A Summer Training Report

Recruitment and Selection

Process –A Study on the Attrition
Rate of OSRAM
India Private Limited

1
PREFACE

In the current scenario, Recruitment and selection of the right person at

the right place is an important function of the Human resource
department of all companies. And it is no surprise that retention of
employees is a major challenge for the companies.

This study is intended to find out the Recruitment and selection process
at Osram India Private Limited, Sonepat (Haryana ).

Chapter 1 attempts to clarify the objectives of the study, the scope of

study, its limitations, and the methodology used in analyzing the
problem.

Chapter 2 discloses the facts and figures of Osram India Pvt. Limited,

Chapter 3 is deals with the survey conducted, the feedback received

from the target employees, the findings and the analysis of the study.

Chapter 4 and chapter 5 deal with the recommendations and conclusion

respectively.

2
TABLE OF CONTENT

Topics

Executive Summary

Chapter 1
1.1 Introduction
1.2 Literature Review
1.3 Objective of the Study
1.4 Scope & Limitations of Study
1.5 Research Methodology

Chapter 2
2.1 Company Background
2.2 Osram Profile
2.3 Company’s Mission and Vision
2.4 Company History
2.5 Organization Chart
2.6 Osram & its Product
2.7 Taxations Policy
2.8 Social Policy
2.9Achievements
2.10 Future Prospectus

3
Chapter 3
3.1 Surveys
3.2Data Analysis
3.4 Finding on attrition
Chapter 4
4.1 Recommendations
Chapter 5
5.1 Conclusion
Annexure
Bibliography

4
EXECUTIVE SUMMARY

OSRAM, founded 1906, is part of the industry sector of Siemens

AG and one of the two leading lighting manufacturers in the world. The
name is derived from osmium and Wolfram (German for tungsten ), as
both these elements were commonly used for lighting filaments at the
time the company was founded. Osram is a high-tech company in the
lighting industry. Around 60 percent of sales come from energy-efficient
products.

OSRAM has company in various parts in India and around the

world. The OIPL started its operations in Sonepat in 1998 which was
takeover by Siemens AG. The company at present has near about 591
employees. The OIPL, Sonepat is facing with a problem of huge
employee turnover.

This Study aims to explore the prevalent Recruitment & Selection

Process at OSRAM India Private Limited. The Recruitment &
Selection Method applied at the OSRAM India Private Limited (OIPL),
Sonepat was observed.

5
 The objective of the study is to find the recruitment and selection
methods prevalent at Osram India Pvt.Ltd., Sonepat. As Recruitment and
selection process is very important function of the HR department, the
study aims to identify the sources of recruitment of the potential
employees. The primary purpose of the study is to examine the
prevailing procedure for recruitment and selection of employees

For conducting the survey structured questionnaire were employed.

The study is based on primary data. Survey was done on 80 employees of
whom only 58 responded. These respondents were executives of top,
middle & lower management. The questionnaire consist of 12 question
related to recruitment & selection.

The study reveals that a good Recruitment & Selection Process was
adopted by the company. The management is committed to fulfill the
requirement of our internal & external customer, to prevent the mistake
to happen through optimize & harmonies interrelated process, rather
than individual function. The findings suggest varied and not-so-
expensive ways for retaining people.

6
7
INTRODUCTION ____________________

OSRAM is one of the most traditional brand names in the world,

synonymous with light around the globe and first saw the light of day more
than one hundred years ago. On April 17, 1906 the brand name of OSRAM
was entered in the Trademark Directory of the Imperial Patent Office in Berlin. The
brand name of OSRAM was "born" in 1906 and registered by the Deutsche
Gasglühlicht-Anstalt (also known as Auer-Gesellschaft). The world famous name
from 1906 was created from the names of the two materials that were needed at the
time to produce filaments - initially Osmium and later Wolfram (or tungsten as it is
now more commonly known). 13 years later (on July 1, 1919) it became part of a
company name: OSRAM Werke GmbH Kommanditgesell- shaft. At the time, Auer-
Gesellschaft, AEG and Siemens & Halske AG combined their lamp production
activities; since 1978 Siemens has been the sole shareholder
in 1919, the world famous picture logo with the light bulb also made its first
appearance. Today, the stylized lamp in our picture logo is a symbol not only for
light but also for good ideas and our passion for intelligent light

In 1906 the Deutsche Gasglühlicht AG (DGA) registered the trademark

“Osram” for a new kind of wolfram lamp. After World War I, the major German
manufacturers of incandescent lamps, DGA, AEG and Siemens & Halske, merged to
form Osram GmbH KG. AEG and Siemens & Halske brought their own incandescent
lamp factories into the new business. In the same period, in 1921/22, the well-known
Osram logo was also developed which is still in use today, with only minor
modifications since it was first designed. In 1976 AEG sold its Osram shares to

8
 Who would have thought in 1906 that one day OSRAM will produce with
more than 43.500 employees worldwide in about 46 production facilities in 17
countries sales of 4.6 billion euros (2008)? Who would have thought hundred years
ago, that the electronic in light sources - not exclusively in light emitting diodes
(LED) and other opto-semiconductor products - will play a bigger role in the lighting
market?
Siemens under the same circumstances which led to the sale of its KWU and TU
shares (see Kraftwerk Union and Transformatoren Union AG). Since 1978, when
Siemens was also able to acquire General Electric’s shares, Osram has been wholly
owned by Siemens. Today it is one of the world’s leading lamp manufacturers. In
fiscal 2005 the company, headquartered in Munich, achieved sales of 4.3 billion
euros, 88 percent of which came from outside Germany

9
 Terminologies

Recruitment & Selection

Recruitment:-

Recruitment is the process of locating and encouraging potential

applicants to apply for existing or anticipated job openings.

Recruitment aims at:

o Attracting a large number of qualified applicants who are ready to

take up if it’s offered.
o Offering enough information for unqualified persons to self-select
themselves out.

Sources of Recruitment

The source of recruitment is broadly divided into two categories:

1. Internal Sources

The company recruits the candidates from internal of the company.

Whenever some vacancy arises someone from within the organization is
upgraded, transferred or promoted.

2. External Sources

External sources of recruiting candidates include: Walk-ins,

Unsolicited Applicants, Employee referrals, etc.

10
Methods of Recruitment

A. Internal Methods

Promotion and Transfers

Many organizations prefer to fill vacancies through promotions or

transfers from within the company wherever possible. Promotion
involves movement of an employee from a lower level position to a
higher level position. It is accompanied by changes in duties,
responsibilities, status and value. Internal promotions and transfers
certainly allow them a greater scope to experiment with their careers,
kindling ambitions and motivating them to take a shot.

Employee Referrals

It means using personal contacts to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant. The
OIPL encourages its employees to recommend for the vacancies.

B. Direct Methods

Campus Recruitment

It is a method of recruitment by visiting and participating in

college campuses and their placements centers. Here the recruiters visit
reputed educational institutions with a view to pick up job aspirants
having requisite technical or professional skills. The OIPL Sonepat
visits and recruits the candidates from institutions in Sonepat regularly.

11
 C. Indirect Methods

Advertisements

These include advertisements in newspapers; various types of

journals; radio and television; etc. In recent times, this medium has
become just as colorful, lively and imaginative as consumer advertising.
The OIPL normally advertises in leading daily newspapers like
Hindustan Times, The Times of India, etc.

D. Third Party Methods

Private Employment Search Firms

A search firm is a private employment agency that maintains

computerized lists of qualified applicants and supplies these to
employers willing to hire people from the lifts for a fee.

Walk-ins/Unsolicited Applicants

Companies generally receive unsolicited applications from job

seekers at various points of time. This is a major source of recruitment
in OIPL.

Internet Recruiting

In recent times most companies have found it useful to develop

their own website and list job openings on it. The website offers fast,
convenient and cost effective means for job applicants to submit their

12
resume through internet. The OIPL takes help of various websites
available by registering on the websites, such as

www.naukri.com www.timesjobs.com

www.monsterindia.com

Selection:-

Selection is the process of picking up the most suitable candidate

who would best meet the requirements of the job and the organization.
The selection process usually consists of a series of steps. The sequence
of the steps may vary from job to job and organization to organization.
The sequence of steps includes:

• Screening interview
• Application Blank
• Selection Test
• Selection Interview
• Medical Examination
• Reference Checks
• Hiring Decision

The OSRAM India Private Limited, Sonepat applies the Personal

Interview method for selection process for all levels of the management
viz., Top, Middle, and Lower Level.

13
Understanding Attrition :-

Attrition of employees in a limited measure is desirable for the

influx of new ideas in any type of organization. It helps organization to
maintain their agility in fast changing environment. Attrition in a limited
measure can thus bring gains to the organization.

However, if attrition increases beyond a certain level, the gains are

transformed into pains. Recruiters explain that attrition rates
significantly increase the investment made on employees. Significant
investments in time and money need to be made for acquiring employees
in any organization. These can never be translated into profit when
attrition is high.

The present study is aimed at identifying the main causes behind

the prevailing high rate of attrition in OSRAM India Private limited on
the basis of primary data collected from its present employees.

14
LITERATURE REVIEW

Recruitment and selection is one of the most generally discussed in

the study of Human Resource. The literature on Recruitment and
Selection is not quite vast.

To gain a deeper understanding about the phenomenon of high

attrition and its cause, literature particularly journals, reference books
were studied in detail. The various websites were also helpful in gaining
a large view of attrition among employees and the ways to reduce such
high rate.

The findings would not have been realistic without the feedback of
employees of OIPL. For this the employee’s feedback was sought.

15
OBJECTIVE OF THE STUDY

This study reports the findings on Recruitment and Selection

Process at the OSRAM India Private Limited.

The Study is intended to achieve the following objectives:

1. To find out the current practices adopted for the Recruitment and
Selection of the potential candidates.

2. To find the reasons of the high attrition rate.

3. To find the ways to reduce high attrition rate.

16
SCOPE & LIMITATIONS

While surveying at OIPL-Sonepat, the Senior HR Manager was

quite helpful. I always sought him help even when I had to get the
questionnaires filled from the employees. However I felt difficulty as
most of the respondents were reluctant to fill the questionnaire.

Most of the respondents were afraid of getting fired if they

answered anything wrong about the company and its policy. This was a
big limitation.

It was tried to do a survey on 80 employees but only 58 of them

came up with their response. The Future research may be done on large
number of employees to get a better result.

17
RESEARCH METHODOLOGY

This study focuses on the Recruitment and Selection at Osram

India Private Limited as a matter of interest. It was ensured that there
was a good mix of respondents- males, females; employees of various
designation; and temporary and permanent employees. It is the
specification method & procedure for collection the needed information .

The selection of research design depend the objective of the research .

Research design are of three types

 Exploratory
 Descriptive
 Casual or experiment

Primary Data
The Study is based on the primary data collected from the
employees at Osram IPL through the assistance of the questionnaire. The
survey was conducted with 58 respondents. However, the use of some
secondary data were taken help of to gain a better understanding of the
Recruitment and Selection process, the attrition and the reasons why

18
employees leave. For this purpose the web pages and the journals were
sought.
Sources of Data

For conducting the survey the data were collected from the
employees of Osram IPL .To make the research complete, it is very
important to have the necessary & useful data. Sometimes data can be
available readying one form or the other & sometimes data has to be
collected A researcher can tap sources to heads:-

 Internal sources

 External sources

Internal sources :-

It is the companies own record registered document etc. a

researcher can use these to collect internal information. To get this
information about the company. The company profile, industry profile
can be used.

External source :-

All the other source of information is external source of data.

 Secondary data
 Primary data

In this project mainly primary data from internal sources is used to make
results authentic. It is collected by personal administration of the
questionnaire.
19
Sample Design

When data is to be collected from each member of population of

interest, it is known as census survey. If on the other hand data are to be
collected from only some member of the population, it is known as
sample survey.

Sample plan judgment sampling

Sample size 58 % of staff members

Data sources :-

The methodology of study is based on secondary information as

well as primary information i.e. staff member of OSRAM INDIA PVT.
LTD. The work of several authors from the various libraries has been
instituted, consulted & used to arrive at conclusion.

Methodology

The methodology used essentially involved collection of

information from executives of Osram IPL, on the Recruitment and
Selection Process through questionnaire, analysis of the collected
information using relevant statistical analysis, and interpretation of the
results.

20
Questionnaire

A list of questions was prepared for the questionnaire to

be filled. It included 12questions. A mix of direct and indirect questions
was present. It was a structured questionnaire that was pre-tested to
ensure clarity of the questions asked and that the respondents understood
the questions.

21
 RECRUITMENT PROCESS SURVEY

Instruction: Tick mark (√) wherever required.

Name ________________________________________

Designation ___________________________________

Working in Osram IPL since ______________________

Contact No ___________________________________

[1]. How Osram IPL is involved in Recruitment and Selection process?

____________________________________________________________
_

____________________________________________________________
_

____________________________________________________________
_

[2]. Which level of employees do you look for? Good Opportunities

Outside

Junior Middle Senior

[3]. What are the sources used for recruitment in Osram IPL?

Direct Recruitment Employee’s reference

Campus Recruitment Placement Agency

Web Portals

22
[4]. What are the important things you look while screening resume of
candidates?

Qualification Experience

Communication skill Attitude

Presentation Skill Others

[5]. What is the reliable selection process for the candidates?

________________________________________________________

________________________________________________________

________________________________________________________

[6]. What is the vacancy ratio i.e., for 10 candidates 100 resumes are
sourced (10:100)?

________________________________________________________

[7]. What kind of staffing service do you provide?

Contract Temporary

Permanent

[8]. What areas do you recruit in?

Operations Finance

Administration Sales

23
 Marketing HR

Phone Calls

[9]. What is the turnover level of employees in Osram IPL?

Low Medium High

If High, the reason of such turnover?

Low Package Job Hoping

Termination Retirement

Others

[10]. As a recruiter what are the challenges involved?

________________________________________________________

________________________________________________________

________________________________________________________

[11]. What are the terms and conditions of recruitment?

________________________________________________________

________________________________________________________
______________________________________________________
__

24
[12]. What challenges/issues are involved in approaching the candidates?

________________________________________________________

________________________________________________________

________________________________________________________

[13]. New strategies you would like to add in your recruitment model?

________________________________________________________

________________________________________________________

________________________________________________________

▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫ THANK YOU▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫▫

25
26
 COMPANY BACKGROUND

Company overview

♦ OSRAM is one of the two largest lighting manufacturers in the world.

♦ OSRAM products are used in about 150 countries.
♦ With sales outside Germany accounting for 88 % of total turnover and a sales
presence on every continent, OSRAM is a true global player.
♦ OSRAM SYLVANIA is the North American operation of OSRAM GmbH,
Germany.
♦ “We're proud of our longstanding reputation of providing lighting solutions in
homes, businesses and institutions, automobiles and a broad range of specialty
applications.” – OSRAM management team

OSRAM, illumination of Potsdamer Platz with a 3000-watt Osram-Nitra

lamp, 1927

In 1906 the Deutsche Gasglühlicht AG (DGA) registered the trademark

“Osram” for a new kind of wolfram lamp. After World War I, the major German
manufacturers of incandescent lamps, DGA, AEG and Siemens & Halske, merged to
form Osram GmbH KG. AEG and Siemens & Halske brought their own incandescent
lamp factories into the new business. In the same period, in 1921/22, the well-known
Osram logo was also developed which is still in use today, with only minor

27
modifications since it was first designed. In 1976 AEG sold its Osram shares to
Siemens under the same circumstances which led to the sale of its KWU and TU
shares (see Kraftwerk Union and Transformatoren Union AG). Since 1978, when
Siemens was also able to acquire General Electric’s shares, Osram has been wholly
owned by Siemens. Today it is one of the world’s leading lamp manufacturers. In
fiscal 2005 the company, headquartered in Munich, achieved sales of 4.3 billion
euros, 88 percent of which came from outside Germany

Incandescent signal lights, the JOULE System uses tiny LEDs that consume 10
times less energy, generate less waste and offer vehicle designers unprecedented
design flexibility. Compared to incandescent light sources, JOULE Systems can save
a driver up to 4 gallons of gasoline every year.

OSRAM LED technology also lights the Mustang's interior, providing the
distinctive Ice Blue glow to the center stack, window switches, door lock lights and
headlamp switches. The Mustang's ambient interior lighting system uses the OSRAM
TOPLED family of LEDs to flood color into the cup holders, door panels, foot wells
and console. The programmable system allows occupants to customize the interior
color by choosing from seven colors -- red, green, blue, orange, purple, white and Ice
Blue -- to suit the mood.

OSRAM TOPLED was the driver behind the industry-first color-configurable

instrument cluster in the 2005 Ford Mustang and continues to provide the color
lighting source for the 2010 Mustang's interior lighting.

"LEDs continue to define the future of automobile lighting when it comes to

environmental sustainability, practical functionality and design flexibility," said
David Hulick, global product marketing manager at OSRAM for its Automotive LED
Systems Strategic Business Segment. "The reduction in energy consumption, coupled
with its long-lasting durability means less waste is generated in the form of
28
replacement parts and packaging. The design flexibility offered by LEDs makes them
even more desirable for defining the signature look of one of America's most
celebrated vehicles."

The 2010 Ford Mustang's design is a more aggressive and muscular take on the
iconic look that has come to define Mustang, while drawing inspiration from the car's
rich heritage. For example, the new vertical tail lamp design utilizes three LED bulbs
that fire sequentially, from the center out, a feature not seen on Mustang since the
1960s.

As the first standardized LED system, JOULE makes LED technology more
accessible in the marketplace by providing OEM designers with a reliable, industry
standardized light source that simplifies the design process and can be utilized by
many vehicle platforms for rear combination lamp assemblies (RCLs). The OSRAM
JOULE System helps vehicle manufacturers incorporate the functionality; durability,
energy-savings, and distinctive styling that today's consumers look for in a vehicle.

Along with the Mustang's distinctive rear combination tail lamps, OSRAM
worked closely with Valero Sylvania to supply the complete exterior package
including the, fog lamps, LED CHMSL, front and rear side marker lamps and the
D3S XENON headlamps. The 2010 Mustang is the sixth Ford Motor Company
vehicle to benefit from OSRAM mercury-free, high-intensity discharge
lighting technology, offered as an option?

"We're proud Ford Motor Company looked to OSRAM, the world leader in
automotive lighting when creating the latest Ford Mustang," said Hulick. "From the
bright illumination of the D3S mercury-free XENON HID headlamps to the cool
convenience of the interior dome lamp, OSRAM is as much a part of Mustang as
Mustang is a part of the American fabric.

29
 OSRAM Environmental Guidelines

The Osram environmental guidelines were introduced in 1998.They

were signed by the chairman of the management Dr. Wolf Dieter Bopst,
the managing director for technology, Dr. Jorg Schaefer and the
managing director for finance & personnel Dr.Thomas Seeberg.

We hereby commit ourselves to respect the environment, assume

responsibility for it, deal with resources economically and avoid any
negative impact on the environment. We underline our commitment to
active environmental guidelines. They apply to all OSRAM activities
and to each individual employee.

PRIVACY POLICY

OSRAM Commitment to Data Privacy Protection :-

Protecting the security and privacy of your personal data is

important to OSRAM; therefore, we conduct our business in compliance
with applicable laws on data privacy protection and data security. We
hope the policy outlined below will help you understand what data
OSRAM may collect, how OSRAM and safeguards that data and with
whom we may share it.

30
Personal data

Through our Web sites, OSRAM will not collect any personal data
about you (e.g. your name, address, telephone no. or e-mail address),
unless you voluntarily choose to provide us with it (e.g. by registration,
survey), respectively, provide your consent, or unless otherwise
permitted by applicable laws and regulations for the protection of your
personal data .

Purpose of use:-

When you do provide us with personal data, we usually use it to

respond to your inquiry, process your order or provide you access to
specific information or offers. Also, to support our customer relationship
with you :

♦ We may store and process personal data and share it with our
worldwide affiliates to better understand your business needs and
how we can improve our products and services, or

♦ We (or third party on our behalf) may use personal data contract
you about an OSRAM offer in support of your business needs or to
conduct online surveys to understand better our customers’ needs.

If you choose not to have your personal data used to support our
customer relationship (especially direct marketing or market research),

31
we will respect your choice. We do not sell or otherwise market your
personal data to third parties, except to OSRAM affiliates.

Purpose Limitation:-

OSRAM will collect, use or disclose personal data supplied by you

online only for the purpose to you, unless the disclosure:

• Is a use of the personal data for any additional purpose that is

directly related to the original purpose for which the personal data
was collected?

32
OSRAM PROFILE_________________________

This international company, with its headquarters in Munich (Germany), employs

more than 43,500 people throughout the world. World sales in the 2008 fiscal year
totaled €4.6 billion. Osram supplies customers in about 150 countries and
manufactures at 46 sites in 17 countries. They own the brand Sylvania for use in the
United States, United States Territories, Canada and Mexico. The company's North
American operation is Osram Sylvania, headquartered in Danvers, Massachusetts.

Subsidiaries
Osram has a wholly owned subsidiary Osram Opto Semiconductors GmbH that
designs and manufactures opto-semiconductor products. One of the main products of
this subsidiary is light emitting diodes (LEDs). As the world’s second largest
manufacturer of optoelectronic semiconductor for the illumination, sensing and
visualization sectors, Osram Opto Semiconductors GmbH combines extensive know-
how in semiconductors, converter materials and packages under one roof. At its
headquarters in Regensburg, Germany, a further production site in Penang, Malaysia
and a global network of sales and marketing centers, the company employs more than
3500 people. In the 2006 fiscal year, it achieved sales of around 500 million euros.
This means that the optoelectronic semiconductor accounts for twelve percent of
overall Osram GmbH sales.

33
ABOUT COMPANY’S MISSION AND VISION

Lamps and lighting systems from OSRAM INDIA provide the basis
for a beautiful view of things; ensure safety and comfort, allowing for
the efficient use of resources. For more than 100 years, OSRAM has
been "passionate about intelligent light". As a globally operating
company, we also explicitly encourage socially and environmentally
responsible policies around the world - as well as sponsoring art and
culture at home and abroad.

Profile

OSRAM India is a young and vibrant company and started its

operations in India in early 1994. It is a wholly owned subsidiary of
OSRAM GmbH, Germany, which in turn is a group company of Siemens
AG, Germany
Within one year of OSRAM entering India, the local manufacture of
Compact Fluorescent Lamps was commenced. The acquisition of ECE
Lamp Division followed in October 1998. The current local
manufacturing range comprises of slim, energy efficient Tri-Phosphor
Lumilux plus Fluorescent Lamps, a wide range of Integrated and pin-
based CFL and Glass for FTL

34
OSRAM INDIA Mission Vision

` Light up life through efficient, innovative and environment

friendly lighting solutions. Provide customers with products adhering to
the highest quality and safety standards at affordable prices. Create an
environment that enhances the productivity, motivation of the employees
and fosters team-spirit.

To be the market leader by offering efficient and innovative lighting

solutions for all applications.

• Company’s mission is to shape today's materials into the lighting

solutions of tomorrow.

• OSRAM believes that its ideas can make a difference in every

person's life and that its products reflect a commitment to making
the world more comfortable, more productive and more
imaginative.

• Company continues to strive on growth and profitability and are

guided by set of values:

 OSRAM SYLVANIA is its people

 Company is customer focused
 They respect and care for the environment
 They are open to, and drive, positive change
 OSRAM sets clear and ambitious goals to stay ahead of
the pack
 Company is profitable and strong
35
Presence of OSRAM IPL in India
Head / North Office:

OSRAM India Pvt. Ltd.

Signature Towers, 11th Floor
Tower B, South City-I
Gurgaon 122001,
Haryana, India.

Regional Office
In SOUTH

OSRAM India Pvt Ltd.

Unit No# 301 - 303,
MADISON ,4th Floor,
Airport Road
(1/3 Kodihalli Main Road)
Bangalore - 560008

In NORTH

Gurgaon IDC
Times Square Building,
B-Block, IInd Floor,
Sushant Lok-1, Gurgaon]

OSRAM Factory:

OSRAM India Pvt Ltd. Delhi Road

Sonepat - 131 001
Tel: +91-130-2218101 to 10
Fax: +91-130-2218113

OSRAM Distribution Centers:

36
In SOUTH

OSRAM India Pvt Ltd.

7-1-282/C/1/56,
Lingaiah Nagar, Balakampet,
Hyderabad-500038
Andhra Pradesh

OSRAM India Pvt Ltd.

C/o Fixit & Co.
225/20B, Laxman Road
Kandanchavaidi Chennai

OSRAM India Pvt Ltd.

C/o. Devi Pharmaceuticals,
Door no 34/527A,N H Bypass,
Edappally-Arkkaakadavu Road
Opp: NSS Working Women Hostel, Padivattom,
Cochin - 682 024

OSRAM India Pvt Ltd.

C/o Aruna Trade Combine
#38/10,New Timber Yard Layout
Opp. Mysore Road
Bangalore – 27

OSRAM India Pvt Ltd.

Unit No# 301 - 303,
MADISON ,4th Floor,
Airport Road(1/3 Kodihalli Main Road)
Bangalore - 560008

In EAST

OSRAM India Pvt Ltd.

C/o Trishakti Enterprises
West of B.M.P 16.
37
Mourya Vihar
Phulwari Sharif,
Khagaul Road, Patna

OSRAM India Pvt Ltd.

Agility Logistics Private Ltd.
General Magnets Premises
JayShree Bus Stop, M.Gobindpur,
Budge-Budge Trunk Road,
Kolkatta

OSRAM India Pvt Ltd.

C/o Rashmi Agency,
Plot No. 178 Sec-A , Zone-B
Mancheswar Industrial Estate,
Rasulgarh, Bhuwaneshwar

OSRAM India Pvt Ltd.

C/o P.N. PAHARMA MARKETING SERVICES PVT. LTD.
"Gour Smriti" A.K. DEB Road
Fatashil (AMBARI)
Guwhati- 781025, Assam

OSRAM India Pvt Ltd.

Garg Niwas, Lake Avenue
Kanke Road RANCHI - 834 008
In NORTH

OSRAM India Pvt Ltd.

C/o Baba Associates
Khasra No.43/25
Near Giri Raj Dharamkanta
Khera Kalan, Delhi-110082,

OSRAM India Pvt Ltd.

C/o Sumit & Co. Kay Ess Associates
SCO No. 32-33-34 ( 1st Floor )
Chandigarh-Zirakpur Road,
38
Opposite Imperial Resort,
Adjoining Link Road to Choice Resort,
Zirakpur, Distt. Mohali
Punjab - 140 105

OSRAM India Pvt Ltd.

Shambhoo Enterprises
G519, Road no. 9-A,
Vishwakarma Industrial Area
Jaipur - 302013.

OSRAM India Pvt Ltd.

C/o Kamal Sons
C-46, Akashdeep Building Transport Nagar
Lucknow 226012

OSRAM India Pvt Ltd.

C/o Nitin Enterprises
1557/2,Near Shankar Cold Storage Road, Bulandshar Bridge
Ghaziabad - 201 001

OSRAM India Pvt Ltd.

C/o Nitin Enterprises D.K Cold Storage Compound Sunhera Road,Idgah
chowk, KashipurRoorkee, Uttranchal

OSRAM India Pvt Ltd.

C/o Sunder Cols Storage
GT Karnal RoadKundli, Dist. Sonepat
Haryana

39
Company’s History_____________________
YEAR EVENTS

1906:- In 1906 the Deutsche Gasglühlicht AG (DGA) registered

the trademark “Osram” for a new kind of wolfram lamp.
After World War I, the major German manufacturers of
incandescent lamps, DGA, AEG and Siemens & Halske,
merged to form Osram GmbH KG. AEG and Siemens &
Halske brought their own incandescent lamp factories into
the new business.

1921/22:- The well-known Osram logo was also developed which is

still in use today, with only minor modifications since it was
first designed

1976:- AEG sold its Osram shares to Siemens under the TU shares
(see Kraftwerk Union and Transformatoren Union AG.

1978:- When Siemens was also able to acquire General Electric’s

shares, Osram has been wholly owned by Siemens. Today it
is one of the world’s leading lamp manufacturers

40
 2005:- The company, headquartered in Munich, achieved sales of
4.3 billion euros, 88 percent of which came from outside
Germany

♦ The 1940s and 1950s company witnessed enormous growth, as new plants
were opened. It increased its production of materials and components,
phosphors and metals, for example, used in lighting and other products.
♦ Sylvania also expanded into consumer electronics, television tubes and
radios.
♦ In the 1970s and 1980s, OSRAM gradually moved out of consumer
electronics to focus on lighting and precision materials.
♦ In the 1980s, the SYLVANIA Octron® fluorescent lamp and the OSRAM
Dulux® compact fluorescent lamp represented major innovations.
♦ OSRAM SYLVANIA in its current form was created in January 1993.
♦ In 1998 company established confidential e-team to begin discussing how
best to utilize the Web to forward the company’s business objectives.

41
ORGANIZATION CHART

Regional Head

HR Dept MRD Sales Admin. Customer Accounts

Dept Dept Dept Care Dept Dept

Dy Mgr.
HR Sr. SM Head CC Exe. Sr. A/cs.
Officer
Sr. HR Exe SM Exe

HR Co-or. Dy. SM Asst. Account

Officer
Rec. Exe. ASM

Sr. ME

ME
TME

Abbreviations:
Dept Depart m ent Adm i n Adm i ni st rat i on
M gr M anager C C Exe C us t om er C are Execut i ve
Exe Execut i ve S r A/ cs S eni or Account s Offi cer
Sr SM S eni or S al es M anager C o-or C oordi nat ors
Dy SM Deput y S al es M anager R ec Exe R ecrui t m ent Execut i ve
AS M As s i s t ant S al es M anager

42
OSRAM & ITS PRODUCTS

The interactive Product Training Programmed from OSRAM is the

quick, simple and stress-free way of acquiring useful knowledge and
new in sights into light, lamp sand lighting. In eight clearly structured
modules you can check your existing knowledge and add to it. The
programmed is intuitive and therefore easy to use. It does not require
any special computer skills. There is no time limit, which means there is
no need to complete all the modules straight away. You can take a break
at any time and resume later at your convenience. At the end of each
module you can test your knowledge by answering a series of 12
questions. If you can answer all the questions correctly you'll be well on
your way to becoming a lighting professional. And you can now have
this confirmed with your own personal certificate!

43
Catalog

Tungsten
Incandescent
halogen
lamps
lamps

Compact
fluorescent
lamps / LED lamps
Energy
saving lamps

High
Fluorescent intensity
lamps discharge
(HID) lamps

Display and
signal lamps
Special lamps and lamps for
traffic light
installations

Automotive
LED systems
lamps

44
 Display/Optic Control gears

Luminaries

OSRAM Opto Semiconductors: LED and

optical semiconductors

We shape the future of light

In the corporate culture of OSRAM Opto Semiconductors, the most

important characteristic is innovation. We provide a workplace

atmosphere in which innovation is encouraged offering our employees

the freedom to develop new lighting solutions. The experience of

working in a highly creative atmosphere, each day coupled with the

intuition, inspiration and enthusiasm of every individual ensures that our

lighting ideas are always a step ahead.

45
Light the future

OSRAM Opto Semiconductors stands for innovative, trend-setting

technologies. Future technologies are the wheels on which we move our
lives forward

Our obligation to the future

Research and development for the future is what makes OSRAM

Opto Semiconductors a visionary company and designer of tomorrow's
technologies – world-wide.

Expertise

OSRAM Opto Semiconductors stands for extensive expertise in

Research and Development, chip production and packaging - everything
is under one roof.

Working together = progress

OSRAM Opto Semiconductors has a broad network of partners in

the scientific community with connections at universities, universities of

applied sciences and research institutes such as the Fraunhofer Institute.

46
Milestones in our success story

OSRAM Opto Semiconductors is a pioneer of lighting

technologies. The secret of our success are ground-breaking innovations
and longtime expertise.

Designing tomorrow today

We will continue to create milestones in lighting techno-logy for

the lighting applications of the future. That’s why we pay special
attention to all key factors for LED competitiveness: Performance,
Intensity and Efficacy

47
 CDM based CFL

48
About CFL

Lighting accounts for almost 20% of the total electricity demand in

the country, and contributes almost fully to the peak load as well. The
vast amount of lighting in the country is provided by incandescent bulbs,
which are extremely energy inefficient. Only about 5% of the electricity
is converted into light, the rest is lost as heat. In recent years, energy
efficient lamps have been introduced into the Indian market, with the
Compact Fluorescent Lamp (CFL) providing an energy-efficient
alternative to the incandescent lamp. A CFL uses only one-fifth as much
electricity as an incandescent lamp to provide the same level of
illumination. CFLs have almost completely penetrated the commercial
market, and the sales of CFLs in India have grown from about 20 million
in 2003 to more than 100 million in 2007.

However, penetration into households has been very limited,

largely because of the high price of the CFLs. The price of CFLs is still
in the Rs.80-100 price range, whereas the incandescent bulbs are in the
Rs.10-15 price range.

Initiatives to help decrease the price of CFLs to be comparable

with that of incandescent bulbs are therefore necessary in order to
enhance the penetration of CFLs in households and are a policy goal that
has been spelt out in the agreed action points in the meeting of all State
Chief Ministers chaired by the Prime Minister of India. It is estimated
that about 400 million light points in India today are lighted by
incandescent bulbs; their replacement by CFLs would lead to a reduction
of over 10,000 MW in electricity demand. This would not only reduce
emissions by way of efficient end use of electricity, but would also
49
result in the reduction of peak load in the country which currently faces
a shortage of up to 15%. The price barrier, as indicated above, will be
overcome by using the CDM revenue stream to enable faster penetration.

50
Light for every walk of life

The highest sales are achieved b the General Lighting

division.Osram is the world’s number one supplier o automotive
lamps.Osram is also the market leader in the field of electronic control
gear (ECG) for lamps. Business with optical semiconductors is
growing rapidly and has taken on major strategic importance. The
special display-optic lamp sector is also characterized by a high rate of
innovation. The Precision Materials & Component division benefits from
the known-how gained in using special material and techniques.

85 years young .

On July 1, 1919 AEG, Siemens & Halske AG and Deutsche

Gasgluhlicht AG (Auer Gesellschaft) merged their light bulb production
activities.Today, Siemens Ag is the sole shareholder in Osram Gmbh.The
OSRAM brand name was registered way back in 1906 and is one of the
oldest trade names still recognized throughout the world.

Legal Regulations :

It goes without saying that we respect all legal standards and

regulations. We closely follow current and expected developments in
environmental agencies and institutions. Our guiding principal in
everything that we do is to limit our impact on the environment by
continually improving our processes.

51
Customers:

In order to give our customers an opportunity to select

environmentally compatible lamps, such products feature the Global
Care Logo in our catalogues. Some OSRAM products unavoidably
contain environmentally hazardous materials. Our researchers continued
to develop our products to reduce the amounts of toxic substance in
OSRAM lamps. The objectives are to replace all environmentally
harmful substances with environmentally friendly materials.

Responsibility at OSRAM

To achieve its environmental objectives, OSRAM have created the

necessary organization with clearly defined areas of responsibility and a
management system to produce continual improvements. Overall
responsibility for environmental protection at OSRAM lies clearly with
company management and is supervised by the head of the Technology
Division. Under his direction, the department for environmental
protection and technical safety handles company wide coordination and
continued development at individual plants, managers and their
department heads are responsible for practical implementation. The
plants receive support and advice from environmental experts who are
authorities on water, waste disposal and air population control .

Product Life Cycle

OSRAM works continually to limit the influence of production

processes on the environment. For example in, 1967 we were the first
lamp manufacturer to stop using the carcinogenic mental beryllium in
fluorescents substances.Comprensive environmental protection is
52
becoming increasingly important. This means that the entire product life
cycle is taken into consideration, from the engineering of energy-saving
products to waste the reduction during production and environmentally
compatible disposal.

Development :

We systematically research innovative applications for new

environmentally compatible raw material and further development our
products to meets or exceed today environmental standards. OSRAM
researchers works continually to increase the service life of our products
and enhance their operating efficency.We strive to use as many
environmentally friendly materials as possible during the production
process and consistently find replacements for environmentally
hazardous substances.

Product use:

During product development we place special emphasis on the

operating efficiency of our lamps. Technological advances in energy
efficiency include energy-saving lamps and LEDs.Lower energy
consumption is good for the environment as well as consumers because
it reduces their electricity bills. Our research and development also
focuses on eliminating as many toxic materials as possible and replacing
them with environmentally compatible substances. For example, we have
reduced the amount of mercury in our fluorescent lamps and developed
mercury-free discharge lamps.

53
Innovation:

No less than 5% of turnover is spent each year on research and

development. The fact that around 40% of OSRAM’s turnover is
achieved with innovative products is sample evidence of OSRAM’s
power of innovation.

Worldwide sales by Market

We posted nominal growth in sales by 2% to EUR4.240 billion in
fiscal year 2008.Negative currency effects attributable primarily to the
U.S dollar amounted at 6% age points. When the figures are adjusted to
exclude these currency effects, we ultimately achieved sales growth of
8%.
• Our success with innovation products generated considerable
volume growth of 12%.
• We assume that we have successfully maintained our position as
one of the world’s two leading light manufacturers .

43% Americas

38% Europe

15% Asia-Pacific

04% Other regions

100% = € 4.2 billion

54
TAXATION POLICY

Taxation:

The current charge for income tax is calculated in accordance with

the relevant tax regulations applicable to the Company.

Deferred tax asset and liability is recognized for future tax

consequences attributable to the timing differences that result between
the profit offered for income tax and the profit as per the financial
statements. Deferred tax asset & liability are measured as per the tax
rates/laws that have been enacted or substantively enacted by the
Balance Sheet date.

55
SOCIAL POLICY____________________

Management is committed to:-

• To ensure conformation to all regulation of SA-8000 Standard &

compliance towards national and the applicable laws/regulation.

• To prevent use of child and forced labour improve health & safety,
support freedom of association, prevent discrimination & ensure
timely compensation.

• To conduct our business & with fairness honesty & integrity by

follow on the business conduct Guidelines & Compliance
Programs.

• To encourage our suppliers & contractors to support our principles

& commitment on social accountability.

• This policy is committed to all personnel directly or indirectly

employed or otherwise represented by the organization through
awareness training.

56
 • The management shall review social performance at regular
interval for continual improvement taking consideration in changes
of legislation, our code of conduct guidelines and the regulation.

This policy shall be made to interested parties/ state holders/ and

public on request.

57
ACHIEVEMENTS

Achievements

The OSRAM plant in Sonepat is the fourth in India and the seventh
in the world to be awarded the Best4 (Business Excellence Sustainability
Task) Integrated Management certification by RINA. This indicates
compliance with international standards ISO 9001(quality), ISO 14001
(environment), OHSAS 18001 (health and safety) and SA 8000 (social
accountability). The Sonepat Plant has also been honored with the
Siemens Environmental Award 2006.

Corporate Video

We proudly present our new corporate video. This is not a classic

corporate image film. Instead it focuses on the effects that our products
create and the benefits they bring to users – throughout the world and in
every walk of life .

58
FUTURE PROSPECTS

Future Outlook

♦ First of all OSRAM should create and guarantee security for

different customers with different demands, so customers will feel
comfortable.
♦ Second, company should create different authorization levels for
particular users. (For example: managers, employees,
administrators)
♦ Third, company should use all data that is gathered on website to
personalize, better understand and market the customers .
♦ OSRAM should analyze tracked data and make better decisions on:

 What customers are viewing the most and what transactions are
used the most, company should make marketing more
personalized, apply discounts and special offers to attract
customer to buy the product.
 For the date last signed on data, company should use remainders
for customers.
 For most dollar amount purchased, OSRAM should give better
discounts, special offers and make them loyal customers.
 For products looked and not purchased, analyze why products
were not selected. Use banner-ad survey to ask why customer
didn’t choose the product, and focus on promoting that product.

59
 ♦ Personalization, targeted promotions, contacting customers via
newsletters and customer support will build greater
communication between customer and company.
♦ This also will build greater trust and better understanding about
the consumer.
♦ Creating more value to the customer by personalizing, security
and customer service, discounts and special offers, interaction
with end-users will create trust-based selling and bring higher
sales.
♦ With a creation of a new channel for end-users Sylvania will have
to go through all four functional substitution elements: generate
awareness, build perception of the product, convince customers of
product’s value and lead them to purchase.
♦ To generate awareness about the product OSRAM Sylvania
should use the click stream and transaction data that is collected
through the web site and use it to expand marketing efforts and
fine-tune company’s campaigns

60
ATTRITION- AN OVERVIEW

The high attrition rate in the IT industry has always been its
greatest concern and a subject of much analysis and debate.
Organizations use different methodologies for calculating their turnover
rate. It is a known fact that turnover calculation is a grey area which
does not always depict the true picture. While a few techniques are
common, there are no proven theories. Further, the approach to this
calculation might vary from organization to organization. Disclosure of
the figure not only has a direct impact on the business but also affects
employee morale and productivity. Significantly, it might also trigger a
chain reaction—a high attrition rate will lead to more people leaving the
organization, while a lower rate will act as a retention strategy. It is
therefore not surprising that most industry observers are skeptical when
organizations ‘disclose’ their employee turnover.

A high attrition reflects poorly on an organization’s ability to hold

on to its people. The attrition rate remains a debatable area as there is no
standard formula to calculate it.

The true picture

The attrition rate that is generally disclosed by most organizations

does not always show the correct picture. Nerurkar acknowledges this to
be true. “I agree that the figure has a direct impact on stock markets,

61
employee morale and customer confidence. There is too much at stake
and neither the US GAAP (Generally Accepted Accounting Principles)
or SEBI requires that this be calculated in a particular way.”

The attrition rate has always been a sensitive issue for all
organizations as it can have major fallout on the bottom-line. Kranti
Munje, Senior Manager, HR, Bristlecone India furthers, “This is because
the attrition rate is an indicator of many things intrinsic to the
organization, and revealing it may affect it negatively. In fact at times
disclosing this data can be like a self-fulfilling prophecy—if you reveal
that the attrition is high, it may actually become higher.”

Cause & analysis

Calculating employee turnover is not a matter of simple

mathematical methods. It is necessary to take into account the root of
the problem by going back to the hiring stage. Harish Bhattiprolu,
Director, Sales, Kenexa Technologies, points out that most organizations
do not evolve robust measurements for calculating the cost of labour
turnover or a bad hire. The details of information required and the
measurement metrics are not common formulae, but have to be designed
in keeping with the nature of the business and different job functions.
“As a result, most organizations do not intend to mislead by disclosing
statistics which may not be true; it is just that perhaps they believe those
to be true. It is imperative to evolve the science of measurement before
the measure itself,” he asserts.

62
63
SURVEYS

The Survey for the attrition was conducted on the 80 employees of

OIPL. However, only 58 of them responded. The source of data was
questionnaire. The survey is done the primary data.

The data were collected from the employees in the form of

questionnaire. An attempt was made to collect the views of 80 people
with the help of a structured questionnaire but the response was received
only from 58.

The respondents were both male and female. The respondents

included executives from all levels of management. The Profile of the
respondents is presented in Annexure 1.

64
 DATA ANALYSIS
1. What was your mode of recruitment?
Employee Referral 21
Web Portal 04
Placement Agency 12
Campus Placement 01
Other/Walk-ins 20
Interpretation:-
Most of the employees were recruited by the employee referral
but it is also worth notable that almost equal employees were
recruited through other methods that include the candidate’s self-
initiative or walk-ins.

employee referral
Web Portal
Placement Agency
Campus Placement
Others

2. What was the method of your selection?

Written test --
Medical Test --
Interview 57
Other 01

Interpretation:-
65
 The question was aimed to find the efficient method on which
the company relied upon for the selection of the potential
applicants. It was observed that Personal Interview is extensively
used for selection of the candidates. As 57 out of 58 respondents
were selected through interview. It is also observed that the
reference checks were not used for the final round of selection.

Interview

Other

3. Are you satisfied with your present job at OIPL?

Yes 49
No 09
Interpretation:-
This question is somewhat tricky as it would find the
satisfaction of the respondent through following questions. Many
of them did not want to show their dissatisfaction towards their
employer as they feared of getting fired. However 84% of the
respondents were satisfied.

Yes

No

66
4. How do you find your package (salary + incentive) at OIPL?
Satisfied 31
Unsatisfied 27

Interpretation:-
Out of the 58 respondents 53% were satisfied with their
salary package. There is only a minor difference of 4 employees.
The unsatisfaction level towards the salary is 47%.This shows that
pay is a major cause of leaving the OIPL.

Satisfied

Unsatisfied

5. Are you able to overcome the stress at work and maintain balance
between work and life?
Yes 52
No 06

Interpretation:-
52 out of the 58 respondents felt comfortable and had no
problem with the workload. They could maintain the balance
between work and life.

67
 Yes

No

6. How often do you receive appraisal/ get motivation from your

employer?

Very Often 22
Sometimes 34
Never 02

Interpretation:-
The above data indicates that a major lot of employees i.e.,
59% get motivation only sometimes. This again emphasizes on bad
reward policy of the company.

Very Often
Sometimes
Never

7. Do you find career growth opportunities at OIPL?

Yes 42
No 16

68
 Interpretation:-
The above data collected shows that 72% of the respondents
feel there is a career growth opportunities. The respondents find
suitable growth opportunities at OIPL.

Yes

No

8. What is your level of trust & confidence in senior boss?

High 35
Moderate 23
Low --
Interpretation:-
60% percent of the respondents have faith and trust in their
seniors/bosses. While 40% have less confidence. This fact
indicates that the company needs to gain confidence of the
employees through various ways.

High

Moderate

Low

69
9. Do you find yourself valued and recognized at OIPL?
Yes 52
No 06
Interpretation:-
A major portion of the respondents i.e., 90% of them feel
valued and recognized at OIPL. This is good sign regarding the
recognition of the employees at OIPL.

Yes

No

10. How often do you receive appreciation on your excellent

Performance?

Very Often 23
Sometimes 33
Never 02

Interpretation:-
The major problem felt at OIPL is that the employees do not
get enough appreciation (Monetary / Non-Monetary) from their
employer. The above data indicates only 40% of the respondents
get appreciation while 57% of them are not appreciated on their
best performance.

70
 Very Often

Sometimes

Never

11. Do you find pressure at work to perform better?

Yes 37
No 21
Interpretation:-
Another major setback for the employees or the main reason for
leaving is the pressure of work that the employees feel. It is worth
to be noted that the Telecallers and the Marketing Executives have
to achieve the target of Rs. 80,000.00 pm (as a score). This creates
a stress to them and thereby hampers their decision of staying with
the company.

Yes

No

71
FINDINGS ON ATTRITION _____
Job Quality and Organizational support are more important to retention
than earnings or benefits.

 Career Progress and Development- promotion, mobility, and pay

growth have the biggest combined effect on employees leaving.
 Of all the drivers of attrition Pay levels have the smallest impact.
 Past Stability- the more time the people had spent in their previous
job, the greater the chances that they would stay long in the present
assignment/job.
 Candidates who have been referred by the employees are more likely
to stay long than those who came through other channels like wanted
ads, etc.
 Supervisory/Management support and Co-worker relations influence
employee decision to stay-in.
 An individual’s relationship with his or her manager has the greatest
impact on job satisfaction thereby influencing his/her decision to stay
with the organization.

72
73
RECOMMENDATIONS

HR Practices to retain Employees

1. Introduce career Management program.

The company should introduce the career management tool or

program that would help the employees to find growth opportunities in
the company by identifying those jobs that match their skills sets.

2. Initiate Leadership Development

The company should invest in leadership development program.

The program may include business case development, strategic projects
and team building, change management, and in-depth discussions with
business leaders from OIPL and other companies.

3. Training of Employees

The company can avoid the attrition by improving retention

strategy by placing more time and effort in the selection and training of
employees and aligned the training to support the organization’s mission
– goal of providing excellent customer service. Today when customers
are happy, they express their appreciation to OIPL employees who are
proud of being on the OIPL team.

4. Improve Retention Policy

74
 The retention policy needs to be enduring, long-term oriented and
integrated with other HRM Policies. Organizations should take all steps
to collect data and their retention plans should be based on this data.

5. Good Working Environment

The company should develop the right kind of work environment

and organizational culture that rewards performance, creativity and
initiative and, most importantly, creates opportunities for employees to
advance in their careers. Any initiative to retain the employees would
succeed only when the overall organization climate is conducive for that.

6. Recognition and Reward

The employees should be recognized and rewarded for a job well

done by the employees and this act would instill in them a sense of pride
and satisfaction in their own work.

7. Make the employees feel valued and appreciated for their

contributions to the company. Address the specific needs of the
employees.

8. Create learning opportunities.

9. Let the best employees to know that they are appreciated and their
worth to the company is properly recognized.

75
CONCLUSION
76
The major casual factors for high attrition in the OIPL identified in this
study were based on the qualitative research using secondary data. These
were compared with the causal factors for attrition identified through
questionnaire. There was a close similarity between the two results,
authenticating the qualitative research on causal agents for the attrition
identified in this study.

Attrition can be combated by enhancing the perceived value of working

in the company. The positive value needs to be brought out. Creating
enjoyable working environment, introducing creativity in work so as to
reduce pressure of work, frequently providing Monetary and non-
monetary appreciation to the good performers to motivate them, need
due consideration in improving the salary .

Further, the research on attrition needs to be undertaken by:

a) Designing suitable instruments to collect empirical data on

causal factors identified in this study.
b) Using sophisticated statistical tools to validate the results .

77
78
 Annexure 1

Table A: Classification of Respondents based on Gender

Resp o ndan t s based on gen der

Resp o ndant sNum ber P ercen t age
A M ale 33 57
B Fem ale 25 43
T o t al 58 10 0

Source: Compiled by the Author

Table B: Classification of Respondents based on Their

Designation

Designation Number Percentage

A Asst Sales Mgr 6 10
B Sr Marketing Exe 11 19
C Marketing Exe 9 16

D Tele-Marketing Exe 15 26
E Others 17 29
Total 58 100

Source: Compiled by the Author

79
 Annexure 2
Attrition Rate Survey Questionnaire

(This survey has been carried out purely for the academic purpose, we
request you to be as frank as possible. The information provided by you
will be kept confidential.)

Name Working period in OIPL

Contact No. Designation

1. What was your mode of recruitment?

Employee Referral Web Portal

Placement Agency Campus

Placement Other

2. What was the method of your selection?

Written test Medical Test

Interview Other

3. Are you satisfied with your present job at OIPL?

Yes No

4. How do you find your package (salary + incentive) at OIPL?

Satisfied Unsatisfied

80
 5. Are you able to overcome the stress at work and maintain balance
between work and life?

Yes No

6. How often do you receive appraisal/ get motivation from your

employer?

Very Often Sometimes Never

7. Do you find career growth opportunities at OIPL?

Yes No

8. What is your level of trust & confidence in senior boss?

High Moderate Low

9. Do you find yourself valued and recognized at OIPL?

Yes No

10. How often do you receive rewards on your excellent

performance?

Very Often Sometimes Never

11. Do you find pressure at work to perform better?

Yes No

12. Any suggestion?

_______________________________________________________
_____________________________________________________
81
LIMITATIONS
1) Limited Area :

The project coverage in factory only. The questionnaire

covers a sample of 58 employees. This may not give the exact
picture of the market scenario prevailing in the company.
2) Judgment Sampling :-

A sample of 58 employees, which include corporative

organization, was based on judgmental sampling.
3) Unresponsiveness & Response Bias :

The employees interviewed may have a response bias and

may not give the correct information, and sometimes they are not
in a position to answer question.
4) Misinterpretation and Exclusions :

Some employees may reply to all the questions put in

the questionnaire and some may be misquoted too.

All the above facts may affect the final analysis and interpretation of
data collected to some extent.

82
83
BIBLIOGRAPHY

Journals

1. Kumar, S. Senthil, “Aligning Employee Retention Strategy with

Business Goals”, The ICFAI Journal of Organizational Behaviour,
October, 2004.

2. Dalton, Dan R., and William D Todor, “Turnover, Transfer

Absenteeism: An Interdependent Perspective”, Journal of Management
19 (1993): 193-219.

3. “Vicious Circle of Attrition in the BPO Industry”, The ICFAI Journal

of Organizational Behaviour, vol.VII, No. 2, 2008.

4. Paul Michelman, “Why Retention Should Become a Core Strategy

now”, Harvard Management Update, October 2003.

84
 Websites

http://www.osramindia.net

http://www.osramindia.net/14thagm.pdf

http://www.blonnet.com/2008/07/04/65hdline.htm

http://www.blonnet.com/2008/05/10/02hdline.htm

http://www.thehindubusinessline.com/2008/07/17/18hdline.htm

http://www.bpoindia.org/research/attrition-rate-big-challenge.shtml

Books

1. Leigh Branham, “The 7 Hidden Reasons Employees Leave”,

AMACOM publishers, 2004.

2. C. R. Kothari, “Research Methodology”,

3. Stum: “Five Ingredients for an Employee Retention Formula”;

Middlebrook.

4. Stum: “Avoiding Brain Drain: How to lock in Talent”, Branch. The

100 Best Companies to work for in Americs.

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 Newspapers & Magazines

1. “Worker Dissatisfaction Rising, Studies Indicate”, Omaha World-

Herald, May 20, 2001, 5G.

2. Armstrong, M and Brown, D (2000) “Paying for Contribution”, Kogan

Page: London.

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