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A Project Report On Employee Retention At

Submitted to Punjabi University Patiala, in fulfillment Of the requirement of Master of usiness Administration de!ree

"uided by#$ Prof% vishal vinaya& Submitted by#$


Pa'an &aur

(E)*ARA+,O-

I hereby declare that the work, which is being presented in the project report .-A/AR ,O +E)/$ *E/RA0 for the fulfillment of the requirement for the arkrishan Girls degree of Master of Business Administration submitted in Guru

!ollege of "unjabi #ni$ersity, "atiala is record of my own work and is carried out under the guidance of "rof% &ishal &inayak 'ecturer in (epartment of Business Management%

Pa'an &aur
(ated) ************** +his is to certify that the abo$e statement made by the candidate is correct to the best of knowledge%
,,,,,,,,,,,,,,,,,,,,,

Ac&no'led!ement
I am student of MBA .Master of business administrati$e/ in Guru arkrishan Institute of Management and +echnology% I am $ery thankful to the staff of Guru arkrishan institute of management and technology who ga$e me $aluable +he project title 01mployee 2etention%3 has been conducted at 4ahar Bio +ech% at lehra% I am greatly thankful to 4ahar Bio +ech% for pro$iding a platform where I e5perienced real,life situations% +his in plant training report is a synoptic collection of information and data regarding the plant and its $arious acti$ities% I am $ery heartiest thankful to Mr% 4ahar 6ingh for his appro$al of training% I am indeed indebted to all the sectional in charges and the entire employee who e5tended my wholehearted help support during the training period% , have completed this project, based on the primary research% I would like to thank all the respondents, without whose cooperation, my project would not ha$e been possible% , 'ould li&e to than& especially professors of M!t% !roup of my colle!e% I am $ery grateful thanks of my parents and my friends who supported me for the successful accomplishment% I am deeply thanks to all those persons who ha$e been helpful to me directly or indirectly during the training and also for the preparation of training report% theoretical knowledge%

+A *E O1 )O-+E-+S
)ontents (eclaration Ac&no'led!ement Pa!e -o% 2 3

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1stablished in the year1><<, at 'udhiana ."unjab, India/, the 0-ahar io$tech,0 are sole proprietorship firm and counted among the notable manufacturers and suppliers of a di$erse range of io mass riquettes and briquettin! *ine% 8ur range encompasses of riquettin! presses, Rotary (rum (ryers, /ammer Mill "rinder, )hipper cum "rinder and so on% +hese highly ad$anced machines and equipment are known for their trouble free operations, robust construction, energy efficient and durability% +he machines offered by us, can be customiFed to suit the di$ersified requirements of our customers% 8ur sound infrastructure is backed by all the modern and requisite facilities that ha$e enabled us to fabricate our products in compliance with international quality standards% Ge also pro$ide after sales ser$ice to our customers on turkey basis related to installation and operation% +o facilitate our customers, we also offer user manual with our products% 8ur entire production process is efficiently carried out by adroit professionals who are well $ersed with the latest updates of the industry% 8wing to our quality products, ser$ices and timely deli$eries, we ha$e garnered a huge client base and also achie$ed a turno$er of 2s% 1 !rore appro5%

Ge are progressing under the able guidance of our owner and mentor, Mr% -ahar Sin!h, who has immense industry e5perience and technical e5pertise of the industry% 8wing to his futuristic $ision and sharp business insight, we ha$e been able to establish a niche for oursel$es in the industry%

)OMPA-< PRO1,*E#$

)ompany name usiness type <ear established Product manufacturer Address Proprietor =ebsite +urnover Mobile > )ell Phone *e!al Status of 1irm

4ahar biotech manufacturer 1><< Biomass briquette, rotary drum dryer &"8 '1 2A, 'udhiana , 1?111<, "unjab, India Mr% 4A A2 6I4G '1 2A http)HHwww%naharbiotech%com
Upto US$ 0.25 Million (or upto Rs. 1 Crore Approx.)

I.>1/,><1?B7B77:
Sole Proprietorship (Individu l)

Manufacturer of biomass fuel plant and briquette, biomass briquette, rotary drum dryer Ge are progressing under the able guidance of our owner and mentor, Mr% -ahar Sin!h, who has immense industry e5perience and technical e5pertise of the industry% 8wing to his futuristic $ision and sharp business insight, we ha$e been able to establish a niche for oursel$es in the industry%

M,SS,O- A-( ?,S,O-

Mission
0"ro$iding efficient = reliable ser$ices to the customer by adding genuine $alue to the product3

?ision
0+o be globally recogniFed as a supplier if choice in this highly competiti$e global economy3

@uality Objectives
1ollo'in! are the features that help us in establishin! our reputation as a prominent business enterprise#

Juick processing of clientKs inquiries Gide distribution network +imely deli$ery of consignments within scheduled time 'eading industry prices "ro$ide after sales support 8perational training #ser manual 15perienced 2=( department Good financial position = +JM

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'arge product line 'arge production capacity "ro$ide customiFed solutions +esting facilities !ustomiFed packaging

MA-A"EME-+
Proprietor Mr% 4A A2 6I4G '1 2A

Ge are assisted by a team of professionals, who help us in deli$ering a flawless range of products to our clients% Gith their immense knowledge and industrial e5pertise, they can easily comprehend the specific requirements of our customers in our offered products% =e have the service support of the follo'in! professionals# +echnocrats 1ngineers Juality !ontrollers Garehousing personnel "ackaging e5perts 2=( e5perts 6killed laborers 9urthermore, they also assist us in increasing the producti$ity and e5panding our client base in all across the country% Product Ge are a preferred name in manufacturing and e5porting a comprehensi$e range of precision engineered Plant and Machinery% +hese are fabricated using quality components and by utiliFing the latest process technology by our e5pert professionals% All of our products are designed in compliance with well defined quality standard% Our ran!e includes# Material andling ammer Mill Grinder 9lash (ryers .9our "ass/ 9lash (ryers .6ingle "ass/ !hipper !um Grinders 2otary (rum (ryer 9lash (ryers .(ouble "ass/ Briquette "ress

>

Some of the hi!hli!htin! features of our ran!e are as follo's# !ompact in siFe (imensional accuracy igh performance !orrosion resistance 1nergy efficiency Gear = +ear resistance

Product Portfolio Ge are a preferred name in manufacturing and e5porting a comprehensi$e range of precision engineered Plant and Machinery% +hese are fabricated using quality components and by utiliFing the latest process technology by our e5pert professionals% All of our products are designed in compliance with well defined quality standard% Our ran!e includes# Material andling ammer Mill Grinder 9lash (ryers .9our "ass/ 9lash (ryers .6ingle "ass/ !hipper !um Grinders 2otary (rum (ryer 9lash (ryers .(ouble "ass/ Briquette "ress

Some of the hi!hli!htin! features of our ran!e are as follo's# !ompact in siFe (imensional accuracy igh performance !orrosion resistance 1nergy efficiency Gear = +ear resistance ,nfrastructure Backed by a resourceful infrastructure, we are capable of deli$ering a range of highly ad$anced Plants and Machinery% 8ur infrastructure is well equipped and outfitted with the latest machines and tools% ,t is se!re!ated into various units includin!# Manufacturing unit In,house designing unit Juality testing department Garehouse = "ackaging unit

1B

2=( unit +he effecti$e use of the latest machinery in our processes helps us in successfully deli$ering the bulk orders within the stipulated time frame% 1$ery unit is managed under the careful super$ision of our e5perienced workforce%

)ompanyAs @uality Assurance Being a quality conscious organiFation, we offer quality products to our customers% 9or ensuring that our products meet international standards, we ha$e employed a team of super$isors who keep a strict $igil on the products being manufactured at different le$els of production% Ge follow stringent quality control measures in which the finished products are subjected to rigorous inspection% +he ran!e is quality tested on the follo'in! 'ell defined parameters# 6trength !orrosion resistance (urability 2eliable performance Research and (evelopment Ge ha$e a separate research and de$elopment unit, which assists us to enhance the quality of our products% It is efficiently manned by a team of research e5perts, who follow standard quality norms to gi$e rise to unbeatable products% +his unit is further equipped with the latest equipment and tools, that make the research easy for our research associates% 8ur research e5perts keep track on current market trends and client requirements% +he researchers also coordinate closely with the production team, thus, resulting into a new product range with better performance% =arehouse and Pac&a!in! Ge ha$e a huge warehouse that is segregated into different sections% It is used to store raw material as well as finished products and also protects our products in ad$erse conditions% Gell segregated and labeled sections of this unit help us in storing our products in an organiFed manner% 8ur packaging professionals are highly e5perienced and hold in,depth knowledge of their domain% Ge make use of quality packaging material to ensure the products are transported safely without damage at our customerKs end%

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)lient Satisfaction Ge gi$e profound importance to the client satisfaction as it is a mute testimony to any organiFation% In this regard, we make e$ery possible effort to attain and to ma5imiFe the satisfaction le$el of customers% 8ur products are fabricated in compliance with well defined quality standards and norms% !ustomiFation and operational training is offered as per the requirements of our customers% Moreo$er, being the client centric and financially sound organiFation, we go miles to o$ercome the clientLs satisfaction% +o facilitate our customers, we offer easy payment modes including !heque and (emand (raft

Products B Services
Being one of the eminent manufacturers and suppliers, we pro$ide Plant B Machinery in a wide range% 8ur products are highly ad$anced and embedded with hi, tech features% +hese quality products are a$ailable in wide range, which includes Material /andlin!, )hipper cum "rinders, /ammer Mill "rinder and so on% All of these products are energy efficient and capable of pro$iding long lasting e5cellent performance at low maintenance cost%

Plants B Machineries
Ge also manufacture and supply plants = Machines, which are used to mark on both mild steels and hard metals% +hese are used to etch $arious machine tools and components like cutting tools and other related tools% Material Handling Equipments

Ge ha$e in store, Material andling equipment for our customers% 8ur precisely engineered range of material handling equipments is used in $arious applications of different industries% +his simple to use equipment make the material handling task easy

1-

and time sa$ing% 2eckoned for low maintenance, this equipment is fabricated as per the international quality standards% 8ur customers can purchase it from us at competiti$e prices% Chipper cum Grinders

)hipper )um "rinders Ge offer a qualitati$e range of !hipper !um Grinder, which is fabricated using the best grade raw materials and latest process technology% +his chipper cum grinder is used to chip and grind the long material .dry = wet/ into required siFe for briquetting in single action% 8ur range comes in $arious models and other specifications to meet the $aried requirements of customers% 9eatures) igh efficiency Ability to withstand e$en in rugged conditions !orrosion resistance% Hammer Mill Grinder

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Ge are offering ammer mill grinder, which is used to grind the loose material% +his helps in reducing sharp edges of incoming material and increasing the bulk density to the required le$el% 8ur highly ad$anced equipment is e5tensi$ely used in $arious industrial applications and renders quality ser$ices for long time% 6pecifications) 'arge diameter dynamically balanced rotor Its body is made from tested plate Alloy steel shaft Bearings are width , dust protected and fitted away from grinder body Grinder blades are fitted with rotor 6creen is fitted for particular siFe of ground material Balanced ammer system Anti $ibration mounting pads% Rotary Drum Dryer

Ge manufacture and supply superior quality 2otary (rum (ryer, which is fabricated using high grade components and latest process technology% 8ur drum dryer is a$ailable in three different models such as double drum dryers, single drum dryers and cooling drum dryers% It has gained appreciation amidst our customers for their quality attributes like corrosion resistance and longer ser$ice life%

1lash (ryers
Ge are engaged in offering 9lash (ryers, which is appreciated by our client for its best quality%

1?

Double Pass Flash Dryers

Ge ha$e gained e5pertise in manufacturing a wide range of flash dryers% 8ur flash spray dryers are used in industries such as food, mineral, polymer and chemical% +hese are highly appreciated for their quick processing and quality ser$ices% 9lash dryers offered by us are efficiently used in drying the wet materials and granules% 6pecifications) Model -o% '9( 7BB '9( 1-BB '9( -ABB Flash Dryers Single Pass Po'er Required ? " 11 " -1 "

Ge manufacture and e5port high quality 9lash (ryers .6ingle "ass/ that are a$ailable in a wide range of specifications to suit the di$ersified requirements of our customers% +hese wide ranges of flash dryers are widely used for drying of powders, granules and crystalline material% !ustomers can source them from us at market leading prices% 1A

Model -o% '9( 7BB '9( 1-BB '9( -ABB Flash Dryers

Po'er Required ? " 11 " -1 "

1our Pass 1lash (ryers we are engaged in manufacturing and offering 9lash (ryer .9our "ass/ of superior quality% It also has an insulated drying column and con$eyor, through which wet or moist material is transported in the presence of hot air to the cyclone% +he powerful low pressure centrifugal fan of this de$ice, assures sufficient resilience time for complete remo$al of e5cess moisture% By the means of a rotary air lock material is discharged through the cyclone% 6pecifications) 6crew con$eyor 9eeding hopper &ane guide 2otary air lock !entrifugal fan%

riquettin! Press

1C

Ge are engaged in offering , Briquetting "ress which is appreciated by our client for its best quality% Industrial riquetting Press

,ndustrial riquettin! Press Ge manufacture Briquetting "ress of superior quality% Based on ad$anced technology, these are a$ailable in different specifications, our metal briquetting presses are widely acclaimed for optimum performance, easy maintenance, corrosion resistance and long ser$ice life% Ge fabricate these presses using quality components that are procured from our reliable $endors, ensuring their compliance with the defined quality norms% 6pecifications) Model -o% 4B+ 7B 4B+ ?B 4B+ AB Model -o% 4B+ CB 4B+ :B Model -o% 4B+ >B 4B+ 1BB Production 1AB kgHh 7BB kgHh CBB kgHh Production >BB kgHh 1-BB kgHh Production 1ABBH-BBB kgHh -CBB kgHh Po'er Required 17 " 1< " 7C " Po'er Required ?: " ?> " Po'er Required C>H<: " <> "

1:

riquetting Machine

riquetting Machine Ge manufacture Briquetting "ress of superior quality% Based on ad$anced technology, these are a$ailable in different specifications, our metal briquetting presses are widely acclaimed for optimum performance, easy maintenance, corrosion resistance and long ser$ice life% Ge fabricate these presses using quality components that are procured from our reliable $endors, ensuring their compliance with the defined quality norms% 6pecifications) Model -o% 4B+ 7B 4B+ ?B 4B+ AB Model -o% 4B+ CB 4B+ :B Model -o% 4B+ >B 4B+ 1BB Production 1AB kgHh 7BB kgHh CBB kgHh Production >BB kgHh 1-BB kgHh Production 1ABBH-BBB kgHh -CBB kgHh Po'er Required 17 " 1< " 7C " Po'er Required ?: " ?> " Po'er Required C>H<: " <> "

1<

riquetting Press !"# MM$

riquettin! Press C3: MMD Ge manufacture Briquetting "ress of superior quality% Based on ad$anced technology, these are a$ailable in different specifications, our metal briquetting presses are widely acclaimed for optimum performance, easy maintenance, corrosion resistance and long ser$ice life% Ge fabricate these presses using quality components that are procured from our reliable $endors, ensuring their compliance with the defined quality norms% Model -o% 4B+ ?B Production 7BB kgHh Po'er Required 1< "

riquetting Press !%# MM$

riquettin! Press C7: MMD Ge manufacture Briquetting "ress of superior quality% Based on ad$anced technology, 1>

these are a$ailable in different specifications, our metal briquetting presses are widely acclaimed for optimum performance, easy maintenance, corrosion resistance and long ser$ice life% Ge fabricate these presses using quality components that are procured from our reliable $endors, ensuring their compliance with the defined quality norms% 6pecifications) Model -o% 4B+ AB Production CBB kgHh Po'er Required 7C "

riquetting Machine o& 'gro (aste

riquettin!

Machine

of

a!ro

'aste

we manufacture Briquetting "ress of superior quality% Based on ad$anced technology, these are a$ailable in different specifications, our metal briquetting presses are widely acclaimed for optimum performance, easy maintenance, corrosion resistance and long ser$ice life% Ge fabricate these presses using quality components that are procured from our reliable $endors, ensuring their compliance with the defined quality norms% CAdvance /ydrau$+ech has ta&en oath to ma&e our environment healthy by providin! hi!h quality source of ener!y named biomass pellets or briquettes% Each and every year millions of 'astes bein! burnt or !et 'aste 'hich caused air pollution in our society% +he 'astes include a!ricultural, industrial or forest 'aste 'hich is ta&en in loose form% +he compactness of this bio$Mass is very lo' so the handlin! and carryin! of these resources is not only difficult but ma&es it eEpensive also% =e therefore provide the chance to turn this 'aste in different form of ener!yD

-B

riquetting Press !)# MM$

riquettin! Press C8: MMD Ge manufacture Briquetting "ress of superior quality% Based on ad$anced technology, these are a$ailable in different specifications, our metal briquetting presses are widely acclaimed for optimum performance, easy maintenance, corrosion resistance and long ser$ice life% Ge fabricate these presses using quality components that are procured from our reliable $endors, ensuring their compliance with the defined quality norms% 6pecifications) Model -o% 4B+ CB Production >BB kgHh Po'er Required ?: "

-1

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5 Meanin! of /uman Resource Mana!ement


uman 2esource Management . 2M/ is the function within an organiFation that focuses on recruitment of, management of, and pro$iding direction for the people who work in the organiFation% uman 2esource Management can also be performed by line managers% /uman Resource Mana!ement is the or!aniGational function that deals 'ith issues related to people such as compensation, hirin!, performance mana!ement, or!aniGation development, safety, 'ellness, benefits, employee motivation, communication, administration, and trainin!% Hey functions O1 /RM uman 2esources may set strategies and de$elop policies, standards, systems, and processes that implement these strategies in a whole range of areas% +he following are typical of a wide range of organiFations)

2ecruitment, selection, and on boarding .resourcing/ 1mployee recordkeeping and confidentiality 8rganiFational design and de$elopment Business transformation and change management "erformance, conduct and beha$ior management Industrial and employee relations uman resources .workforce/ analysis and workforce personnel data management !ompensation and employee benefit management +raining and de$elopment .learning management/ 1mployee moti$ation and morale,building .employee retention and loyalty/

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2%2 ,ntroduction of Employee Retention

A good employee is hard to come% +his entails understanding just a little history% +he term 0employee retention3 first began to appear with regularity on the business scene in the 1>:Bs and early L<Bs until then, during the early and mid, 1>BBs, the essence of the relationship between employer and employee% Gith the financial drain of replacing someone high, employers are willing to do whate$er is necessary to decrease turno$er rates while increasing employee retention and satisfaction% Below are some tips on how to retain employees through open con$ersation%

1mployee 2etention refers to policies and practices companies use to pre$ent


$aluable employees from lea$ing their jobs% ow to retain $aluable employees is one of the biggest problem that plague companies in the competiti$e marketplace% % 4owadays, businesses often find that they spend considerable time, effort, and money to train an employee only to ha$e them de$elop into a $aluable commodity and lea$e the company for greener pastures% In order to create a successful company, employers should consider as many options as possible when it comes to retaining employees, while at the same time securing their trust and loyalty so they ha$e less of a desire to lea$e in the future% Ghat organiFations spend in compensation% Ghen the difference becomes too great and another opportunity occurs, turno$er can result% "ay is defined as the wages, salary, or compensation gi$en to an employee in e5change for ser$ices the employee performs for the organiFation% Ghat people are paid has been shown to ha$e a clear, reliable impact on turno$er in numerous studies%

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Meanin! of Employee Retention Employee Retention


is a process in which the employees are encouraged to

remain 'ith the or!aniGation for the maEimum period of time or until the completion of the project% 1mployee retention is beneficial for the organiFation as well as the employee% 1mployees today are different% +hey are not the ones who donLt ha$e good opportunities in hand% As soon as they feel dissatisfied with the current employer or the job, they switch o$er to the ne5t job% It is the responsibility of the employer to retain their best employees% A good employer should know how to attract and retain its employees% 1mployee retention in$ol$es taking measures to encourage employees to remain in the organiFation for the ma5imum period of time% !orporate is facing a lot of problem in employee retention these days% 2etention is e$en more important than hiring% +here is no dearth of opportunities for talented person% +here are many organiFations which are looking for such employees% If a person is not satisfied by the job heLs doing, he may switch o$er to some other more suitable job% In todayLs en$ironment it becomes $ery important for organiFations to retain their employees%

(ictionary Meanin! of Employee Retention


1mployee retention is the act of keeping employees% (ictionary defines retaining as keeping in oneKs pay or ser$ice% #nless it needs to lay off employees, the organiFation wants to keep its employees in its pay and ser$ice%

(efinition# $ Accordin! to State "overnmentI


01mployees ha$e di$erse needs% 1mployee retention in$ol$es a systematic effort by the
organiFation to create an en$ironment that addresses di$erse employee needs so employees will stay with the company%3

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1ive Major +hin!s in Employee Retention


Ghy is retention so importantM Is it just to reduce the turn o$er costsM Gell, the answer is a definite no% ItLs not only the cost incurred by a company that emphasiFes the need of retaining employees but also the need to retain talented employees from getting poached%

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)OMPE-A+,O-

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!ompensation constitutes the largest part of the employee retention process% +he employees always ha$e high e5pectations regarding their compensation packages%

Meanin! of )ompensation#$
!ompensation is the total amount of the monetary and non,monetary pay pro$ided to an employee by an employer in return for work performed as required% !ompensation packages $ary from industry to industry% 6o an attracti$e compensation package plays a critical role in retaining the employees% !ompensation includes salary and 'a!es, bonuses, benefits, prerequisites, stoc& , options, bonuses, vacations, etc% Ghile setting up the packages, the following components should be kept in mind)

!ompensation in 4A A2 BI8 +1!


!ompensation to employees includes payments made in cash or kind by a company to or on behalf of all its employees% +his data field is a sum total of the following items)

6alaries, bonus, contribution to pro$ident fund and gratuities 6taff welfare and training e5penses 168" Arrears paid, reimbursements and other e5penses on employees

ow gi$e compensation in 4A A2 BI8 +1!% 1N" 89 !8M"146A+I84 O1BBH48%89 1M"'8;116

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5D Salary and monthly 'a!e# It is the biggest component of the


!ompensation package% It is also the most common factor of comparison among employees% It includes
J J J J

asic 'a!e /ouse rent allo'ance (earness allo'ance )ity compensatory allo'ance

6alary and wages represent the le$el of skill and e5perience an indi$idual has% +ime to time increase in the salaries and wages of employees should be done% And this increase should be based on the employeeLs performance and his contribution to the organiFation%

+heories of 'a!es
Adam SmithAs 'a!e fund theory C5K26$5KL:D$#
e assumed that wealthy

persons ha$e fund of surplus wealth% +his could be utiliFed for employing laborers for work% If the fund was large, wages would be high, if it small, wages would be low%

RicardoAs subsistence +heory C5KK2$5926D$#


enough for their subsistence

+his theory also known as

the iron law of wages was based on assumption that workers should be paid just

onus# Bonuses are usually gi$en to the employees at the end of the year or
on a festi$al%

Economic benefits# It includes paid holidays, lea$e tra$el concession, etc% *on! term incentives include stock options or stock grants% +hese

incenti$es help retain employees in the organiFationKs start up stage%

Methods of wage payments in 4A A2 BI8 +1!


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*ime +age system$# In this system the wages are paid according to

time spent by the workers irrespecti$e of his output of work done% +he wage rates are fi5ed for an hour, a day, a week or a month% Gages are calculated in this method,)

Earnin!s M + E R C+ M for +imeD CR Mfor rate of payD Piece 'a!e system$#


+his system is based on the output not on time%

Bonus in 4A A2 BI8 +1!


A bonus is a supplemental payment as an incenti$e or reward for hard work% Bonus payments to all employees including management employees are reported in the data field PBonus% It includes the bonus amount paid as per the NPayment of onus Act, 15,gratia bonus, performance,linked bonuses or any other incenti$es paid to employees% Information about bonus payments is generally a$ailable in the schedule of employee related e5penses% included in the data field Q6alaries = wagesQ% owe$er, it is likely that companies may report this amount along with salaries and wages% In such cases, it would be

2D /ealth insurance#

ealth insurance is a great benefit to the employees% It

sa$es employees money as well as gi$es them a peace of mind that they ha$e 6omebody to take care of them in bad times% It also shows the employee that the organiFation cares about the employee and its family%

After retirement) It includes payments that an 1mployee gets after he

->

2etires like 1"9 .1mployee "ro$ident 9und/ etc%

Miscellaneous compensation# It may include employee assistance

"rograms .like psychological counseling, legal assistance etc/, discounts on !ompany products, use of a company cars, etc

"ro$ident 9und in 4A A2 BI8 +1!

+he Q1mployees "ro$ident 9und ActQ mandates that employers are required to make a contribution, in fa$our of the employees, to the "ro$ident 9und Account an amount equal to 1- per cent .earlier 1B per cent/ of the basic pay and dearness allowance% +his is a statutory requirement essentially to sa$e for the post,retirement life of employees% !ompanies may sometimes report the contribution made to pro$ident fund along with gratuity and other funds%

E-?,RO-ME-+ C,n Or!anisationD


)onditions, entities, events, and factors within an organiFation which influence its activities and choices, particularly the behavior of the employees% 9actors that are
frequently considered part of the internal en$ironment include the or!aniGationPs

mission statement, leadership styles, and its or!aniGational culture% 8rganiFations internal en$ironment refers to the elements within the organiFation% Internally, an organiFation can be $iewed as a resource con$ersion machine that takes inputs .labor, money, materials and equipment/ from the e5ternal
7B

en$ironment .i%e%, the outside world/, con$erts them into useful products, goods, and ser$ices, and makes them a$ailable to customers as outputs%

Or!aniGation environment includes #$


R R R R R R R R !ulture &alues !ompany reputation Juality of people in the organiFation 1mployee de$elopment and career growth 2isk taking 'eading technologies +rust
ow gi$e compensation in 4A

A2 BI8 +1! %

a fat salary alone is not enough to make workers stay% +o retain their best employees,

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1actors +hat Effect the Employee Retention

Most managers understand the importance of employee retention and its impact on the o$erall health and $itality of an organiFation% In a pre$ious article we identified some useful tips to help impro$e employee retention in your organiFation% Gi$en the importance of employee retention, we ha$e compiled another list of important factors that can affect employee retention in your organiFation%),

J Offer a competitive compensation pac&a!e4


Any team member wants to feel that he or she is being paid appropriately and fairly for the work he or she does% Be sure to research what other companies and
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organiFations are offering in terms of salary and benefits% It is also important to research what the regional and national compensation a$erages are for that particular position% ;ou can be sure that if your compensation package is not competiti$e, team members will find this out and look for employers who are willing to offer more competiti$e compensation packages%

J alance 'or& and personal life4


9amily is incredibly important to team members% Ghen work begins to put a significant strain on oneKs family no amount of money will keep an employee around% 6tress the importance of balancing work and oneKs personal life% 6mall gestures such as allowing a team member to take an e5tended lunch once a week to watch his sonKs baseball game will likely be repaid with loyalty and e5tended employment with an organiFation%

J e'are of burnout4
6taff adequately to reduce the amount of unwanted o$ertime a team member must work% 6ome employees enjoy the e5tra money that accompanies o$ertime hours, while others would rather spend their time with their families or doing other acti$ities they enjoy% Burnout can be a leading cause of turno$er% 2ecogniFe the warning signs and gi$e employees a break when they need it%

J Provide opportunities for !ro'th and development4


8ffer opportunities for team members to acquire new skills and knowledge useful to the organiFation% If an employee appears to be bored or burned out in a current position offer to train this indi$idual in another facet of the organiFation where he or she would be a good fit% 4obody wants to feel stuck in their position will no possibility for ad$ancement or new opportunities%

J +he ability to provide input and be ta&en seriously4

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1$erybody has opinions and ideas, some are better than others%

owe$er e$ery team

member wants to feel that their input is welcome and will be taken seriously without ridicule or condescension% 6ome of the greatest ideas can come from the most unlikely of places and people% !reating a culture where input is welcome from all le$el of the organiFational chart will help your organiFation grow and encourage employee retention%

J Provide the tools and trainin! an employee needs to succeed4


4othing can be more frustrating to an employee than a lack of training or the proper tools to successfully complete his or her duties% ;ou wouldnKt try to build a house without a hammer, so why should an office job be any differentM "ro$iding a team member with the tools and training she needs to be successful shows a commitment and in$estment in that employee and will encourage the team member to stay with the organiFation%

J Ma&e use of a team memberPs talents, s&ills, and abilities 4


All team members ha$e knowledge, skills, and abilities that arenKt directly related to their job description, but are still useful to an organiFation% #tiliFing a team memberKs talents in areas other than their current position will indicate to an employee that management appreciates and recogniFes all that an employee has to offer to the organiFation% +his can also pro$ide work $ariety and helps to break up the e$eryday grind of work%

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5: =ays to Retain Employees


1$ery employee seeks appropriate financial compensation% But aniFations need to pay attention to many factors% +he ways an organiFation can retain employees are)

5% =ell +rained Mana!ers


Gork e5perience is fashioned as a result of daily interaction between the employee and managerHsuper$isor %+hereforeS ensure the managers acquire the right soft skills% #nderstand that often people resign from a job to get away from a bad manager% ,ualities o& a Good Manager $+he manager should be a team player% $6hould ha$e the ability to remain calm% $6hould ha$e adequate knowledge of the industry% $A good manager should e5hibit strong leadership skills% $6hould ha$e effecti$e soft skills% $Must be able to moti$ate his team% $6hould possess the ability to make quick decisions%

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2% )lear Fob (escription


a$e a clear job description% !ommunicate openly and ensure the employee understands what is e5pected out of him from the $ery start% &ague and e$er changing job descriptions create unnecessary job stress% Ghen employees know what is e5pected out of them, they come prepared to deli$er%

6% Offer Additional enefits


8ffer health insurance, paid $acation, gift certificates, sa$ings bonds and other perks%

3% Effective /R (epartment
+rain the 2 department to respond quickly to employee complaints, concerns and inquiries% 7 % Allo' Employees to Spea& Up !reate a non,threatening atmosphere where employees can e5press their take on tasks assigned% Ask for feedback and suggestions from employees% !reate a format that allows employees to register complaints anonymously%

8% Provide Opportunities for "ro'th 8ffer promotions, opportunities to learn new skills% +his helps to a$oid intellectual stagnation%

K% +imely Salary Revie' Policy


a$e a salary re$iew policy that measures, recogniFes and rewards quality performance% "roper attention to these factors can help an organiFation retain its best employees%

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9% )reate a 1un Environment


Ghen was the last time you had a little party with some music and laughterM Ghen was the last time you sent out a thank you to e$eryone in the companyM !reating a fun en$ironment doesnLt take much time or money% All it takes is a little planning and effort% Ge often donLt feel we ha$e time to do this% If you donLt take the time to celebrate, create a sharing en$ironment and encourage people to let loose then fear will set in% 9ear leads to bad decision making% ;ou need to let your superstars ha$e fun and do great work% If they feel that they are free to create, laugh and share their ideas with one another, they will produce great results%

L% Provide )omprehensive +rainin!


4ow that a superstar is on board you ha$e to train the employee using e$ery tool at your disposal% +he whole company should be in$ol$ed% Most companies ha$e trainers% +hey teach you the basics of how to do the job, but they often donLt ha$e in, depth training% ;ou need to teach your young employees how you would like them to interact with customers and clients% And keep teaching them on a consistent basis, so they know e5actly what will make them successful%

5:% Meet the EmployeeAs -eeds


6ome companies are so afraid of losing a superstar that they just pay way too much without really finding out what the employeeLs other needs are% Many employees just want to work one day from home% 8ther superstars want the freedom to try their own projects%

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21A684 982 1M"'8;11 !8M1 + 1 82GA4I6A+I84M J Pay, J *ocation, J enefits, J Advancement Possibilities, J Fob Security, J -ature of 'or&, J Personal>1amily +ime%

SO*U+,O- 1OR +/E PRO *EM


5D 1,-(,-" +/E )AUSE O1 A++R,+,Oa$e a sur$ey among employees to find the reasons for attrition% If possible, ha$e e5it inter$iews to know the reasons for resignations% If a key employee resigns, it should be taken up on a priority basis and the senior management should meet the employee to discuss his reasons for lea$ing and e$aluate whether his issues bear merit and whether they can be resol$ed% 6teps can be taken to a$oid similar reasons from occurring in the case of others, in similar positions%

2D At the time of Recruitment


R6elect the right people through competency screening% R #se psychometric tests to get people who can work at night and handle the monotony% R 8ffer an attracti$e, competiti$e, benefits package%

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R Make clear of performance enhanced incenti$es and other benefits% Teep these promises, later%

6D At the office
R An employeeLs work must be communicated to him clearly and thoroughly% +he details of the job, its importance, the way it should be done, ma5imum time that can be allotted to complete it etc%, must be made clear% If there are changes to any of these, let the employee know at the earliest R Gi$e the employees necessary tools, time and training% +he employee must ha$e the tools, time and training necessary to do their job well , or they will mo$e to an employer who pro$ides them% R a$e a person to talk to each employee at regular inter$als% 'isten and sol$e elp employees manage stress, both at work and if employee complaints and problems, as much as possible% 9airness and impartial treatment by seniors is important% possible, off work too% Gi$e them special concessions, when in need% +reat the employees well = pro$ide dignity of job% R +he quality of the super$ision an employee recei$es is critical to employee retention% 9requent employee complaints arise on this issue% R "ro$ide the employees a stress free work en$ironment% "eople want to enjoy their work% Make work and work place cheerful and fun,filled as possible%
RMake sure that employees know that their work is important for the organisation%

9eeling $alued by their employer is key to hi!h employee motivation and morale % 2ecogniFe their strengths and help them to impro$e those they lack% R 1mployees must feel rewarded, recogniFed and appreciated% Gi$ing periodical raise in salary or position helps to retain staff%
R 8ffer e5cellent career growth prospects% 1ncourage = groom employees to take up

higher positionsHopenings% If they donLt get opportunity for growth within the organisation, they will look elsewhere for it%
R Gork,life balance initiati$es are important% Inno$ati$e and practical employee policies pertaining to fle5ible working hours and schemes, granting compassionate

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and urgency lea$e, pro$iding healthcare for self, family and dependants, etc% are important for most people% Gork,life balance policies would ha$e a positi$e impact on retaining skilled employees, as well as on attracting high,caliber recruits% R Implement competency models, which are well integrated, with 2 processes like selection = recruitments, training, performance appraisal and potential appraisal%

Employee Retention Strate!ies

5D Retention 1ocused Recruitment#


2ecruitment and retention are interlinked% 6ome departures are almost ine$itable from day one% Make sure you select the right person in the first place%

J Sharin! eEpectations at intervie' 4 15pectations regarding the pay policy,


willingness to work long hours, ability to work effecti$ely in teams, need to conform to the firmKs culture, willingness to tra$el and the candidateLs e5pectations regarding career ad$ancement, e5pected rate of rise in salary, preferred management style

J Person $ culture fit $ It is important that employees share similar $alues and are
able to function within the cultural en$ironment of the firm% A fair proportion of early departures are employees that were ne$er likely to be able to perform to an appropriate le$el within the firm, due to ha$ing $alues that are incongruent with those of the firm%

J Person>s&ills $ job fit $ +hink carefully about the skills needed to do the job well%

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%,+alents ,Tnowledge ,6elf,management traits ,Moti$ations

2D Retention 1ocused Orientation#


1ffecti$e orientation plays a $ital role in the longer term retention of employees, yet many orientation programs are little more than induction% +he purpose of orientation is to get the new recruit settled into position as quickly as possible% R 9irst impressions count% R +he time window is $ery small, !ommon mistakes R 4ot ha$ing the new employeeKs equipment in place R Ignoring them or lea$ing them to read manuals R 'ong lectures, too much information, endless form filling R 4ot in$ol$ing the new recruitKs manager and department R Make sure equipment is in position R 6how them how they can achie$e R 15plain what is e5pected of them R 15plain how to add $alue R 15plain how to be a team player

On their first day#


R Introduce the new employee to team members R Gi$e them a brief tour of the workplace, showing them where things are kept R 15plain the importance of their role in the success of the business R Introduce them to their buddy R Brief them on the companyKs business strategy, objecti$es, $alues etc R Ask the employee to promise that they will come and talk to you before (eciding to lea$e the company

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(urin! the first 'ee&#


R Ask them how they like to be managed, moti$ated% R Gi$e appropriate assignments% R Get them started so they can make a real contribution% R 1stablish medium term goals including both personal and career de$elopment goals% R (etail a$ailable resources, schedule any training, arrange a mentor if appropriate% R Arrange short meetings to check how they are doing R Get colleagues to meet them to e5plain how best to communicate R In$ite them to the ne5t social e$ent

6D Fob Sculptin!#
Many departures arise from frustrations due to the day to day e5perience of the role, rather than the issues relating to the firm or to indi$iduals%

J Move them internally first $ If someone is unhappy in their role, see if you can
find them a new position internally, before they opt to lea$e%

J Match talents to the requirements of the role , Match talents to the


2equirements of the role% Get employees to use their natural strengths, their intrinsic talents% If you want people to stay, get them to use their natural talents% Most people enjoy doing what they are good at% +hey like being able to e5cel%

J ,ncrease job variety $ 6ometimes the lack of $ariety in$ol$ed in their role can
frustrate employees to the e5tent that they decide to lea$e% 6ome people like routine, others like change% Again, a little imagination, a small adjustment, can be the difference between losing them and retaining them%

J +ailor roles to suit individuals $ If you ha$e indi$iduals you wish to retain, it
makes sense to tailor roles to suit them% +his way they get far more $alue from work and it is more difficult for other firms to attract them away% !ustomiFing roles to suit indi$iduals can be a winning retention strategy for some firms%

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J Enrichin! jobs , 1nriched jobs ha$e long been shown to offer e5tra $alue to many
employees% +he keys to job enrichment) 6kill $ariety, +ask completion, +ask significance, Autonomy and 9eedback%

J Meanin!ful 'or& $ 6ome employees find it difficult to connect their day to day
work with the end product% In a sense their work appears to lack meaning% By e5plaining how their job fits into the big picture, you can create meaning, thus increasing their moti$ation, and perhaps their willingness to stay%

3D Retention focused mana!in!#


"eople join companies, but lea$e managers% ItLs one of those common sayings that are mentioned in almost e$ery book on retention%

J Select mana!ers 'ith !ood people s&ills $ +he selection of managers is crucial%
(onLt promote indi$iduals into people management roles when their strengths lie elsewhere%

J Use incentives, reco!nition and support to encoura!e retention $ #se


incenti$es, recognition and additional support to encourage managers to adopt beha$ior that reduces the push factor

J As& mana!ers to help you $ Asking managers to help you% 6ometimes the smart
tactic is to e5plain the problem and ask managers to help%

J Pay careful attention to the 'ay you assess and re'ard mana!ers $ If you
assess managers on the numbers that is what they are likely to focus on% If their pay is determined solely by results, donLt e5pect them to pay much attention to retaining employees% +hink about ways in which their assessment, and perhaps e$en reward, can be designed to encourage beha$ior that will assist retention% 9ocus on creating $alue for employees%

J )onsider up'ards feedbac& $ +o encourage managers to pay attention to


employee de$elopment, get employees to pro$ide upwards feedback% R 15plain why their work is significant R Gork life balance guide
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R "erformance agreement R (e$elopment plan R (ialogue R Goal setting R "ro$ide the resources they need to the job R (elegation, autonomy and initiati$e R 1ncourage ideas R "ro$ide challenging work

7D Retention 1ocused )areer Support#


+he new psychological contract between employee and employer appears to be largely focused around career de$elopment%

J )areer development intervie's $ Annual career de$elopment inter$iews are a


sensible retention measure% 15amine a wide range of options from new work assignments, job enrichment, special projects, additional responsibilities, job sculpting, training, to internal and e5ternal mo$es% Make sure the focus is on what is best for the employee% R (e$elopment plans R Jualifications) professional and educational R #pwards feedback on manager as employee de$eloper R Alternati$e career paths R 9illing unmet needs

8D =or& 4 *ife alance Measures#


8ffering a range of fle5ible working options can ha$e a dramatic impact on employee turno$er in certain circumstances% R "art time work

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R 9le5i,time R @ob sharing R !ompressed workweek R Gorking from home

KD Retention 1ocused Re'ard#


"rofit sharing, or gain sharing, appears to be the most effecti$e reward strategy from a retention perspecti$e% 8f all the $arious reward strategies to ha$e been implemented o$er recent years, profit sharing appears to be the most effecti$e from a retention perspecti$e

9D )ommunication#
2ecent years ha$e seen firms place emphasis on communicating their message to employees% !ommunication in the opposite direction is rarely as effecti$e% It is possible to impro$e lines of communication should employee insight re$eal this to be an issue that needs to be addressed% 6ome firms use schemes that encourage employees to contribute their ideas on potential impro$ements%

EMP*O<EE E-E1,+S PRO?,(E( < +/E -A/AR ,O +E)/


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A part from the legal and mandatory benefits such as pro$ident,fund and gratuity, below is a list of other benefitsU)

5% "roup Medi$claim ,nsurance Scheme# +his insurance scheme is to pro$ide


Adequate insurance co$erage of employees for e5penses related to hospitaliFation due to

illness, disease or injury or pregnancy in case of female employees or spouse of male employees% All employees and their dependent family members are eligible% (ependent family members include spouse, non,earning parents and children abo$e three months

2% Personal Accident ,nsurance Scheme# +his scheme is to pro$ide adequate


insurance co$erage for ospitaliFation e5penses arising out of injuries sustained in an accident% +his co$ers total H partial disablement H death due to accident and due to accidents%

6% SubsidiGed 1ood and +ransportation) +he organiFations pro$ide


transportation facility to all the employees from home till office at subsidiFed rates% +he lunch pro$ided is also subsidiFed%

3% Recreation, )afeteria, A+M and )oncier!e facilities ) +he recreation


facilities include pool tables, chess tables and coffee bars% !ompanies also ha$e well, personal trainers and showers at facilities%

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1mployee will feel comfortable asking clarifying questions and may ha$e ideas on how to complete an assignment more efficiently% C/ (e$elop communication strategies% In many work en$ironments, people are not always geographically co,located or they are segmented by departments with different Management structures% If a communication system is not in place or is lacking, people may not learn about an important issue or new policy%

,mportance of Relationship in Employee Retention

6ometimes the relationship with the management and the peers becomes the reason for an employee to lea$e the organiFation% +he management is sometimes not able to pro$ide an employee a supporti$e work culture and en$ironment in terms of personal or professional relationships% +here are times when an employee starts feeling bitterness towards the management or peers% +his bitterness could be due to many reasons% +his decreases employeeLs interest and he becomes demoti$ated% It leads to less satisfaction and e$entually attrition% A supporti$e work culture helps grow employee professionally and boosts employee satisfaction% +o enhance good professional relationships at work, the management should keep the following points in mind% 2espect for the indi$idual) 2espect for the indi$idual is the must in the organiFation% J Relationship 'ith the immediate mana!er ) A manger plays the role of a mentor and a coach% e designs and plans work for each employee% It is his duty to in$ol$e

the employee in the processes of the organiFation% 6o an organiFation should hire managers who can make and maintain good relations with their subordinates%

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J Relationship 'ith collea!ues ) "romote team work, not only among teams but in different departments as well% +his will induce competition as well as impro$e the 2elationship among colleagues% J Recruit 'hole heartedly) An employee should be recruited if there is a proper place and duties for him to perform% 8therwise heLll feel useless and will be dissatisfied% 1mployees should know what the organiFation e5pects from them and what their e5pectation from the organiFation is% (eli$er what is promised% "romote an employee based culture) +he employee should know that the organiFation is there to support him at the time of need% 6how them that the organiFation cares and heLll show the same for the organiFation% An employee based culture may include decision making authority, a$ailability of resources, open door policy, etc% J,ndividual development# +aking proper care of employees includes acknowledgement to the employeeLs dreams and personal goals% !reate opportunities for their career growth by pro$iding mentorship programs, certifications, educational courses, etc% J ,nduce loyalty) 8rganiFations should be loyal as well as they should promote loyalty in the employees too% +ry to make the current employees stay instead of recruiting new ones

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SUPPOR+
6upport from management can sometimes ser$e as a reason for employee retention% 6uper$isor should support his subordinates in a way so that each one of them is a success% Management should try to focus on its employees and support them not only in their difficult times at work but also through the times of personal crisis% Management can support employees by pro$iding them recognition and appreciation% 1mployers can also pro$ide $aluable feedback to employees and make them feel $alued to the organiFation% +op management can also support its employees in their personal crisis by pro$iding personal loans during emergencies, child care ser$ices, employee assistance "rograms, conseling ser$ices, etc 1mployers can also support their employees by creating an en$ironment of trust and inculcating the organiFational $alues into employees% +hus employers can support their employees in a number of ways as follows) R R R R By pro$iding feedback By gi$ing recognition and rewards By counseling them By pro$iding emotional support

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+he +hree RAs of Employee Retention


+o keep employees and keep satisfaction high, you need to implement each of the three 2s of employee retention) respect, recognition, and rewards%

5D RESPE)+ 2D RE)O"-,+,O6D RE=AR(

Respect is esteem, special regard, or particular consideration gi$en


to people% As the pyramid shows, respect is the foundation of keeping your employees% 2ecognition and rewards will ha$e little effect if you donLt respect employees%

Reco!nition is defined as 0special notice or attention3 and 0the act of


percei$ing clearly%3 Many problems with retention and morale occur because management is not paying attention to peopleLs needs and reactions%

Re'ards are the e5tra perks you offer beyond the basics of respect and
recognition that make it worth peopleLs while to work hard, to care, to go beyond the call of duty% Ghile rewards represent the smallest portion of the retention equation, they are still an important one%

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Ghen you implement the 0three 2s3 approach, you will reduce turno$er and
1njoy the following)

Increased producti$ity 2educed absenteeism A more pleasant work en$ironment .for both employees and you/ Impro$ed profits

,mportance of employee retention

4ow that so much is being done by organiFations to retain its employees, why is retention so importantM Is it just to reduce the turno$er costsM Gell, the answer is a definite no% ItLs not only the cost incurred by a company that emphasiFes the need of retaining employees but also the need to retain talented employees from getting poached% +he process of employee retention will benefit an organiFation in the following ways)

5% +he )ost of +urnover# +he cost of employee turno$er adds hundreds of


thousands of money to a companyKs e5penses% Ghile it is difficult to fully calculate the cost of turno$er .including hiring costs, training costs and producti$ity loss/, industry e5perts often quote -AV of the a$erage employee salary as a conser$ati$e estimate%

2% *oss of )ompany Hno'led!e# Ghen an employee lea$es, he takes with him


$aluable knowledge about the company, customers, current projects and past history .sometimes to competitors/% 8ften much time and money has been spent on the
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employee in e5pectation of a future return% Ghen the employee lea$es, the in$estment is not realiFed%

6% ,nterruption of )ustomer Service# !ustomers and clients do business with a


company in part because of the people% 2elationships are de$eloped that encourage continued sponsorship of the business% Ghen an employee lea$es, the relationships that employee built for the company are se$ered, which could lead to potential customer loss%

3% +urnover leads to more turnovers# Ghen an employee terminates, the effect


is felt throughout the organiFation% !o,workers are often required to pick up the slack% +he unspoken negati$ity often intensifies for the remaining staff%

7% "ood'ill of the company# +he goodwill of a company is maintained when the


attrition rates are low% organiFation% igher retention rates moti$ate potential employees to join the

8% Re!ainin! efficiency# If an employee resigns, then good amount of time is lost


in hiring a new employee and then training himHher and this goes to the loss of the company directly which many a times goes unnoticed% And e$en after this you cannot assure us of the same efficiency from the new employee%

)/AP+ER$6
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6%5 S)OP O1 +/E S+<(<


+he scope of project is limited because the study was conducted at 'ehra only% 6o the study of the project is limited up to a$ailability of the information from $arious books or other published data and also information pro$ided by the respondents through filling questionnaire%

6%2 O FE)+,?E O1 +/E S+U(<


+he project report is based on the topic 01M"'8;11 21+14+I843 at 4ahar bio +ec with trusty !ommunication% +he following are the objecti$es of the project report) +o understand the Employee Retention in -ahar bio tec% +o find out the activities 'hich help the employee to retain themQ +o observe the 'or& environment in or!aniGation% +o !et an insi!hts relative importance of employee retention in or!aniGation% +o study the practical application of employee retention% +o &no' this concept related to /RM% 1or understandin! the techniques B methods used in the process of retain to employees at job% +o &no' about 'or&ers job satisfaction etc 'ith the help of questionnaire%
+o find out the detailed procedure of human Resources (epartment 'ith

trusty communication% Re!ardin! the supply of human resources to company%


+o &no' about 'or&ers job satisfaction etc 'ith the help of

questionnaire%

6%6 SAMP*E S,RE O1 M< A-A*<S,S


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@uestionnaire 'as filled up by 7: employees of -ahar bio +ech% =ith trusty communication doin! permanent B temporary &ind of job at the company%

6%3 RESEAR)/ ME+/O(O*O"<

2esearch methodology is a way to systematically sol$e the research problem% It may be understood as a science of studying how research is done systematically = scientifically% +he scope of research methodology is wider than that of research method% +hus when we talk of research methodology we will not only talk of the research method but also consider the logic behind the methods we use in the conte5t of our research study and e5plain why we are using a particular method or techniques%

RESEAR)/ (ES,"2esearch design is the blue print for the collection, measurement and analysis of data% It is framework for conducting the research project% It details the procedures necessary for obtaining the information need to structure or sol$e research% My project research design is a descripti$e research% Because descripti$e research studies are those studies which are concerned which describing the characteristics of particular indi$idual or a group%

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)hapter$3
,-+ERPRE+A+,OA-( A-A*<S,S

)/AP+ER$3
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3%5 PRESE-+A+,O- B A-A*<S,S O1 +A U*A+E( (A+A


+A *E$5#$/o' much employees are satisfied 'ith current job% 6ections +otal no% ?ery less Moderately 1arley satisfy satisfy 5st 2nd 6rd 3th 7th 5: 5: 5: 5: 5: 7: : : : : : : : : : : : : 9 K K 8 K 67 ?ery hi!hly satisfy 2 6 6 3 6 57

A-A*<S,S#$+his table no% 5 is sho's that ho' much employees are satisfied

'ith current job% So , analysis that in the 5 st section 9 1arley satisfyB2 are very hi!h satisfy% employees% 1arley satisfy employees$$$$$$$$$$$$$$K:S ?ery hi!h satisfy employees$$$$$$$$$$6:S So all employees are satisfied 'ith the current job% -o one li&e that 'ho is very less satisfy 'ith current job% So company provides !ood facilities to the employees% ut in the 3 th section 3 employees are very hi!h satisfy% +otal 67 employees are 1arley satisfies and 57 employees are hi!hly satisfied out of 7:

+ables related to compensation

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+A *E$2#$Satisfy 'or&ers 'ith )ompensation pac&a!e%


Sections +otal no% of 'or&ers Satisfy 'or&er

5st
5: 5:

2nd
5: 5:

6rd
5: 5:

3th
5: 5:

7th
5: 5:

+O+A*
7: 7:

100 &0 %0 $0 #0 50 "0 !0 20 10 0 10 10 1st 10 10 2nd 10 10 !rd 10 10 "th 10 10 5th '('A) 50 S tis*+ ,or-er 'ot l no. o* ,or-ers 50

A-A*<S,S#$

+his table sho's that ho' much 'or&ers are satisfy 'ith

compensation pac&a!e% So all employees are satisfy 'ith it% +his sho' that company !ives the compensation pac&a!e to employees is very !ood% All employees of different sections are all satisfy 'ith compensation pac&a!e% =hen company !ain the profit then at that time the company !ives the !ood compensation pac&a!e to employees% Satisfy Employees $$$$$$$$$$$$$$$$$$$$$5::S Unsatisfied Employees$$$$$$$$$$$$$$$$$$$:S So the S is fully satisfied 'ith compensation pac&a!e %
+A *E$6#$Salary is !ood enou!h to meet the 'or&ers eEpenses% Sections
+otal no% of employees Response of employees

5st 5: 8

2nd 5: 8

6rd 5: 8

3th 5: 9

7th 5: L

7: 69

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in yes

K8S

A-A*<S,S# $ +his table sho's that ho' much employees have !ood salary to meet theirAs eEpenses% ,n the 5st, 2nd, 6rd the no% of employees are same C8 out of 5:D 69 employees are that 'hoAs salary is !ood enou!h to meet theirAs eEpenses% 52 employees that 'hoAs salary is not !ood for theirAs eEpenses% SSalary meets to employeeAs eEpenses$$$$$$$$$$$$$$K8S SSalary not meets to employeeAs eEpenses$$$$$$$$$$23S Response of employees is !ood as compared to others because the rateTsS is hi!h to meet the eEpenses%

+A *E$3#$Re'arded for efficient performance to employees% Sections


+otal no% of employees

5st 5:

2nd 5:

6rd 5:

3th 5:

7th 5:

7:

A:

Response of employees in yes

35

92S

A-A*<S,S#$ +his table sho's that ho' much employees are eEist here 'ho
ta&in! the re'ard for better performance% +here is the rate of employees of ta&in! the re'ard for better performance is !ood% ,n the 5 stB2nd B6rdB7th section 9 employees from each section are same% +otal 35 employees are re'arded for efficient performance out of 7:% S of Re'arded Employees$$$$$$$$$$$$$$$92S S of non re'arded employees$$$$$$$$$$$$$59S ,n the 3th section only 5 employee 'ho does not ta&e the re'ard for efficient performance%

+A *E$7#$!ettin! periodical incentives Bbonus% Sections


+otal no% of

5st 5:

2nd 5:

6rd 5:

3th 5:

7th 5:

7:

A<

employees Response of employees in yes

5:

5:

5:

5:

5:

7:

5::S

A-A*<S,S#$

+his table

sho's that ho' much employees are satisfied 'ith

incentives B bonus% So , analyGed that all employees 'ho are in -ahar bio +ec !ainin! the incentives B bonus profit% )ompany !ives the incentives B bonus to employees% So 7: employees are !et the incentives B bonus out of 7:% S of employees to ta&e the incentives B bonus$$$$$$$$$$$$$$$$$$$$$$$5::S ut the rate of bonus is !iven different to different employees 'hich is analysis in neEt table%

+A *E$8#$Rate of job incentives for different employees% Sections -o% of EEcellent employees "ood Avera!e Poor ?ery Poor

A>

5st 2nd 6rd 3th 7th

5: 5: 5: 5: 5: 7:

5 2 5 6 6 5:

L K L K 8 69

: 5 : : 5 2

: : : : :

: : : : :

A-A*<S,S#$

+his table sho's that the rate of job incentives for different

employees so mostly !ood rate is more as compared to others% ,n the 5 st section 5 employee ta&e eEcellent incentives B bonus%L employees have !ood rate of bonus%6 employeeAs response is eEcellent in the 3thB 7th section Percenta!e of eEcellent$$$$$$$$$$$$$$$$$$$$$$$$2:S Percenta!e of !ood$$$$$$$$$$$$$$$$$$$$$$$$$$$$K8S Percenta!e of Avera!e$$$$$$$$$$$$$$$$$$$$$$$$$3S So company is !iven the !ood incentive to employees%

+ables related to Environment


CB

+A *E$K#$Rate of employees about 'or&in! conditions% Sections -o% of EEcellent "ood Avera!e employees 5st 5: : 9 2 nd 2 5: 2 9 : 6rd 5: 2 8 2 th 3 5: 5 9 5 7th 5: : L 5 7: 7 6L 8

Poor : : : : :

?ery Poor : : : : :

A-A*<S,S#$ +his table sho's the rates about 'or&in! conditions% So the 'or&in! conditions are !ood in company%6L 'or&ers have !ood response about the 'or&in! conditions B EEcellence response of 7 employeesB 8 employees have a response is avera!e% Percenta!e of eEcellent$$$$$$$$$$$$$$$$$$$$$$$$5:S Percenta!e of !ood$$$$$$$$$$$$$$$$$$$$$$$$$$$$K9S Percenta!e of Avera!e$$$$$$$$$$$$$$$$$$$$$$$$$52S So K9S employees are that 'ho have a !ood response% -o one have response of very poor or poor% My analysis is sho'n that company provides !ood 'or&in! conditions to employees%

+A *E$9#$Satisfy S of 'or&ers 'ith proper functionin! of machines%

C1

Sections
+otal no% of employees Response of employees in yes

5st 5: 5:

2nd 5: 5:

6rd 5: 5:

3th 5: 5:

7th 5: 5:

7: 7:

5::S

50 45 40 35 30 25 20 15 10 5 0

total no. of employees response in yes response in no %

1st

2nd

3rd

4th

5th

total

A-A*<S,S# $ +his table sho's ho' much 'or&ers are satisfy 'ith proper functionin! of tools and machines% So , analysis the company is provide the fully tools and machines to the employees %7: employees are fully satisfy out of 7: employees% All employeesA response in yes% Sof employees positively$$$$$$$$$$$$$$$$$5::S So -ahar bio +ec )ompany is fully provided machines to employees of better quality% +ime to +ime )ompany chec&in! the machines%

+ables related to "ro'th


+A *E$L#$Rate of 'or&ers response for more promotional opportunities at job% Sections
+otal no%

5st 5:

2nd 5:

6rd 5:

3th 5:

7th 5:

7: C-

of employees Response of employees in yes

5:

5:

5:

5:

5:

7:

5::S

50 40 30 20 10 0 1st 2nd 3rd 4th 5th Response of employees in yes % Total no.of employees

A-A*<S,S#$

+his table

sho's ho' much 'or&ers have promotional

opportunities at job providin! by company% So , analysis the company is fully provide the promotional opportunities to employees% An employees have chance to !ain the promotional opportunities at present job% 7: employees are fully satisfied out of 7: employees% All employees responses in yes% S of employees positively$$$$$$$$$$$$$$$$$5::Ss So -ahar bio +ec )ompany is fully provide promotional opportunities to employees time to time%

+A *E$5:#$)ompany motivate to employees for !ro'th% Sections


+otal no% of

5st 5:

2nd 5:

6rd 5:

3th 5:

7th 5:

7:

C7

employees Response of employees in yes

5:

5:

5:

5:

5:

7:

5::S

120 100 %0 #0 "0 20 0 50 10 10 0 1 10 10 0 2 10 10 0 ! 10 10 0 " 10 10 0 5 100. 50


. Response o* e/plo+ees in +es 'ot l no.o* e/plo+ees Se0tions

A-A*<S,S#$ +his table sho's that company motivate to employees or not for theirAs !ro'th% +his chance is !iven to all employees% All employeesA response in yes option% So all employees are motivated by company% Employees are motivated throu!h trainin! B salary rise% =hen any ne' employee come to in company then company provide him trainin! for his better !ro'th% ,f any technolo!y is chan!e then also company is provide the trainin! to employees 'ho have need% % S of employees positively$$$$$$$$$$$$$$$$$5::S

+A *E$55#$A'are the 'or&ers about payment of "ratuity Act 5LK2%

C?

Sections
+otal no% of employees Response of employees in yes

5st 5: 5:

2nd 5: 5:

6rd 5: 5:

3th 5: 5:

7th 5: 5:

7: 7:

5::S

A-A*<S,S#$ +his table sho's that ho' much employees are a'are about the "ratuity Act 5LK2% , analysis that all employees of every section are a'are about this act% 7: employees are a'are out of 7:% ecause all employees are !ain benefit of this act% AllTs response in yes option% S of employees positively$$$$$$$$$$$$$$$$$5::S

+A *E$52#$Rate of satisfy the family needs of 'or&ers% CA

Sections
+otal no% of employees

5st 5: 9 2

2nd 5: K 6

6rd 5: 5: :

3th 5: 9 2

7th 5: L 5

total 7: 32 9 97S

,n yes response ,n no response S

A-A*<S,S#$ +his table sho's that the rate of satisfy about the family needs of employees throu!h salary% So , analysis that yes response of employees is 32 out of 7: employees and 9 employees have no response%,n 6 rd section all employees have positively response% ,n the 5st B3th section same no% employees have same response C9D% ,n the 2nd section K employees have yes response out of 5: ,n the 7th section L employees have yes response out of 5: ut in the 6rd section 5: employees have yes response out of 5: +otal S of employees in yes response$$$$$$$$$$$$$97S +otal S of employees in no response$$$$$$$$$$$$$5

+ables related to "ro'th


+A *E$56#$ Relations of employees to supervisor%

CC

Sections 5st 2nd 6rd 3th 7th +otal response S

-o% of employees 5: 5: 5: 5: 5: 7: 5::S

EEcellent 2 : 5 : : 6 7S

"ood 9 5: L 5: 5: 3K L7S

poor : : : : : ::

'orst : : : : : ::

A-A*<S,S# $ +his table sho's that the relationship of employees 'ith direct supervisor% So in this table very !ood response of 3K employees out of 7:% EEcellent response of 6 employees% -o anyone employees in company 'hoAs relation is not !ood 'ith supervisor% ,n the 5 st section 9 employees response is !ood B 2 employees have eEcellent response% ,n the 2nd,3thB 7th sections 6: employees have !ood response% +otalS of employees in !ood response$$$$$$$$$$$$$$$$L7S +otalS of employees in eEcellent response$$$$$$$$$$$7S
+A *E$53#$ Relations of employees amon! staff members%

C:

Sections 5st 2nd 6rd 3th 7th +otal response S

-o% of employees 5: 5: 5: 5: 5: 7: 5::S

EEcellent 8 6 8 3 2 25 78S

"ood 3 K 3 8 9 2L 33S

poor : : : : : ::

'orst : : : : : ::

A-A*<S,S# $ +his table is sho's that relationship amon! employees to each others% +he relation amon! staff members is very !ood response of 2L employees% 25 employees have eEcellent response% All employees are co$operate 'ith each other and theirAs tal&in! 'ay 'ith each other is very nice% -o one have poor response%
+otal S of eEcellent response$$$$$$$$$$$$$$$$$78S +otal S of !ood response $$$$$$$$$$$$$$$$$$$$$33S

+A *E$57#$Participation in decision ma&in! of employees% Sections 5st 2nd 6rd 3th 7th C<

+otal no% of employees Response of employees in yes

5: 5:

5: 5:

5: 5:

5: 5:

5: 5:

7: 7:

5::S

'ee&ly response

monthly

@uartly

A-A*<S,S#$

+his table is sho's that employees participation in decision

ma&in! ta&e or not% So , analysis that the employees are also includin! in decision ma&in!% +he supervisor also !ive the chance to employees to sho' theirAs decision% So this is !ivin! the chance to employees quartly% Supervisor &eep a meetin! and ta&in! the participation of employees All employeesTs response is in yes option%
+otal S of yes response$$$$$$$$$$$$$$$$$5::S

+A *E$58#$Su!!estions to supervisor for !ro'th%

C>

Sections 5st 2nd 6rd 3th 7th +otal

+otal no% of employees 5: 5: 5: 5: 5: 7:

Salary rise 8 6 8 2 K 23C39SD

"ood trainin! 6 2 5 : 8C52SD

etter carrier !ro'th 5 K 2 K 6 2:C3:SD

/ealthy environment

A-A*<S,S#$ +his table is sho's that 'hich su!!estions are !iven to supervisor by employees% So , analysis that 8 employees are come 'ho 'ant !ive su!!estion of !ood trainin!, but all others are satisfy throu!h trainin!% 23 employees are 'ant !ive su!!estions of salary rise B 2: employees are 'ant !ive su!!estion of better !ro'th of employees -obody employee !ive the su!!estion of healthy environment because thereAs environment conditions are fully satisfy to employees% +otal S of su!!estion of salary rise$$$$$$$$$$$$$39S +otal S of su!!estion of !ood trainin!$$$$$$$$$52S +otal S of su!!estion of etter !ro'th$$$$$$$$3:S +otal S of su!!estion of healthy E?S$$$$$$$$$$:S

+A *E$5K#$Response of 'or&ers about 'or& shifts time% :B

Sections 5st 2nd 6rd 3th 7th +otal

-o% of employees 5: 5: 5: 5: 5: 7:

A!ree 9 K L 5: 5: 37

(isa!ree 2 6 5 : : 7

3o. o* e/plo+ees A1ree 2is 1ree 2is 1ree 10.

A1ree &0.

3o. o* e/plo+ees 100.

A-A*<S,S#$ +his table is sho's that ho' much employees 'ant to shiftin!B hourin! of 'or&% , analysis that 37 employees are a!ree out of 7: employees 'ith the procedure of shiftin! B hour of 'or&% ut only 7 employees are disa!ree 'ho 'ants to chan!e the procedure of it% +otalS of a!ree employees$$$$$$$$$$$$$$$$$L:S +otalS of disa!ree employees$$$$$$$$$$$$5:S

+A *E$59#$Responses of employees about canteen facilities Bvacation facilities%

:1

Sections 5st 2nd 6rd 3th 7th +otal

+otal no% of employees 5: 5: 5: 5: 5: 7:

A!ree 5: 5: 5: 5: 5: 7:

(isa!ree : : : : : ::

2is 1ree 0. A1ree 100. 'ot l no. o* e/plo+ees 100.

'ot l no. o* e/plo+ees A1ree 2is 1ree

A-A*<S,S#$ +his table is sho's ho' much employees are a!ree or disa!ree 'ith canteen facilities B vacation policy% So all employees are satisfy 'ith these facilities %-obody employee li&e that 'ho are not satisfy 'ith this% +otalS of a!ree employees$$$$$$$$$$$$$$$$$5::S +otalS of disa!ree employees$$$$$$$$$$$$$$$$:S

:-

)/AP+ER$7

O SER?A+,O-S B 1,-(,-"

:7

7%5 O SER?A+,O-S B 1,-(,-"S

+here were many things which can be obser$ed% Apart from the main topic there were many other aspects related to /R in the -A/AR ,O +E), which came into light not only through my topic but also through a small interaction with workers% +he main findings are) R Gorkers are promoted on the basis of e5perience% R Mostly employees are satisfied with policies related to promotional opportunities% R As far as job satisfaction is concerned mostly all the employees are satisfied with their job because of promotion and salary policies are good% R Gorkers in 4ahar bio +ec are $ery co,operate with all staff members% R !ooperation can be seen from upper le$el to lower le$el% R 4o specific qualification is required to work as a workmen or an operator in the plant% R 15perience of working comes by working under somebody elseLs super$ision and initially no formal training is pro$ided to any worker% R All employees are satisfied with mediclaim policy, compensation package and bonus% R All workers are satisfied with working conditions and proper functioning of tools and machines% R All workers are agreeing with good $acation policy%

:?

7%2 RE)OMME-(A+,O-S A-( SU""ES+,O-S

1$erybody is in$ited to put forward their ideas for the impro$ement of the plant good at many things which make it one of best of all such factories in India% 6ome of the areas which are really needed to be appreciated are in 4ahar bio +ec), But still I felt some of the things and areas where there is actually required some sort of impro$ement% 9or this some of the suggestions are) 9oremost important suggestion is that should not be high stress work% +here should be rewarded for efficient performance of employees% +here are some of the parts in the plant where electricity is wasted% +his thing should be taken care of "roblem of energy scarcity% 6pecial program must be started for creating awareness among the employee related to their personal growth% +here is a need of promoting recreational acti$ities

:A

! A"+12,C

8%5 )O-)*US,O-

+his training ga$e a lot to me% Gith this training we got the e5posure to industrial en$ironment% I got the opportunity to closely e5perience the working in the big organiFations% +alking about the topic for the study which is P1mployee 2etentionL,

:C

initially I had no idea what e5actly about employee retention% My officers in the 4ahar bio tecl told me about this concept% It is old concept used in $arious organiFations to protect the rights of employees% At the end when if we conclude the topic we can say that scope of 1mployee 2etention is $ery important% +he entire social, economic and other means which satisfy with companies acti$ities% Go$ernment makes rules and laws which are following in the 4ahar bio +ec so that they retain to employees and the ha$e there own rules for retaining the employees% 1mployees are moti$ates through their work properly without any partiality and discrimination concern% 6o in the end we can say that the company does all acti$ities to retain the employees%

, *,O"RAP/<
OOHS

1% 9or Books) @oshi, 2osy .-BB</S uman resource management, Talyani, (elhi% ::

-% Internet resources

=E S,+,ES
1. 7 ?%
http://www.naharbiotech.com

http)HHwww%scribd%comH www%google %com

:<

A--E;URE

PROFE)+ O- EMP*O<EE RE+E-+,OMy project on .EMP*O<EE RE+E-+,O-N with special reference to N-ahar bio +ec 'udhiana%

:>

@UES+,O--A,RE
6ection,A

Socio-demographic &actors.5D -ame#$%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 2D SeE#$ .a/ Male 6D A!e#$ .a/#" to -B years .c/ 7B,?B years .b/ 9emale .b/ -B,7B years .d/ abo$e ?B years .b/ #nmarried .b/ 6! .e/ "G .c/ (iploma

3D Marital status#$
.a/Married Ca/66'! .d/#G .a/"roduction .c/Accounts

7D Educational @ualification#$

8D (epartment#$
.b/ 2 .d/ 8thers

KD /o' lon! have you been doin! your jobQ


'ess than one year) ********** 1, 7years) ********* 7, A years) ********* A, > years) ********** more than 1B years) **********

6ection,B

@8B 6A+I69; Juestionnaire


5D Are you satisfied 'ith the current jobQ .B/ 4ot at all .1/ &ery less .-/ Moderately satisfied .7/9arley satisfied .?/ &ery highly satisfied

<B

,f you leave the job then 'hat 'ill be reason for leavin! employmentQ .a/Insufficient 6alary .b/Insufficient 2etirement .c/"ursue 8ther !areer Goals% .d/"oor "hysical Gorking !onditions .e/ igh 6tress Gorking !onditions .f/Gork oursH6hift Gork .g/8ther********************* !8M"146A+I84 Juestionnaire 2D Are you satisfied 'ith your compensation pac&a!esQ i/ ;es ii/ 4o 6D =hether your salary is !ood enou!h to meet your eEpensesQ i/ ;es ii/ 4o 3D /ave you re'arded for your efficient performanceM i/ ;es ii/ 4o 7D =hether you are !ettin! your periodical incentives or bonusQ i/ ;es ii/ 4o 8D =hat 'ould you rate the job incentives in your or!aniGationQ UUUUUUUUUUUU 1% 15cellent, -, good, 7, a$erage, ?, poor, A, $ery poor

14&I284M14+ Juestionnaire KD /o' do you rate the 'or&in! conditions at your jobQ UUUUUUUUUUU 1% 15cellent, -, good, 7, a$erage, ?, poor, A, $ery poor 9D Are you satisfy 'ith proper functionin! and machinesQ i/ ;es ii/ 4o

G28G+ Juestionnaire
<1

LD (o you thin& your job provides more scope for promotional opportunitiesQ i/ ;es ii/ 4o 5:D (oes your company motivate you for your !ro'thQ i/ ;es ii/ 4o if yes, 'hat sources%% O "ersonal de$elopment through training Osalary rise Oothers 55D are you a'are of payment of P"rautiy Act 5LK2P% Q i/ ;es ii/ 4o 52D ,s your job more helpful to satisfy your family needsQ i/ ;es ii/ 4o 21'A+I846 I") Juestionnaire 56D CAD ho' is your relationship 'ith your direct supervisors M A/ 15cellent B/ &ery good !/ Good (/ "oor 1/ Gorst .b//o' is your relationship 'ith other staff membersQ A/ 15cellent B/ &ery good !/ Good (/ "oor 1/ Gorst ,f poor B 'orst, 'hy % %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 53D ,s your or!aniGation encoura!in! employee participation in decision ma&in!Q i/ ;es ii/ 4o ,f yes, 'hat are the different employee participative pro!rams$$$$$$$$$$$$$$Q .O/ Geekly .O/ Monthly .O/ Juarterly .O/8thers .specify/%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% Juestion for !ompany%%%%%%% 57D =hich method of calculatin! employee turnover do you useQ %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 58D =hat is the employee turnover rate of your companyQ %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
<-

5KD Some ne' /R retention policies of your companyQ %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 8ther Juestions), 1</ (8 you AG211 or (I6AG211 with), .a/A good $acation policy,,,,,,,,,,,,,,,,,,,,,,,,,,,,AG2116 or (I6AG2116 .b/Insurance policy,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,AG2116 or (I6AG2116 .c/Gork shifting time,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,AG211 or (I6AG211 .d/!anteen facilities,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,AG211 or (I6AG211 Any other comments $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ *H'/0S

<7

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