Submitted in partial fulfillment of the requirements For the degree of Bachelor of Business Administration


SUBMITTE $M" RUBEENA B.B.A (2012-13) oll !o. "20#$10




%o the best of m& 'no(ledge and belief) this summer training *ro+e,t eport is m& o(n (or') all sour,es ha-e been properl& a,'no(ledged) and the report ,ontains no plagiarism. . ha-e not pre-iousl& submitted this (or' or an& -ersion in full or part of it) for assessment in an& other uni-ersit& or institution for an& degree program. . a,'no(ledge that this Summer %raining *ro+e,t eport ma& be transferred and stored in a database for the purposes of data-mat,hing to help dete,t plagiarism.

Student Name

$M RUBEENA BBA 1I Sem" Roll No" 2+,34-,


Com5an67s Certificate # .

Colle8e7s Certificate $ .

. am than'ful and e/press m& gratitude to Mr" B"$" T6a8i( Senior 0anager (1 )) %e.t (ith an esteemed organi3ation.uti-es and 5mplo&ees of Tech Mahindra 'td" for their -aluable guidan.ult& 4uide) for his able guidan. ha-e manifested m& sin. for his -aluable guidan.h senten.ts through different sour.t (or' li'e this one is a +oint affair.t and its ea. .AC$NO)'E GEMENT %he authorship of a monograph is usuall& attributed to one person but a report on the . "20#$10 6 . am indebted to all (ho ha-e been of great help to me in doing and (riting this pro+e.h 0ahindra 2td. .ere attempts to represent all the information and other things to the best of abilit&. Spe.ial regard and greatest appre.ts that ha-e been found during the pro+e.ompleted m& summer training pro+e.e and support at all time. am pleased to sa& that the (hole report is +ust the presentation of the fa.e and support at all time and pro-ided me the best opportunit& to .e and support at all time. . Firstl&) . $M RUBEENA BBA (2012-13) oll !o. hope that .e is an e/a.t representation of the information obtained and the anal&sis thereof. am also grateful and e/tend m& than's to Mr" Ar5it Chaudhar6 (Fa.iation is reser-ed for all the 5/e.nternship or a pro+e.

-.4.TAB'E O% CONTENTS • • • • • • • • • • • PRE%ACE 999999999999999999999999" : INTRO UCTION 999999999999999999999 ..-.+ -.+< 'ITERATURE RE1IE) 99999999999999999"" +:.:+ OBJECTI1ES O% T#E STU ! 999999999999999 :/ RESEARC# MET#O O'OG! 99999999999999"" GRAP#ICA' ATA INTERPRETATIONS 999999999" %IN INGS 99999999999999999999999 RECOMMEN ATIONS 99999999999999999"" SUGGESTIONS 999999999999999999999" CONC'USIONS 999999999999999999999 BIB'IOGRAP#! 99999999999999999999" =UESTIONNAIRE 99999999999999999999 :3.:4 :<.3 -.-.< 7 .22 -...-.2 COMPAN! PRO%I'E 9999999999999999999 -./ -.2+ 2/.

an result.ents. As soon as the& feel dissatisfied (ith the .used on the industr& is be. 0ost emplo&ees feel that the& are (orth more than the& are a.ompan&.hie-ement and belongingness from a < .f the& don9t) the& (ould be left (ith no good emplo&ees.hange for ser-i.t and retain its emplo&ees.tuall& paid.onsulting firm fo.n a transparent en-ironment (hile emplo&ees get a sense of a.n a (or' pla. %he& are not the ones (ho don9t ha-e good opportunities in hand.h 0ahindra is a global s&stems integrator and business transformation .t.: it also a. 5mplo&ee retention at %e.ape of the tele.on-ergen.ess in (hi. *a& is defined as the (ages) salar&) or ..e (here emplo&ees are not able to use their full potential and not heard and -alued) the& are li'el& to lea-e be. .t is the responsibilit& of the emplo&er to retain their best emplo&ees.lear) reliable impa.t on turno-er in numerous studies.ommuni.ause of stress and frustration.h the emplo&ees are en.oming e/tremel& .ial for the organi3ation as (ell as the emplo&ee.ations industr&. 8hen the differen. 5mplo&ee retention is benefi.omprise the most -ital assets of the .es the emplo&ee performs for the organi3ation.h 0ahindra is a pro. .PREFACE %e. 5mplo&ees toda& are different.hanging lands. 8hat people are paid has been sho(n to ha-e a .e of media and tele.ontribution.ouraged to remain (ith the organi3ation for the ma/imum period of time or until the .urrent emplo&er or the +ob) the& s(it. 8ith the .h o-er to the ne/t +ob.omes too great and another opportunit& the .ompletion of the pro+e.'no(ledges the (orth and -alue of the human .ompetiti-e. *a& is more than :dollars and . %here is a natural disparit& bet(een (hat people thin' the& should be paid and (hat organi3ations spend in . . A good emplo&er should 'no( ho( to attra.e be. .urs) turno-er . 5mplo&ees .ompensation gi-en to an emplo&ee in e/.

ompan& is benefited (ith a stronger) reliable (or' (or' en-ironment) the . " .e harboring bright ne( ideas for its gro(th.

all&) emplo&ee retention is important. in almost all . 1uman resour.e support for 'e& .e.ustomer lo&alt& b& distinguishing and positioning &our organi3ation9s unique produ.ti-el& .ts and ser-i. %he terms :human resour.ription of the pro.ontribute to the a.. #UMAN RESOURCE MANAGEMENT 1 0 is the strategi.esses in-ol-ed in managing people in organi3ations. %he 1uman esour.e (or'for.oherent approa.tion in.ruiting and training the best emplo&ees) ensuring the& are high performers) dealing (ith performan. 1uman esour.e management: and :human resour.ti.iding (hat staffing needs &ou ha-e and (hether to use independent .ontra.olle.h to the of management an organi3ation=s most -alued assets .the people (or'ing there (ho indi-iduall& and .e.ti-e emplo&ee . and .ommitment and and pra.ommuni.ti.tual propert&) relationships) in-estments (in both time and mone&)) an o. 8hen the& lea-e) the& ta'e (ith them intelle.e management is both an (1 ) ha-e largel& repla.asional emplo&ee or t(o) and a .orporate initiati-es.e management is e-ol-ing rapidl&. theor& and a business pra.INTRODUCTION As per philosophi.hun' of &our future. 8e also pro-ide full support for &our mar' 0anagement (1 0) fun.ation to impro-e .tors or hire emplo&ees to fill these needs) re.ed the term :personnel management: as a des.ases) it is senseless to allo( good people to lea-e &our organi3ation.ti-es of the business.ti-ities) and 'e& among them is de.e that addresses the te.ation efforts b& helping &ou build .ommuni. 5mplo&ee etention Strategies helps organi3ations pro-ide effe.hniques of managing a (or'for.ludes a -ariet& of a.ademi.hie-ement of the ob+e.e issues) and 10 .es in toda&9s .ro(ded mar'etpla.

ti.lude managing &our approa.ords and personnel poli. be in the ?rgani3ation 11 .ed) are e/pressi-e of the goals and operating pra.e and to pro-ide the needed for them to su.ause the& .ti-ities themsel-es be.hniques) (hen properl& pra.urrent regulations. .arr& out these a.ompensation) emplo&ee re.or full-time help.h) 1 0 so that the& .titioners in the field as a more inno-ati-e -ie( of (or'pla. As su. %hese poli. 1 0 is seen b& pra. 0an& &ears ago) large organi3ations loo'ed to the :*ersonnel @epartment): mostl& to manage the paper(or' around hiring and pa&ing people.h all emplo&ees &et afford part.ensuring &our personnel and management pra.tion (ithin .ifi.h .es of the enterprise o-erall.ts te.h to emplo&ee benefits and . >suall& small businesses ha-e to .an be understood and underta'en b& the (or'for.ti.. %here is a long-standing argument about (here 1 -related fun.onform to . 1o(e-er) the& should al(a&s ensure that emplo&ees ha-e -.entl&) organi3ations .personnel poli.omplish their assignments.hange o-er the past 20-30 &ears.essfull& a.ies (hi. 0ore re.ies are often in the form of emplo&ee manuals) (hi.apabilit& in a highl& fulfilling manner..tion and 1 @ profession ha-e undergone tremendous .tions should be organi3ed into large organi3ations) eg) :should 1 @e-elopment department or the other (a& aroundA: %he 1 0 fun.ies.onform to -arious regulations.e the managers of an enterprise to e/press their goals (ith spe.hniques for. A.ti-ities also in.ti.e management than the traditional approa.and are a(are of -. 1 0 is also seen b& man& to ha-e a 'e& role in ris' redu.onsider the :1 @epartment: as pla&ing a ma+or role in staffing) training and helping to manage people so that people and the organi3ation are performing at ma/imum .

e and Bustomer 5/perien.ndia) in partnership (ith British %ele. 8ith the .COMPANY PROFILE %e.onne.ations pl.ompetiti-e. For o-er t(o de.ontent and ser-i.oming e/tremel& . and !orth Ameri.ogni3ing that margins from .onsulting firm fo.ades) %e.ustomers redu.e) Bontent) Bon-ergen.on-ergen.h 0ahindra has been the .ome from ne( soft(are pro-ider from .ape of the and fle/ible partnering models.e pro-ider) %e. 0a+orit& o(ned b& 0ahindra C 0ahindra) one of the %op 10 industrial houses in industr& is be.lassified into t(o formsD • • %ele.h 0ahindra . the .hosen transformation partner for (ire line) (ireless and broadband operators in 5urope) Asia-*a. (B%)) (orld9s leading .ti-it& are rapidl& falling and that future gro(th in re-enues and margins (ill onl& soft(are pro-ided b& %e. As .ations) .ommuni.e *ro-ider %ele.ome the $th largest soft(are e/porter in .om 5quipment 0anufa.ations ser-i.ations industr&.om operators toda& are bus& addressing business opportunities re-ol-ing around Bommer.h 0ahindra helps .ndia and the first largest tele.h 0ahindra has gro(n rapidl& to be.h 0ahindra is a global s&stems integrator and business transformation .hanging lands. %his has helped our .ompanies rapidl& stri-e to gain a .osts and generate ne( re-enue streams.turer 12 .ompetiti-e ad-antage) %e.e to gain a sustainable Bompetiti-e be broadl& .used on the .ompanies inno-ate and transform b& le-eraging its unique insights) differentiated ser-i.e operating .e of media and tele. %he tele. e.h 0ahindra is . %e.ome the $th largest soft(are e/porter in .ertified at *B00 2e-el $ for its people-.e 0anagement standard) and .ndia) in partnership (ith British %ele.ades) %e.ifi. Further) the latest finan.o-s&stem) from our global net(or' of de-elopment .% Ser-i.h 0ahindra has been the .ifi. ?-er 2$)000 professionals ser-i.enters and sales offi.ompan& has alread& .h 0ahindra is sho(ing an impressi-e gro(th.S? 20000-1 (.S? "001D2000 .h 0ahindra is .ompan& in the (orld to ha-e been appraised for SS5-B00 2e-el 3.ti.h 0ahindra has gro(n rapidl& to be.urit& 0anagement standard) . %e.S? 27001 (Se.tor of %e.ompetitors gro(ing at the rate of 3$F annuall&.as) 5urope) 0iddle-east) Afri. For o-er t(o de.h 0ahindra has also been a(arded the . 0a+orit& o(ned b& 0ahindra C 0ahindra) one of the %op 10 industrial houses in .hniques ba. %he . %e.% a.e .esses.ertifi.ial estimate of the .ross Ameri.lient businesses through (ell-established methodologies) tools and te.ompan& is estimated to be s 12 billion (>S G26<) o-er the last si/ &ears. (B%)) (orld9s leading .a. Bommitted to qualit&) %e.ross .ndia and >H. and !orth Ameri.%he soft(are industr& has made a stead& gro(th in the past 2 E 3 &ears (ith the top-tire .ations ser-i. %he general a-erage re-enue of the .ross the tele.enters a.hosen transformation partner for (ireline) (ireless and broadband operators in 5urope) Asia-*a.e pro-ider) %e.ations pl.are pra.a and Asia-* soft(are pro-ider from . 2e-el $.'ed b& its stringent qualit& pro.rossed s 2" billion.lients a.ertified and is assessed at S5.ommuni. 13 .h 0ahindra adds -alue to .es and is the third .ndia and the first largest tele.ation for its de-elopment .-B00.ndia..

hed .onomi.ndia.iation of . 1e has re. 0ahindra returned to . 1e is the Bhairman of !ational Safet& of the Asia So.ndia.hange of .ndia9s best lo-ed S>I) the S.iation has gro(n substantiall& o-er the &ears.e Bhairman in 2003.ndia 2imited appointed under the :*ubli. 1e no( resides in his home to(n 0umbai.hool Asso.ame *resident and @eput& 0anaging @ire. 1# .o-.iation dedi. 1e is the Bo-Bhairman of the .hair at the 8orld 5.ndia and +oined 0ahindra >gine Steel Bompan& (0>SB?) (here he be.entl& been ran'ed amongst the most influential men C (omen in 0umbai b& @ail& !e(s and Anal&sis.ation into the ne( business areas of real estate de-elopment and hospitalit&. Forum at @a-os.ompanies) 0ahindra C 0ahindra.iet&) !e( Jor'.MANAGEMENT TEAM The mana8ement team of Tech Mahindra are> Anand Mahindra( Chairman of Tech Mahindra Anand Mahindra (Born on 1 0a&) 1"$$) is the Ii.ompan& laun.ndia) an asso.tor of %he !ational Sto. 0ahindra is the .il of .nternational Boun.' 5/. 1e is the .ame the 0anaging @ire.ategor&. . >nder Anand 0ahindra) the .orpio) (hi.n 1""1) he (as appointed @eput& 0@ of 0ahindra C 0ahindra 2td.ndia9s largest .e Bhairman and 0anaging @ire. 0ahindra is a @ire. @uring this time he initiated the 0ahindra 4roup9s di-ersifi. epresentati-es: . %he asso.ated to the promotion of professional management in .tor of one of .tor in 1"<".h toda& has gone global.tor in 1""7 and too' on the additional responsibilit& of Ii. 1e be.o-founder of the 1ar-ard Business S.

e in Finan.urement and .e) 2egal and Se. ..entl&) he (as the @ire.ountant) Son+o& has appro/imatel& 2$ &ears of e/perien.husetts.uti-e for a portfolio of businesses (ith .tor (both publi.. Son+o& has e/tensi-e e/perien. and pri-ate).reating high performan.ross industries) .s from 8illiams Bollege) 0assa.e .orporate se.B.e and 4eneral 0anagement.e teams and su..tions.onomi.n a .s (1ons.nformation %e.o-ering a.orporation based in the >H (ith additional responsibilit& for the *ro.tions at %e. 0ost re.quisitions) di-estments and formation of +oint -entures. A graduate in 5.e for a global business (ith a multinational .) and a qualified Bhartered A.areer spanning o-er #0 &ears) he has (or'ed (ith the 4o-ernment) international multilateral agen..1ineet Na66ar( 1ice Chairman An a. 1e has been Bhief 5/e.essful businesses.ies and the .retarial fun.tor) Finan. 1$ . Son?o6 Anand( Chief %inancial Officer Son+o& Anand is responsible for the Finan.omplished leader) Sir Iineet !a&&ar has led se-eral organi3ations a. Iineet holds a 0aster9s degree in @e-elopment 5.h 0ahindra.onomi.hnolog& fun.

& Bollege) Hol'ata ha-ing .al .al C Beha-ioural)) 0anaged Ser-i.h 0ahindra.n his earlier role at %e. At %e.nfrastru. 1e has also ser-ed as *resident of 1B2 %e.orporate strateg&.ompleted his post graduate spe. .h is and the Administrati-e 0ahindra) Su+it leads the 1 ) esour. *rior to +oining %e.hni.e in the areas of people management) operations management and .enter .tions in.Su?it Ba@si( President A Cor5orate Affairs Su+it has o-er 30 &ears of e/perien.hnologies 5urope and (as responsible for the .) Lamshedpur) San?a6 $alra( CEO San+a& Halra is the B5? of %e.ture 0anagement) %raining (%e.reation and in.luding %e.he Ban')) (hi.h 0ahindra) San+a& (as the Bhief 5/e.e 0anagement 4roup) .o=s first outsour.used on .hni.a (ith around 1000 engineers.% and B*? solutions to Bapital 0ar'ets. Su+it is a graduate from *residen.ed outside !orth Ameri.uti-e ?ffi.h 0ahindra he spearheaded the B% relationship and business transformation of @S2 Soft(are (a +oint -enture bet(een 1B2 and @euts.iali3ation in *ersonnel 0anagement from K2 .ture fun.ubation of Bis. 16 C@ .tions.

reating -alue for our shareholders and .us on pro.ontinued su.h 0ahindra is fo.e 0anaged of our organi3ation.ustomers.h 0ahindra9s Business 0anagement S&stem (B0S) integrates business needs and industr& best  =UA'IT! STAN AR S %O''O)E B! TEC# MA#IN RA As a part of its mature qualit& pro.ess. ?ur -alues are at the heart of our business reputation and are essential to our .om industr&.h 0ahindra uses (ell defined pro. • Bustomer first) 4ood . 8ith a strong fo.ess measurements to monitor the qualit& of solutions deli-ered and ensure .ustomer interests) and .ntegration) Appli.onstantl& impro-eD • Bustomer Satisfa.ation Support and 0aintenan.hnologies) .1ISION & MISSION O% TEC# MA#IN RA 'T "  1ision> %o be the leading global soft(are solution pro-ider to the tele.tion 17 .  Mission> %o be the global leader in ?utsour.orporate .es to deli-er ser-i.ies and .es to the industr&) building on our te.ti.esses) %e.  The 1alues that driBes Tech Mahindra> %e.reating sustainable -alue gro(th through inno-ati-e solutions and unique partnerships. 8e foster an en-ironment to instil these -alues in e-er& fa.ompeten.ontinuous that .used on .ess management) Ser-i.iti3enship) *rofessionalism) Bommitment to qualit&) @ignit& of the indi-idual  • SerBices offered C6 Tech Mahindra Business Bonsulting) S&stems .

ertified and is assessed at S5.n.• • *rodu.ation for its de-elopment .ndia and >H.ross .h 0ahindra has also been a(arded the .ti-ities that are stru.ement of Business 1< .ti-it& and B&. %e.S? 27001 (Se.e (ith statutor& and other industr&-(ide standards. transition pro.ations in a. mASTERF Based on pro-en methodologies and industr& best pra.h 0ahindra is .ndia 1"<7 .onsistent qualit& of deli-erables.ertifi.ti.lass qualit& standards and  Inte8ration of InitiatiBes %e.orporation in .-B00.ustomers. mAS%5 N offers a methodolog& for planning) managing) deli-ering and operating .ti.e deli-er& to .ertified at *-B00 2e-el $ for its and is the third .tured around qualit& gates and deli-erables) thus ensuring a predi. %e.S? "001D2000 .ome and .  Tech MahindraDs SerBice eliBer6 %rameEor@ . %e.% Ser-i.ifi.le-%ime Mualit& of Solutions and Ser-i.h 0ahindra9s qualit& leadership %e.omple/ programs through fi-e defined phases as depi.lient spe.ompan& in the (orld to ha-e been appraised for SS5-B00 2e-el 3.mAS%5 N .h 0ahindra=s B0S is designed to de-elop solutions that meet .onforms to (orld-.e 0anagement standard) and .h 0ahindra is .for effe..table and measurable business out.entres a.ess frame(or' .urit& 0anagement standard) . %e.h 0ahindra has defined a holisti. MI'ESTONES • • 1"<6 .o-ers a broad range of a.S? 20000-1 (.Bommen.ted belo(D %he mAS%5 N methodolog& ..are pra. 2e-el $.ti-e ser-i.

n.S? "001 .quired poli.iet&) espe.ation b& BIM.h offi.essful ..h 0ahindra 2imited.e 2001 .& !et(or's *ri-ate 2imited.n.orporated 0B% Soft(are %e. under the name Ban-as. 2imited) Singapore • • 2003 . 2aun.. • 200" -%e. 1""$ .iall& .S? • 2002 .h 0ahindra Foundation to address the needs of the underpri-ileged in our so.n. aised s#. "001D1""# b& BIM.Assessed at 2e-el $ of S5.hildren.A. B00 b& H*04.n. Formed a LI (ith 0otorola .e-. .orporated.hanged to %e.ndia.ertifi.5stablished the >H bran.A(arded the .. .S? "001D2000 b& 8%>I 2006 .n.nternational . *eople-B00 (*-B00) b& MA.!ame .6$ billion (G100 million) from a hugel& su. 1" .*? to build a ne(• • • • 1""3 . e-.hed the %e.) the first o-erseas subsidiar& 1""# .orporated 0B% 4mb1) 4erman& in.h 0ahindra has (on the bid for Sat&am Bomputer Ser-i.ilit& in *une) to house about ")000 staff. %e.hnologies.. Assessed at 2e-el $ of S5.orporation of 0B% . • 2007 .ertified to .ertified to ..h 0ahindra (ins bid for Sat&am.

e in %raining (5mplo&er Branding A(ards 200<-200") =Best ?-erall A(ards 200") e.ategor& b& 100= (.ellen.A)AR S & RECOGNITIONS • an'ed O1 in Soft(are .oms ?perations 0anagement S&stems E 8orld(ide) 2006-200<: 0a& 200" • .ruiting C Staffing ?rgani3ation of the Jear A(ard= ( ASB.A?*=s Annual 2isting of the 8orld=s Best ?utsour.ndia b& Ioi.e C @ata) 200" (IC@100 an'ing) • an'ed 11th 2argest %?0S -endor b& 4artner in :0ar'et ShareD Ser-i.e 200< (0BA0<) to Ban-as0 20 .hnolog& Fast $0 .e *ro-iders) • • • • @eloitte Bompan& in .ndia (!ASSB?0 200<) 10th 2argest .e in %raining (5mplo&er Branding A(ards 200<-200") Business8ee' A(ard for Asia9s Best *erforming Bompanies) 200< an'ed 2nd in Soft(are pro-iders of .ndia 200< A(ard for 5/.ellen.hnolog& Fast $00 A*AB 200< @eloitte %e.%-B*? 5mplo&ers) FJ 07-0< (!ASSB?0 200<) A(ard for PBest Start-up Bompan&Q at 0obile Bontent A(ards C Bonferen.B • • • • A(ard for 0anaging 1ealth at 8or' (5mplo&er Branding A(ards 200<-200") A(ard for 5/.n the 2eaders Bategor& in =%he 200" 4lobal ?utsour.e A(ardQ b& Frost C Sulli-an) 200< 6th 2argest Soft(are Ser-i.e C @ata) 200< (IC@100 an'ing) • • • • P4ro(th 5/.

% and .al 4ro(th 2eadership in %ele.t .B% A(ards 2007) • %he 5lite member of the @eloitte %e.luding 1ard(are) Se.ellen.hnolog& Fast $0 .om Soft(are (Frost C Sulli-an Asia .n the 2eaders Bategor& in =%he 200< 4lobal ? A(ard= (Asia * Ser-i.ellen.%eS (e/.e A(ard 2007) 3rd largest BSS S&stems . 1 0 e/.ti.ndia (2007) %he Brand 2eadership A(ard b& the Asia Brand Bongress) 2007 • IT SERVICES AND TELECOM SOLUTIONS 21 .ifi.ntegrator and $th largest BSS Iendor (4artner-@ataquest) 8orld 8ide Anal&sis 2000-2006) published in 2007) • *rodu.e *ro-iders) • =?rgani3ation (ith the most inno-ati-e 1 4lobal 1 pra.ndian 5/porters 5/.ellen.A?*=s Annual 2isting of the 8orld=s Best ?utsour.oms ?perations 0anagement S&stems E 8orld(ide) 2006-2007: April 200< • :Best Billing Solution: Bategor& at :Billing and ?SS 8orld (BR?SS) 5/.ing 100= (.e A(ards 200<:) April 200< • • %he Brand 2eadership A(ard b& the Asia Brand Bongress) 200< =Best ?-erall A(ards 200<) e.ruiting C Staffing ?rgani3ation of the Jear A(ard= ( ASB.• A(ard in P2argest e-enue Bategor&Q of P.B% A(ards 2007) • Ierti.B • .torQ b& @CB E 5B4B .e A(ards) 200< • an'ed 12th 2argest %?0S -endor b& 4artner in :0ar'et ShareD %ele.nno-ation A(ard for 5nterprise @ 0 (Frost C Sulli-an Asia .

%he .%e.h tele.ifi.h 0ahindra is .enters in.'ed b& Mualit&.ation de-elopment) implementation) maintenan.ess b& (ell-established methodologies) tools and te.ommer.ompan& has 1$000 professionals9 ser-i.hnologies and . .es ranging from .h 0ahindra is also BS77"" .lient business pro.ies) And .hniques ba. 0a+orit& o(ned b& 0ahindra C 0ahindra) .t has a ri.% pro-ides a (ide -ariet& of ser-i.t has gro(n in a rapid (a& to attain the position the <th largest soft(are e/porter in .% segments) from -arious offshore de-elopment .ated to qualit&. . %e.ndia9s fifth largest .e and produ.ustomer interests) And .ertified and is also a S5.onsulting to s&stem integration) design) appli.ustomers 22 .reating -alue for our share holders and .ompan& has ser-i.ndia and >H and 13 sales . (B%)) 5urope9s heritage) integrates domain e/pertise in ?SS and Business Support S&stems s&stems) intelligent leadership and a global (or'for. %o be the global leader in industr&) Building on our te.e .enters in Ameri.ond largest tele.h 0ahindra adds -alue to .lients in -arious .e pro-ider) .enters.ities in . %he .t %o the tele.ompanies (orld( 5urope and Asia-*a.e premium tele.-B00i 2e-el $ organi3ation.ial group) in partnership (ith B% *l.ertified at all de-elopment . %e. To be the leading global software solutions provider to the telecom industry.ndia and solutions %he .om ser-i.% strateg& and .e ad-antage to deli-er ser-i. Mission Statement. %e.S? "001D2000 .luding 7 .ompeten.h 0ahindra is the global leader in deli-ering the end to end .

% ser-i.t is ran'ed b& !ASB?00 as the eight largest . 13 regional offi.T#E 1A'UE T#AT RI1ES TEC# MA#IN RA %e. 2.lients su.enters) one in >nited Hingdom and si/ in . AchieBements 1. Bustomer satisfa.h as A%C%) and the& ha-e also .ess the& foster an en-ironment to instill these -alues in e-er& aspe..ountries (ith . Borporate .h 3.h mahindra has se-en soft(are de-elopment .it& $. *rofessional approa.reating remar'able -alue gro(th through inno-ati-e R.ation to(ards qualit& 6.tion first #. %he integrit& of indi-idual Infrastructure %e.iti3enship 2.ndia.ountries li'e %hailand) 0ala&sia and .es spread o-er >H) >SA) 4erman& et. Bustomer . 23 . @edi.reati-e solutions and partnerships. %heir -alues are at the heart of their business Rbrand name and are essential to their sustained su.h mahindra is mar'et (ith .e in the 5uropean mar'et) the& ha-e gro(n in !orth Ameri.ture in south Asian .lients in .used on .. .t of their organi3ation 1.ndia (mumbai.onte/t of e/port re-enue.entri. %he relationship (ith B% has gi-en an edge) no( the& ha-e an established presen.ome into pi. Bhennai) pune) Bangalore) 'ol'ata) noida).es in .

%heir re-enue gre( at the annual gro(th rate of 26F and their no of emplo&ees gre( at an annual gro(th rate of 2#F in 200#-2006. 2. 8orld leading e/perien.tions.rease manual intera.hain of . 7. %here is a requirement to integrate (ith business partners) suppliers) .edures 2# .ord in tele. TEC# MA#IN RA A 1ANTAGE 1.t implementations require integrationRunifi.%his is a 'ind ser-i. %he . industr&. . Solution inte8ration is crucial in different domains of or8aniGation due to different factors> 1.esses a.rease in-entor&.ompan& has fle/ible pro.ess C net(or's need integration.3.n.e is of t(o de. %here is requirement of business pro. Appli.tionsRtransa. %here is a need to de. SER1ICES Solution inte8ration.ti-e solutions to their . 0ulti .ross organi3ation9s entire -alue . *ost mergers a.' re. #.hange needsRrequirements. .ustomers to de.ades no( 3.lient to identif&) de-elop and implement the most effe.ustomers) partners) suppliers and emplo&ees.ation (ith other e/isting s&stems.ation outsour.e that enables .essar& 6. !e( produ.quisitions) pro.reased business -alue is demanded $.n-estment ma/imi3ation is ne. 2.tas'ing s&stems for -arious domains.

ountabilit& is assured .e has gi-en edge to mar'et penetration and .& is pro-ed in the field of re E engineering solutions) on .ore business strategies.reased net(or' .ore .h is used to anal&3e .es.ost effe.ess in .ti-e in produ.lient9s business need to implement soft(are s&stems.onte/t to outsour.h 0ahindra pro-ides an e2e is .es pro-ide an opportunit& to .&.ing ser-i.omplete range of . Business toda& fa.onsulting ser-i.ontrol.reased budgets and it is found that traditional solutions to these .ing is pro-ided.hallenges .es in.&.ustomers to outsour.ompetiti-eness in emerging mar'ets. APP'ICATION E1E'OPMENT AN MANAGEMENT Consultin8 %he organi3ation offers . GloCal Mana8ed SerBices %he 'e& to su. %he strategi. %he . BPO SerBices %his is a logi. 4lobal managed e/tension of .e business and operations pro.tion from their .ess) high standard of qualit&) .es to a managed ser-i. (hi.. A spe.iali3ed team is .ompli.'age to its tele. %his is also effe.% is on S2A9S that impro-es effi.ompeten.ien.e pro-ider.urrent s. 2$ . ?rgani3ations are therefore loo'ing at outsour. %e.ture and pro. %he fo.ess.reated (hi.h 0ahindra9s managed ser-i.ti-e and the ris' is lo(.ilities in .auses distra.#.enario is fo.t e-aluation.lients) %he global te.ations) -aried band(idth needs) and de. ..h has the e/pertise to manage an enabling infrastru.

B*? (B>S.esses) and along (ith B*?) B*? in-ol-ement is needed as he be able to tell his needs better on.onfiguration of those pro.e the business modeling is 26 .uments) if .e to as' the B*? to .lients emplo&ee (ho has 'no(ledge of the .t manager do it.h 0ahindra are done in follo(ing phasesD Sco5in8 8hat needs implemented) (hi.ti.ess.lients ma& not require finan.lient business pro.S? .!5SS * ?B5SS ?8!5 ) is the . there is le-el E2 training is done for B*? so he is made a(are of all the required transa.olle.ertified) reports and forms at this stage and anal&3e ho( and (hen the reports Rforms are generated) 8hat is the sour.tions the B*? ma& negle.harts to understand business pro. %he pro.onstru. it is a good pra.e of help more about SA*. After its . Some pro.#UMAN RESOURCES PROCESS AT TEC#M • • *ersonal administration (*A) *ersonal de-elopment (*@) Im5lementation 5rocess %he pro+e.h sub modules are required be implemented) some .S? do. %his is .esses probabl& a middle management e/e.ompletion B*? starts learning (ith the .t flo( .lient is .esses are mapped to SA*.tion of all the .tions in SA*.h ma& arise later.esses are not sure (hether the& are present in SA* or not (e tr& to do a .ould more than one) .ial be.ause if there is a miss on an& transa.t some of business pro.ts (hi.esses (hi.h are underta'en b& te.uti-e) it .e management) e/ample) mar'eting people along (ith pro+e.

t is best to test the B@Bs that &ou need for uploading information at this stage) so that there is realisti.ument that is used to perform the integration in the reali3ation phase. %he master data format is being de.tionsRdomains is done b& B*?s and end user) this helps to . 27 .he.tion..t the master data.onfiguration in the module .ided upon) so that B*? is able to . Inte8ration testin8 After unit testing is o-er then .. ABA* spe.tion ser-er.ations is needed or not and so on) the B*? in-ol-ement should be in-ol-ed and do.ations are deli-ered to forms reports s&stems modifi.olle.omplished) (e (ill also be made a(are the gaps bet(een as E is and to E be) here de.onfiguration ta'es pla.tions) on. %his is the do.onte/t to integration bet(een -arious fun.onfig is mo-ed to the produ.ations) et.ifi. data and B@Bs are tested.a. Business Clue 5rint 1ere the as-is and to-be and gap anal&sis is understood.' if an& issue9s are there in .onfiguration is mo-ed to the qualit& se-er) (here testing for all the fun..ument e-er&thing.isions has to be made as to (hether an ABA* de-elopmentRs&stem modifi.e it is appro-ed from the MA se-er . RealiGation 5hase %he .e in the de-elopment ser-er (there are three domains E de-elopment) qualit&) produ. Unit testin8 B*? and fe( 'e& users are in-ol-ed to test the .

esses to identif& and anal&3e the 4aps b& ans(ering questions li'e) (hat does e%?0 mean to these pro.esses (ere built up b& using the e%?0 business pro.1A'UAB'E C'IENTS O% TEC#M Ma?or clients of Tech Mahindra in ERP are> 1.Q 2< .ond gro(th phase here in Asia (e find these pro. 05A Bang'o' Clients Testimonials P. %he .Q BT GROUP %a'ing %0F Batal&st initiati-e) %e.e and .ellent support and for the good team(or'.ess frame(or'.h mahindra9s se. British tele. 0otorola #.A %he =%o Be= pro. .esses) (here .s: pro.h 0ahindra. am proud to be a part of te.t has sho(nRmaintained a -er& important role in B%9s strateg& and pro-ing to be stronger partner.h 0ahindra for the e/. A%C% 3.redit goes to %e. 8e (ill al(a&s loo' for(ard to (or' (ith 2.esses in the e%?0 mapping) et. 0ahindra C 0ahindra $.ifi.h 0ahindra studied our :As .ndia is a -er& important mar'et for B%) Business is gro(ing at fast pa.

ession planning and deepl& imbedded organi3ational 'no(ledge and either hold on to their emplo&ees tight or lose them to .ntelligent emplo&ers al(a&s realise the importan.ustomer satisfa.hanged in re. .omes a po(erful re. 5mplo&ee retention matters as organi3ational issues su. A strong retention strateg& be. Iarious estimates suggest that losing a middle manager in most organi3ations . .ndian metros at least) there is no dearth of opportunities for the best in the business) or e-en for the se. .al to the longterm health and su.ompetition. For gone are the 2" ..e of retaining the best talent.ourages . .tion) in.ies and pra.ent &ears.h are in-ol-ed..h as training time and in-estment. 1en.ti. effort b& emplo&ers to .reased produ. etention of 'e& emplo&ees and treating attrition troubles has ne-er been so important to . ho(e-er) things ha-e .olleagues and reporting staff) effe.ostl& .riti.n prominent .e failing to retain a 'e& emplo&ee is a .e that address their di-erse needs.t sales) satisfied .enario. etaining talent has ne-er been so important in the . in pla.n an intensel& .ostl& proposition for an organi3ation.reate and foster an en-ironment that en.ruitment tool. lost 'no(ledge.ti-e su.'ITERATURE RE1IE) 5ffe.andidate sear.ndian s.hing from ea.t that retaining &our best emplo&ees ensures .t is a 'no(n fa.ti-e emplo&ee retention is a s&stemati.ompanies.ompetiti-e en-ironment) (here 1 managers are poa.ess of an& organi3ation.osts up to fi-e times of his salar&. etention of 'e& emplo&ees is .ure emplo&ees and a .urrent emplo&ees to remain emplo&ed b& ha-ing poli.h other) organi3ations .ond or the third best.

reased produ.% .ustomer satisfa.tors. .t that) retention of 'e& emplo&ees is .ted and then further groomed to the su.ess of an& organi3ation.ompanies (here fresh talent is intensi-el& trained and indu.ompan&.tor and B*?.tl& lin'ed to) satisfied .n this s.ompanies are as high as #0 per . %hough B*? industr& shoots ahead at #0 to $0 per .ompared to other often pro-e dear.riti.hoi. .tl& to qualit& (or') .enario) the loss of a middle manager .tors (here the attrition le-el is mu. .. 1en..t sales and e-en to the image of a ..e of emplo&ees is often lin'ed dire.ostl& proposition for an& organi3ation.e) failing to retain a 'e& emplo&ee is a . %he performan.ent. %his might be (orse for B*? .e.ti-e su.essi-e stages.ostl& .ession planning and deepl& embedded organisational 'no(ledge and learning. For e/ampleD . 5mplo&ee retention matters) as) organi3ational issues su.) are in-ol-ed. !o() opportunities abound.h et. 8hereas the same is often indire.' to an emplo&er for &ears for (ant of a better .ndia) 1A2) @ @?) BA B (here the attrition is nearl& $F or less than that 5mplo&ee 30 .andidate sear..tion) and in. Iarious estimates suggest that losing a middle manager in most organi3ations) translates to a loss of up to fi-e times his salar&.al to the long-term health and su.t is a fa.da&s) (hen emplo&ees (ould sti.% se.ndia there are fe( se.olleagues and reporting staff) effe.ent a &ear) it is no( losing 3$ to #0 per .h as training time and in-estment) .n fa.h larger .n . . 8here as there are organi3ations li'e Air .t) some reports suggest that attrition le-els in . %he onl& (a& out is to de-elop appropriate retention strategies.ent of its 3$0)000-odd emplo&ees as (ell.

ommitment and enhan.?! %hese basi.oming a(are of these reasons and adopting man& strategies for emplo&ee retention. %here is no dearth of opportunities for a talented person. 1iring 'no(ledgeable people for the +ob is essential for an emplo&er.h o-er to some other more suitable +ob.ourage . But retention is e-en more important than hiring.ommuni.orporate initiati-es.e (or'for. %here are man& organi3ations (hi.h are loo'ing for su.are of on 31 . .h emplo&ees. %he reason ma& be personal or professional.n toda&9s en-ironment it be.e support for 'e& . needs other than routine and future 1 *riorit& before it be.ti-e em5lo6ee .%. tas's are to be ta'en .etention Strategies helps organi3ations pro-ide a lot problem in emplo&ee retention these da&s.ation to impro-e . A%% . “Employee retention is a process in which the employees are encouraged to remain in the organization for the maximum period of time.ompetent emplo&ee to remain in the organi3ation for the ma/imum period of time. .omes late. 50*2?J55 %> !?I5 2. Borporate are fa.” 5mplo&ee etention in-ol-es ta'ing measures to en.f a person is not satisfied b& the +ob he is doing) he ma& s(it. %hese reasons should be understood b& the emplo&er and should be ta'en . %he organi3ations are be.are of. There are various HR issues the corporate deals: 1.omes -er& important for organi3ations to retain their emplo&ees.

h aside) failing to retain a 'e& emplo&ee is ..ent of his salar&.h as training time and in-estment. 2a. 0anagers readil& agree that retaining &our best emplo&ees ensures . Iarious estimates suggest that losing a middle manager .ement $.andidate sear.tion) produ.ti-e su. )#! PEOP'E 'EA1E T#EIR JOBA 8ith retention being su.ure . . %he loss of a senior e/e.uti-e is e-en more .o-(or'ers and reporting staff) effe.nappropriate fit for the role used to retain remaining staff. mourning) inse.ulture #. *roblems (ith a manager or super-isor 7..nadequate re.iation 6.o-(or'ers and a .osts an organi3ation up to 100 per. 2osing .ludingD 1. >nmet e/ to the long term health and su.tations 2.ompensation 32 .ognition and appre. @issatisfa.)#! RETENTIONH He& emplo&ee retention is .ostl& .ostl&. lost 'no(ledge.' of fit (ith .t sales) satisfied . ?rgani3ational issues su. 5/it inter-ie(s (ith departing emplo&ees pro-ide -aluable information that .ustomer staff members means other people in the departments are loo'ing as (ell.ostl&.ess of &our business.h a high priorit&) (h& are people lea-ing organi3ationsA Some literature suggests that people lea-e their +obs for a (ide -ariet& of reasons) in.ient opportunities for gro(th and ad-an. .ompan& . 5mplo&ee retention is one of the primar& measures of the health of the organi3ation.riti.tion (ith .riti. 2a.' of suffi.ession planning and deepl& imbedded organi3ational 'no(ledge and learning emplo&ee retention matters.

t is also the most .onfiden. 2a.'age pla&s a .e 33 .riti.ompensation pa. 8hile setting up the pa.'ages -ar& from industr& to industr&.ompensation pa.ompensation pa.ompan& andRor leadership RETENTION IN1O'1ES %I1E MAJOR T#INGS> ? Bompensation ? 5n-ironment ? 4ro(th ? elationship ? Support COMPENSATION Bompensation .ti-e .ess.onstitutes the largest part of the emplo&ee retention pro.e 10.<.t is the biggest .ommon fa.ludes salar& and (ages) bonuses) benefits) prerequisites) sto.' options) bonuses) -a. So an attra. 2a.e @earness allo(an. Stress ".' of (or'Rlife balan.'ages.'age.omponent of the .'ages) the follo(ing . . (age 1ouse rent allo(an.' of .omponents should be 'ept in mindD Salar& and monthl& (ageD .tations regarding their .. Bompensation in. IT INC'U ES> • • • Basi.omparison among emplo& role in retaining the emplo&ees. Bompensation pa.e in the . %he emplo&ees al(a&s ha-e high e/pe.ations) et.tor of .

are of them in bad times.t in.e is a great benefit to the emplo&ees.eD 1ealth insuran.ars) et. %hese in. 5.e and his .ontribution to the organi3ation..t ma& in.)) dis.enti-es help retain emplo&ees in the organi3ation=s startup stage.e an indi-idual has.lude emplo&ee assistan.rease should be based on the emplo&ee9s performan.t in.enti-es in.ompan& produ. BonusD Bonuses are usuall& gi-en to the emplo&ees at the end of the &ear or on a festi-al.. 0is. 1ealth insuran..ts) use of a .ession) et.e et.ludes pa&ments that an 5mplo&ee gets after he retires li'e 5*F (5mplo&ee *ro-ident Fund) et.ounts on . 2ongterm in. %ime to time in.onomi.ompan& .rease in the salaries and (ages of emplo&ees should be done.e programs (li'e ps&.ares about the emplo&ee and its famil&.enti-esD 2ong term in. After retirementD . 3# .CIT! COMPENSATOR! A''O)ANCE Salar& and (ages represent the le-el of s'ill and e/ .t also sho(s the emplo&ee that the organi3ation . benefitsD .hologi.ellaneous .' options or sto.ludes paid holida&s) lea-e tra-el . . And this in.t sa-es emplo&ees mone& as (ell as gi-es them a pea.ounseling) legal assistan.ompensationD .on.lude sto.e of mind that the& ha-e somebod& to ta'e .' grants. .

I 6earl6" S$I''S ANA'!SE B! COMPAN! TEC#NICA' S$I''S BE#A1IOURA' S$I''S 1) Bommuni.e 0anagement $) egulating 5mplo&ee .ommodation #) Fle/ibilit& to(ards (or' 3$ .ation s'ills 2) Attitude 3) A.For .areer *rogression and @e-elopment #) *erforman.RETENTIONS STRATEGIES A OPTE B! TEC# MA#IN RA Strate86 ada5ted C6 com5an6 for retention of em5lo6ees 1) ight 1iring 2) %raining emplo&ee properl& 3) e(arding .le Annual rate of em5lo6ee leaBin8 is 2I. -.&..

ation. 36 .$) 8illingness for 2#R7 dedi.

ti.areer %raining and learning opportunities Iisible) transparent and a.EMP'O!ERS & T#EIR $E! TA'ENT o o o o o o o o o o o o o o o o o o o o RI1ERS TO ATTRACT AN RETAIN 5arl& responsibilities in .e e.e.ulture Lob stabilit& 37 .oriented .ulture 4lobal opportunities through a -ariet& of e/posure and di-erse e/perien.ti.urit& and emplo&ee (elfare performan.ial se.essible leaders Bompetiti-e re(ards .es 2earning and gro(th opportunities Bompetiti-e re(ards ?pportunit& to gro() learn and implement Strong so.ognition Strong global brand Ialue-based en-ironment *ioneer in man& people pra..nno-ati-e 1 programs and pra.t (ithin the organi3ation Freedom to operate at (or' 5arl& responsibilit& in .ulture Strong -alues of trust) .es *erforman.areer Fle/ible and transparent organi3ational .es ?rgani3ation philosoph& and .aring fairness) and respe.

o o o o o o Bompan& brand ?pen ) transparent) and .ludes Bulture Ialues Bompan& reputation Mualit& of people in the organi3ation 5mplo&ee de-elopment and . . Peo5le Eant to Eor@ for an or8aniGation Ehich 5roBidesH • • • • • • • • • • Appre.ond home to the emplo&ee ?rgani3ation en-ironment in.ording to the managing (ith respe.areer gro(th 3< .us on managing the (or' en-ironment to ma'e better use of the a-ailable human assets.t to guiding prin.t is not about managing retention.aring organi3ation 0anagement a. ?rgani3ations should fo.iples %raining ad de-elopment programs 1igh degree of autonom& Ialue .iation for the (or' done Ample opportunities to gro( A friendl& and . .are of itself.t is about managing people.ompatibilit& ORGANIJATION EN1IRONMENT .f an organi3ation manages people (ell) emplo&ee retention (ill ta'e ..ooperati-e en-ironment A feeling that the organi3ation is se.

hnologies %rust 3" .• • • is' ta'ing 2eading te.

And (hen &ou9re shortstaffed) &ou often need to put in e/tra time to get the (or' done. %his la.hanging fa.ost of lost 'no(ledge.IMPORTANCE O% RETAINING EMP'O!EES T#E C#A''ENGE O% $EEPING EMP'O!EES .ontinuit& ma'es it hard to meet &our organi3ation9s goals and ser-e .ing an emplo&ee is estimated as up to t(i.ustomers (ell.e has stumped managers and business o(ners ali'e.osts mone&. 1o( do &ou manage this .h as middle management)) and this doesn9t e-en in. ➤ epla. Jou9re not the onl& one out there -&ing for qualified emplo&ees) and +ob sear.ruiting emplo&ees .isions based on more than the sum of salar& and benefits.tion high) &ou need to implement ea.h.ognition) and re( emplo&ees .e that emplo&ees (ant to remain (ith S and outsiders (ant to be hired intoA Successful mana8ers and Cusiness oEners as@ themselBes these and other Kuestions CecauseLsim5l6 5utLem5lo6ee retention matters> ➤ 1igh turno-er often lea-es .' of .e the indi-idual9s annual salar& (or higher for some positions) su. ➤ Bringing emplo&ees up to speed ta'es e-en more time. The Three Rs" of Em5lo6ee Retention %o 'eep emplo&ees and 'eep satisfa. %he .lude the .ustomers and emplo&ees in the lur.hallengeA 1o( do &ou build a (or'pla.ts .h of the three s.hers ma'e de. of emplo&ee retentionD respe. departing emplo&ees ta'e a great deal of 'no(ledge (ith them. #0 .onsumes a great deal of time and effort) mu.ost of repla. ➤ e.h of it futile.t) re.

Res5ect is esteem) spe,ial regard) or parti,ular ,onsideration gi-en to people. As the p&ramid sho(s) respe,t is the foundation of 'eeping &our emplo&ees. re(ards (ill ha-e little effe,t if &ou don9t respe,t emplo&ees. e,ognition and

Reco8nition is defined as Pspe,ial noti,e or attentionQ and Pthe a,t of per,ei-ing ,learl&.Q 0an& problems (ith retention and morale o,,ur be,ause management is not pa&ing attention to people9s needs and rea,tions.

ReEards are the e/tra per's &ou offer be&ond the basi,s of respe,t and re,ognition that ma'e it (orth people9s (hile to (or' hard) to ,are) to go be&ond the ,all of dut&. 8hile re(ards represent the smallest portion of the retention equation) the& are still an important one.

Jou determine the pre,ise methods &ou ,hoose to implement the three

s) but in

general) respe,t should be the largest ,omponent of &our efforts. 8ithout it) re,ognition and re(ards seem hollo( and ha-e little effe,tTor the& ha-e negati-e effe,ts. %he magi, trul& is in the mi/ of the three.


8hen &ou implement the Pthree follo(ingD ➣ Increased 5roductiBit6 ➣ Reduced aCsenteeism ➣ A more 5leasant Eor@ enBironment *for Coth em5lo6ees and 6ouM0 ➣ Im5roBed 5rofits Furthermore) an emplo&er (ho implements the three s (ill ,reate a hard- to lea-e sQ approa,h) &ou (ill redu,e turno-er and en+o& the

(or'pla,e) one 'no(n as ha-ing more to offer emplo&ees than other emplo&ers. Jou be,ome a hard-to-lea-e (or'pla,eTone (ith a (aiting list of appli,ants for an& position that be,omes a-ailableTpurposefull&) one da& at a time. A steadfast 5hiloso5h6 that sets Em5lo6ee Retention Strate8ies a5art> U >ses onl& resear,h-based) theor&-supported approa,hes to impro-ing emplo&ee engagement. A-oided are gimmi,'s su,h as emplo&ee of the month) suggestion bo/es) pri3es or other P,arrots.Q 8hile ,ommonl& used) these short-term fi/es fail to produ,e genuine emplo&ee lo&alt&. U 5mplo&s an eas&-to-understand s&stems approa,h to ensure the root ,auses of turno-er are addressed and the potential for lasting ,hange unleashed. U Bustomi3es all a,ti-ities to &our organi3ation9s unique histor&) ,urrent pra,ti,es and strategi, ob+e,ti-es. Also ,onsidered are ,hallenges unique to &our industr& se,tor) ,ompetiti-e mar'etpla,e issues and talent shortages.



.n-ol-es those responsible for implementing ,hange in a,tuall& ,reating the ,hange) ensuring input and impro-ed shared understanding and support of all initiati-es.


.ntegrates hands-on) a,tion-oriented approa,hes that enable organi3ations to mo-e for(ard qui,'l& and effe,ti-el&


e,ogni3es the resear,h-pro-en role of no-,ost strategies in de-eloping the PglueQ that builds emplo&ee lo&alt& and ,ommitment.


Brings to &our organi3ation leading-edge organi3ation-de-elopment best pra,ti,es to effe,ti-el& and qui,'l& build a retention-ri,h ,ulture.


: After &ears of stud& and e/perien. 1o(e-er) studies sho( that these efforts are not enough to retain good emplo&ees (hen the support that is needed to a. Bompanies ha-e tried man& different programs and per's to hold onto good emplo&ees.essful at their +obs) thus redu.enter of $EiDs Em5lo6ee Retention )heelF are trul& (hat gi-e emplo&ees a .onsistent reason for sa&ing :no than' &ou: (hen tempted (ith a :s(eeter offer.h is not as important or re-ealing as the reasons the& sta&.iated (ith un(anted emplo&ee turno-er.e) H5i has determined) and presented in the etention 8heel) (hat fa.osts asso.t on 'eeping emplo&ees.. H5i has used this information to gi-e emplo&ers the tools to meet the .ountless indu.ess is not adequate.urrent emplo&er.ements offered) onl& those identified in the . 0an& :e/perts: d(ell on the reasons emplo&ees lea-e) (hi.KEI’S EMP'O!EE RETENTION MANAGEMENT )#EE' A OPTE B! BPO COMPANIES AS 'I$E AS TEC#M %he first step to impro-ing &our emplo&ee retention is to understand (h& emplo&ees sta& (ith their . onDt )aste !our Mone6 on Thin8s That onDt Ma@e a ifference""" Among the the high .hie-e +ob su.tors do ha-e the greatest impa.ore needs that 'eep emplo&ees su. ## .

.e. (2) etention pro.essfull&. H5i=s .esses must dire.nternet-based tools that gi-e emplo&ees s&stemati.. #$ .iall&.USING T#E )#EE' TO IMPRO1E EMP'O!EE RETENTION H5i=s 5mplo&ee etention Strateg& is based upon t(o primar& beliefsD (1) .) ongoing support to be su..entration on the .on.ess to hire the right people in the first pla. need to perform m& +ob su.essful in their (or' and satisfied (ith their emplo&ment.essful) satisfied emplo&ees sta&. The Center of $EiDs Em5lo6ee Retention )heel> EIG#T %ACTORS efinition of successful> m& +ob is helping me to gro( personall&) professionall& and support the reasons that su.enter of the 5mplo&ee etention 8heel pro-ides emplo&ers (ith .t is diffi. efinition of satisfied> m& emplo&er is pro-iding (hat .ult for emplo&ers to retain good emplo&ees if the& don=t ha-e a pro.

ess to ..ess that gi-es emplo&ers a (a& to -erif& the a.ies.ess.ess to gi-e emplo&ees a (a& to e/press (hat is most important to a.t the .ess that gi-es emplo&ers a (a& to . %his :5mplo&er 0ission Statement: is about ho( and (ho &ou hire) ho( &ou treat them) and the organi3ation=s -alues as an emplo&er.h for their (or' en-ironment.tors that are most .ommuni.t is about ma'ing sure that the Ialues for 5mplo&ingN are .'age that goes be&ond salar& and traditional benefits.hie-e +ob su. SORTING APP'ICANTS A pro. a pro.ated to &our emplo&ees and .riteria. C#OOSING EMP'O!EES A pro. and a pro.omprehensi-e (a& to . %IN ING CAN I ATES A pro..ate to +ob see'ers (hat it ta'es to a.ess.%hese ei8ht central pro.learl& define the (a& super-isors are e/pe.esses of the 5mplo&ee etention 8heel are the fa. ATTITU E %OR EMP'O!ING A pro.ted to intera.ess that gi-es emplo&ers a .al to an emplo&ee=s +ob performan.t (ith emplo&ees.essfull& perform the target s'ills.andidates (ho fit this .e su.ation #6 .t is about the total emplo&ment pa.& of resumeRappli.ommuni.ess that gi-es emplo&ers a (a& to define the spe.. .ess to gi-e emplo&ers a (a& to demonstrate :5mplo&ing Ialues: through emplo&ment poli.ifi. ..hie-e short-term and long-term +ob su.onsistentl& implemented throughout &our organi3ation.ura. and a pro. inter-ie( questions that pro-e +ob see'er abilities to su..onfirm (hether the attitudes and beha-iors of +ob see'ers are a mat.ess) and to attra.riti.

ulum: and to :measure the learning effe.ess that gi-es emplo&ers a (a& to define and .essful.ti-eness: from the training e/perien.: :(h& the emplo&ee=s +ob e/ists.urri.ess that gi-es super-isors and emplo&ees a (a& to (or' together to build personali3ed plans for impro-ing ea.ess that gi-es emplo&ers a (a& to pro-ide emplo&ees (ith e/tra in.isions.ess.hie-e +ob su.: :(hat ma'es the business organi3ation su.ess that gi-es emplo&ers a (a& to pro-ide essential information (from fi-e . RE)AR ING EMP'O!EES A pro.ash generating business goals. IMPRO1ING EMP'O!EES A pro.ate e/a.ommuni.riti.: and :(hat it (ill ta'e for the emplo&ee to a.enti-e in. and a pro.ess that gi-es the emplo&er a (a& to :deli-er s'ills-impro-ing training .ome that is earned through the a.: IN%ORMING EMP'O!EES A pro..h emplo&ee=s priorit& +ob s' information sour. STARTING EMP'O!EES A pro. #7 and inter-ie( responses.hie-ement of . and a pro.ess that pro-ides a (a& for ne( emplo&ees (before performing the +ob) to understand :(h& the emplo&ers business e/ ho( indi-idual emplo&ee salaries are that is needed b& emplo&ees to ma'e dail& (or' de.

Sho( e-er&one the role the& ha-e to .ome essential if &our organi3ation is to be produ.ti-e o-er time and .onne. +" Get 6our em5lo6ees to N%all in 'oBeN Eith 6our or8aniGation" Bommuni.riti. #oE do 6ou 8et 6our em5lo6ees to Nfall in 'oBeN Eith 6our or8aniGationH This is a 8reat Kuestion" Some recentl6 conducted research lists these TOP TEN STRATEGIES> -" Treat 6our em5lo6ees li@e 6ou treat 6our most BaluaCle clients" .ation in (or' teams..ate &our -ision in a .ited submissions due to their histor& of e/.ellen.heaper to 'eep &our good emplo&ees than it is to hire and train ne( ones.ting the best . Jour top 202$F should be .h other for support and to impro-e .andidates (ho 'no( of &our be.e in emplo&ee retention.t is .' re.ompanies do not ha-e to re.ord for .ome an important part of &our hiring strateg& b& attra. A etention Strateg& has be.ontribute to this -ision. #< .10 WAYS TO RETAIN YOUR EMPLOYEE etaining 'e& personnel is .ause the& to long term su.aring for emplo&ees.ustomers.ompelling (a&.ess of an organi3ation. Breate opportunities for people to .ommuni.e &our top . .ei-e so man& qualified unsoli.t) some .t (ith ea.ourt and then ser-i.n fa.ruit be.ourted as &ou (ould .

4" Mone6 is im5ortant Cut it is not the onl6 reason 5eo5le sta6 Eith an or8aniGation" .essful in the position and fit (ell (ithin their .hange in a positi-e (a& (ith less sabotage) anger) resistan.ulture.e the training of .ommuni.ompanies are no( using assessments to more full& understand ea.ation is beginning to use this assessment pro.tion (ithin their spe.ulture.• Bapture the 1earts of &our (or'for.f &our . /" Stron8 retention strate8ies Cecome stron8 recruitin8 adBanta8es" 3" Retention is much more effectiBe Ehen 6ou 5ut the ri8ht 5erson into the ri8ht ?oC" $noE the ?oCM $noE the em5lo6ee and their motiBations" 1alf of the Fortune $00 .ants to help determine (ho (ill be su. Ad-an.ationD .ompan& .e (ithD Bompelling -ision R Balan.ompensation plan is in the top 20-30F of &our industr&) then mone& (ill often not be the reason (h& people lea-e. <" Em5lo6ee committees to hel5 deBelo5 retention strate8ies is a Ber6 effectiBe strate86" #" .. %his is essential for managing .ess in hiring.nternal listening is a priorit&) multiple lines of . %hese ben. .ompan&=s .ed Fibre Bommuni.ifi.e R Belebration-Fun ?pen Bommuni.ontinuous life-long learning.e) and fear.ompared against qualified appli.hmar'ed s'ills are then . %hese assessments are also used as a po(erful professional de-elopment tool to enhan.ation.h +ob and the soft s'ills that are required for top produ.

ompan& a better pla.ompan& has identified the top 2$F of their staff and .hni.osts less to 'eep good people than to .es for AFB) sa&s that her ." Reco8nition( in Barious forms( is a 5oEerful retention strate86" .enti-es to sta&.reates :bu&-in: from their staff and be open to emplo&ee input.ornerstones of their business) require spe.ating .ommitted to retention.#6F of people lea-e their +obs groups: to determine (h& people sta& at AFB and (hat the& might (ant to see .ompanies that are a. 1elp .ontinuousl& ha-e to repla.ompanies (ith the best retention per. %he .iated.ti-el& .hanged to ma'e AFB an e-en better pla. .toria *errault) I* of Administrati-e Ser-i.ause the& feel unappre.ial requirements and loo'ing for the best pa.ial attention.ogni3ed that the spe.ompan& poli. 2" RememCer( the N%un %actorN is Ber6 im5ortant to man6 em5lo6ees" 4reg *eters) *ast *resident and B5? of 0ahi !et(or's in *etaluma) is one of $0 .t does not ha-e to .e to (or'.ial people b& meeting their finan. Ii.ost a lot.ommuni. of 2abor .al e/perts that are the .reate :o(nership: in &our emplo&ees.'age of benefits that these people (ill find most positi-e as in.4et their inputV As') (hat do people li'e about (or'ing hereA 8hat (ould &ou li'e .hanged to ma'e &our .aters to these spe.ommittees that (or' as :fo.entages are the same .ompanies) su.h as Ad-an.e unsatisfied emplo&ees and managers.e to (or'A Some .ation (AFB)) ha-e re.e Fibre Bommuni. %he& e-en ha-e emplo&ee . >S @ept. :" 'eadershi5 must Ce dee5l6 inBested in retention" 0anagement must be s'illful .ies in a (a& that . %he& 'no( that is .ial engineers and te.

%he F>! a.tion) fun) and stress management.lusi-e be&ond (or'.ti-ities) this sets the tone in a .tions that are in.ompetition) healthR(ell-being) and intera.tor is part of the generation of (or'ers that use e/e. 4reg has en.ti-ities as stress management in highl& . %hough not e-er&one . $1 .ipate in ph& parti.onne.tions and amount of F>! in (or' teams.harged produ.tion en-ironments (here long hours are required.ulture based on .ouraged *ing-*ong tournaments and bas'etball leagues for interpersonal intera.uti-es (ho reported that retention is often related to interpersonal .

%o in. $2 .ognition) .ompanies use the (rong ta.h that point to far different solutions) man& . %&pi.ondu.ompan&) (ithin the industr& or (hen pa& doesn9t seem to mat.ontain some of Ameri.tsD Ier&-lo(-in.ti.auses leading to departure are related to issues that (ere unsatisf&ing in the +ob or the .tion are .tuall& lea-e a +ob for more mone&) there are t(o important fa.tion and retention.ome used to tr&ing the same ideas. *eople frequentl& sa& the&9re lea-ing for more mone& be. For the rest of (or'ers) the issue of mone& a.tuall& is about fairness. *eople be.ies and pro.hoi.ome dissatisfied (ith pa& (hen the& feel it is unfair (ithin the .tion.rease emplo&ee satisfa.ome (or'ers (ill lea-e for more mone& be.ted to learn (h& people lea-e an organi3ation) . Jes) pa& does matter.e and gro(th) (hether there are .ompeten.h sho(s most people don9t a. 8hile resear.a9s greatest issues that .hie-ement) re.ause dissatisfa.edures) qualit& of super-ision) (or'ing . %hese m&ths pre-ail) in part) be.ause businesses ha-e used these methods) ho(e-er (rong) for a -er& long time and ha-e be. M!T# O-> PEOP'E MOST O%TEN 'EA1E A COMPAN! %OR MORE PA!" 5/it inter-ie(s) .es about ho( (or' gets done and (hether emplo&ees feel respe.EMP'O!EE MORA'E PRE1ENT COMPANIES %ROM AC#IE1ING RETENTION SUCCESS @espite &ears of resear.ompan& poli.h the amount or t&pe of (or' required.s (hen tr&ing to impro-e emplo&ee morale) satisfa.ause it9s a sur-i-al issue.ted b& management.onditions) relationship (ith the immediate super-isor and salar&.tion and retention) . 0ore often the .ompan&..ompanies ma'e more gains b& (or'ing to impro-e (hether people feel a sense of a.ause it9s the easiest reason to gi-e.

%o the .TERM PRO%ITS AN IMPRO1E PRO UCTI1IT! AN MORA'E" So) (ho doesn9t li'e free stuffA 1o(e-er) in. but people indeed (ant the opportunit& to gro( and de-elop their s'ills) ad-an.ommitment.ommitmentD the . Jet) studies sho( that .e of impro-ing harm qualit& (hen emplo&ees aim for speed or other goals rather than qualit&.ompan& profitabilit& or emplo&ee satisfa.arrot-and-sti.reates emplo&ee .ognition of e/.M!T# O+> INCENTI1E PROGRAMS PRO UCE 'ONG. %he&9re reall& a thro(ba.ade) as management boo's touted the importan. %he same +ob ..oer.h as gifts and .enti-es .enti-es su. $3 .t and appre.omplishing (or' tas' be broadened to in.n.areers and ha-e the opportunit& for greater -ariet&.lude more -ariet&) more . *eople don9t need a +ob promotion in order to gain more responsibilit&.enti-es ha-e been o-er-used parti.onfirmsD *eople do (ant to tr& ne( things) to feel s'illful and to e/perien.ash bonuses for meeting speed and -olume goals don9t affe.iation for a +ob (ell done.tuall& does not pa& off in long-term .onta.h .ontrol o-er de.ontrar&) in.han.' moti-ation a.t emplo&ee .' to outdated management beliefs that (or'ers must be . All the e/tras don9t add up to the real glue that .hie-ement.tion or retention.e their .ed in order to (or' hard. M!T# O /> PEOP'E ON7T )ANT MORE RESPONSIBI'IT!" %he& don9t (ant more (or' if the&9re alread& o-erloaded due to lean staffing. Heep in mind (hat the resear. .e to learn and gro() meaningful (or') good super-isors and respe.t (ith different parts of the organi3ation and greater .e the personal satisfa.ularl& in the past de.tion of higher le-els of a.isions on a.ellent (or'.

and supporti-e management and super-isors (ho use an& mista'es that o.n these leaner times emplo&ers ha-e the same opportunit& to gain true lo&alt& despite lo(ered budgets.e ho( (or' gets done.ompanies that offer greater ..h more often.ustomer and the . M!T# O4> IMPRO1ING EMP'O!EE SATIS%ACTION IS EPPENSI1E" esear.urrent management studies are that the same qualities that hold emplo&ees are the ones that best ser-e the .ompanies) are more li'el& to a. $# .ording to re.t) .iation and being able to influen.e than in the past) and emplo&ers ha-e made great strides in pro-iding more fle/ible hours and dress .h tells us the true satisfiers . %hings ha-e .h more at ease in .antl& lo(er turno-er and higher morale.ustomersD 5mplo&ees (ho .quire ne( s'ills and mo-e to .areer gro(th) meaningful (or') respe.e to use more of their 'no(ledge and more (illing to ta'e the ris's of starting ane( at another organi3ation. 8hen the e. . 8hat has emerged in .M!T# O3> 'O!A'T! IS EA " !ot at all) though it is ailing in man& organi3ations.' de.ustomer ma'e qui. Still) people see' to ma'e a .ope of responsibilit& that allo(s them some freedom and le-erage to sol-e . emplo&ees (ho ha-e a broader s.hange .hanged) indeed.ontribution) and organi3ations that pro-ide health& doses of the main satisfiers en+o& signifi. learning opportunities that gi-e emplo&ees the s'illfulness to address .ompan&.an9t e-en be boughtD .ome mu.odes.ustomer issues. *eople are see'ing greater (or'-life balan. %oda&9s (or'ers (ill) in fa.hanging .ent resear. *rofits are higher) too) a.hing opportunities.isions on behalf of the .han.areers and +obs mu.onom& is good) people ha-e be.t and appre.h studies.ur as tea.

h are the 'e& fa.%he trin'ets and pri3es gi-en in re.urred to build or enhan.ation has a more positi-e impa.o(or'ers and genuine appre.iet& of %raining C @e-elopment) organi3ations that in-ested the most in training had higher gross margins and in.ustomers.e) super-isors (ho support people9s gro(th and initiati-e) training in ho( to do the +ob su. %he PglueQ that holds people is made of mu.ti-it& than a 10-per.iation for a +ob done (ell.rease in (or' an emplo&ee (ho lea-es has been estimated b& -arious studies to be bet(een 70 and 200 per.ost of repla.tion and profitabilit&) (hi.e in the bottom lineA Studies no( sho( that lo(er turno-er and greater le-els of emplo&ee satisfa.ompan& gro(th and sustainabilit&.h different stuffD 0anagement that listens and responds to emplo&ees9 ideas about impro-ing ser-i. U A.tsD U A strong lin' (as found in a stud& b& *ri..essar& ingredients for de-eloping an engaged (or'for. %here are no .tion ha-e a definite positi-e impa. $$ .t on produ. U %he Boun.osts in.e as rated b& .tors in .ent in.t on .e these moti-ators.ent of that (or'er9s annual salar&. U %he .il on Bompetiti-eness found that a 10-per.ent in.essfull&) good relationships (ith .ompanies9 . Bonsider these fa.ome per emplo& So.e.e(aterhouseBoopers bet(een emplo&ee retention and the qualit& of ser-i.ording to the Ameri. M!T# O<> EMP'O!EE SATIS%ACTION IS Q%'U%%"R @oes ha-ing engaged (or'ers ma'e a differen.rease in edu.ognition and re(ards programs aren9t ne..ustomer satisfa.

es in. 0ore importantl&) the amount of time that senior managers spend in dialogue (ith middle and line managers also is minimal. %he Pblame gameQ is old) &et the solutions are stri'ingl& similar to those required to build an engaged (or'for.ostl& mista'e is made (hen (e belie-e information from other se. M!T# O .tions of their middle managers and front-line super-isors.e and the support the& need in order to be su.tors doesn9t appl& to us or our supporting middle managers and front- $6 .reases profits. 8e build emplo&ee lo&alt& E and) indire.hallenges. . Su. 1o(e-er) the true failure e/ists in our understanding of their (orld) the . 0iddle managers and super-isors .n-esting in people and using the most appear resistant to impro-ement efforts.h studies .onomi. M!T# O:> SUPER1ISORS ARE T#E PROB'EM" 0an& senior leaders e/press disma& about the qualit& and a.n most organi3ations toda&) super-isors ha-e more people reporting to them than in the past) more demanding .tl&) . Still) the same results .ti..urring at the same time. Jet) the amount of training pro-ided to managers and super-isors in man& organi3ations is minimal.e. etention resear..onditions.ustomer lo&alt& E through pro-iding people (ith gro(th and learning opportunities) minimi3ing red tape) allo(ing people to thin' and ma'e good .ross all industries) all t&pes of (or' settings and in -aried e.ompan& is unique) and e-er& industr& has its o(n set of unusual .ti-e management pra.hallenges the& fa.ome up time and again.> M! COMPAN!SIN USTR!SPEOP'E ARE I%%ERENTM Jes) e-er& .hoi..hange E all o. 1o(e-er) a -er& ..essful organi3ations see' to build team(or' bet(een senior leaders and middle managers and line super-isors.essful. .ustomers than e-er and greater amounts of .

.hange. Failure of other programs due to lo( utili3ation.' lash from single (or'ers.iating the efforts that people gi-e to help our . BARRIERS TO SUCCESS • • • • • • 2a.t emplo&ee retention. 0anagers do not -ie( (or'Rlife initiati-es as business tools that impa.line super-isors and appre.nabilit& to pro-ide hard numbers.ulture does not support . Bompan& . . $7 .t9s do(nright dangerous to ignore these findings E ris'& to the bottom line and the organi3ation9s future.ustomers. Ba.' of support from management team.

' does not ne.tors that .n a pre-ious arti.rease o-er the .h (hat the regional $< . .an affe.ompiled another list of 10 important fa.e of emplo&ee retention and its impa. 4i-en the importan.h retirement age ma'ing it eas& for &ounger emplo&ees to find (or'.rease retention. T Offer a com5etitiBe com5ensation 5ac@a8e An& team member (ants to feel that he or she is being paid appropriatel& and fairl& for the (or' he or she does.h (hat other . Feedba.essaril& need to be s.urrent pro+e.e positi-e beha-ior. Shortening the feedba.t is also important to resear.tured.' about ho( the& are performing. T Shorten the feedCac@ loo5 @o not (ait for an annual performan.e e-aluation to .ohort of bab& boomers begin to rea.ompanies and organi3ations are offering in terms of salar& and benefits. .le (e identified some useful tips to help impro-e emplo&ee retention in &our organi3ation. 0ost team members en+o& frequent feedba.oming &ears as the massi-e .' on ho( an emplo&ee is performing.t on the o-erall health and -italit& of an organi3ation.e of retaining top organi3ational talent (ill onl& in.t emplo&ee retention in &our organi3ation.' loop (ill help to 'eep performan.ome due to gi-e do (onders for morale and help to in.FACTORS AFFECTING EMPLOYEE RETENTION AT TECHM 0ost managers understand the importan. simpl& stopping b& a team member=s des' and letting them 'no( the& are doing a good +ob on a . Be sure to resear.e le-els high and (ill reinfor.e of emplo&ee retention) (e ha-e .t .heduled or highl& stru. %he importan.

ompensation pa. Some emplo&ees en+o& the e/tra mone& that a. T Balance Eor@ and 5ersonal life Famil& is in.. Jou .e a (ee' to (at.ompetiti-e) team members (ill find this out and loo' for emplo&ers (ho are (illing to offer more .ement or ne( opportunities. 8hen (or' begins to put a signifi.h on.ogni3e the (arning signs and gi-e $" .ompanies o-ertime hours) (hile others (ould rather spend their time (ith their families or doing other a.ant strain on one=s famil& no amount of mone& (ill 'eep an emplo&ee around. Small gestures su.e the amount of un(anted o-ertime a team member must (or'.ompensation a-erages are for that parti.ular be sure that if &our .'age is not .'ages. .' in their position (ill no possibilit& for ad-an. T BeEare of Curnout Staff adequatel& to redu.h his son=s baseball game (ill li'el& be repaid (ith lo&alt& and e/tended emplo&ment (ith an organi3ation.f an emplo&ee appears to be bored or burned out in a . Stress the importan.redibl& important to team members. T The aCilit6 to 5roBide in5ut and Ce ta@en seriousl6 e.ompensation pa.ompetiti-e . !obod& (ants to feel stu.e of balan.urrent position offer to train this indi-idual in another fa.h as allo(ing a team member to ta'e an e/tended lun.ause of be a leading .ti-ities the& en+o&.et of the organi3ation (here he or she (ould be a good fit.and national . Burnout .ing (or' and one=s personal life. emplo&ees a brea' (hen the& need it.quire ne( s'ills and 'no(ledge useful to the organi3ation. T ProBide o55ortunities for 8roEth and deBelo5ment ?ffer opportunities for team members to a.

ension. T ProBide the tools and trainin8 an em5lo6ee needs to succeed !othing .ommitment and in-estment in that emplo&ee and (ill en. Jou (ouldn=t tr& to build a house (ithout a hammer) so (h& should an and people. T Mana8ement must ta@e the time to 8et to @noE team memCers .omplete his or her duties.essful sho(s a .an .omplaints that emplo&ees e/press in e/it inter-ie(s is a feeling that management didn=t 'no( the& e/isted.ule or .e-er&bod& is bus&) but it is .ourage emplo&ee retention.aused b& ha-ing to .ome from all le-el of the organi3ational . Breating a .ome from the most unli'el& of be more frustrating to an emplo&ee than a la.ial that managers and super-isors ta'e the time get to 'no( the team members (ho (or' under them. 2earn and remember a team member=s name) (hat s'ills and talents the& bring to the table) and (hat their business interests are..hes . Some of the greatest ideas .ulture (here input is (el. %he time spent b& management getting to 'no( team members is (ell in-ested and .' of training or the proper tools to su.. 1o(e-er e-er& team member (ants to feel that their input is (el.5-er&bod& has opinions and ideas) some are better than others. 0anagers are -er& bus& .hart (ill help &our organi3ation gro( and en.essfull& .an eliminate the T Ma@e use of a team memCerDs talents( s@ills( and aCilities 60 .e +ob be an& differentA *ro-iding a team member (ith the tools and training she needs to be su.ourage the team member to sta& (ith the organi3ation.t=s not a big surprise that one of the greatest .ontinuall& hire and re-train ne( emplo&ees.ome and (ill be ta'en seriousl& (ithout ridi. !obod& (ants to feel li'e +ust another spo'e in a big (heel.ondes.

e) sa-ing termination onl& as a last resort.tor.iates and also pro-ide (or' -ariet& and helps to brea' up the e-er&da& grind of (or'.tor.essRleadership strategies 5motional Fa.(1uge) .f a team member=s performan.tor. >tili3ing a team member=s talents in areas other than their .urrent position (ill related to their +ob des. REASON %OR EMP'O!EE TO COME TO TEC#M • *a&) 2o.ation) Benefits) Ad-an.ause the emplo&ee to lea-e the organi3ation.tor-the& belie-e in potential su.e is not (hat &ou had hoped it (ould be) (or' (ith that team member on (a&s to impro-e his performan.tor. .urit&) !ature ?f 8or') *ersonalRFamil& %ime. REASONS %OR EMP'O!EE TO STA! )IT# TEC#M • • • • • Bonfiden.iation %rust Fa.ognition) appre.he.ontribution) re.e Fa.ogni3es all that an emplo&ee has to offer to the organi3ation.ting the (orst.s are a good fit 2istening Fa.ement *ossibilities) Lob Se.All team members ha-e 'no(ledge) s'ills) and abilities that aren=t dire.ommitments 'ept (strong lin' to lo&alt&) Fit Fa. %his .2 (a&s.ription) but are still useful to an organi3ation. T NeBer threaten a team memCerDs ?oC or income 8hile threatening an emplo&ee (ith termination or demotion might seem li'e a surefire (a& to get the results needed from him or her) doing so (ill li'el& .promisesR.ate to an emplo&ee that management appre. *ut &ourself in the emplo&ee=s shoes) (hat is the first thing &ou (ould do if &our +ob (as threatenedA ?dds are &ou (ould probabl& update &our resume and start .IaluesRethi.'ing for open +ob postings e/pe.Are the& heard and -aluedA 61 .

an be ta'en to a-oid similar reasons from o.'le (or' at night and handle the monoton& department of be resol-ed. Steps .e the e-er& organisation is unique) these .ompeten.uss his reasons for lea-ing and e-aluate (hether his issues bear merit and (hether the& . >se ps&.an ta.'le their problems. 1uman esour.& s.ase of others) in similar positions. 62 .SOLUTION FOR THE PROBLEMS %IN ING T#E CAUSE O% ATTRITION 1a-e a sur-e& among emplo&ees to find the reasons for attrition.f a 'e& emplo&ee resigns) it should be ta'en up on a priorit& basis and the senior management should meet the emplo&ee to dis. . tests to get people (ho .ertain (a&s b& (hi. Sin.urring in the . )hat can Ce doneH %hough) it is impossible to s.rap problems totall&) there are . At the time of Recruitment • • Sele. .reening.t the right people through .ompanies must address these issues) and along (ith the management need to e-ol-e strategies to retain emplo&ees at all le-els.f possible) ha-e e/it inter-ie(s to 'no( the reasons for resignations.ompanies need to de-elop inno-ati-e (a&s to ta.h B*? managements .

ompetiti-e) benefits pa.'age.• • ?ffer an attra. 0a'e . Heep these promises) later.enti-es and other benefits.ti-e) . 63 .ed in.e enhan.lear of performan.

2isten and sol-e emplo&ee .essar& to do their +ob (ell .on..heerful and fun-filled as possible.lear.f there are .e) the (a& it should be done) ma/imum time that .learl& and thoroughl&. Frequent emplo&ee . %he details of the +ob) its importan. • *ro-ide the emplo&ees a stress free (or' en-ironment.omplaints and problems) as mu.ated to him . 4i-e them to emplo&ee retention.or the& (ill mo-e to an emplo&er (ho pro-ides them. 1elp emplo&ees manage stress) both at (or' and if possible) off (or' too.h as possible. %he emplo&ee must ha-e the tools) time and training ne. .ei-es is .an be allotted to .) must be made . %reat the emplo&ees (ell C pro-ide dignit& of +ob. Fairness and impartial treatment b& seniors is important.AT T#E O%%ICE • An emplo&ee9s (or' must be . 6# . • 1a-e a person to tal' to ea.essions) (hen in need.riti.h emplo&ee at regular inter-als. • %he qualit& of the super-ision an emplo&ee re.e .omplete it et.essar& tools) time and training. *eople (ant to en+o& their (or'.ial .hanges to an& of these) let the emplo&ee 'no( at the earliest • 4i-e the emplo&ees ne. 0a'e (or' and (or' pla.omplaints arise on this issue.

2. *ro-ide dietar& ad-i.ourage the best performers to share their e/perien. %ell them that their (or' is important.entrate on this problem and de-elop inno-ati-e solutions and (a&s to deal (ith it.NIG#T S#I%TS 1.. ?ne distin.) also ha-e night #. 3.ial lights in the offi.t disad-antage of night shifts is the sense of disorientation (ith friends and famil& members. et. ?rgani3e training) . Bon.tions et. Additional holida&s for (or' on national holida&s and festi-als) holida&s for famil& fun.@os and (ith others and guide others.tors to ad-ise them about health problems and the (a&s and means to deal (ith go a 2ong (a&.ient -itamin @. ?rgani3e programmes (here people from other professions) (ho ha-e night shifts tal' to B*? emplo&ees about their e/perien.e to ensure that their bodies get suffi. %he emphasis is to .. ?ther organisations li'e Arm&) ail(a&s) 1ospitals and -arious go-ernment ser-i.) .ounselling and de-elopment programmes for emplo&ees. 1a-e do. 6$ . . 1elp them to maintain their health.reate the desire to learn) en+o& and be passionate about the (or' the& do.f needed) pro-ide spe.eR(or'pla.eD .

ogni3ing an emplo&ee=s performan. U Send a than' &ou . 66 .redible. e.f a team member feels that he or she is appre.& . 8hen a business leader understands the po(er of re.ourages additional positi-e be as simple or as e/tra-agant as one desire. %he return on in-estment for a manager=s time and limited e/penses .ognition and mo-es in a positi-e dire.e reinfor.ognition in the emplo&ee=s file. 0an& might e-en as' (h& the& should re. 2et the emplo&ee 'no( &ou did this .ard. .an signifi. ?ften times a team member (ill greatl& appre. >nfortunatel& man& managers don=t understand the importan.iate the time &ou spent to find him at his des' and deli-er the message in person.ard or e-.tion helping to retain more emplo&ees.h more li'el& to repeat their beha-iors in the future and e-en put out more effort than be (ill let her 'no( that her hard (or' (ill not be forgotten.ument the reason for the re. %he follo(ing is a short list of simple (a&s to re.ognition .: %he truth is that re.ogni3e their emplo&ees (hen the& are :+ust doing their positi-e beha-ior and en.ts to this re.e of re.antl& boost team morale.e +ob: gi-en in regular frequen.op& the than' &ou and do.ogni3e team members for a +ob (ell done and impro-e retention in &our organi3ation. Also photo.ulture of an organi3ation rea.iated the& (ill be mu. U A simple :than' &ou: or :ni.ogni3ing emplo&ees for their hard (or' is one of the least e/pensi-e and easiest (a&s to impro-e the le-el of emplo&ee retention in &our organi3ation.ogni3ing a team member=s hard (or' and a +ob (ell done. 5mplo&ee re.ogni3ing his or her emplo&ees the .t seems that no( more than e-er emplo&ee re.EMP'O!EE RECOGNITION INCREASES RETENTION .ognition is limited at best in man& organi3ations.

h to re.'ets) gift .t (on) or surpassing of a sales goal in the .U 0o-ie redu.ompan& ne(sletter or at a staff meeting. %he approa.ellent re(ards for an emplo&ee (ho has e/. U Hno( ho( to re. %his .an -ar& greatl& b& generational .ertifi. !ot all staff members (ant to be singled out at a gathering of hundreds of fello( team members) (hile for others it (ould ma'e their (ee'.tations. 0ention the team member=s hire anni-ersar&) large .elled or put in the e/tra effort to ma'e a pro+e. U e.& for emplo&ees to feel that their super-isors ta'e all the .ohort. U e.ogni3e the team member=s .redit for their hard (or'.t happen.ontra.ogni3ing team members .ogni3e &our staff.ates) or an engra-ed gift are e/.e the tenden.ogni3e lo&alt& and e/.ontribution in front of members of management. Jou might seriousl& embarrass a bab& boomer b& ha-ing them stand up in front a 67 .eeding e/pe.

ord for Sears) losing almost # billion dollars on o-er $2 billion dollars in retail sales.ustomer-profit .ompelling pla.reating a .tion is essential to an& effe.RETENTION MANAGEMENT STRATEGIES #E'P TO RI1E RE1ENUE GRO)T# 5mplo&ee satisfa.ustomerprofit . ?ne of the tools used to establish these ob+e.tion has on their .ti-e emplo&ee retention strateg& .ontrast to nearl& a .reation starting (ith emplo&ee attitudes and satisfa.ompan& profits. Sears has put this .ti-esD Breating a . 1o(e-er fe( managers thin' of the impa. For Sears) something needed to be done) and fastV Sears began their turnaround b& identif&ing three 'e& ob+e.ompan& (as in near shambles) morale (as lo() re-enues (ere suffering) and the bottom line (as hemorrhaging red in'.e to (or') a .ommon assumption to the numbers test and the results are intriguing to sa& the -er& least.e to shop) and lastl& .ustomers better) and ultimatel& ma'e more mone& for the .ompelling pla. %his (as in star' .entur& of stellar results that Sears had .an& good 1 manager 'no(s that.e to in-est. %he earl& and mid 1""0s (ere trul& tr&ing times for the retail giant and tested the (ill and resol-e of managers and emplo&ees ali'e.ompan&) but fe( .t that emplo&ee assume that happier) more produ.ustomers and ultimatel& .ompanies ha-e anal&3ed this assumption to the e/tent that Sears) oebu.omfortabl& en+o&ed. %he emplo&ee-.ti-e emplo&ees (ill ma'e more sales) treat .hart that diagrams re-enue .ompelling pla. ?ne .ti-es (as the emplo&ee-.hain is essentiall& a flo( .' and Bompan& has. @uring this time the . 1""2 (as the (orst &ear on re.hain.tion) follo(ed b& 6< .

t emplo&ee satisfa.t on .$F in.ustomer (ithout first fo.ompared to re-enue and profit trends for the . 1o(e-er Sears too' an inno-ati-e approa.ted that lo( morale and poor emplo&ee attitudes to(ards the . A 0.e (as part-time status and turno-er among its part-time (or'for. %he results of this sur-e& (ere then +u/taposed to .rease 6" .ustomer fo. Sears on the .ale) there (as a subsequent 1.its effe.ustomer satisfa.rease in re-enue gro(th.tion le-els had on the bottom line.antl&.us.ustomer satisfa. ho(e-er the& (ere ama3ed to see +ust ho( great an impa.e had be. For Sears 70F of its (or'for.tion -ia a 70 question emplo&ee sur-e&.'l& and signifi. %his is often times easier said than done for man& organi3ations. For Sears this (ould equate to a 2$0 million dollar in.ome alarmingl& high.ess of measuring emplo&ee attitudes and satisfa.ompan&. %he . ?ne thing Sears reali3ed it needed to do (as e/ert a greater effort fo.ustomer-profit .orrelations dra(n from the data (ere greater than Sears .using on the .ould not better fo.ompan& (ere to blame.3F impro-ement in . Sears began a rigorous pro.ule) ho(e-er (hen it is based on re-enues of o-er $0 billion dollars it adds up qui.h fi-e point impro-ement on the emplo&ee attitude s.using on its emplo&ees.tion) and a 0.$F in.rease in re-enues a &earV %his re-enue in.hain) it reali3ed that it .ustomer satisfa.t on re-enue and bottom line profit generation.ould ha-e e-er imagined.tion) and ultimatel& the effe. %he data re-ealed that for ea. Based on the emplo&ee.rease in re-enue might sound minis.tion and ultimatel& re-enue and profit generation.reasing .tion sur-e&s and ultimatel& .ustomer.orrelation bet(een emplo&ee and .h to in. >ndoubtedl& Sears e/pe.ustomer satisfa.ted to see some positi-e .

on.iated (ith emplo&ee be attributed to impro-ed le-els of emplo&ee satisfa.tion and happiness of emplo&ees.tion Sears (as able to .ome as no surprise that happ& emplo&ees sta& in their +obs longer than unhapp& emplo&ees. .ommend shopping there to friends and famil& members.reasing emplo&ee satisfa.t should .tion throughout the . B& fo.orporate goal to in.tion Sears (as able to generate free (ord of mouth ad-ertising spread b& its emplo&ees) thus in a (a& redu.tion and made it a . Sears reali3ed the importan.ilities) or impro-ed operations) onl& an in-estment into the satisfa.reasing emplo&ee satisfa.ompan& (ere more li'el& to spea' positi-el& about the .ing the relian.rease le-els of emplo&ee satisfa.osts asso. B& in. 70 .e the . %here are also .does not require in-estments into ad-ertising) ne( fa.rease re-enues and redu.e of its emplo&ees and their le-els of satisfa.tion and a fa-orable attitude to(ards the .ompan& and re.tion.using on in.urrentl& in.ompan&.e on paid ad-ertising to generate re-enue.ost sa-ings that . Sears (as also able to determine that emplo&ees (ith greater le-els of satisfa.

37F indi. 71 .not their +obs. %he . 23F said their super-isor blamed other to .ts of ha-ing bad bosses in &our organi3ation .an be de-astating. 27F report their super-isor made negati-e .omments about them to other emplo&ees or managers. Bonsider the .onfirms this.ated their super-isor failed to gi-e .e) lo(er produ.o-er up personal mista'es or minimi3e embarrassment.osts at &our organi3ation.heduled for full release in the Fall 2007 issue of 2eadership Muarterl& .e) and for good reason) that emplo&ees lea-e their bosses .tion) and an organi3ational . %he reasons that emplo&ers s.tion of emplo&ees and managers . 31F said their super-isor ga-e them the :silent treatment: during the past &ear.ated their boss in-aded their pri-a.ustomer ser-i.&. 1igh turno-er) poor emplo&ee morale) emplo&ee theft) diminished .t has been said more than on.osts of ha-ing poor managers and bosses .an be in. A Florida State >ni-ersit& stud& s. .t on &our emplo&ee retention efforts and emplo&ee turno-er .an ha-e a huge impa.e) substandard emplo&ee performan.redible.ost of emplo&ee turno-er) (hi. So (hat does this all boil do(n toA %he effe.G17)000 per emplo&ee in lo( to moderatel& s'illed positions. 2#F indi.ore poorl& are -aried and man&D U U U U U U 3"F of (or'ers said their super-isor failed to 'eep promises.redit (hen all be blamed in part on poor bosses and managers.ulture of fear and mistrust . %he stud& sho(s that #0F of emplo&ees (or' for bad bosses based on sur-e& results.h is different for all industries and positions) but has been roughl& estimated at G1$)000 .STU ! SUGGESTS EMP'O!EES 'EA1E BOSSES( NOT JOBS Bareful sele.

Stop un(anted emplo&ee turno-er dead in its tra. 8ith the use of the po(erful tools at our disposal) our emplo&ee retention e/perts (ill get to 'no( &our team and organi3ational .(e guarantee itV ?ur . 72 .e.ed emplo&ee morale.' to doing (hat &ou do bestD gro(ing and leading &our organi3ation.auses of emplo&ee turno-er in &our organi3ation and de-elop an emplo&ee retention program that is right for &our emplo&ee turno-er) and enhan.hie-e a high retention and high performan.ulture better than &ou e-er . ?ur emplo&ee retention programs deli-er results .ould ha-e imagined. 5-er& minute of e-er& da& that &our emplo&ee retention problems persist &our organi3ation is losing -aluable time) energ&) and resour.'s and get ba.lients al(a&s see a si3able return on in-estment in the form of impro-ed profitabilit&) redu. B& doing so (e .EMPLOYEE RETENTION STRATEGIES FOR REDUCING EMPLOYEE TURNOVER COSTS At %he ainma'er 4roup (e are .ommitted to helping &our organi3ation 0a/imi3e *ossibilit& b& identif&ing and retaining top performers to a. 8e understand that time is mone& to &our organi3ation.e (or' get do(n to the real .

ondu.ti-ities li'eD 1.tations are from the . %here9s a (ee'l& meeting of e-er& dept (here the emplo&ees are as'ed (hat their e/pe.ondu.ompan&.her) 2un.e after ha-e 2 Pm& da&sQ) i.ard free e-er& month) or 2andline *hone free.h) 0atheran 1ill Station et. For this the& ..ompan& to ma'e the atmosphere and .e. $.h at some good hotel and a fun tour to 5ssel (orld or (ater Hingdom et.TECH MAHINDRA %o retain emplo&ees it is -er& important to gi-e them a feeling of belongingness in the .REAL HR PRACTICES . 3. A!!ual Da" E %he annual da& is on 2#th de.. After e-er& 1$ da&s one da& FUN TRIP is . “MY DAY” 5-er& (ee' the emplo&ee . %he destination of the fun trip is de.ted ((ithin $0-70 Hms) from the .an ha-e their o(n time a(a& from li'e 5ssel (orld) 2ona-la) Alibagh Bea. 2. (here the emplo&ee .30 pm.limate +o&ful.ided b& the emplo&ee themsel-es. 5-er& emplo&ee gets a gift -ou. for t(o da&s a (ee' the& .an ha-e fun and rela/ from their regular (or'. 5-er& 5mplo&ee is gi-en a 2aptop) 0obile ( s $00 .t man& a.ompan&. 73 . #.ompan&. %he e/pense is held b& the . *la.

e brea'ing session and helps them to 'no( their .lared on the !oti. #ultureD ?n e-er& .hes li'e Bri.e board and .hes et. Departme!tal )u!ch: 5-er&da& one dept ha-e lun.ompetition bet(een the emplo&ees.ourages them to (or' hard for the . 5/D ?n San' rant the& ha-e a “$HARTIYA %&'AN”( %he& fl& . b.'ers (ith traditional dresses. 10.hes) Iolle&ball 0at.h together. 5a.6. 7# .ted in the a.tion and orientation program along (ith a 2 da& trip. 5/D ?n @i(ali the& en+o& s(eets and . 7.oming (ee'. Annuall& the& also ha-e interdepartmental mat. %he training . 5-er& month one emplo&ee is honoured as 5mplo&ee of the 0onth .elebration.tual +ob site.ra. <. to impro-e team building and feeling of belongingness.ndian festi-al there9s a big . %he lasts t(o da&s training is . %his helps in impro-ing the team spirit and the feeling of belongingness in the dept.A*ARDD a.e of the (or'er. %his impro-es their moral and en. !e( emplo&ees +oining the .onsists of indu. Annuall& one emplo&ee is honoured as 5mplo&ee of the &ear. b. 5mplo&ee of the (ee'.ompan& maga3ine (hi.ondu. ". 5-er& (ee' one (or'er is honoured based on the performan.ourages others also to (or' better.'et 0at.h and e-er& member of the that @ept eat and drin' together.. a.olourful 'ites and ha-e . %heir names are de.ompan& are gi-en a trainin8 of <-10 da&s.olleague.h en. %his is a good i.

12..11. 5/. 7$ . 13.ourages them to stud& hard.ompan&. %he .ation the .ompan& pro-ides the fa. #ar is pro-ided to the entire manager and abo-e.ilit& of all indoor games along (ith a S(imming pool for the refreshment of the emplo&ee.are b& the . %able %ennis) Bhess) Badminton) Snoo'er) et. Hi+her educatio!D .ompan& sends the emplo&ee to South Horea for training and en.f an& emplo&ee (ishes for higher edu. Annuall& e-er& emplo&ee gets a $ da&s paid lea-e. %he petrol e/pense are ta'en . 1#.

esses to an e/ternal pro-ider that in turn o(ns) administers and manages the sele.atio! e!teri!+ i!to a co!tract -ith a!other or+a!i. Fe( of the moti-ation fa.A! or+a! (B*?) is the delegation of one or more .es (.ing .riteria.ted pro.%-intensi-e business pro.tor Bost Ad-antage 5.ess ?utsour.mpro-ement 4enerall& outsour.%5S) industr&.hange the .& >tili3ation .ompan&Rindustr&AA . (hen there are so man& pri-ileges for the B*? emplo&ees than (hat ma'es them to .s it onl& 0?!5J that matters or an&thing else as (ellAA After 76 .iated (ith B*? industr&S.tors as to (h& B*? is gaining ground areD • • • • • (B*?) is one of the fastest gro(ing segments of the .nformation %e.ess ?utsour.BPO SECTOR IN USTR! BUSINESS PROCESS OUTSOURCING Business 5rocess outsourcin8 *BPO0 is a Croad term referrin8 to outsourcin8 in all fields" A BPO differentiates itself C6 either 5uttin8 in neE technolo86 or a55l6in8 eUistin8 technolo86 in a neE Ea6 to im5roBe a 5rocess" Business *ro.e .ess based on defined and measurable performan. its /usi!ess processes( 8hen there are so man& benefits asso.onom& of S.hnolog& 5nabled Ser-i. Business *ro.atio! to operate a!d ma!a+e o!e or more be defined as .ale Business is' 0itigation Superior Bompeten.

ompan& *oli.areer gro(th minimal.) as some of the most .iall& .' of .ondu.ta'ing e/it-inter-ie(s and anal&3ing the trend .hange hisRher strains >neas& relationship (ith peers or managers . Sur-e&s ha-e listed night shifts) mone&) inabilit& to handle -arious t&pes of stress) monotonous (or'.e b& the . .edures are not ..' of promotion For higher Salar& For 1igher edu.ause people to lea-e. • • • • • • • • !o gro(th opportunit&Rla.n an industr& li'e B*?) the (or' .ies) la.ompan& poli.ies and pro.'on) the high rate of attrition is not surprising.ommon reasons that espe. 77 . am able to list out follo(ing reasons for a B*? professional to .i-e !o personal life *h& often be monotonous and opportunities for .ommon reasons listed b& B*? emplo&ees) as reasons for quitting +obs.areer gro(th) problems (ith those in senior positions et.ation 0isguidan. So (hen opportunities be. 1o(e-er) there are some .

ompanies. effort used to .h 0ahindra emplo&ees attrition and trends . %o anal&3e about retention strategies at %e.hie-ing (or'for.ausing the +ob .urrent emplo&ees. • 5/ploring and de-eloping the emplo&ee retention strategies to mitigate the effe.ourages .ing in retaining qualified people or a.h 0ahindra. • %o 'no( the reason of %e.ausing high emplo&ee turno-er 7< .esses.h 0ahindra. • %o 'no( the e/tent of effe.hurning) problems fa.% .ulture programme used in B*?R.h 0ahindra.ti-eness of emplo&ee retention strategies adopted b& %e.OBJECTI1ES O% T#E STU ! • • • %o anal&3e the retention management s&stem adopted b& %e.reate and foster an en-ironment that en.e stabilit& in a present implemented 5mplo&ee etention pro.tors . %o anal&3e about organi3ation and .t of fa. • %o stud& about emplo&ee retention strategies and all the s&stemati.

ted for the first time for a .olle. !o doubt the information has been . %hese are original and essential ra( data. de-elopment of in-estors used in se.olle.ondar& data . 7" .ertain in-estigation.h (as ta'en in -ie( of latest information and te.tion methods are used.ted as per . RESEARC# INSTRUMENT For doing the sur-e& resear.h design is purel& and simpl& the frame(or' or plan for a stud& that guides the . .n the stud&) the primar& data and se.h) structured Kuestionnaire (ith both open-ended and . ATA SOURCES Primar6 ata are those (hi. ATA SOURCES Secondar6 data (as obtained from +ournals) maga3ines) ne(spapers) boo's and of .urities .olle.RESEARC# MET#O O'OG! RESEARC# ESIGN A resear. %he resear.ourse the .tion and anal&sis of data.ontrolling their ris'.ompanies.hnolog& using in a sto.' mar'et or se.urities mar'et .losed-ended questions (as used.olle.ompan&=s holisti.nternet.h are .

tor-$<) !oida (>ttar *radesh) 'IMITATIONS O% T#E STU ! • • Sample si3e is too small to refle.' mar'et. • • *eople are hesitating in ans(ering the question. 5mplo&ees (ere not interested in filling open.P'ACE O% STU ! %e.ation (as e/ stud& e/hausti-el& in a -er& less time period of a number of da&s. • 2a.t the opinion of the (hole organi3ation An& organi3ation should not re-eal all the details of the %e.h 0ahindra) Se.ended questions <0 .ommuni. • %here is a time bound limit) as no one .us on in-estors9 beha-iour in sto. • espondents seemed to be o-er burdened (ith (or' so the& didn9t gi-e proper attention.' of .ed (hile .oordination and .ting the data for the present -olatile mar'et.h 0ahindra (ith a fo.olle.

nadequate ."0 GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 27F are dissatisfied (ith pa&roll and benefits pro-ided b& %5B10 and 23F are dissatisfied due to personal reasons) (hile most of dissatisfied due to (or'ing .-%"# D %!! -%!1 .GRAPHICAL DATA INTERPRETATIONS .TECHM( <1 .ondition 2a.tion (ith *a&roll C Benefits.ognition opportunities %otal !umbers 1# # $ 6 16 3 3 3 6 60 *er.-%"# D %!! -%!1%e*$%-.$")2%#0 . D %!! -%!1 .I#*+.areer) reporting to manager and other reasons are mentioned.e) I# *e .-%"# $%-./0 )"$-. *roblem (ith reporting manager @issatisfied (ith .areer gro(thRde-elopment opportunities @issatisfa.tion and training) re.ndu.ation health 0arriage) 1igher 5du. 2 A# &'!%! "# )e ! "1 %34)"5e3e#.tion (ith (or'ing .' of re(ard C e.tionR %raining @issatisfa.ognition opportunities (hile rest are of gro(th of .Reasons Eise anal6sis at TEC#M> easons *ersonal easons( elo.entage 23F 7F <F 10F 27F $F $F $F 10F R e! "#!$%!e # &'! %!( E *+."#*%-%"# L . -%"# P e)!"# & 30% 25% 20% 15% 10% 5% 0% O-.2"1 )e$ & R e.ation ?ther easons .ondition) indu.

afeteria An& other areas . :I -:I +4I -:I -:I .ti. T L I3 4%#H R4"&%.mpro-ement R0anagers in .ation .es li'e transport C .mpro-ements in resour.e) )e ! I3 4%#.& .ies and pra. -.. -:I 4 -.mpro-ement Areas ."3 3.. ##e&!$%-.ti.e!&%2e -) #!4"). 1e-e)% A#'"-.e!%#1) .es .es Rmaterials infrastru.iesRguidelinesRpra.mpro-ements in organi3ational poli. <.mpro-ement in ser-i.ture Total A# &'! %!"# )e !"1 %34)"5e3e#- 2 5 % 2 0 % 1 5 % 1 0 % 5 % 0 % I3 4%#!e)5%.%e! I3 4%#)e!"+).ommuni.hannels (ith %2=s NumCers Percenta8e -.mpro-ement in 1 poli.%e! <2 I3 4%#")04"&%. -4 .

ti.ies) guidelines) pra.ies and pra.GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 2$F 'no(n their 1 poli.ti. <3 .es) 17F are of assume that impro-ements in and 17F assume that there are impro-ement in organi3ational and material infrastru.

/ Is the trainin8 adeKuate at TEC#MH Is the trainin8 adeKuate at TEC#MH %eedCac@ Jes !o Total No" /. ++ <. <# . Percenta8e </"//I /<"<:I 8 0 7 0 5 0 6 0 3 0 2 0 1 0 0 Ye! N" GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 6#F appro/ assume that the training adequate at %5B10 (hile rest are assume as !?.

e %#*+. <$ .M Y e! N" GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 60F assumes that there should be indu.I 3.tion adequate at %5B10 and rest are said !?.I I! -.Te..# .tion adequate at %5B10A %eedCac@ Jes !o Total No" Percenta8e /< +3 <.-%"# *e9+ -e . <.s the indu.

e! 30% 25% 20% 15% 10% 5% 0% C )%.&%2e* 4) . Me*%.ti. 3 <.ation *oli.I +.ies are good (hile 17F assume that the lea-e poli.4 Anal6sis on most and least li@ed 5ractices at TEC#M> Best li@ed Practice *ra.& 0arriage %otal No" -< -: -+ -.& are good and rest are abo-e mentioned and li'ed b& the emplo&ees of 5du.I +.)% GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 2<F assume that the best bi-annual appraisal at %5B10 (hile 20F assume that all poli.' B %.' M ))% 0 e <6 . & E*+.Annual Appraisal All *oli.I -.ies are good 2ea-e *oli. -%"# P"&%.A##+ & A44) %! & A&& P"&%.e 0edi.%e! )e 0 ""* Le 5e P"&%.& Bi. Percenta8e -.I -:I :I A# #&'! %!"# M"! .-%.

e C "3 4 #' :/I +:I Y e! N" GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 73F assume that the& are suggesting their friends R.e%) F )%e#*! -" :"%# -. R e1e))%#0 ") ! +0 0 e! -%#0 -.olleagues R relations to +oin %5B10 (hile rest are said W!o9. <7 .< Referrin8 or su88estin8 their friends S collea8ues S relations to ?oin TEC#M or NOH Jes !o Total 33 -< <.

I -<I N"-.ies i. 16F of %5B10 pre-ents to lea-e their emplo&ees. << . 20 e L"#0Le 5e P)"3"-%"# GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are #2F said that good pa& pa. Percenta8e ++I 3+I +.'age pre-ent from departure to their emplo&ees (hile 20F said long lea-e and rest promotion poli.e. <.'age 2ong 2ea-e *romotion Total No" -/ +4 -+ -.7 An6thin8 Ehich could 5reBent from de5arture to their em5lo6ees at TEC#MH Chan8e !othing 4ood *a& *a.%#0 P 'P .

OR F AC T OR OF ."%#%#0 #' C"3 4 #' S & )' P)"3 "-%"#& S & )' GRAPHICAL DATA INTERPRETATION As per abo-e graph) there are 37F said that salar& is the best (a& to +oin a ne( organi3ation (hile 30F said that not +oining an& .< MAJOR %ACTOR O% JOINING NE) ORGANIJATION %actor !ot Loining an& Bompan& Salar& *romotion C Salar& Bhange of %2 @esignation Total No" ++ -. < 2 4 <.. aims of their .areer gro(th path (hile 1$F aims are of . Percenta8e /.ReasonEise anal6sis > <" . .I /:I -.hange of %2 and rest are desire of their designation as (ell.OINING NEW ORGANI< AT ION 60% 35% 30% 25% 20% 15% 10% 5% 0% C #0 e "1 T L D e!%0 # -%"# N".I -4I .ompan&) 10F said that salar& and promotion is basi.I MA.

I .I . -/ 3 3 : <.Total Res5ondents for the month <. o% reward ' Recognition o""ortunities .I -:I ++I :I :I -+I " 10% 5% 0% Personal Reasons(Relocation health Marriage) Inadequate career growth de!el"o#ent o""ortunities $isatis%action with Pa&roll ' (ene%its) Pro*le# with re"orting #anager $issatis%ied with Induction +raining Higher Education Other Reasons $issatis%action with wor.I condition Reason Accordin8 to the surBe6 done in IICM( the most 5rom5tin8 reason for the em5lo6ees a55ears to Ce Q5roClem Eith the re5ortin8 mana8erR as it 8ot ++I Botes folloEed C6 Q issatisfaction Eith Pa6roll & BenefitsR Eith -:I " Anal6sis on areas of im5roBement for or8aniGation "0 -ac. Reasons Personal Reasons*Relocation health Marria8e0 #i8her Education Other Reasons InadeKuate career 8roEthSdeBelo5ment o55ortunities issatisfaction Eith Pa6roll & Benefits" ProClem Eith re5ortin8 mana8er issatisfied Eith InductionS Trainin8 issatisfaction Eith Eor@in8 condition 'ac@ of reEard & Reco8nition o55ortunities Total Reason Wis e March-April 0! 25% 20% 15% NumCers Percenta8e < 4 4 < -. -.

Im5roBement Areas Im5roBement in serBices li@e trans5ort & cafeteria An6 other areas Im5roBement in communication channels Eith Mana8ers Im5roBement in #R 5oliciesS8uidelinesS5ractices Im5roBements in or8aniGational 5olicies and 5ractices Im5roBements in resources Smaterials infrastructure Total NumCers -/ -.I Botes "1 . -+ -.I -:I -+I -+I Areas o# I$pro%e$ en& March-April 0! 25% 20% 15% 10% 5% I#"ro!e#ent in ser!ices li. : . Percenta8e ++I -:I +.e trans"ort ' ca%eteria I#"ro!e#ent in co##unication channels with Managers 0% .n& other areas I#"ro!e#ent in HR "olicies guidelines "ra ctices I#"ro!e#ents in organi/ational "olicies and "ractices I#"ro!e#ents in resources #aterials in%rastructure " Areas Areas of Im5roBement> IICMin s5ite of Cein8 considered as one of the 5lace to Eor@( ma?orit6 of em5lo6ees thin@ QIm5roBement in communication channels Eith Mana8ersR need to Ce im5roBed Eith +. <.

No" Percenta8e /3 +< 4<"<:I 3/"//I Was &he &rainin' A(e)*)&e+ 00)00% 50)00% 20)00% 30)00% 20)00% 10)00% 0)00% 4es . 5o " 50)01% 23)33% Trainin8> Around 4:I em5lo6ees are satisfied Eith the trainin8 5ro8rammes "2 .ee(-ac.Is the trainin8 adeKuate at TechMH %eedCac@ !es No Total <.

44I 34I Was In(*c&ion A(e)*a&e + 00% 50% 20% 30% 20% 10% 0% 4es .ee(-ac.Is the Induction adeKuate at TechMH %eedCac@ !es No Total No" Percenta8e // +: <. 5o " 55% 25% Induction> Around 44I em5lo6ees thin@ that induction 5ro8ram Eas adeKuate "3 .

""raisal 5% .nnual .ll Policies are good Polic/ 6% -ea!e Polic& 2% Marriage Best 'i@ed Practices> QBi annual a55raisalR a55eared to Ce the Cest li@ed 5ractice at Tech Mahindra 'td" Ehich has 8ot 3/I Ehereas aCout the least li@ed 5ractices( QNO INCENTI1ESR 8ot /+I 'east li@ed Practice at TechM" Practice 'eaBe Polic6 Nothin8 No IncentiBes No" -< 3 -2 "# Percenta8e +:I <I /+I . Percenta8e +.I 3I Mos& Li.I +. Annual A55raisal All Policies are 8ood 'eaBe Polic6 Marria8e Total No" -+ -+ +< / 4 + <.I 3/I 4I .Anal6sis on Most and 'east li@ed 5ractices at TechM Best li@ed Practice Practice Medical Education Polic6 Bi.e( Polic/ 50% 25% 20% 35% 30% 25% 20% 15% 10% 5% 0% " 23% 20% Medical 20% Education Polic& (i7 .

e( Polic/ March-April 0! 35% 30% 25% 20% 15% 10% 5% 0% -ea!e Polic& 5othing 5o Incenti!es .""raisal +rans%er Polic& 0% 10% 21% 32% 25% " Polic/ Inter5retation> Referrin8 or su88estin8 their friends to ?oin the Com5an6 or NotH "$ . -.A55raisal Transfer Polic6 Total < -4 <.I +4I Mos& 0isli.

%eedCac@ No" !es No Total /2 +<,

Percenta8e <4I /4I

Re#errin' &o ,rien(s March-April 0! 10% 00% 50% 20% 30% 20% 10% 0% 4es 5o 05% 35%



Inter5retation> Referrin8 to %riends aCout <4I em5lo6ees said that the6 Eill refer this com5an6 to their famil6 and friends"



Chan8e Nothin8 Good Pa6 Pac@a8e 'on8 'eaBe Promotion Good hr 5ractices Chan8e of T' Total

No" -+, 3 < -, 2 <,

Percenta8e -;I //I :I -,I -:I -4I

Pre%en&ion #ro$ 0epar&*re March-April 0! 35% 30% 25% " 20% 15% 10% 5% 0%
Pa c, ag e io n hr "r ac ti c es 9 ha ng e o% +oo d 5 ot hi ng -e a! e Pr o# ot

33% 16% 1% 10% 11% 15%

oo d

Pa &

-o ng



PreBention from de5arture> QGood 5a6 5ac@a8eR seems to Ce the 5rimar6 reason Ehich can 5reBent em5lo6ees from leaBin8



%actor Not Joinin8 an6 Com5an6 Salar6 Promotion & Salar6 Good hr 5ractices esi8nation Total No" 2 +-+ -, ; <, Percenta8e -4I /4I +,I -:I -/I

,ac&or ,or 2oinin' ne3 or'ani4a&ion March-April 0! 20% 35% 30% 25% 20% 15% 10% 5% 0% 5ot :oining an& 9o#"an& ;alar& Pro#otion ' ;alar& ,ac&or 8ood hr "ractices $esignation 15% " 35% 20% 11%


Ma?or factor ?oinin8 other com5an6> QGood 5a6 5ac@a8eR a55ears to Ce the 5rimar6 reason Eith /4I for ?oinin8 the other com5an6 folloEed C6 Qsalar6 and 5romotionR Eith +,Isu55orts



ation health 0arriage) as it has got 23F.tionD Around 60F emplo&ees thin' that pre-ent emplo&ees from lea-ing.&Q seem to be fall in this . 0a+or fa.h . A.esD PBi annual appraisalQ appeared to be the best li'ed pra. .ompan&.ording to the sur-e& done in %e. 3.mpro-ementD %e.ti.ompan& to their famil& and friends. 6. eferring to FriendsD About 73F emplo&ees said that the& (ill refer this .e) Plea-e poli.ategor&. *re-ention from departureD P4ood pa& pa. %rainingD Around 63F emplo&ees are satisfied (ith the training programmes.tion (ith *a&roll C BenefitsQ (ith27F follo(ed b& *ersonal easons ( elo.'ageQ seem to be the primar& reason (hi.h got 2$F-otes.ompan& appear to beQ @issatisfa.1. #.h 0ahindra) the reason (hi.ndu.ti. poli. 7. $.ompan&D PSalar&Q appears to be the primar& reason for +oining the other . <.h prompts emplo&ees to lea-e the .tion program (as adequate.h 0ahindra emplo&ees thin' that 1 be impro-ed (hi. Areas of . Best 2i'ed *ra.tor +oining other .ti.ies need "" .es (hereas about the least li'ed pra.. 2.

's and -er& often people don=t e-en spe.ies.t age.ult to attra.ontinuit& and disaster re. Standard 5re.used training and .ompanies tend to demand better results from outsour.ould a.) there is no standard .' of general .ertifi.iali3ation are of an indi-idual hardl& ma'es an& differen.hmar's for .ulum) ( partners than (hat the& .ient than the originalA 2a.larit& on s'ill sets) et.h . (here there is no referen. Some B*?=s li'e to ta'e people (ith 0BA but then again the spe.ompan&D 100 .h as qualit&) turn around timeliness) information se.ould be designed and follo(ed.onsider B*? to be :lo( bro(:) thus ma'ing it diffi.hallenges of 1 departments are onl& understandable.harting their o(n . 2ets me share (ith &ou some of the reasons as (h& people prefer to +oin a .o-er&) et. Bustomer-. Again) this is the industr&.' of fo.urit&) business .) are far higher than at home.tuall& e/pe.ourse.he. So) ho( to be more effi.%UTURE SCOPE .ations gi-en this ba. .an +oin an& of the B*?.if& there e/a.e or 1 poli.urri.e .ompensation . C#A''ENGES %OR A #R PRO%ESSIONA' IN BPO Brand eKuit6> *eople still .t from their o(n departments. 5-er&one is .ompensation and benefits) performan.t the best talent.ruiting and . :8hen the +ob is being done 10)000 miles a(a&) demands on parameters su.e.?oC trainin8> Again) due to the (ide -ariet& of the +obs) la.n general a person (ith an& graduation . Benchmar@s> %here are hardl& an& ben.'ground) the re.

ompan& *oli.ation 0isguidan. 5du. $. 2.' of promotion For higher Salar& For 1igher edu.ondu. %ransport fa.ies and pro. #.ompan&Rindustr&AA .i-e !o personal life *h&si. WHY PEOPLE LEAVE IN BPO COMPANY= 8hen there are so man& benefits asso. 3. Attra.ilit&.iated (ith B*? industr&.al strains >neas& relationship (ith peers or managers 101 .e b& the . 4ood (or' en-ironment. Find nothing better to do.ti-e life st&le.s it onl& 0?!5J that matters or an&thing else as (ellAA 1ere are some of the reasons for a B*? professional to .edures are not . 1. 6. 4ood Benefits.(hen there are so man& pri-ileges for the B*? emplo&ees than (hat ma'es them to . 7. Fle/ibilit& of time.hange the . !o gro(th opportunit&Rla.ation le-el doesn=t matter.hange hisRher +ob.U U U U U U U U !ot get a better +ob. <.

lude spouse) non-earning parents and .e. %he performan.h in turn lin'ed to the personal effe.hildren abo-e three months.claim Insurance Scheme> %his insuran.h are amongst the 'e& reasons for the spe.ta.ognition) promoting fun as a (ritten do(n operating prin.all& re.ators that are obser-ed and measured on a regular basis) (hi. %here is also an ongoing emphasis on training needs assessment and people de-elopment. All emplo&ees and their dependent famil& members are eligible.ase of female emplo&ees or spouse of male emplo&ees.iples are bro'en do(n into beha-ioral indi.ompan& .h 0ahindra (as also noted for its inno-ati-e pra.ommuni.ti.ompan& -aluesR operating prin.h 0ahindra for its in the areas of attra.iple) learning) emplo&ee .e re-ie(.e s.e management s&stem at the .. Grou5 Medi.ifi.o-erage of emplo&ees for e/penses related to hospitali3ation due to illness) disease or in+ur& or pregnan.e orientation that has be.ompan& is aligned to both) the business goals and -alues adheren. 102 .HR RETENTION PRACTICES ADOPTED BY TECHM As per !1 @! has spe.h as pro-ident-fund and gratuit&) these areD -1.entral to the . A part from the legal and mandator& benefits su.ome .ogni3ed %e.ess of the .ompensation (hi.ting the right talent) re(ard and re.ulture. @ependent famil& members in.ti-eness parameters in an indi-idual=s performan.ompan&.heme is to pro-ide adequate insuran.ation and .ular su. %he .& in .e . %e.

ard is enable the timel& and effi. SuCsidiGed %ood and Trans5ortation> %he organi3ations pro-ide transportation fa.o-erage for 1ospitali3ation e/penses arising out of in+uries sustained in an a.e. Recreation( Cafeteria( ATM and Concier8e facilities> %he re. Bompanies also ha-e (ell equipped g&ms) personal trainers and sho(ers at fa. %his . 3.h the emplo&ees underta'e for purposes su.hess tables and .heme is to pro-ide adequate insuran..e at subsidi3ed rates.ilit& to all the emplo&ees from home till offi. %he purpose is to pro-ide to the emplo&ees to lead a more .2.ompanies pro-ides shared a.reation fa. #. 7..harges for the shared a.ial e/penses (hi.offee bars.ommodation for all the out station emplo&ees) in fa.ilities in.'ets bills as (ell as the So.ompanies also underta'es to pa& ele.omfortable (or' life balan.iet& .ident and due to a..h pro-ided is also subsidi3ed. Com5an6 'eased Accommodation> Some of the . Cor5orate Credit Card> %he main purpose of the . $.ilities. Cellular Phone S 'a5to5> Bellular phone and R or 2aptop are pro-ided to the emplo&ees on the basis of business need.o-ers total R partial disablement R death due to a.e .ident. 6...tri.h as tra-el related e/penses li'e 1otel bills) Air ti.redit .ient pa&ment of offi.t some of the B*? .idents. 103 . Personal Accident Insurance Scheme> %his s.lude pool tables) .ommodation. %he emplo&ee is responsible for the maintenan.orporate . %he lun.e and safeguarding of the asset.

ura. 11.u5s0> Some of the B*?=S pro-ides the fa.urred to(ards tuition fees) e/amination fees) and be done on.asionsD 5mplo&ees are pro-ided (ith finan. 5mplo&ees are also pro-ided (ith finan. %he *a& for *erforman.onditions for a-ailing this pro-ision. Fle/ible (or' s.h Fle/i time is allo(ed to an 10# .ti-e of the fle/time poli.e . and set out .&..%he fa.ompanies the& ha-e plans for) performan.hools.ation at .e at the time of their (edding.enti-e s.n man& B*? .al emergen. Educational Benefits> 0an& B*? .t) for pursuing 0BA) andRor other management qualifi.ial assistan.'-up.e reimburses the e/penses in.heme.<. speed) a.e.'-up .& and produ.he.ulation are pro. For emplo&ees (ith abo-e #0 &ears of age) the medi.ruits are pro-ided (ith interest free loans to assist them in their initial settlement at the (or' lo. Performance Cased incentiBes> . %he parameters for .ti-it& of ea.e a & .e based in.e i.ilit& on three different o.ase of a be as mu.ompanies ha-e this poli.& to de-elop the personalit& and 'no(ledge le-el of their emplo&ees and hen.h as 22F of the salar&..& is to pro-ide opportunit& to emplo&ees to (or' (ith fle/ible (or' s. 'oans> 0an& B*? . And) the ne( re.ilit& for e/tensi-e health .hase of boo's sub+e.time> %he main ob+e.ndia=s top most Business S. %leUi.h pro. Personal #ealth Care *Re8ular medical chec@.ompanies pro-ide loan fa.tors on (hi.hedules are initiated b& emplo&ees and appro-ed b& management to meet business .ommitments (hile supporting emplo&ee personal life needs .ess.he. 12. ".ial assistan.e in .ess performan.

emplo&ee in.h all the emplo&ees are gi-en an opportunit& to displa& their talents in dramati.e in a quarter) in ( of all the emplo&ees of the organi3ation.her of s. %leUiCle Salar6 Benefits> . )eddin8 a6 Gift> 5mplo&ee is gi-en a gift -ou.t -arious sports programs su.hes (ith the teams of other organi3ations and .s) singing) a. .onsists ofD 1ouse Allo(an.ome) &earl& benefits and in. Re8ular Get to8ether and other cultural 5ro8rams> %he .ture b& balan. 1$.e Allo(an.e 1#.'et) football) et.e) 2ea-e %ra-el Assistan.ti-e .ation program 13.ti-e is to pro-ide fle/ibilit& to the emplo&ees to plan a ta/-effe. %he Fle/ible Benefit *lan .ing et.olleges. 2000R.onsists of Basi.ompensation stru.ultural program as and (hen possible but most of the times) on. %he Salar& .) @A and Bon-e&an.e..h as Bri.ome ta/ pa& the monthl& net in.ondu.ial 10$ .are) 1ealth situation) 0aternit&) Formal edu.ting) s.ompanies organi3es . ent eimbursement) Spe.t is appli.ludeD Bhild or *arent .e) Allo(an. 7000Rbased on their le-el in the organi3ation. Apart from that the organi3ations also .ts main ob+e. and regularl& pla& mat.

ess.t is re. effe.onsistent) so to o-er . • . • .o-er training and de-elopment . 106 .e) ensure that adequate no of people are there to .ommended that the %e.t is re.t is re.ts of the +ob.hnique in .h 0ahindra pro-ides their talent e/press should be modified to grab qualit& resour.t in more appropriate manner in initial round.ome (in-(in model needs to be de-ised for this) satisf&ing the needs of both) the emplo&er and the emplo& that the fa.areer path) . . • Needs of the em5lo6er D %o get ma/imum returns from ea.h 0ahindra pro-ide their best te.ommended that the %e.'ers should be gi-en to all emplo&ees.hallenging (or' en-ironment) future prospe.h emplo&ee) re.ost in terms of time in training ne( (or'for.osts) minimi3e .RECOMMEN ATIONS • .' the 0%.ilit& management should me impro-ed li'e lo. • Attrition problem in B*? is .he.hed +ob profile) better .arr& on the pro. • Needs of the em5lo6ee D 5nri.onsidering must be adopted to .

ti-e to potential re. *eople (ant a .e feedba.ompensation) support for emplo&ees to attain their personal ob+e. ?ngoing performan.ompensation me.urrent emplo&ees.ti-e to offer that is per.SUGGESTIONS -" eBelo5 an attractiBe em5lo6ee Balue 5ro5osition" An emplo&ee -alue proposition means that &our . %he total re(ard stru.Q +" Create a total reEard structure that includes more than com5ensation" 5-er& . &et) total re(ards pa.e is not +ust a sli.e management pro.e to (or'.hanisms .ei-ed as -aluable to an emplo&ee. as an emplo&er) &ou must understand (hat ma'es &our organi3ation attra.ess ser-es man& purposes.ti-e performan.ti.hoi.lude) in addition to .ompan& should ha-e all the normal .e to ma'e a differen. %he best ad-o.e and reali3e themsel-es. &et) an effe.ompan& has something attra.e appraisal pro.s.ess in their organi3ation. Branding &ourself as an emplo&er of .' set of mar'eting ta.h emplo&ee.ates for an emplo&er9s brand are its .urrent emplo&ees.han. 8hat messages do the& send to others about their emplo&erA Are the& honestl& sa&ing and belie-ing that) P%his is a great pla.ates that their managers pa& 107 .ruits and . /" GiBe feedCac@ on em5lo6ee 5erformance on a re8ular Casis" 0ost managers and emplo&ees are not enamored (ith the performan. %hat self-reali3ation is multidimensional and different for ea.ture should in.'ages go far be&ond mone&.' allo(s emplo&ees to better 'no( (here the& stand) gi-es them a formal means to pro-ide input) indi.ommon to their t&pe of emplo&ment. 8hile mone& might temporaril& retain emplo&ees) it does not al(a&s equate (ith engagement.ti-es aligned (ith the goals of their organi3ation.

onsistentl& sho( that Ppoor and badQ management pra. %he& (ant more fle/ible (a&s to engage (ith their emplo&er.ompan& lo&alt&.ts and a(a& from .ome more .ontrolling (or'ers9 time and that in-ol-e letting go of old (a&s of .ti.ompan&. 10< .ome effe.ti.ulture and .e bet(een (or' and life.ti-e managers sin.h as output) produ.ess management a.riteria su.t .tations.ome full& .e (e .onne.ti-ities.reate the .onne. 5ngaged emplo&ees are more li'el& to sta& (ith their emplo&er. .ted (ith others in the organi3ation through pro+e.ti-it& and qualit&.limate that allo( people) pro.t and retain (or'ers (ith different (or' and .t is organi3ations that .ted and engaged (ith one another.t-based team (or' and pro.ts to be.ontributes to emplo&ee engagement and retention.alls for a different managerial mindset and pra. %his feedba.turing (or' and its e/pe.esses and Calance" 8or'ers more and more -alue a balan.' . . <" Train mana8ers to Ce effectiBe" 5/it inter-ie(s . %o attra. 3" Be fleUiCle in terms of Eor@.ompeten.tations) organi3ations ha-e to be more fle/ible in stru. .e matters. 5mplo&ees are shifting their lo&alt& to people) teams and pro+e. 4" Create a culture of en8a8ement" 5mplo&ees ha-e greatl& .attention to them and that their performan.e in fa-or of result .t is imperati-e to pro-ide super-isors and managers (ith adequate tools to be.annot assume that these .ontribute to an emplo&ee9s de.ision to lea-e a .areer e/pe.ies are innate.

ertain .ti.ei-ing .n its essen.umstan.hnique is re(ard. %as' -ariet& helps moti-ate +ob holders.onsiderable attention from a.ording to need-based and pro. %he in. . 0anagement belie-e that mone& is the moti-ating fa. Se-eral approa.hniques that help them . For e/ample) ad-o.hes to etention are a-ailable.hed +ob has added responsibilities.reasing attention paid to(ards etention is +ustified be stated that mone& .tion.ted beha-iour) so.e) retention . For the beha-ioral s.on.CONC'USION . 0oti-ated emplo&ees .ertain te.ause of se-eral reasons.e-satisfa. Lob rotation in-ol-es shifting an in.ians) resear.e. %he& are qualit& oriented.ularl& mone&) is a moti-ator a.hoi.hers and pra.hnolog& needs moti-ated emplo&ees to adopt it su. 10" etention) +ob .umbent from one +ob to another.ial .h te. 5arl& theories are too simplisti.ientifi.ontent) sear.ompanies it pla&s an important role for small and medium B*?s) that has been re.tor theor& of enri.onta.e some people in . An enri.ement) and performan.ademi. %he& are more produ.ts (ill moti-ate (or'ers.onsidered to be a po(erful moti-ator.omparison of re(ards reinfor.tor.ome out (ith ne( (a&s of doing +obs.h to(ards etention.essfull&.ientists) ho(e-er) mone& is not important as a moti-ator..ates of s. 0ere 'no(ledge about the theories of etention (ill not help manage their subordinates. Being an outgro(th of 1er3berg9s) t(o fa. %he 1uman elations 0o-ement posits that so. An& 1 managers.e of strategies) goal-dire.h 0ahindra and other B*?9s . in their approa.ial ..h as the need or .omprises important elements su.ti-e.h and .t is .luded that retention strategies adopted b& %e.hment is .ess theories of etention. 8hate-er ma& be the arguments) it . Lob enlargement refers to adding a fe( more tas' elements hori3ontall&.ir. ?ne su. e(ard) parti.hange the beha-ior of emplo&ees. %he ma'es the +ob interesting and re(arding. %he& need to ha-e .an influen.

• 1uman esour..ond 5dition) *erson 5du. 4reer) Strategi.ei-ed organi3ational support and 5mplo&ee $73 • Hhane(al ohit (Februar& 200<)) :8inning the etention 4ame:) 1uman etentionQ. %imes %he 1industan %imes %he 1indu Business Standard 2ine )EBSITES (((.holog&) 200<) $6$- Bapital) *g.h) Se.bpoindia.bpo. 1uman (((.e 0anagement (((..e 0anagementD A 4eneral 0anagerial Approa.te.BIB'IOGRAP#! BOO$S S JOURNA'S • Bharles . • P*er..hmahindrabpo. 10-12.0emoria MAGAJINES & NE)S PAPERS • • • • • • • • • • • • B> 110 . Lournal of Applied *s&.googlesear.ation) 200<.te.hrbpoindustr&.om (((.!5SS %?@AJ ?>%2??H %he (((.hengine.!5SS 8? 2@ B>S.ei-ed Super-isor SupportD Bontributions to (((.

*ersonal easons 3. @issatisfa.mpro-ements in organisational poli. 1igher 5du.mpro-ements in ser-i.onditions 3. .h areas are impro-ements required to be done to . .tion (ith pa&Rbenefits 3. @issatisfa.tion (ith indu.' of re(ard C re.ti.tion (ith (or'ing ...ation) health) marriage et.n (hi.iesRpra. An& other reasons(*lease spe. 2a.iesRguidelinesRpra.areer gro(thRde-elopment opportunities li'e transport) . 111 . . .mpro-ements in 1 poli.h are prompting &ou to lea-eA 1.hange the per.ANNEPURES =UESTIONNAIRE !ame Mualifi.ation @esignation D D D XXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXX 1 8hat are the reasons (hi.ti.if&) 2 . *roblems (ith reporting manager ( 2.tionRtraining 2.afeteria et.ognition opportunities $.eptions of people about the organisationA 1.nadequate . @issatisfa.ation 2.) 1.

if&) *lease spe. 4i-e one pra.ompan&A 7 8ould &ou re.tor in the ne( organi3ation &ou propose to +oin.ommend this .es .hannels (ith team leadersRmanagersRBentre 1ead $.ould ha-e pre-ented &our departure from the . 112 .ation .h &ou feel are required in the abo-e areas in the spa.ture 6.mpro-ements in .ir.mpro-ements in resour.if& the impro-ements (hi.10 (ould &ou rate the leadership qualities of &our reporting managerA ating 10 " < 7 6 $ # 3 2 1 1.umstan. 4i-e one pra.e gi-en belo( 3 @id &ou find the training adequateA . An& other areas (*lease spe. .ompan& to &our famil&RfriendsA 1. . .#.tion adequateA .e &ou li'ed the least and (h& 6 8hat .f &es (h&A .ale of 1 .ting fa.f &es (h&A .f no (h&A *lease let us 'no( the ma+or attra.ti.ti.f no (h&A $ %o (hat e/tent on a s.f &es (h&A 2. .f no (h&A # @id &ou find the indu.e &ou li'ed the best and (h& 2.ommuni.esRmaterialsRinfrastru.

An& other .h &ou (ould li'e to ma'e 113 .ommentsRsuggestions (hi.

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