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Executive Summary

(Major Project- Stay Interviews)


(Minor Project- Firo-B Tests)

MAJOR PROJECT
What Is a Stay Interview?

A stay interview is a structured discussion with individual employees to determine many of the
same things an exit interview would determine, but with retention in mind. Intent to say reaches a
low point after 3 years with an organization. Its at this time that an employee is vulnerable to
outside offers and begins to see the grass is greener elsewhere. By conducting a stay interview,
managers and human resources can help the employee see the green within the current
organization and reinforce the aspects of the business that are attractive. At the same time, the stay
interview reveals areas of the organization or manager that could be improved. Ideally the stay
Interview is conducted by the employees direct manager to help determine immediate needs. It
should be an open discussion about current state and the future how can things be better? A
trusting relationship is required in order for an employee to share areas in which the manager can
improve. If information is more forth-coming in an anonymous environment, an HR
representative might want to conduct the interviews and compile the results. It can also be created
as an online pulse survey that is easy to use and administer
The stay interview is preferable to an exit interview because in a stay interview, you ask current
employees why they continue to work for your organization. At the exit interview, its too late to
identify and solve the problems or help your exiting employee accomplish the goals he or she is
leaving to obtain. The results of a stay interview give you knowledge about what the organization
can improve and how you can retain your remaining, valued employees - now.
You also learn what your organization or department is doing well when employees identify what
they like about their current job and employer. The stay interview is an opportunity to build
trust with employees and a chance to assess the degree of employee satisfactions and
engagement that exists in a department or company.
Stay interviews are preferable to employee satisfaction surveys because they provide a two-way
conversation and a chance to ask questions, and follow-up on ideas. They also deal with
immediate employee happiness or concerns, not with how the employee felt last month. You can
also ask for examples that further help your understanding of the employees world view.
If you decide to conduct stay interviews with your best performing employees, you want to
approach the process carefully. If your organization has a culture that encourages open
communication and employee involvement, they are an effective tool for identifying the areas that
need improvement.

MINOR PROJECT

FIRO-B assessment can help a person understand his behavior and the behavior of others in his
organization. Information from the FIRO-B tool can help a person maximize the impact of his
actions, identify options for increasing his job satisfaction and productivity, and explore
alternative ways to achieve his goals. This report provides an explanation of the results and then
considers how the results can be beneficial.
Plan your career development
Increase your job satisfaction
Improve your effectiveness on teams
Identify the strengths and weaknesses of your leadership style
The FIRO-B instrument is not a comprehensive personality test; it focuses on how a person is
oriented to interpersonal relations. Results should not be used to make a judgment about whether
any behavior or any person is good or bad. The FIRO-B assessment is a measure of interpersonal
needs, not a test of abilities, career interests, or success. Finally, one should avoid making a major
decision based on the results of only one instrument.
INCLUSION [I]
CONTROL [C]
AFFECTION [A]
The need for Inclusion
relates to forming new
relations and associating
with others; it determines
the extent of contact and
prominence that a person
seeks. Descriptors include:
belonging recognition
involvement distinction
participation

The need for Control


relates to decision making,
influence, and persuasion
between people; it
determines the extent of
power or dominance that a
person seeks.
Descriptors include:
power responsibility
authority consistency
influence

The need for Affection


relates
to emotional ties and warm
Connections between
people; it determines the
extent of closeness that a
person seeks. Descriptors
include:
personal ties support
consensus openness
sensitivity
The
FIRO-

B tool measures ones interpersonal needs in three areas.


For each of the three interpersonal needsInclusion, Control, and Affectionthe FIRO-B
instrument also provides a measure of how much each need is expressed or wanted by a person.
EXPRESSED [e]

WANTED [w]

The extent to which you will initiate


the behavior.

The extent to which you want or will accept that


behavior from others.

Organization Profile

NAME OF THE COMPANY: DCM SHRIRAM Ltd


ADDRESS: DCM Shriram Ltd.
1st Floor, Kanchenjunga Building,
18 Barakhamba Road,
New Delhi - 110001
India
Founded By: Shri Ram (1884-1963) in 1909
INTRODUCTION TO DCM SHRIRAM Ltd
DCM Shriram Ltd. is a leading business conglomerate with a group turnover of Rs.6400 crores.
The business portfolio of DCM Shriram comprises primarily of two types of businesses.

Agri-Rural Business
Urea & SSP fertilizers, Sugar, Farm inputs marketing such as DAP, Crop care Chemicals, Hybrid
Seeds

Chlor-Vinyl Business
Caustic Soda, Chlorine, Calcium Carbide, PVC resins, PVC Compounds, Power and Cement.
Also it has a value added business Fenesta Building Systems.
Manufacturing Facilities
DCM Shriram has manufacturing facilities of Fertiliser, Chloro Vinyl & Cement in Kota
(Rajasthan). The company operates coal-based captive power, facilities - in Kota rated at 133 MW
and 55 MW in Bharuch (Gujrat). The Urea plant in Kota has a Production capacity of 379,000
TPA & Chlor- Alkali capacity of 765 TPD in both Kota & Bharuch.
DCM Shriram Sugar factories are located in Ajbapur, Rupapur, Hariawan and Loni in Uttar
Pradesh, with a combined installed capacity of 33,000 TCD (tones crushed daily) and a powergenerating capacity of 94.5 MW. The Hybrid seed operations- Bioseed started in Hyderabad
(India) and now have a global footprint with presence in Vietnam, Philippines and Indonesia.

Fenesta windows fabrication units are located in Bhiwadi, Hyderabad and Chennai. All its main
line locations/products have ISO 9001 & 14001 (Quality & Environment Systems) and OHSAS
18001 (Occupational Health and Safety Standards) in its facilities.
DCM Shriram has well defined processes in all its manufacturing facilities. Continuous
improvements are made through global benchmarking, TQM, TPM, etc.
There is a strong and proactive focus on safety, health and environment. Some of the facilities
have received international recognition such as British Safety Council Sword of Honor etc.

Business strategy
DCM Shriram, across its various businesses is strategically diversified yet operationally
integrated at a high level. Some of the businesses feed others, thereby lowering operation costs
and making DCM Shriram a highly competitive player. DCM Shriram is amongst the most cost
efficient producers of products and services in all its businesses and has been continuously
striving to lower costs. It also has the unique advantage of low-cost captive power for all the
major operations.
Technology
DCM Shriram has a long history of accessing and employing the best technologies for its projects
and has worked successfully with renowned international and domestic technology partners. As a
learning organization, DCM Shriram has worked regularly with the national and international
consultants of repute, in diverse areas of Business Strategy, Quality, Organizational Development
etc.
In a major IT initiative the company has networked all its locations on a Wide Area Network
(WAN) and implemented SAP R/3 Enterprise Resource Package (ERP) across the Company in
1998 and has also recently taken a lead to implement Customer Relationship Management (CRM)
and Business Information Warehouse (BIW). It is also working on developing mobile based
solutions to deliver information to farmers.
Outlook
In an increasingly competitive global business environment, DCM Shriram's vision is to continue
to strengthen and grow its commodity businesses as well as its customer & knowledge based
products & services.
DCM Shriram has been working in the agriculture sector with a vision to increase productivity
and profitability of the farmers through its various businesses: Farm Solutions, Bioseed (Hybrid
Seeds), DCM Shriram Sugar, Hariyali Kisaan Bazaar. DCM Shriram aims to achieve its vision by
adding value to farmers through its large farm extension programs and last mile delivery
activities.

Fenesta UPVC windows is a customer focused brand of DCM Shriram, where the customer is
assured of design support, offsite fabrication, firm commitments on deliveries and a trained
installation team, to ensure consistent quality.
The company is in the process of scaling up these operations and believes that these businesses
would be its growth drivers in future.

Culture
The culture at DCM Shriram, put simply, is to have a genuine, authentic and personalized
relationship with the employees, along with an enabling environment, characterized by
professional freedom and respect at the work place.
The effort is not just to touch the professional lives but also the personal lives of the individual
employees, along with an environment which allows them to give out their best.
The approach is to design and implement such people programs, processes and policies that build
and nurture high level of engagement of the employees with the Organization and its business
challenges. Its also about offering opportunities wherein the people are able to realize their
potential to the maximum and contribute to the fullest - thereby leading to the fulfillment of their
professional and personal aspirations of being able to learn, contribute and make an impact.
The HR philosophy and approach at DCM Shriram can be summarized in the following
points:

Developing a customized, experiential, contextualized, home grown approach to people


Creating an intrinsic desire to stay long-term with the Organization
Building pride and self-motivation
Showing sensitivity, care and concern
Managing aspirations comprehensively, beyond money
Nurturing a family spirit; relationship beyond the work place
Building authentic and genuine connectivity with people.

SUGAR

About DSCL SUGAR


As a leading equal opportunity employer in India, DSCL SUGAR has a motivated and dynamic
management team of highly qualified professionals and dedicated workmen and staff whose work
has shown the way towards creating Team Excellence ".
DCM Shriram entered the sugar business in 1998 when it set up its first sugar manufacturing unit
at Ajbapur, Dist. Lakhimpur Kheri, and Uttar Pradesh. Other than Ajbapur, its manufacturing units
are located at Rupapur, Hariawan & Loni, all in district Hardoi, Uttar Pradesh. While Rupapur
was acquired in 2003, Loni and Hariawan were set up as Greenfield projects in 2007.The
company works with approximately 1.5 lac farmers, have an installed capacity of 33,000 TCD
and crushes around 4 million tons of cane from four manufacturing units.
All of its production facilities are completely self-sufficient as regards reliable captive power
based on bagasse, which is a sugar by-product, and is equipped with modern equipment and
machinery. These in turn have made them one of the most efficient crushers and producers of
sugar in the country. The four units together have an installed cogeneration capacity of 94.5 MW,
out of which they supply 51.5 MW of renewable energy to the national grid.
Each of their units has invested in state of the art technology that gives them one of the best
manufacturing efficiencies in the country. Every unit has put in place rigorous quality systems
that have won them ISO certification for quality (ISO 9000), environment (ISO 14000), health &
safety (OHSAS 18000).
DCM Shriram lays huge emphasis on regular interaction with farmers for development of cane
quality in its cane command area. It has one of the largest field forces in the country who
regularly advice and support farmers on the agronomy of cane cultivation.
The company maintains a website (www.DSCL Sugarsugar.com) for the benefit of the farmers
where all supply and payment related information is available to the farmer at a click of a button.
Technology
DSCL SUGAR has a long history of accessing and employing the best technologies for its
projects and has worked successfully with renowned international and domestic technology
partners. As a learning organization DSCL SUGAR has worked regularly with the national and
international consultants of repute, in diverse areas of Business Strategy, Quality, Organizational
Development etc. In a major IT initiative the company has networked all its locations on a Wide
Area Network (WAN) and implemented SAP R/3 Enterprise Resource Package (ERP) across the
Company. Other key IT enabling initiatives are Customer Relationship Management (CRM) and
Business Information Warehousing (BIW).
Energy
The company operates in a range of energy intensive businesses in the Chloro-Vinyl and Agrisectors. They are always seeking to produce multiple downstream products in a manner that they
derive the maximum earnings accrual from every unit of power that they generate in a sustainable
way and in varied market conditions. They follow this model across their manufacturing
operations at different locations with an endeavor to add value while curtailing operating costs.
Such an approach allows them to direct resources and inputs to various downstream businesses in
the most efficient manner and also become a cost competitive producer in their chosen area.
Accolades
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The Hariyali division of the company was awarded ACE-Best Customer Award for successful
implementation of the SAP IS retail package.
All its main line locations/products have ISO 9000, 14000 certification and OHSAS 18001: 1999
system of Occupational Health and Safety certifications. The Kota complex of the company was
instituted in 2006 with the prestigious British Sword of Honor for implementing and practicing
the best safety standards.
Growth
In an increasingly global business environment, DSCL SUGAR's vision is to strengthen its Agri
and energy intensive business while ramping up "Value Added" & "Knowledge based" products &
services in the areas of its operations. Accordingly, DSCL SUGAR is expanding its rural retail
initiative Hariyali Kisaan Bazaar to create a rural hub that makes Agri and consumer products (of
all manufacturers) and Agri services available to farmers in a fair, transparent and convenient
format. Currently there are 301 such Bazaars.
The company had launched value added UPVC window system business under the Fenesta TM
brand in India. This product has very attractive design and insulation attributes that makes it
strong business proposition as the concept is gaining acceptability.
CSR
DSCL SUGAR strongly believes in socially responsible business activity. DSCL SUGAR has
made significant contribution to the society in the fields of Environment, Health Care, Family
Planning, Education, Cultural Heritage, Rural Development and in promoting. For its social
contributions DSCL SUGAR's Chlor-Alkali facility at Bharuch has been recognized with a SA
8000:2001 certification by RINA (Registro Italiano Navale), making it amongst the few
companies in India to get this recognition.
Some other commendable initiatives are mentioned below:

Around its sugar operations in Uttar Pradesh, DSCL SUGAR has invested in Sanskar
Pariyojana, an integrated education programme.
In Kota (Rajasthan), the company has instituted scholarship programs that encourage
students to pursue advance academic studies
In Bharuch (Gujarat), company has funded a degree college and has instituted a
scholarship program
In Delhi, DSCL SUGAR is managing SBM Senior Secondary School for over 1000
students
DSCL SUGAR has over 100 ShriramKrishiVikasKendras (SKVKs)
DSCL SUGAR helped equipping the MaharaoBhim Singh Hospital at Kota with a stateof-the-art intensive care unit and 6 private wards. The company has been organizing health
camps to create awareness on diseases like AIDS, Cancer, etc
DSCL SUGAR is countering the dearth of water in arid terrains near Kota, Rajasthan,
through the digging of bore wells, the installation of submersible pumps & construction of
water storage tanks. Around DSCL SUGARSugar Mills, the company has helped in
financing more than 650 bore wells
Over 75,000 tree saplings have been planted at Bharuch, covering 33 percent of the green
belt over the last 10 years. Additionally, 50,000 trees each have been planted at the sugar
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locations at Ajbapur and Rupapur. In the current year, the Company is planning to plant at
least 15,000 trees across various locations
DSCL SUGAR has partnered with the local community to build more than 50 km stretch
of roads benefiting the entire region in and around its cane-growing areas.

Locations
Its manufacturing facilities are located at Kota (Rajasthan), Bharuch (Gujarat), and Ajbapur,
Rupapur, Hariawan and Loni (UP). Their hybrid seed operations are at Hyderabad (India),
Vietnam, Philippines and Thailand. The Company also has its windows fabrication units at
Bhiwadi, Bangalore, Mumbai, Hyderabad and Chennai.

Core Values
Their Core Values and beliefs are rooted in heritage and reflect their conviction to build a vibrant,
growing and resilient Organization:
Agility & Execution

Be agile with focus on results & deliverables

Make continuous improvement a way of life, drive performance and accountability

Deliver Value

Listen to the voice of the customer and all stake holders, gather insights and respond to
the changing needs

Build trust and long-term relationship by consistently providing superior value

Openness & Learning

Build a strong outside-in perspective to acquire new skills, technologies


competencies

and

Nurture and empower talent, foster collaborative working

Respect & Human Dignity

Nurture understanding, empathy, care and trust in all relationships

Value fairness and dignity treat everyone with respect

Governance & responsibility

Conduct ethically with highest standards of credibility and integrity


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Be socially responsible, addressing the needs of the community and environment

RAW MATERIAL
Sugar cane procured from growers around their factories is the primary input for their sugar
operations. Over 2, 50,000 farmers supply them with cane. In order to facilitate the procurement
of sugarcane, they have set-up over 250 cane centers at their sugar mills. This has significantly
reduced the time taken in getting cane to their manufacturing facilities. The average distance
covered by growers is around 5-7 kilometers and within 48 to 72 hours cane reaches their
factories after harvesting.
In order to ensure sustainable supply of high quality sugarcane, they invest time and resources
towards training farmers and helping them in improving their yields as well as recovery. They
also assist farmers with soil fertility mapping for judicious fertilizer usage. Their team of experts
has also been engaged in popularizing the use of bio-fertilizers, modern agricultural inputs, and
other plant protection measures among cane growers, resulting in improved yields per hectare.
With a view to improve post-harvest recovery, they help farmers with varietals propagation and
replacement of low yield/low recovery varieties.

They have also implemented an assured irrigation scheme in their cane areas, providing irrigation
means, to ensure irrigation, to the entire cane crop that they ultimately procure and use for sugar
production. This is also helping them popularize cost-effective irrigation methods within the
farming community.
Their efforts towards ensuring long-term, good quality cane supply are augmented by their
participation in infrastructure development for facilitating cane supplies, including construction of
road networks, providing means of transportation of cane, and assisting in the computerization of
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the local banking operations.


Recognizing farmers as their principal partners in progress, their operating philosophy is to
enhance the economic status of sugarcane farmers while pursuing their own growth objectives.
They believe that their trust-based relations with farmers built on mutual respect and
understanding is an intangible asset that strengthens the overall operating profile of our sugar
business and allows them to also extend to them their other agri-business offerings.

DSCL Sugar Company HR Policies & Procedures

S.n
o

Policy

Objective

Eligibility

Short term
loan

Permanent

Policy

Salary
Advance
Policy

Medical
treatment(selffamily)
Death or major
accident.
Marriage
Others

Procedure

Personal Loan
Policy

Rs 50000

Permanent

Medical
treatment(selffamily)

Advance of up
to 2 months
BS.
Not more than
3 times/ yr.
No interest
charged
Recovery from
same months
salary
SI basis 1%>
FD interest.
Recovery in 48
12

Death or major
accident.
Marriage
Others

3
Computer
Subsidy Policy

Allotment
Company
Quarters

5
Conveyance
Loan

Loan for
personal
computer

Confirmed
officers

(4 yrs.)
installments
Max 2 loans
Only 5 per
unit.
Not more than
once.
Withdraw
anytime.
Reimburse the
interest paid
every year.

Subsidy 10%
on 50,000 loans
for 3 yrs.

Healthy &
social
environment

According to
need

Loan for
mode of
conveyance

Confirmed
with 5 yrs. Of
service

75% of cost of vehicle


or 35000 whichever is
less is given.

Replacement for
manager to ass.
Manager after 7 yrs.
Replacement for DG
manager to above- 5
yrs.
Set and rental charges.
Monthly usages.

Deduction
from
allotment
date.

of

(Above
manager
Company Car cadre) Loan
Policy.
for mode of
conveyance

Permanent

Mobile
Need based
Facility
to
Officers

Need Based

Permanent

Children
Education

Senior
officers based

Education

Up to 2
children

types

Officers( a,
b, c1
&2,d,bachole
rs hostel,
single,
double ,
triple
occupancy)
Staff( E , F)
Workers( G,
A,B, C)
6% interest per annum
on SI basis.
Recovery in 72
installments (6 yrs.)
Bonus etc. 50%
recovery
Car can be bought at
the written down
values.

Replacement can be
made after 3 years.

Na
13

Subsidy
9

10

11

12
13

14

Medical
Mediclaim
assistance,
Policy,
during
GPA Policy & accidents,
Workmen
accidents
Compensation during
Policy
working hours
Reimburseme
nt regarding
selfdevelopment
Use
of Timely
Company
allotment for
Vehicle
official use
Company
Company
Guest House
guests at unit
Systematic
Communicatio comm. system
n Management for stake
System
holders
SelfDevelopment
Scheme

Marriage
Compliments
Policy

15
Transfer
Policy

16

Gift for
marriage

Suggestion
Scheme

Superintende
nt & above
Workers &
staff

Involve
Creative
thinking &
rewards

Na
50000<300000
500000 per employee

Facilities, docs at all


units
Max amount 25000

Max scholarships 25

All in officer
grade

2 company vehicles

Na

All
employees
Meetings, tea
meetings, unit
heads
meeting with
employees
All staff and
officer grade
employees

No reimbursements

Na

NA

NA

Gift 25% of 1 month


BS minimum RS.
2001.

Account payee cheque

Need based
3 days of special paid
leaves when being
transferred.

Travel and transport


Locating suitable
accommodation.
Reimbursement of
Travel and transport
up to 1 month basic
salary.

Suggestion committee
at every plant

Meet on every 15
the month.

Permanent

For employees Officer and


growth,
staff grade
organizational
goals, diff
function areas

TA DA Policy

17

at units
All
employees

All
employees
All staff &
workers

14

FLOW SHEET OF SUGAR PROCESSING

15

16

The website is available in Hindi for the convenience of the farmers

Following are the various functions available online for the farmers and others.
17

Organization Structure

18

HR Structure

19

Outline of Problem Task

MAJOR PROJECT: STAY INTERVIEW


When should stay interviews be conducted?
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This may sound trite, but always and often its really smart to do a stay interview a month after
new recruits join the company. Ask whether theyre getting what they want to get and if theyre
getting things they dont want and are unhappy with. Even do one during orientation itselfask
whether the orientation is providing them with the information they need. Stay interviews as part
of a monthly one-on-one is smart, and as part of the performance appraisal as well. There is no
perfect time, but do them frequently, not just once a year.
Are stay interviews necessary at companies that regularly conduct employee engagement
surveys?
Yesin fact, even more so. In one of the company clients
started doing them because of low scores on their engagement
surveys. One of the major cries from any engagement survey
is, You dont really know me. It comes out in a variety of
ways. The stay interview is designed to say I want to know
you because youre important and I dont want to lose you.
Should all employees be targeted for stay interviews, or
just certain employees?
A stay interview should be done for any person who, if they came to you and said Im out of
here, youd lose sleep over. Not just your high flyers, but your massive middle as well. Too many
organizations put all their eggs in the high-potential basket and forget they need the solid citizens
to support the hi-pos. So these should target anybody precious to you that you dont want to lose.
If a manager is terribly pressed for time, you might want to think about whose most at-risk, who
you couldnt afford to lose and maybe start there. These dont have to be long: they can be done in
short bursts of maybe five to 10 minutes, or over lunch, or in 45 minutes. Theres no decreed
number of minutes.
Some might argue that stay interviews shouldnt be necessarythat instead, companies
should encourage regular career conversations between employees and managers.
You should have career conversations all the time. But the stay interview is different from the
career conversation. You can ask a career question or two during a stay interview, but its much
broader and deeper than just a career issue. Its an engagement kind of interview: How are you
doing and what can we do to make your work life here more grabbyas in, it grabs you?
During a stay interview someone might say I havent been able to work with Group X very much
and I really miss working with them. Thats a hint to a manager. It really is about collecting
hints. And its also about being OK with saying I cant deliver on that. You ask whats important
to them and they say I really want 20 percent more in salary. You might tell them you cant
deliver on that particular item right now, but then ask them what else might there be. You say I
want to find something I can get my arms around because I really dont want to lose you.
Who should conduct stay interviews, managers or HR?
HR and managers both should or can conduct stay interviews. HR should not take it off the backs
of managers, but if HR wants to test the idea and see what they learn, then thats great.
One of the supposed strengths of exit interviews is that, because theyre leaving the
company, employees will be more forthright about what bothers them or a manager they
may have had a problem with. How do you address this with stay interviews?
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Actually, the research on exit interviews says thats not soex-employees are most forthright
once theyve left the company and are in a whole new job. When you reach out to them then,
thats when theyll be the most honest. For the most part, from what Ive learned, people will say
during exit interviews whats politically expedient to saythat theyre leaving for a new
opportunity, the other company is offering more money, but they wont say My boss is a jerk and
I couldnt stand being there anymore. So, first, you should wait until after the employee has left
to conduct an exit interview. Also, weve learned from our research that many people say they
leave for a new opportunity that wasnt available at their old job. And when we go back to the
original manager with this, they say I could have made that happen! And, Why didnt they tell
me that?
What are some common questions that every stay interview should include?
Every stay interview should include a prelude: Heres why I wanted to talk to you, or Heres
what Ive been thinking about or Heres why Im doing this. And you might also add, I
havent done this before, so please bear with me. And then its asking maybe just one or two
questions and listening hard to the answer and asking more questions based on that. The sad thing
is when a manager asks Whats important to you and the employee replies I want more
challenging work, and the manager says Thats good and moves on to the next question,
instead of asking So what would challenge you? So its being willing to ask just a few
questions, and going deeper on the answers you get.
How can HR leaders sell this concept to the rest of the organization?
One way of selling it is looking at who left your company within the last month and multiply their
salary times three, come up with a number and say Last month, X amount of dollars walked out
our doorlets not let that happen this month. So add up the cost of losing good people and put
it out there. Now were in the biggest competitive job market ever, people are jumping ship left
and right. So anyone would hold managers accountable for talent loss. Stay interviews arent a
silver bullet, they may not stop all exit interviews, but youll have a chance to learn precious
information that could keep you from losing a person in the future.
Make Stay Interviews Effective
Please note that if your organization decides to conduct stay interviews, employees will look for
something to change as a result of their participation.
You need to be committed to making positive changes before conducting stay interviews. When
you make changes, you need to inform employees that the changes are the result of their
suggestions and responses in stay interviews. Employee will not automatically make that
connection.
The stay interview should be conducted by the employee's manager. Human Resources staff can
help with difficult interviews, but the stay interview should encourage open communication
between an employee and his or her manager. The manager is the person who can most readily
have an impact on the employee's everyday working conditions.
Before conducting a stay interview, managers need training on how to conduct the interview, the
questions to ask, how to build trust, and how to effectively listen. This training will help managers
approach the stay interview effectively and make the time invested productive.
The manager may jot notes but the focus of a stay interview should be on the conversation. The
manager should actively listen and engage the employee in an open ended conversation.
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Start your stay interview with general, easy-to-answer questions. As the interview progresses, you
can ask tougher questions after the ice has been broken. You dont need to ask all of my
recommended questions. Select the questions that appear to have the most utility for your
organization. Unless an employee has a lot of thoughts to offer, the stay interview should take
around a half hour to an hour.
When you ask an employee to participate in a stay interview, dont expect that you can ask the
employee why or if he or she is thinking of leaving as your first question. The chances are that he
or she has a well-rehearsed answer that leaves no bridges burning. But, this answer wont give
you the information you need to help your organization become more attractive for employees.
After regularly conducting stay interviews, you will find the questions that yield the most useful
information from your employees. As employees see their organization respond to their concerns
and needs, the addition of the stay interview to the Human Resources arsenal of tools will have a
positive impact on employee morale.
If your organization decides to embark on stay interviews, HR should provide the opportunity for
managers to discuss the results, share results, look for patterns across the organization, and share
ideas gleaned from the employees. Debriefing allows your organization to determine what needs
to happen in individual departments and what you would be better off addressing organizationally.
Be careful not to trivialize how employees feel in your stay interviews, your department or your
organization. You may agree or disagree with the views expressed, but nonetheless, they are the
current reality of the employees who are participating in the interviews. As Tom Peters famously
said, "Perception is everything."
Explaining away the responses, making excuses, or becoming defensive will also derail your
process for understanding employee satisfaction and retention in your organization. And, that's the
goal, right? You want to create an organization that will retain your best employees. Stay
interviews will help you accomplish this.
The Many Benefits of Why-do-You-Stay? Interviews or the Advantages of Stay Interviews:
Some of the reasons why stay interviews have proven to be an effective retention tool over the
years include:

They stimulate the employee most employees are excited simply by the fact that the
organization is concerned about their future and that their manager took the time to consult
with them.

Personalized unlike engagement surveys and many other retention tools that are
focused on what excites a large number of employees, this approach is customized to a
single identifiable individual and their wants.

They are limited to key employees by having a stay discussion exclusively with your
key employees, who are at risk of leaving, you focus the managers effort and you
minimize the overall time that the manager must devote to retention.
23

They include actions unlike exit interviews, which only identify problems, stay
interviews also encourage the parties to identify actions that can improve the employee
experience and actions that can help eliminate any major frustrations or turnover triggers.

Lower employee emotions the discussion occurs before the employee has made the
decision to consider leaving. As a result, the emotions of the employee (and perhaps the
manager) are lower.

Low time pressure on the manager because the employee is not actively interviewing
for a job, there is less time pressure on the manager to immediately solve the identified
retention issues.

A focus on the positive most of the interview is focused on identifying and then
reinforcing the positive factors that the employee enjoys about their job. Although some
negative factors may be covered, they are not the primary focus of the interview.

They dont require training most managers can successfully conduct stay interviews
without any formal training. A simple how-to toolkit is generally all that a manager
needs to successfully conduct these interviews.

They are inexpensive these informal interviews dont require a budget. In most cases,
an hour of a manager and an employees time are the only major cost factors.

There Are 4 Possible Stay-interview Formats to Consider


If you know why an individual employee stays, you can obviously reinforce those factors. And if
you know far enough in advance what factors might cause them to leave, you can get a head start
in ensuring those turnover causes never occur. If you have decided to try these interviews, here
are four why-do-you-stay? formats to consider using depending on your situation. These
formats include:
1.

A one-on-one interview with their manager have their manager ask the targeted
employee questions during a face-to-face interview. Getting managers to talk to their own
employees is such a powerful tool, this format beats the other options hands down. Skype and
telephone interviews are also acceptable as close alternatives.

2.

A one-on-one interview with HR in cases where the employees manager may be


reluctant or where they may themselves be part of the problem, an HR professional can be
assigned to conduct the interview. Because they are experienced interviewers, in some cases,
the results can actually be more accurate and insightful.

3.

Questionnaires/ Surveys provided to current employees providing a sample of the


currently targeted employees with an electronic survey or questionnaire that asks the same
24

questions in item No. 1 above is an acceptable option. This approach may actually be required
for remotely located or shift employees.
4.

A focus group covering a small group of employees in this format, you ask a group of
targeted employees in the same job family why they stay and what might cause them to leave.
Remember not to overgeneralize with group wide stay or turnover factors.

Additional Stay-interview Issues, and Actions


This section contains additional elements, issues, and key questions.

When to approach the employee stay interviews should be scheduled periodically


usually once a year during a slack business period. Its usually a good idea to interview all key
employees around the same time, so that you can implement common actions at the same
time. Conducting them less frequently than every two years can be problematic in periods of
high turnover. For new hires that naturally have a higher risk of leaving, conduct stay
interviews at four and eight months.

Handling possible resistance if an individual employee has never participated in a stay


interview, you should expect some level of anxiety and even resistance simply because theyre
not accustomed to talking about their own motivators and frustrators. Typical issues that you
might encounter include: concern that you are questioning their loyalty or commitment, being
uncomfortable discussing their personal feelings, not having sufficient time to prepare for the
discussion, and the fact that the manager doing the interview may be a primary contributor to
their frustrations.

Who to select for stay interviews dont cover every employee; prioritize your
employees based on your estimate of the negative dollar business impact if they left and the
probability that they might actually leave within the next 12 months.

What if the identified issues are irresolvable? In a small percentage of cases, these
interviews will bring up some major problems and issues that cant simply be easily resolved
by their manager. In those cases, HR should be consulted but if the issue cannot be resolved, a
longer-term replacement plan as well as a shorter term backfill plan will be needed in
case the interview actually triggers the employee to leave.

Develop a stay interview tool kit HR must accept responsibility for developing an
effective stay interview approach that all managers can follow. Use the toolkit format because
it gives managers choices, so that they can customize the approach to their own situation. The
toolkit should include dos and donts, frequently asked questions and answers, a directory of
help services, a list of possible stay questions to ask the employee, and most importantly, a
list of acceptable retention actions that are available to any manager for improving an
employees job and for minimizing possible retention triggers.

Consider related retention actions most organizations that find stay interviews to be
highly impactful should also consider implementing post-exit interviews. Post exit interviews
occur months after an employee has left. These delayed interviews often reveal the real
underlying reasons why key people left. Re-recruiting is another tool that should also be
considered. Recruiting is where key employees are approached periodically with the goal of
25

completely restructuring their job, so that it becomes at least as exciting as any job that an
external recruiter might be able to offer them
Brief Thoughts
The concept of stay interviews is simple. You must periodically work with key employees to increase the
number of reasons why they stay and to minimize anything that frustrates them and that may act to trigger
their departure.

If you are a manager and you think that these interviews may be unnecessary, and if you expect to
win The War to Keep Your Employees, you must forever bury the notion that the best
employees will naturally stay at your firm without you having to periodically take major
actions.
Employee retention is growing as an issue because we live in a world where the minute after a
manager does something to anger or frustrate an employee, the employee can react negatively by
instantly applying for a new job by simply pushing a single button on their smart phone. This
stay interview approach is a combination of customer relationship management and market
research approaches. And by using it, HR can move retention closer to becoming a more datadriven function.
The stay interview has proven to be easy to learn and highly effective, almost any manager can
dramatically reduce their turnover rate and save hundreds of thousands of dollars by
implementing this simple and inexpensive tool.
Looking for methods that will help you retain your best and most productive current employees?
Ask them what they love about your organization - and why they stay with you. Use these sample
questions as you conduct stay interviews with your current employees. Ask the follow up
questions only if they make sense in the context of the employees responses.

The most important question, which should be asked in every stay interview,
is:
1. What would make you start a search for a new job?
2. What do you like most about your job and work in our organization?
3. What do you like least about your job and work in our organization?
4. How happy are you working here on a scale of 1-10 with 10 representing the most happy?
5. What would have to happen for that number to become a 10?
6. When you think about employers, how does this organization rate overall on a scale of 110 with 10 representing the best possible employer?
26

7. Have you ever thought about leaving the company? If so, what caused you to consider
leaving? Why did you decide to stay?
8. Do you get enough recognition? What kind of recognition would be meaningful for you?
9. Are we allowing you to reach your maximum potential?
10. How can the company help you be more successful in your job?
11. If there are three things we can change around here that would help you and others realize
your potential, what would they be?
12. What is something new you would like to learn this year?
With the information you receive in an employee stay interview, you can take the pulse of your
organization and determine needed areas for improvement. You'll be happy you asked when you
retain your best employees.
Stay Interview software focuses on guiding effective interviews to determine the factors needed to
keep your valued employees. You can expect an effective system to include the following tools:

Customizable control panel

Advanced reporting with an easy-to-read breakdown of data

In-depth analytics of employee dialogue

Large baseline database of employee feedback

Compliance control

Effective action planning tools

This type of system gives your employees a true voice within the company, exploring and
validating their viewpoints by building a database of engaged employee/manager interactions.

27

The Stay Interview Statement Practiced


(Broad Overview)
1) Outcome that you want from Stay Interview (Questions)
Perception & views about the present policies and suggestions to be incorporated
1. If we ask you to suggest someone (from friend circle or family) for a post in DSCL
SUGAR would you do it? Why?
2. Do you feel the policies at DSCL SUGAR Sugarcover all the aspects? Would you like
to add or remove any policy?
1. Salary Advance Policy
2. Personal Loan Policy
3. Computer Subsidy Policy
4. Allotment of Company Quarters
5. Conveyance Loan
6. Company Car Policy.
7. Mobile Facility to Officers Need Based
8. Children Education Subsidy
9. Med claim Policy, GPA Policy & Workmen Compensation
Policy
10. Self-Development Scheme
11. Use of Company Vehicle
12. Company Guest House
13. Communication Management System
14. Marriage Compliments Policy
15. Transfer Policy
16. TA DA Policy
17. Suggestion Scheme

3. Do you feel you are fully utilizing all available policies at DSCL SUGAR? If not,
what modifications you desire?
Perceived EVP (employment value proposition) values that make people stay
4. Do you feel as if you are a member of troupe; the employees receive information as
quickly as something changes at DSCL SUGAR?
28

5. What do you like most about your job and work at DSCL SUGAR?
6. What made you stay with DSCL SUGAR so far?
7. Do you feel that you are currently doing the best work of your life? Do you feel
fully utilized in your current role?
8. What do you think about the transfers in DSCL SUGAR, what do you think are the
challenges, pros and cons of the transfer?

Expectations from the organization


9.

Do you get enough recognition? Do you feel you are rightly rewarded and you get
what you deserve?
10. How can DSCL SUGAR help you be more successful in your job?
11. If there are three things we can change around here that would help you and others
realize your potential, what would they be?
12. What kind of improvements do you look forward to in DSCL SUGAR regarding the
culture, working environment?
Reasons for dissatisfaction
13. If in future you ever plan to leave what would be the reasons of the same? What
would make you change your mind?
14. If you had to go back to a position in your past employment and stay for
an extended period of time, which one would it be and why?

Where do employees get reluctant when it comes to giving feedback or sharing thoughts
about the organization
15. Are you getting desired feedback from seniors & peers? What type of feedback would
you like to receive about your performance that you are not receiving now from
BOSS/ coworkers?
Job Rotation & career growth
16. So far how satisfied you have been with the learning and career growth opportunities
provided at DSCL SUGAR?
17. Where would you want to see yourself in coming five years?

29

MINOR PROJECT: FIRO-B Tests


Fundamental Interpersonal Relations Orientation
The Fundamental Interpersonal Relations Orientation instruments help people understand their
interpersonal needs and how those needs influence their communication style and behaviorand
in the process improve their personal relationships and professional performance. These tools
have helped individuals, teams, and organizations around the world grow and succeed by serving
as a catalyst for positive behavioral change. The FIRO assessments are based on social need
theory: all living things seek equilibrium between their basic needs and getting those needs met.
They address, gather, and present critical insights around these fundamental areas:
History

The Fundamental Interpersonal Relations OrientationBehavior (FIRO-B) instrument was created


in the late 1950s by William Schutz, PhD. Schutz developed the FIRO-B theory to aid in the
understanding and predicting of how high-performance military teams would work together.
In developing the FIRO-B theory, Schutz began with the premise that "people need people." He
used the term interpersonal to indicate any interaction, real or imagined, occurring between
people. He used the term need to describe a psychological condition that, if not satisfied, leads to
a state of discomfort or anxiety.
In addition to his own observations of group behavior, Schutz was influenced by the
psychological literature, including the works of Freud, Adorno, Fromm, Adler, and Jung, among
others. He posited that interpersonal needs could be grouped into three categories: Inclusion,
Control, and Affection. The FIRO-B model describes the interaction of these three categories of
interpersonal need along two dimensions: expressed and wanted.
CPP, Inc. began publishing the FIRO-B instrument in the 1960s. The FIRO-B Interpretive Report
for Organizations was published in 1996, and the Leadership Report Using FIRO-B and
MBTIwere published in 1999. In 2002, the FIRO-B assessment became available via the Internet
using CPPs online assessment delivery system, the Skills OneWeb site. CPP has also published a
variety of support materials for business and clinical applications in the past two decades,
including the FIRO-B Technical Guide.
The FIRO-B assessment is used in a wide variety of applications including:
30

Leadership development
Team building
Individual interpersonal effectiveness
Retention
The FIRO-B instrument can also be used in conjunction with the MBTI instrument for leadership
development with the Leadership Report Using FIRO-B and MBTIand in team-building
workshops.

Reliability and Validity

The FIRO-B instrument measures behaviors driven by interpersonal needs in three areas
Inclusion, Control, and Affectionand addresses how such behaviors can affect ones interactions
with others (Hammer & Schnell, 2000). The FIRO-B model is based on the theory that fulfillment
of these interpersonal needs serves as motivation in peoples daily functioning.
The need for Inclusion refers to the extent to which individuals need to have social interactions
and associations with others. The need for Control refers to the extent to which individuals want
to lead and influence others as well as the extent to which they prefer to be led and influenced
(Hammer & Schnell, 2000). The need for Affection refers to the emotional connections between
people and the extent to which individuals seek to establish relationships with others, particularly
one-on-one relationships (Waterman & Rogers, 1996).
The FIRO-B instrument measures the extent to which each of these interpersonal needs is
expressed or wanted (Schnell & Hammer, 1993). Expressed needs refer to behaviors individuals
demonstrate toward others, whereas wanted needs refer to behaviors individuals prefer to have
exhibited toward them by others (Schutz, 1958).
The FIRO-B instrument also measures overall needs (e.g., Total Inclusion) and overall behaviors
(e.g., Total Expressed), and provides an Overall Interpersonal Need Score. Respondents receive a
numerical score as well as a categorical score (low, medium, or high) for each measure.

31

Firo-B Questionnaire that was filled by the employees


NAME
GROUP
DATE
I

E
W

Put response number most applicable at the right of the statement


Please be as honest as you can.
1 I try to be with people.
1= Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely,
6 = Never _________
I let other people decide what to do.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
I join social group.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
I try to have close relationships with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
I tend to join social organizations when I have an opportunity.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
I let other people strongly influence my actions.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
32

I try to be included in informal social activities.


1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
8 I try to have close, personal relationships with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
9 I try to include other people in my plans.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
10 I let other people control my actions.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
I try to have people around me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
12 I try to get close and personal with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
13 When people are doing things together I tend to join them.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
I am easily led by people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
I try to avoid being alone.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
16 I try to participate in group activities.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally,
_________
17 I try to be friendly to people.

5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never

1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
18 I let other people decide what to do.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
19 My personal relations with people are cool and distant.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
20 I let other people take charge of things.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
21 I try to have close relationships with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
22 I let other people strongly influence my actions.
33

1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
23 I try to get close and personal with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
24 I let other people control my actions.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
25 I act cool and distant with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
26 I am easily led by people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
I try to have close personal relationships with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
27 I like people to invite me to things.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
28 I like people to act close and personal with me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
29 I try to influence strongly other peoples actions.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
30 I like people to invite me to join in their activities.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
31 I like people to act close towards me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
32 I try to take charge of things when I am with people.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
33 I like people to include me in their activities.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
34 I like people to act cool and distant towards me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
35 I try to have other people do things the way I want them done.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
36 I like people to ask me to participate in their discussions.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
37 I like people to act friendly towards me.
34

1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
38 I like people to invite me to participate in their activities.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
39 I like people to act distant towards me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody _______
Please remember to be as honest as you can
40 I try to be the dominant person when I am with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
41 I like people to invite me to things.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
42 I like people to act close towards me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
________
43 I try to have other people do things I want done.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
44 I like people to invite me to join in their activities.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
45 I like people to act cool and distant towards me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
46 I try to influence strongly other peoples actions.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
47 I like people to include me in their activities.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
48 I like people to act close and personal with me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
49 I try to take charge of things when I am with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
35

50 I like people to invite me to participate in their activities.


1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
51 I like people to act distant towards me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
52 I try to have other people do things the way I want them done.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
53 I take charge of things when I am with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
54 I take charge of things when I am with people.

Research Methodology & Data Analysis & Interpretation

36

Research means, discovery of facts, development of facts, verification of facts.


The process of collection of the data, filtering it according to the need, analyzing this classified
data and interpreting to come to a conclusion is Research. Various formats of conducting the Stay
interviews are as follows:
Objectives of the research in the Project:
Perception & views about the present policies and suggestions to be incorporated.
Perceived EVP (employment value proposition) values that make people stay.
Expectations from the organization.
Reasons for dissatisfaction.
Where do employees get reluctant when it comes to giving feedback or sharing
thoughts about the organization?
Job Rotation & career growth.

Data sources:
A) Primary data:
Primary data is raw data collected through
Questionnaire
Interaction
SAMPLING:

37

The numbers of employees in the DCM SHRIRAM Ltd were approx.350. Interviewing each was
difficult. So, few among them were interviewed. The size of those few is the sample size 60 and
the sample represents the population.
Type Of Research
Source of data
Primary data Collection

Descriptive
Primary
In depth Interview
Questionnaire

Population
Sample Size
Sampling Method

350
60
Simple Random Sampling

Assumption made to cover 17% approx. from the total count (350 approx.)

Data Analysis & Interpretation


S.n Statemen
o
t
Top Five
Last Five
A
Perception & views about the present policies and suggestions to be incorporated
Yes he would suggest (70%) as well as no
No, working in cane is not
1 If we ask
you to
(30%) as its a traditional, old organization and good for future based on
suggest
people now days are more creative and look for current scenario.
someone
changes, and according to him, since the
(from
organization is old, its less prone to changes.
friend
circle or
family)
for a post
in DSCL
SUGAR
would you
do it?
Why?
Yes, he would (60%) and no (40%), depending
No (due to lack of medical
upon the candidate, if its for freshers (100%)
and education facility.
Yes, work culture, ethics, what is promised is
No, for family, as no time
given, once in life one should work in DSCL
for family remains, no
SUGAR, ethical values, transparency.
social life, but if interested
in sugar then DSCL
SUGAR is best.
Yes, as there is freeness to do work, latest
No, not preferred as if
technology is used, everything is updated
something happens at
according to the world, no other group is the
home both would take
way it is.
leave.
38

Yes, because of nice culture is present, new


person has a scope of learning a lot, wide scope
is given to all, overall development happens.

Do you
Ta Da policy should be improved, the facilities
feel the
provided are below the expected post; Home
policies at Loan policy is good.
DSCL
SUGAR
cover all
the
aspects?
Would
you like to
add or
remove
any
policy?
Have an addition in the Company Car policy,
this policy should be made eligible for the
lower level employees also; Add a transport
policy for the commuting of the employees to
office daily.
Even in bad times the policies are not degraded,
still the education policy should be upgraded in
monetary value, knowledge about personal loan
policy should be clearer.
Policy is good, Home Loan is good, in home
loan policy addition of plots and land should be
done.
policies are good, HR dept. is an active dept.
Field Managers Salary structure is less

Do you
feel you
are fully
utilizing
all
available
policies at
DSCL
SUGAR?
If not,
what
modificati
ons you
desire?

Policies is more concerned with bigger but not


with smaller issues.

Policies are fully utilized, ESS has all policies

Yes, but socially sugar


business has its
drawbacks, little insecure
job.
He feels policies Offered
are satisfactory, no
changes needed.

Policies are good,


trainings should keep
happening.
Policies are good, no
improvements needed.
Policies are clearly told
about, sessions are
arranged, and trainings are
given.
Policies in present
scenario are more than
sufficient.
In Sugar industry policies
are No. 1, leave policy
needs improvement

Availability of amenities
39

updated.

and resources should be


according to the needs and
not according to the
designation
Full utilization of policy is done; Policies are
Policies should be made
sufficient
after taking feedbacks
from the lower to top level
employees
Talent development is required, career path
People dont know much
related policies, cut short the policies.
about the policies
Policies are more than expected.
Best policies among all,
implementation gap is
present, all units follow
different policies
Perceived EVP (employment value proposition) values that make people stay
Do you
He & his team are the coordinating team at
Communication is good,
feel as if
DSCL SUGAR, project implementation, new
sometimes promotions
you are a
setups, electricity sale at various plants, so he
dont happen and the
member
feels the center, also runs a school and college
reason is never told;
of troupe; of SHRI Ram.
Communication gap is
the
there, message is deviated
employees
and passed.
receive
informatio
n as
quickly as
something
changes at
DSCL
SUGAR?
Yes, he feels any changes that happen within
Yes, she feels she gets the
the dept. are quickly commuted and he has
info of changes at Ho, but
knowledge of all.
not of the changes made
in corporate office.
No communication gap, problems are rectified
Middle management
and everyone is informed.
should be upgraded, area
of communication needs
improvement, changes are
not displayed clearly, and
transparency is not there.
There is one way communication, only emails,
Changes are
not good; Culture of Kit ply is still there, gap in communicated properly,
communication.
no gap; delay in decisions,
approval process is slow.
Communications takes time, system is not
Changes are timely
centralized, and gap is there.
updated, but there is
communication gap in the
org.as a whole.
40

What do
Job security, companies work culture; Good
you like
interesting work, satisfaction, top company
most
about your
job and
work at
DSCL
SUGAR?
Job satisfaction, personality growth, practical
skills, cultural activities; Better future offered
here
Core work related to what studied, line of
interest, best culture; Part of life, clear and
focused work, job is defined.

Family issues, culture is different from sugar &


non sugar industries both, its better.
Working atmosphere, functional & technical
domains, creative work, challenges.

What
made you
stay with
DSCL
SUGAR
so far?

Work culture, ethics, the insight from scenario,


learning, meeting many people from accounting
background.

Work balance life, responsibility & ownership


are clear, best culture, cheque& controls are
better.
Freedom of work diversity, he wants to retire
from this company, freedom of work,
suggestions & advices are taken, and
multiskilling is done.
Actual Ethics are practiced; Directors of the
company are honest, openness, personal touch
and belonging.
Line of interest, expanded work, no stagnation,
timely promotions, good cultured group.

Do you

Yes, he feels he is fully utilizing his ability, as

Transparency, reporting
system is clear, structured
environment, SAP
environment.

Job allocation, HR
policies, selfdevelopment, good
feedbacks, procedures,
appraisal system.
How things connect,
meeting different kind of
people,
exercise&lessening
practices, new challenges
dealing with the legal
aspects being a sales guy.
Moral support,
technology, relations with
the company, No out state
feeling.
DSCL SUGAR introduced
radio technology in
2001;all plants are
connected through it.
Wife works in the nearby
primary school.

IT utilization in DSCL
SUGAR is best, latest
technology is used
Sugar industry people
have a dream to join
DSCL SUGAR, his dream
company
Education Facility is
good, due to studies of the
children.
Multitasking is done;
sometimes unwanted work
is also done.
There are fewer
41

feel that
you are
currently
doing the
best work
of your
life? Do
you feel
fully
utilized
in your
current
role?

its his field of interest.

responsibilities and he
feels he acquires more
caliber; More can be
offered if given the
opportunity.

Yes, its balanced, utilized properly.

Fully utilizing the


potential, depends on the
potential of the person not
the company, person
should develop himself.
Utilization is less, no
software developing is
done.
Working load is more;
Pressure is very much,
manpower is less.
Utilization is full, he feels
his lack skills.
Doesnt favor transfer,
more comfortable where
he is.

Yes, he is fully utilizing his potential, and


training should be provided time to time.
Multitasking is done; sometimes unwanted
work is also done.

What do
you think
about the
transfers
in DSCL
SUGAR,
what do
you think
are the
challenges
, pros and
cons of
the
transfer?

Limited areas of work, 2 or more units in


addition to current role for development.
Favors transfer, feels that change is important
after a certain time period; Transfer should be
done, people dont accept changes if working in
a same conditions for long.

Favors transfer, should be need based; Favors


transfer, new people, new opportunities, new
challenges.
Favors transfer, but feels that cane people
should be less transferred as relation making is
difficult
Transfer should be done but after a period of
min 3 yrs. so that the person can show his

Doesn't favor transfer,


only if promotion is also
being offered.
Transfers are good, person
does better after transfer,
and value addition in
system is made.
Transfer for plant people
should not be done
42

Do you
get
enough
recognitio
n? Do
you feel
you are
rightly
rewarded
and you
get what
you
deserve?

output; Transfers should happen, but should be


timely and should be communicated properly.
Transfers should be done of top level; Should
Transfer not in favor as
be done after a deep study of the need, the team would disturb the
formed should be the one with all the talent, the education of children.
lower level should be framed properly, down
level team should be balanced, different area for
different positions should be made keeping
qualification in mind.
Expectations from the organization
Satisfied with the rewards and recognitions,
Yes, but the criteria is not
with the challenges given, positive intentions of equivalent, this should be
the org.
improved, same posts
should be offered and
same promotion time
should be given to the B.
Tech and Sugar
technology

He feels he gets appreciation up to 80%;


Rewards up to 90%
Rewards and appreciations are good and done
according to what people deserve.
Rewarding methods are transparent, good acc.
to need and requirements, appraisal process is
becoming more and more transparent.
Rewards are ok, as per the current business
scenario.

1
0

How can
DSCL
SUGAR
help you
be more
successful
in your
job?

Limited resources should be used, all things


happening should remain, trainings should keep
on going

Balance Job responsibility assignment should


be done; multitasking should be given,

Reward system is ok, but


daily work credits are
taken by the seniors.
Appreciation is good,
middle management
should be improved.
Rewards, appreciation
letters, certificates should
be given.
Reward scheme should be
improved, suggestion
scheme should be
widened.
Computers are less, 4- 5
officers have to use the
same computer

Sessions for Refreshment


of work being done, job
related trainings should
happen.
43

All help is given which ever kind is needed

1
1

If there
are three
things we
can
change
around
here that
would
help you
and others
realize
your
potential,
what
would
they be?

Evaluate and then give


responsibilities to a
person.
IT infrastructure up gradation, Visits to different Minimum 3 yrs. person
units should be done, to involve people.
should not be transferred
Job oriented trainings, communication skills
Decision is taken slow.
training, TQM, Basic sigma trainings; Training
should be given; external trainer should be
arranged more often. SAP should be done.
Follow up system should be improved as people Additional awards for
are told to work on the same thing more than
extraordinary work should
once, people should understand in one go what be awarded separately
they need to do exactly.
(monetary); Less space for
accounts dept., 6 people
sit in one room, AC
should be allowed.

There should be a change in the salary structure,


when increment is made the % increase in
salary of Asst. Managers and below should be
higher than the Managers and above , so as to
have a difference in the salary.
Time constraint should be changed( being a
female and married its difficult to maintain
home and office so a little time schedule
flexibility she be provided.)

Improvements should be done in regarding the


transfers, more transfers should be made;
training regarding different fields should be
given to a employee
Infrastructure can be improved, hygiene is
good, bus service for workers needs
improvement.

Performance grades are


sometimes canceled; the
grade system should be
more transparent.
Decisions are delayed,
Co-gen project should be
brought, cane dept should
be given more pressure,
strict decisions should be
taken, terror should be
created, and rehiring
should not be done.
No comparison should be
made; separate rules
should be there for all
units, multitasking should
be reduced, because the
real goal is not achieved.
To increase the raw
material area at gate, to
give farmers a little
knowledge, credit for
growing raw materials
44

1
2

What kind
of
improvem
ents do
you look
forward to
in DSCL
SUGAR
regarding
the
culture,
working
environme
nt?

Reporting structure, mails, communication is


more work on computer is done, reports created
should be meaningful, reports can be compiled
in one , SAP reports should be generated by the
needful himself as all data is updated in the
tool.
Culture is best, motivates low level employees
for betterment; Cultural activities should be
done more regularly and more frequently.

which can be
compensated later.
Kitply culture is still
prevailing, personal
relations are made more,
traditional company, value
based, not performance
based company.
Freedom related to work,
many activities, resources
should be used less;
targets given should be
related to incentives in
order to motivate the
employees

Culture is good, a lot happens which doesnt


happen anywhere else

Culture is good, if
someone deteriots its,
should be punished.
Culture is ok, not like the old culture, people
Culture should be
are more isolated due to work pressure
changed,non sugar culture
should be adopted.
Culture is good, perfection is needed, things can Rupapur needs more
be done in better way.
attention, mindset of
people needs change
Culture needs improvement, HR dept needs
Kitply culture is still
improvement.
prevaling, personal
relations are made more,
traditional company, value
based, not performance
based company.

D
1
3

Reasons for Dissatisfaction


If in
future you
ever plan
to leave
what
would be
the
reasons of
the same?
What

He is a safe Zone person , and is happy with the No such plans , but If
salary, ans feels that there is less adocracy in the offered growth , as
hygiene system.
everyone looks for the
same would think about
the same; If offered
monetrybenefits,better
culture, better position.

45

would
make you
change
your
mind?
Wants to retire from this company, his dream
company
Due to promotion, or else if some reasons arise,
like conflicts with management.
For education of children , or if Owner's ask to
leave

If some other industry offers, if co-gen plant is


not setup

1
4

If you
Any company
had to
go back
to a
position
in your
past
employm
ent and
stay for
an
extended
period of
time,
which
one
would it
be and
why?

May be a previous company if good post and


culture is offered.

E
1
5

For personal betterment;


If desired output is not
given by him.
For better opportunity,
near home. Only to
become an entrepreneur.
Efficiency is less utilized,
if work is not given, then
he would think of
switching, if some other
industry offers good work
then may be.
If no promotion offered,
no more respect earned,
no involvement in
decision making.
No previous company

Not in any sugar industry


company

Where do employees get reluctant when it comes to giving


feedback or sharing thoughts about the organization
Are you
getting
desired
feedback
from

Feedback system should be measurable &


confidential

Feedback is not practiced


regularly, one on one
shaould happen quaterly

46

seniors &
peers?
What type
of
feedback
would you
like to
receive
about your
performan
ce that
you are
not
receiving
now from
BOSS/
coworkers
?
Feedbacks are properly done, unit head actively
participates, and clear instructions are given.
Feedback is fast process, written & verbal.

Feedbacks are good, free to speak and tell.


Feedback from end users, impact measurement
should be there.

F
1
6

Feedback level is stereo


type; many controls need
to be taken.
Feedback culture needs
improvement, Bias
feedback and favoritism is
done.
Feedbacks system should
be two ways, lower level
should be more involved
Feedbacks are given on
time, second & third level
employees are neglected,
and no suggestions are
taken.

Job Rotation & career growth


So far
how
satisfied
you have
been with
the
learning
and career
growth
opportunit
ies
provided
at DSCL
SUGAR?

Training is good, per day 1 training is done in


every dept.

More extended trainings,


behavioral, external
trainers; Training
evaluation should be done.

47

Training is good ( data mining training should


be provided)
Trainings are done more than the previous years
Training should be given more, IDP
Trainings are planned; his next step is to
arrange trainings for zonal supervisors by
visiting them.

1
7

Where
Growth, job assigned should be done
would you successfully
want to
see
yourself in
coming
five
years?
Next Position
Reached excellency, GM

Training SAP basics


Learnings are good,
excessive training are
done
Talent management
schemes should be
structured.
Training & learning is
arranged so much, no time
for work sometimes
Better place, not field job

If potential is increased,
next post
Programs like seed raising
should be introduced and
done regularly; training
regarding different fileds
should be given to a
employee

Cost cutting plan in AMC, hardware will be


maintained, overtime will be reduced.

Stay Interview Graphs

48

Interpretation
23 out of 58 people feel contended working at
DSCL Sugar to a high extent.

34 of 58 people feel the working


environment at DSCL is amiable to a
high extent.

Interpretation
21 of 58 would suggest a family member
or a friend to join DSCL Sugar to max
possible extent.

23 of 58 people think that they are given


the opportunity to express their ideas to
a max possible extent.

49

Interpretation
30 of 58 people to a high extent feel that
their career growth & developmental
expectations will be met at DSCL Sugar
in future.

33 of 58 people to a high extent feel that


HR Policies are relevant and beneficial at
DSCL Sugar.

Interpretation
27 of 58 people to a high extent feel the
recognition and rewards that they have
received so far at DSCL Sugar are fair.

31 of 58 to a high extent feel that their


career growth & developmental
expectations will be met at DSCL Sugar
in future.

50

Interpretation
29 of 58 to a high extent feel they and
their family are always engaged at DSCL
Sugar in some or the other activity.

26 of 58 would rate the learning


opportunities that they get at DSCL
Sugar more than satsifying to a high
extent.

Interpretation
30 of 58 to a high extent are able to
relate their contribution to the overall
business performance.

23 of 58 to a high extent feel that there


are sufficient communication platforms
available for them at DSCL Sugar when
needed.
51

FIRO- B Analysis:

The above sample was taken from the data collected. It shows the different high scores of same
category of people at same designation which handle the situations differently. But the 60% of HR
managers are hired who show a high overall score.

52

Activity Chart

53

8 Weeks of Internship
S.no

Date
th

18 May15

19th- 29th May15

1st-8th June15

9th-10th june15

11th -12th June15

13th-15th June15

16th-18th June15

19th-20th June15

21st- 24th June15

10

25th -18th July15

Activity

Place

Started the internship


at DSCL SUGAR,
Noida
Introduction to the
company and research
regarding the project
given, worked on the
questions to be asked
and reworked on them
after getting them
reviewed.
Worked on the
Schedule and plan of
action, developed the
questionnaires, and
planned a structured
interview.
Started with the stay
interview at Ho.
Visit to Hariawan for
the stay interviews
and FIRO-B tests.
Visit to Rupapur for
the stay interviews
and FIRO-B tests.
Visit to Ajbapur for
the stay interviews
and FIRO-B tests.
Visit to Loni
For the stay
interviews and FIROB tests.
Back to HO, did
interviews here again.
Worked on the data
collected, analyzed it,
did interpretation,

Noida

Noida

Noida

Noida
Hariawan

Rupapur

Ajbapur

Loni

Noida
Noida

54

worked on DC
program.

Learning Objectives

55

More than 80% employees were getting all kind of training.


More than 70 % employees were satisfied with the existing Policies & Procedures being
provided by the organization.
Approximately 90% employees were satisfied with the effectiveness of the organization
culture and values.
Near about 70% of employees gave opinion that, they found job enrichment and increase
in their confidence while performing on job.
All employees were agreed that the training being provided helped them in the
achievement of organizational goals.
30% employees feel that Rehiring should not be done as it brings negativity and sends a
wrong message for the employees working with the company for longer durations, and if
it is done the already working employees should be given better benefits or the equal
benefits of the post rehired for, a chance to the already existing employee should be given
before rehiring the already left employee at a higher post.
Transfers should be done more on need based and not just for following the policy, it
should be done of each and every level employee as it increases the challenges and brings
positives and methods of one unit to another, Cane people should be less transferred as
theirs is the work of maintaining the relations with the growers which is not good for
transfers, it should be done in the beginning of the year so that the person doesn't face
family issues of shifting schools for children and also should be told about a month before
in order to prepare himself and family, minimum of 3 yrs. should be given to an employee
in order to learn and implement the things learnt at each unit.
I also worked in THE DEVELOPMENT CENTER PROGRAMand observed how the
employees were analyzed on the following competencies :

a) Agile Towards Change and Innovation


b) Executes Efficiently
c) Builds a Performance & Development
d) Focus on achieving results
e) Building partnership with stakeholders

Culture

Through the following activities and events held on two different days:
Case Study

Role Play Group Discussion Behavioral Event Interview


56

Contribution to the Organization

57

I was given the opportunity to contribute in the research and analysis for finding

The reasons of the stay of the Employees in DCSL Sugar ((Perceived EVP))
What are the expectations of the Employees from DSCL SUGAR?
How do people feel about the present policies and what more do they expect.
How many look for the opportunity for job rotation, what is the satisfaction level?
The personality analysis using Firo-B tool for HODs & Sectional Heads.

I gathered the information bytaking STAY INTERVIEWSof different, planned sample of


employees; Officers and above, andFIRO_B TESTS of all the HODs and Section Heads
across all the four units and HO, then analyzing the results by using different tools, giving a
conclusion about the personalities of the employees, the expectations of the employees from the
organization related to their career growth and development and how the organization could take
steps to align their future for the betterment of both the sides.
I did interviews with each of the selected Employee for around 45 mins, with some structured and
unstructured questions, some open ended and close ended questions.
There was a set of Questions for stay interview& Questionnaire which was prepared by me under
the guidance of Mr.Anil Dixit &RuchiBatrawhich had to be asked and filled by the sample
selected and a Firo-B test Questionnaire too.
In addition to above I got the opportunity to work in the Development Center Program, in which
various events like Case Study, Role Play, Group Discussion, and Behavioral Event
Interviewhappened and the various observations and feedbacks were given and taken.
This helped me improve my research and analyzing skills, preparing questionnaires, conduction
structured and unstructured interviews ,and also help contribute a little in the organization, about
the same.
Also I got the opportunity to review & give corrections in the Yearly magazine of the
company.

Lastly I worked on the GETS process which is one of the recruitment process DSCL Sugar
follows, it includes three rounds aptitude test, Technical test and Personal Interview.

Thank You.

Observations & Recommendations


58

S.no

Observations
1 RYAN School is not good, teaching
faculty and facilities are not up to
expected level.

2 Transport policies, commuting to


office, 8 am - 4 pm office hours, AC
maintenance.

3 There should be a change in the


salary structure.

Recommendations
RYAN School is not beneficial anymore, it
started with good quality, but had drastically
degraded since 2011, the teaching staff is
changed very frequently, local teachers are
being hired, there is no growth for children,
students are not educated properly as to how
the work is to be done and the parents are
completing the work, food and hostel facilities
are not good, bus chargers are hiked, more
preference is given to the new opened Reliance
Company students, results are that people are
canceling the admissions and shifting to other
local schools, some are shifting their families;
no tutors are available for children , no facility
for children education after 10th standard. The
above problems are to be addressed with
immediate effect.
Transport facilities for the employees at HO
and for workers at the various plants should be
given and improved as this would increase
discipline and would be more comfortable for
the employees, against this the monthly rental
could be charged from the employees at HO.
When increment is made the % increase in
salary of Asst. Managers and below should be
higher than the Managers and above, so as to
have a difference in the salary.

4 There should be same policies


practiced in HO as in Corporate
office

The standard policies should be implemented at


HO and all 4 units as there are different
policies being followed, though the difference
is minimal.
5 Guest House monitoring should be
Guest House care takers should be transferred
done more keenly, food system
timely and should be contacted in order to have
should be maintained, and bachelors improvements and they should be given the
guest house should be improved.
freeness to speak and be open with the
management.
6

Rupapur Unit needs special attention

There is insecurity in people, though it is the


unit with most of good personal relationships
of employees, people are very close and think
about one another more, every departments
main focus is CANE GROWTH, CO-GEN
plant needs to be installed as its a low level
area and growth of cane is a work of challenge
as compared to other units.
59

7 Infrastructure improvement is
needed

There are less chairs, AC conditions are not


good, the roads are not good, the buildings are
old and the room availability is less, more
people are accommodated in a single room and
less availability of computers for officers as 34 persons use the same computer in periods.

8 Policy Improvement

TA DA policy needs up gradation looking at


the current scenario, the city grades need to be
changed, Company Car Policy should be
brought down to lower level, Home Loans
should be given against the land and plots,
policy awareness camps should be arranged
rottenly so as to educated people about them,
need based facilities should be given and not
just designation based.
Trainings provided should be more job related,
behavioral and communication skills training
should be made compulsory, external trainers
should be brought, feedback system followed is
different in every unit and even in every
department at each unit, feedback system
should be more standardized and should be
done quarterly instead of yearly, a follow up on
the feedbacks given and taken should be done a
written record of such activities should be
made.

9 Trainings and feedback system is


good and satisfactory though little
improvement is still needed.

10 No Source of entertainment

11 Residence campus for staff should


be increased, facilities should be
increased.

More focus of after working hours activities


could be done, swimming pools can be made,
open theaters can be made, trainers can be kept,
different officers club activities could be
arranged to decrease the work pressure, no of
female employees should be increased at the
Unit levels as there are only one or two in each
and it becomes difficult and uncomfortable for
them as discussed with them.
The workers coming from far off villages can
be given residential facilities in order to have
man power at any time.

60

12 Decision making process is low as it


involves large number of people.

As there are a lot of people involved in


decision making, it involves a lot of time which
hampers the implementation part, sometimes
the decision is taken after the implementation
period is expired or when there is no difference
left. The freedom related to small equipments
purchase for different departments at different
units should be given in order for better and
quick working, a budget should be provided
instead of making them provide for the needs at
the HO and then waiting for them to get
sanctioned, a yearly considering the units
individually , department wise budget should
be given.

13 Transfer should be need based.

Transfers should be done more on need based


and not just for following the policy, it should
be done of each and every level employee as it
increases the challenges and brings positives
and methods of one unit to another, Cane
people should be less transferred as theirs is the
work of maintaining the relations with the
growers which is not good for transfers, it
should be done in the beginning of the year so
that the person doesn't face family issues of
shifting schools for children and also should be
told about a month before in order to prepare
himself and family, minimum of 3 yrs should
be given to an employee in order to learn and
implement the things learnt at each unit.

14 Rehiring should not be done

Rehiring needs analyzing further as it brings


negativity and also sends a wrong message for
the employees working with the company for
longer durations, and if it is done the already
working employees should be given better
benefits or the equal benefits of the post rehired
for, a chance to the already existing employee
should be given before rehiring the already left
employee at a higher post, as suggested by the
employees. The important and keeping
everyone into consideration actions should be
taken.

61

Bibliography
References & Appendix, Questionnaire

62

S.n
o

Name of the book

Author

Publications

Research Methodology

C.R Kothari

Introduction to the FIRO-B in


organizations.

Schnell, E. R., &


Hammer, A

New Age International Ltd


publishers.
Consulting Psychologists
Press, Inc.

Websites referred:

http://info.hrsoft.com/stayview-data-thank-you.
http://www.talentmgt.com/articles/6828-more-stay-interviews-fewer-exit-interviews
http://www.citehr.com/128771-ppt-exit-stay-interview-pdf-download.html
http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/interviewingcandidates/stay-interview-questions.aspx
http://humanresources.about.com/od/employeeretentio1/a/what-is-a-stay-interview.htm
http://www.ere.net/2013/12/02/stay-interviews-an-essential-tool-for-winning-the-war-tokeep-your-employees/
Hammer, A. L., & Schnell, E. R. (2000). FIRO-B technical guide. Mountain View, CA:
CPP, Inc.
Schnell, E. R., & Hammer, A. (1993). Introduction to the FIRO-B in organizations. Palo
Alto, CA: Consulting Psychologists Press, Inc.
Schutz, W.C. (1958). FIRO: A three dimensional theory of interpersonal behavior. New
York: Holt, Rinehart, and Winston.
Waterman, J.A., & Rogers, J. (1996). Introduction to the FIRO-B. Palo Alto, CA:
Consulting Psychologists Press, Inc.

63

Questionnaire (Stay Interview)


Age_______________ Experience ___________
Unit_____________Department_________________ Grade/Designation_______________

Scale: 1: To very less extent 2: To some extent 3: To fair extent 4: To high


extent 5: To Maximum possible extent

S.n
o

Question

How contended do you feel working here at DSCL SUGAR?

What is the likelihood of your suggesting your close friend or family


member to work for DSCL SUGAR?

How amiable, do you think the working environment here is?

How openly you are able to express your ideas & point of view at DSCL
SUGAR?

To what extent do you feel that core values of the DSCL SUGAR are
relevant & practiced and if they influence your work life?

To what extent you feel that HR Policies are relevant and beneficial?

How would you rate the recognition and rewards that you have received
so far at DSCL SUGAR?

To what extent you feel that your career growth & developmental
expectations will be met at DSCL SUGAR in future?

How would you rate the learning opportunities that you get at DSCL
SUGAR?

10

To what extent are you able to relate your contribution to the overall
business performance?

11

To what extent, you and your family feel engaged at DSCL SUGAR?

1 2 3 4 5

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12

Are there sufficient communication platforms available for you DSCL


SUGAR?

Thank you

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