A Study On The Factors

That Help Retain

Employees
 Siripurapu Chandana (101)
 Sonali Raghunathan (102)
 Souvik Mitra (103)
 Shrinath Tera Reddy (104)
 Srinivasan Masti (105)
 Shrividya Ganesh (106)
 Sumit Dani (107)
 Swathi Manjunath (108)
 Tabrez Alam (109)
 Tanveer Khan (110)
 Objectives
 To arrive at the most common factors
for employee attrition.
Outline factors that motivate
employees to remain with the given
organization.
Compare Differences, if any, between
the factors retaining male and
female employees.
 


 Method of Study
Sampling Type – Convenience
Sampling
Data – Primary

Type of questions : Closed - ended

Administering of the
questionnaire : via emails

 Going about the survey
Sample size: 100
Segregation according to age groups
Ø20-25
Ø25-30
Ø30-35
Questionnaire sent out with questions
bearing ranking 1-5; 1 being poor
and 5 being very good.
 PARAMETERS
Compensation
ProfessionalDevelopment
Performance assessment
Flexibility
Work-Life Balance
Greener Pastures
Others.

AGE COM PONENTS 1 2 3 4 5
20-25 Compensation 0 6 16 14 5
Professional Development
1 2 12 25 18
Performance management
1 3 25 25 4
others 2 4 25 21 7
Flexibility 0 2 17 24 16
20-25 Total 4 17 94108 50
 . The adjacent figure shows
25-30 Compensation 3 4 19 8 3 how we went about creating
Professional Development
1 2 8 9 17
Components- others 2 7 11 16 2
rhe pivot table for the age-
Performance management
3 4 13 8 9 wise analysis.
Flexibility 0 5 7 13 13
25-30 Total 9 22 58 54 43 
30-35 Compensation 1 0 1 3 1  It indicates the responses
Professional Development
0 0 1 1 3
Performance management
0 1 1 2 2 received from the different
others
Flexibility
0 1 1 3 2
0 0 2 3 2
age groups for the various
30-35 Total 1 2 6 11 10 parameters
Grand Total 1541158173102

 Age Group
1. 20-25

2.
A g e G ro u p 20- 3.
25 4.
5.
6.
7.
8.
Age Group 25-30 9. 25-30
Age Group 30 - 35
Component-wise
analysis
Factors Causing Employee
Attrition
Greener Pastures




 Relocation

11 out of 42 women ( 24%) will 36 men out of 58 (62%) will

stay on in their jobs even if stay on in their jobs even if
it requires them to relocate it requires them to relocate
 Gender-wise analysis
 CHI-SQUARE TEST:


 Hypotheses:


 Null Hypothesis: There is no difference

between the components chosen by men
and women.


 Alternative Hypothesis: There is a

difference between the components
chosen by men and women

Observed Values :

Component
Better pay
Expected Values :

Component
Better Work Env
Better pay Wo
Challenging
 Degree of freedom (r-1)(c-1) =(4-1)(2-1) = 3


Chi2 per table = 7.815


 As per calculation, -0.02



 There is a significant difference between the two.



 Therefore the null hypothesis is rejected.



 Conclusion:


There Is a significant difference between the components chosen by men and

women
 


 Limitations
 The data is not collected based on industry
in which the employees are working.
These results might change from
industry to the industry.
  
 The reliability of the statistical results
depends on the sample size.
  
 The employees’ age, who responded to
the survey, is falling within the range of
20-35. There is a chance that these age
group people may think alike and have
similar preferences.
  

 Conclusion
 We conclude that the employees nowadays want
that the work culture and environment to be
good and friendly.

 Companies should take more initiatives to maintain
a work environment which makes employees feel
more enthusiastic and passionate for their work.

 Companies should provide more flexibility to the
employees. And provide them ample opportunity
to grow in the company.
 Retention Strategy
 Gathering Information: Organizations' need to take the
opinions from the employees and identify successful
business practices in other org. for creating an
efficient strategy.


 Compensation and Benefits—External rewards is an

important retention factor. Organizations could
consider improving the quality of compensation,
benefits, and special perks as a means for improving
retention.





 Work Environment-Enhancing open lines of
communication between managers and employees
can improve the overall quality of working
relationships.


 Nature of Work—It can be made more flexible and
appealing to employees.


 Eg. Organizations can introduce relaxed dress codes,

telecommuting options, and flexible work schedules
to promote retention.

 Employee Development—Organizations can
introduce enhanced training and development
programs to increase the opportunities of the
employee to advance.


 Rewards and Recognition—Special bonuses or
rewards can be given as acknowledging the
employee’s efforts and this would make them
feel proud of their work.



 It helps if pay and recognition are linked in some
way to performance because employees know
there are consequences for their actions.
 



 

 Thank You