATTRITION ANALYSIS AT ABRL
12. There was mismanagement at store due to store opening time being rigid but
receiving goods from distribution channel varied due to which many times goods
arrangement at store happened with customer being shopping at same time which
created lot of chaos and made working efficiently for employees.
13. During my visit to MORE stores I found that few are not having good pantry area,
employees feel uncomfortable to eat in small stock rooms.
14. There was lot of wastage of goods at store due to rats which was intimated to middle
management by front employees but no action was taken. Neither the goods were sent
back to DC on time nor this was escalated to higher management.
15. Higher management did not have much insight into the current condition of MORE’s
working; it did not take effort to find the actual status by walking through some of the
stores. Middle management did not escalate many of ongoing issues which resulted in
loss and closing down of stores.
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ATTRITION ANALYSIS AT ABRL
RECOMMENDATIONS
The attrition handling strategies at ABRL is in improvement process and it is facing some
challenges due to increase in competition and need of employees. Some of the improvements
that are suggested are:
1. There is lack of motivation in employees and awareness about various employee
benefit plans. Hence it is suggested to conduct more employee engagement programs
where employees can be educated about the benefits they can avail from company
policies. These programs should motivate them and provide some leisure time to
come out from there hectic monotonous job. There should be feedback form to
understand current level of employee satisfaction and improvement possible.
2. Employees are not aware of the company policies very well which leads to
dissatisfaction when they come to know about them later like deduction of PF from
salary or recovery of losses/theft in store. Employees should be made aware of all
policies, benefits and rewards system while there joining through induction session.
3. As most of the candidates are in financial crisis and keen on taking up job quickly
they miss to understand the job description. They should be made aware of job
description, company policies, facilities available and salary breakup clearly to avoid
later grumble by employees. They should be educated about career growth options in
ABRL to retain them longer. Employees just can’t keep working as customer service
associate (CSA’s) for very long time at same salary, they need to educated about their
career growth option to retain them like helping them get loan to study further or
making them understand the promotion cycle. Most of the employee doesn’t know
after how many years or on what criterion they might get promotion which leads to
frustration and they quit.
4. Employees quickly join ABRL kind of industries due to personal financial crisis but
later they feel de-motivated and see no career growth so they want to take up higher
education. Employees should be helped to get loan for higher education, may be loan
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ATTRITION ANALYSIS AT ABRL
from ABRL with some bond abiding them to stay for certain period of time in
ABRL. This way the employee and ABRL both will be benefitted.
5. There should be transport arrangement made for employee working in late shifts so
that they feel secure while going back home. If female employees have personal
restriction about working in late shifts, there should be efforts to put them in first
shift.
6. There should be installation of camera in stores which will help audit employees
working style. Employees problems can be sorted out easily after having clear picture
of scenario from video clips captured using cameras. Employees can be guided on
customer handling techniques better after observing their style of working. And the
biggest issue of theft which makes employees extremely unhappy when recovery is
done from their salary can be easily sorted out. Some employees do get tempted and
steal items whenever there is possible opportunity, surveillance camera will help to
avoid those.
7. There should be solutions found to overcome extended working hours issue.
Employees should be instructed to come on time and should be left to leave work on
time. Making them work extra hours without compensation make them highly
frustrated.
8. There should be some solution implemented to avoid chaos which happens during
receiving goods from DC and arranging them in store. Either change store time or
change goods receiving time or keep extra employees to handle that.
9. During my visit to MORE stores I found that some stores are having good facilities
but some are not having good pantry. All the stores should follow same standards and
have good facilities. These small things make employee feel that company treat them
well.
10. There is lot of wastage due to rat attacking goods in store which is not taken care.
Middle manager should do floor walks and take quick actions. Good should be sent to
DC at the earliest and actions should be taken care to have rat free clean store.
11. Higher management is not aware of current status of MORE stores. Higher
management should get into stores to check the status when attrition is high and
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ATTRITION ANALYSIS AT ABRL
company is at loss. Middle management should also not keep recurring problems to
themselves and should escalate or take corrective actions at the earliest.
12. There should be modification in recruitment tests conducted. There should be
aptitude/attitude test to understand candidate’s expectation and competency so that
stable employees can be hired.
13. There should be compulsory exit interview conducted for employees leaving the
organization so that there can be attrition analysis done easily.
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ATTRITION ANALYSIS AT ABRL
CONCLUSION
Attrition is major problem of companies these days due to plenty of jobs available, need of
employees, insufficient facilities at company etc. Company spend lot of money to hire new
employees, train them and get them adjusted in work to get optimal productivity hence
keeping attrition low is very essential for company for smooth operations and excellent
profits. Organizations are now considering attrition handling as important task and doing
their best to retain employees. Attrition is handled by companies throughtaking feedback
from employees to know their concerns periodically, they are made aware of their possible
career path, employee referral programs are implemented to hire employees, reward system
to encourage employees, higher management does floor walk or address company employee
to make them feel they are important and assets to company.
The study and the analysis of data helped me in understanding the retention strategies of the
company and the employee’s expectation. ABRL has good facilities and employee benefit
plans but employees are not adequately made aware of them. Employees need to be
motivated by making them aware of benefits they can have at ABRL and possible career
growth options available to them. There should be proper training given to employees and
constant communication with them to make them smart employees who could deliver the best
at worst condition, who are service oriented rather than money minded. Recruitment system
should be enhanced to judge candidate’s attitude and aptitude to judge them better and choose
the best out of the rest.
This study throws light on understanding the organizational work culture, efforts to retain
employees and the practicality in implementing each strategy. Retention strategy is essential
for the company but the way they are implemented should always meet expectation of
employees. Employees have to be made aware of all the facilities and benefits they can avail.
Most importantly there should be communication to make employees felt that they are assets
to company and there is growth for them in company.
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ATTRITION ANALYSIS AT ABRL
ANNEXURES
PERSONAL DETAILS:
Designation :
Name :
Gender : Male Female
Educational Qualification : PUC Graduate Post graduate Other
Previous Experience (In Years)
: Fresher Less than 1 1 to 3 4 to 7 above 8
Date of leaving :
1. Vacancy in ABRL was known to you through
Walk in Reference Portal Agency/consultancy
Other(specify)
2. Were you aware of Job Description/ nature of Job before coming for the Interview?
a) Yes b) No
3. What were your primary reasons for choosing our organization?Career Growth Compensation Reputation of
CompanyLocation Company Culture
4. What best did you find about ABRL?Compensation Work time Work
environment
Timely payout
Incentive Career development
Other (specify)
5. When working, were you satisfied with the job?
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ATTRITION ANALYSIS AT ABRL
a) Yes b) No
6. In store, did you have team support/did store team helped you in settle and perform duties effectively?
a) Yes b) No 7. Do you think your store manager support you enough to perform effectively?
a) Yes b) No 8. How was the facility in store such as locker, rest room, drinking water, tea-coffee etc?
Very good Good Average Bad Very bad
9. How was the overall work environment? / rate the overall work environment?
Very good Good Average Bad Very bad
10. Was work environment was the main reason for leaving the company?a) Yes b) No
11. What was the distance from your home to store? (In km)a) 0-3 b) 4-7 c) 8-11 d) 12-15 e)16- more
12. What was the difficulty in travelling?a) Bus was not frequent
b) Too many bus to change
c) Travelling is expensive
d) Will not get bus in early morning/late night
e) Other(please specify)
13. Was travelling, the main reason to leave the job?a) Yes b) No
14. Was higher education, the main reason to leave the organization?a) Yes b) No
15. Did you leave due to personal problem?
a) Yes b) No
16. If yes what was the personal problem you had?
a) Marriage b) Maternity
c) Husband/father transfer d) Health e) Other
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ATTRITION ANALYSIS AT ABRL
17. Were you aware of company’s career development program?
a) Yes b) No
18. Did you find it useful for your career?
a) Yes b) No
19. If no, what need to be added to it?
a)b)c)d)
20. Why could not you take advantage of career development program?
a)b)c)d)
21. Was compensation, the main reason to leave?
a) Yes b) No
22. If yes, type of industry you joined?
Supermarket (Retail)
Hypermarket (Retail)
BPO Telecom Other(specify)
23. Type of job/designation currently you are handling? /Offered to you?
a) Promoter b)DEO C) Cashier d) Supervisor
e) Others
24. Salary/CTC offered to you?
Rs. 4,000 to 5,000
Rs. 5,000 to 6,000
Rs. 6,000 to 7,000
Rs. 7,000 to 8,000
Rs. 8,000 to 9,000
Rs. 9,000 to 10,000
Rs. 10,000 & above
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ATTRITION ANALYSIS AT ABRL
25. Are you aware of the various rewards and recognition programs in ABRL?
a) Yes b) No
26. How did you come to know of these programs ABRL?
Email to store Team address by TM/CM
Telecom
Store manager Other(specify)
27. Were you happy with these rewards and recognition program in ABRL?
a) Yes b) No
28. Your views on the monetary benefits/prize money given as rewards in ABRL?
Attractive and motivating
Not so attractive and motivating
Average Needs to be relooked at
Other (specify)
29. Why rewards and recognition program failed to motivate you to continue in company?
a)b)c)d)
30. If given an opportunity, will you join again?
a) Yes b) No
Department Of Management Studies, NHCE Page 80
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