PROJECT BY:

CHETAN AIL

TYBMS SEM VI 2010-2011

PROJECT COORDINATOR:
Mr. SAMADHAN KAMKAR

DATE OF SUBMISSION:

CHIKITSAK SAMUHA’S
S.S & L.S. PATKAR COLLEGE OF ARTS AND SCIENCE
AND V.P VARDHE COLLEGE OF COMMERCE AND ECONOMICS.
GOREGAON- (WEST)
MUMBAI- 400062.

1
 Declaration

I Mr. CHETAN AIL OF PATKAR COLLEGE OF COMMERCE AND

ECONOMICS OF T.Y.BMS (Semester VI) HEREBY DECLARE THAT I
HAVE COMPLETED THIS PROJECT ON “EMPLOYEE RETENTION”.

IN THE ACADEMIC YEAR 2010-2011. THE INFORMATION

SUBMITTED IS TRUE AND ORIGINAL TO THE BEST OF MY
KNOWLEDGE.

SIGNATURE OF STUDENT:

CHETAN AIL

PATKAR COLLEGE

2
 Certificate

I Mr. Samadhan Kamkar hereby certify that Mr. CHETAN AIL of patkar
College of Commerce and Economics of TYBMS (Semester VI) has
completed project on “EMPLOYEE RETENTION” in the academic year
2010 – 2011. The information submitted is true and original to the best of
my knowledge.

SIGNATURE OF THE

PRINCIPAL

SIGNATURE OF PROJECT

CO-ORDINATOR

SIGNATURE OF THE

COURSE CO-ORDINATOR

OF THE COLLEGE

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 ACKNOWLEDGEMENTS

Before going on with the project study, I would like to extend my sincere
gratitude to a few people without whom this project just wouldn’t have been
possible. First and foremost I would like to thank my Project Guide Mr.
Samadhan Khamkar for having spent considerable time and providing very
useful insights and facts for my project “Employee retention”.

It was an amazing experience working on this project and I would once

again wish to thank all the people related to it for making the task
worthwhile and so much fun.

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INDEX:
• INTRODUCTION TO EMPLOYEE RETENTION
• REASONS EMPLOYEES GIVE FOR LEAVING THEIR JOBS
• RECOMMENDATIONS FOR RETENTION
• INVESTING IN NEW EMPLOYEES
• THE 4 R’S OF RETENTION MANAGEMENT
• RATES: TURNOVER POSITIONS, COSTS AND FREQUENCIES.
• MEASURING THE EFFECTIVENESS OF RETENTION
• CONCEPT OF IDEAL TURNOVER RATE.
• THE SECRET OF ATTRACTING & RETAINING KEY EMPLOYEES ON A TIGHT
BUDGET
• TOP 10 TIPS TO ATTRACT, RETAIN & MOTIVATE
• TRAINING PROGRAMS
• ERC'S RETENTION MODEL
• INTEGRATED SYSTEM FOR RETAINING EMPLOYEES
• 10 STEPS FOR MOTIVATING RETENTION
• CASE STUDY: BPL MOBILE COMMUNICATIONS LTD
• FINDINGS AND OBSERVATIONS
• RECOMMENDATIONS
• QUESTIONNAIRE FOR BPL COMMUNICATIONS LTD.
• BIBLIOGRAPHY

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 • INTRODUCTION

“First companies don’t realize or ignore how much money and resources
they loose with employee turnover. Secondly, it may be that companies
anticipate some level of turnover and accept it as a normal part of business
and perceive there is no solution to improve the situation.”

The cost associated with training new employee can be substantial.

Another area of concern relating to employee retention is customer service.
“The negative impact employee turnover can have on service may create
lost business and lead to a loss in potential earnings. In the business world,
customer loyalty and satisfaction are the most important factors to a
successful business. If the customer is not receiving the attention they
generally require, they might seek other alternatives.”

“Giving everyone a raise who thinks about leaving a company would be

a financial challenge, so alternative benefits to keep their current employees
should be considered to generate a higher employee retention rate.”

Loyalty to a company from an employee’s perspective seems to be

diminishing in today’s business world. “With reorganizing, downsizing and
layoffs from mergers and acquisitions, employees don’t feel they have the
job security they did in the past. The result has been people are more open
to other opportunities.”

“Motivation and opportunity is a combination that makes a person

leaves their current position. If an opportunity for higher compensation or
the perception of a better work environment arises, it will most likely
motivate a person to take advantage of the opportunity, especially if there is
a perceive lack of appreciation from the current employer.”

The financial and non-financial outcomes of reducing employee

turnover are significant. Reviewing various aspects of your organization and
taking appropriate action will help you reduce your organizations employee
turnover. While this process requires time and effort, it will save the
organization time, effort, and money in the long run. The result of this
process is improved organizational performance, productivity and profit.

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REASONS EMPLOYEES GIVE FOR LEAVING THEIR JOBS

People often lie in exit interviews about why they are they leaving.
Managers should, of course, know in advance who is leaving and why. A
comprehensive list like this is of little value unless you use it as a guide to
gather your own information as to why your workers are leaving. It is
important to know these reasons to prevent them in the future.

Harvard Business Review

The Harvard business review conducted a research on the top five

reasons why employees leave their jobs. The result is as follows:

1. Job content
2. Level of responsibility
3. Company culture
4. Caliber of colleagues
5. Salary

1) Job content

This means the job description or the work employee is doing. In a lot of
cases employees are put to jobs without considering their likes, dislikes,
interest or areas of specialization.

2) Level of responsibility

This means the amount or the quality of the work given to the employee.
In a few cases the employee is given work, which does not have any
authority or responsibility or an imbalance of both. The employee could
even be unhappy with the job challenges.

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3) Company culture

At its most basic, its describe as a personality of an organization, or

simply as “how things are done around here.” It gives how employees think,
act and feel. Corporate culture is a broad term used to define the unique
personality or character of a particular company or organization, and
includes such elements as core values and beliefs, corporate ethics, and rules
of behaviour. Corporate culture can be expressed in the company’s mission
statement and other communications, in the architectural style or interior
décor of offices, by what people wear to work, by how people address each
other, and in the titles given to various employees.

A company’s culture effect in many, many ways. For instance

• The hours you work per day, per week, including options such as flexi
time and telecommuting
• The work environment, including how employees interact, the degree of
competition, and whether its fun or hostile environment – or something
in between
• The dress code, including the accepted styles of attire and things such as
casual days
• The office space you get, including things such as cubicles, window
offices, and rules regarding display of personal items
• The training and skills development you receive, which you need both on
the job and to keep yourself marketable for future jobs and employers
• Onsite perks, such as beak rooms, gyms and playrooms, day care
facilities and more

4) Compensation

• Not enough stock options / low value

• Not enough benefits
• Lack of bonuses
• Lack of promotions
• Lack of awards
• Low pay and….
• Loss of possible chance of “Wealth”

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5) Lack of motivation for a particular project

• Lack of enthusiasm towards project

• Work team not cohesive
• Lack of communication in project team
• Assigned to project unwillingly

6) Stress
• Impossible to meat deadlines
• Too many projects ongoing
• Long working hours
• Work taken home = less leisure time
• Family / relationship problems i.e. blood pressure high, nervous break
down, anxiety attack

7) Competitor’s work environment is a better place to work

Companies such as SGI, Microsoft has reputation of being “fun places

to work at.” Thus the employees relate that to more autonomy.

8) Lack of communication channeled in the company and thus the

feeling of isolation and “in the dark”

Company morale suffers when employees are left in the dark. To

combat this, company leaders are enhancing their internal communication
programs. Kent Barnet, CEO of Knowledge advisors recommends.
“Companies need to provide full disclosure to their employees. Publish
goals, share progress, openly and consistently revisit company values, and
give employee the opportunity to act like owners. Communication keeps
employees well informed and engaged in the success of your company.”
Without adequate communication, employees are left to guess about the
future of the business.

9
9) Life styles or work or family conflicts

The employee should have problems to do with the location or timings

due to personal reasons due to which he decides to leave.

10) No compelling vision of the future

The employee does not find hi, climbing the corporate ladder and does
not see any further up gradation in the work he is assigned.

RECOMMENDATIONS FOR RETENTION

Communication

1). Develop measure and reward honest, frequent two-way communication

and rapport between line managers and the individual employee including
rapid, constructive confrontation on issues. +

2). Give workers praise and recognition for all of their successes. Look for
the opportunities to practice random acts of authentic praise and support.
+

3). Use metrics, meetings and task forces to make retention the #1 topic of
conversation. +

4). Make sure that managers keep the worker continually informed about
their progress with monthly “how am I doing” conversations. +

5). Practice open book management Access to “too much” information so

workers feel they are trusted and are in “the loop”

6). Make sure that they have no surprises let them know what to expect

10
7). Pay attention to workers. Ask them what they want “more of” and “less
of”

8). Communicate management visions and values so that workers can better
identify with and share pride in our firm and our product. Developed a
shared compelling vision of the future.

9). Make sure employees know why we have “a great place to work” and
show them continually that the grass is not greener on the “other side”.

10). Create the perception of relative fairness and create opportunities for
conversations whenever someone questions their treatment.

11). Train mangers on how to motivate, criticize and listen to their

workers.

Information Gathering

12). Identify the productivity and real business costs of loosing key
employees so that managers will know the business impact of loosing
employees. +

13). Develop “smoke detectors” so you can identify and prevent potential
problems before they occur

14). Do periodic “pulse” surveys to identify retention / productivity issues.

15). Do periodic assessments of who is “at risk” of leaving and develop

strategies to keep your key employees.

16). Use outsiders / headhunters to assess who is underpaid, who is

“looking” or who is targeted by competitors firms

17). Periodically ask employees “why they stay” and manage to those
factors.

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Empowerment

18). Engage and develop employee ownership of retention and

productivity issues. +

19). Give them some control over their job and their life. +

20). Tell workers what they have a right to expect: from their managers
(and vice versa). +

Challenge and Growth

21). Measure and reward managers for giving each employee challenging
and exiting work. +

22). Reward and measure managers for ensuring that each employee is
continually growing and learning so that they are on the cutting edge of
their field. +

23). Assist employees in moving and rotating to internal projects and

positions. +

24). Develop “stretch goals and promote key performers” before you
know that they are ready”

Excellent managers

25). Make excellence in people management a condition for remaining in

a management position. +

26). Measure and reward managers for excellence in interacting,

developing, motivation and retaining their employees. +

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27). Prioritize jobs, competencies and “key employees” so initial
management efforts focus on high returns areas (forced ranking). +

28). Rewards managers for sharing ideas and helping to mentor other
managers on how to retain employees
.
29). Identify, fixed or remove bad managers. Assess the “fit” of a
managers to the team before you place a manager

30). Build the companies image so that friends and family continually
look upon the firm as a great place to work

31). Train managers on the causes and the available tools for preventing
and solving retention problems

32). Train an internal retention expert to coordinate retention efforts and to

coach managers

Their job

33). Develop processes that “over-emphasize” reward for success, result

and performance. +

34). Give employees some degree of autonomy and control of their job /
life. +

35). Make sure that every worker knows that his or her work “makes a
difference”. +

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36). Identify, and mitigate things that frustrate workers and that act as
barriers to productivity. +

37). Give them the right tools to do their job. In case of doubt, exceed
their expectation

38). Make sure that their job is structured so that they have a clear
opportunity to do what they do best. +

39). Give them some control over their physical environment and make it
conductive to successful performance.

40). Whenever possible make coming to work fun and full of WOW’s
.
41). Improve the work environment.

42). Develop a degree of cohesion and an environment that is conductive

to intra-team friendships

43). Rewards teams and individuals that help, mentor and develop others.
+

44). Make individual feel important and let them know we care about
them as a person

45). Organize and develop teams where co-workers are committed to

quality work

46). Ensure that workers feels “in on things” and that they don’t feel
isolated.

47). Educate their family and friends in the importance of their work and
involve them in the retention as you make them feel part of the
companies “family”

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48). Where possible keep employees informed about their relative job
security and promotional opportunities.

Hiring, Recruiting and Firing

49). Measure and reward managers for increasing turnover among poor
performers. +

50). Reward managers for developing bench strength and having a

“backfill” person for all key positions. +

51). Hire “A” players and people that have a sense of urgency and a desire
to perform

52). WOW new hires their first week. Reinforce their acceptance decision
and fulfill their needs during the first month

53). Treat exiting employees with class and maintain a relationship with
key employees that have left our firm in the hopes they will return or
refer others to our firm

Rewards and Compensation

54). Train and reward mangers for the continual use of non-monetary
rewards. +

55). Develop high regard differentials between high performers and

average performers. +

56). Do quarterly “what is your real value” compensation assessment of

all key employees to ensure you are not significantly underpaying anyone

57). Offer employees a chance to share in the firms success

58). Where possible, offer key employees some possibilities for “wealth”.
INVESTING IN NEW EMPLOYEES

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An Innovative Approach for Cost-effective Turnover Reduction

Turnover costs for many organizations are unacceptably high. When the
direct and indirect costs associated with employee separation, replacement
and training are accurately compiled, it is not uncommon for even medium-
sized companies to lose several million dollars a year resulting from
employee turnover.

This section describes an HR management tool for decreasing turnover,

which is based on professional researched linking various job candidates
sources of personal discomfort and dissatisfaction. While this assessment
process is relatively new to the professional HR literature, it has been to
shown to dramatically reduce turnover rates. In one organization where this
type of process was used, annual turnover was reduced by 54% (from 168%
to approximately 78%). In another organization, the process lowered annual
turnover from 120% to 48% (60% reduction)

MANAGING TURNOVER THROUGH SELECTION

There are many potential causes for turnover. Certainly, area economic
conditions, as well as other factors such as labor market conditions, affect
general turnover rates. These more general causes for involuntary turnover
are difficult to direct mange. However, there are certain causes for
involuntary turnover that are associated with any specific job in a given
organization (e.g., non-competitive compensation, high stress, unpleasant
physical or interpersonal working conditions, monotony, and poor direct
supervision) that can be managed. Although considerable research has been
published in professional journals that underscores the relationship among
workers preferences. Job performance, absenteeism, and voluntary turnover,
there have not been much advancement in the field of personnel selection
based on these findings.

One management option for addressing the issue of employee turnover

is to change the job to eliminate negative characteristics, but this often is not
feasible or desirable. An alternative method for reducing turnover is to

16
screen out potential leavers during the hiring process. Organization can be
used information regarding negative job characteristic as part of their pre-
employment screening process in order to identify job candidates who are
likely to have particularly adverse reactions to these characteristics.

The assessment of employee’s sources of job-related discomfort and

frustration has proven to be powerful predictor of turnover. Employees in
any job have conscious and unconscious emotional reactions to work. If
these reactions are generally positive, an employee is less likely to quit. On
the other hand, if these reactions are generally negative, an employee is
likely to quit. One very promising approach for managing turnover is to
identify job candidates who are more likely to have negative reaction to a
given job. These candidates can be screened out early in the hiring process,
thus saving further hiring costs, and decreasing subsequent turnover.
Unfortunately the most frequently used for identifying such negative job
characteristic (e.g. Job Diagnostic Survey, Job Characteristic Inventory)
have little utility for making employment decision because the scoring
process is relatively transparent to job applicants.

17
THE 4 R’S OF RETENTION MANAGEMENT

With unemployment hovering around 4% and baby-boomers aging

out of the workforce it’s no surprise to anyone involved in staffing that there
are more jobs than people to fill them.

To increase employee retention, a company must recognize

employees, give them responsibility, and compensate them fairly. The
degree to which employees each employee required each of this varies.

Recognition

Retain & Motivate

Responsibility
Remuneration

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Recognition:

By recognizing an employee a manager reinforces productive behavior,

builds the individuals self-esteem, and makes them feel appreciated.
Recognition creates a corporate culture in which employees feel good about
themselves, their co-workers, and their superiors. As a result, employees
enjoy their jobs more and have a greater sense of loyalty to the company.
Ultimately, a company with a strong culture of employee recognition will
experience lower rates of attrition and thereby increase its bottom line.

Recognition is the most effective / motivating when it is:

• Given immediately.
• Given frequently.
• Based on clearly communicated criteria.
• In line with the organization’s culture and goals.
• Valued by the recipient.
• Provided by someone of significance to the recipient.

Occasions for recognition:

• Job well done.
• Birthday.
• Service anniversary.
• Doing a special favour.
• Doing a particularly unpleasant task.
• Maintaining a positive attitude in the face of adversity.
• Saving the company time or money.

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Ways to recognize:
• Personal letter to the employee, with copies sent to your immediate
supervisor and to the employee’s supervisor.

• Compliment and congratulate them in front of boss and peers.

• Share a letter of praise or thanks from a client with the employee and
the rest of the department.

• Listening to an employee’s suggestion for improvement and

encouraging it.

• Special recognition form.

• Allowing an employee to work on an exciting project he or she would

not usually work on.

• Instate a public platform for suggestions and implement them.

• Appoint a high achieving employee to a company task force or focus

group.

• Scheduled employee appraisal sessions.

Employee Recognition that Works:

Say good-bye to “Employee of the Month” Bid a fond adieu to five-year

pins. Name in the newsletter? And good night! Think that’s all employees
need to feel recognized? It’s time to think again!

That’s why it’s so critically important for organizations to retain to

talent, now more than ever. And one of those ways is through individual
recognition. Solely recognizing employees through en-masse programs has
become routine, watered – down, and in the words of one manager, “ho-
hum”.

20
 At a recent management seminar, an inevitable question was posed.
“Just what is the best way to recognize employee?” Gathering all the
wisdom of the past 20 years a manager answered, “It all depends” Of
course, the person that asked the question wanted employee”.

He then asked each person to list or her employees and then list how
each employee liked to be recognized. Not one person could definitively
answer that question. Then how do you find out? The answer is deceptively
simple.

Bob Nelson, author of several best-selling books

including 1001 Ways to Reward Employees, made the
following comment regarding recognition “ Raise the
awareness of your managers about the importance of
them appreciating their employees on a daily basis
when they do good work – one-on-one or via
voicemail, in writing or email, in meeting. The
rewards that are most beneficial to ay employee are the ones they want!
Find out what those might be by asking them in one or more ways. It very
well may not be “stuff” at all, but perhaps autonomy, flexibility, trust,
support, visibility, opportunity, and so forth.”

Start by asking employees what’s meaningful; how they like to be

recognized. Involve them in the process that affects them. After you’ve
recognized them in their preferred manner, check back to see if it was truly
meaningful. Did they like it? At periodic intervals, ask again.. and again.
Great recognitions programs quickly become meaningless recognition
programs when we stop asking employee what they want.

Here’s what one employee of a local company say’s “My manager

thanks me ten times a day, for doing things that are really just a part of my

21
job. That means a lot to me and motivates me to work even more
conscientiously. He is genuinely grateful for the work I do”.

It‘s not necessarily about money, formal programs or getting your

name in the company newsletter. It’s all about what matters to each
individual employee.

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 Remuneration:

The degree to which compensation plays a role in an employee’s loyalty

to the company various, but it is undoubtedly an important factor in
employee retention. Some consider it to be a de-motivator rather than a
motivator. In other words, inadequate compensation is likely to deter
employees, while high levels of compensation will not retain them.

Types of remuneration:

• Direct pay
• 401 K
• Stock options
• Bonus
• Parking
• Vacation time
• Arranging employee discounts from clients or vendors.
• Other benefits.

Responsibility:

Employees have greater job satisfaction and loyalty if they feel their
position is important to the bottom line of the company and required a high
level of responsibility. This is especially true for young people because they
are more concerned with learning and creating better opportunity for
themselves.

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 Examples of responsibility:

• Direct work – perceived importance of assignments.

• Decision making capabilities.
• Management duties.
• Passwords and access to secret information.
• Being appointed to a company task force.

RATES: TURNOVER POSITIONS, COSTS AND FREQUENCIES.

Employee turnover is very costly to an organization and, ultimately,

takes its toll on organizational performance, productivity, and profit.

There are direct and indirect costs associated with employee turnover.
Direct costs include the time involved in recruitment, selection, and training
of new personal as well as the costs associated with advertising expenses
and manpower. The time a manager spends in the selection process could
otherwise be devoted to other management responsibilities of his or her
everyday function. Indirect costs include the increased workloads as
coworkers pick up the slack until new employees are hired and trained as
well as the decreased productivity associated with low employee morale.

Estimating the Cost of Unwanted Employee Turnover

Unwanted employees turnover costs employers much more than

typically realize. While the actual losses will differ from one work category

24
to another, this form is a reasonably accurately way to calculate the cost of
unwanted employee turnover. (Remember making management decisions
that are intended to reduce the size of an employee retention problem should
be based on the known facts.)

Non exempted Employees

The loss of each nonexempt employee can cost between 0.5X and 1X
the salary plus benefits. Nonexempt employees are those in work categories
covered by the Federal Wage and Hour laws governing hours of work and
overtime pay eligibility.

To get precise, you can identify these exact costs when nonexempt
employees leave:

Separation Processing Costs $

Replacement Hiring Costs $

Training New Hire Costs $

Lost Productivity & Lost Business Costs $

25
 Total $________per lost
employee

26
Exempt Employees:

The cost of losing employees who is “exempt” from wage and hour
regulations is even greater. This category typically includes employees who
supervise, manage, or perform non-repetitive work within a recognized
profession. This loss can be determined by multiplying the annual salary
plus benefits total by IX to 25X depending on the level of the position. The
higher the position the higher the

Executives:

For top management employees, use multiples between 3X and 5X the

annual salary plus benefits.

Each formula multiplies by the number of annual employee departures

to determine a total turnover cost for the work group that you select. The
total cost figure becomes the target of controllable turnover costs to be
significantly reduced.

Tangible Costs
Exit interviewers time
Exiting employee’s time
Administrative expenses related to resignation
Vacancy Costs
Additional overtime for remaining employees
Temporary help
Wages and Benefits saves negative lost #
Lost revenue
Replacement Costs
Administrative expenses related to recruitment
Advertisements
Headhunter fees
Interviewers time
Other staff time
Testing expenses
Travel and Moving expenses

27
Set up of new employee
Medical exams for new employee
Training Costs
Handbooks and other literature
Formal training costs
Welcoming costs
Time of other employees spent training
Performance Differential
Amount saved or cost of reference
In production of new entry
TOTAL TANGIBLE COST OF ATTRITION

Intangible Costs

Exit Costs
Loss of organizational leaning
Loss of knowledge and expertise
Loss of relationship with clients
Emotional fallout and decreased morale
Decrease in culture of loyalty
Vacancy Costs
Increase tension and stress due to increased work loads
Replacement Costs
Decreased efficiency / productivity due to loss
of work group synergy
TOTAL INTANGIBLE COST OF ATTRITION

MEASURING THE EFFECTIVENESS OF RETENTION

How to Implement an Effective Employee Testing Programme?

Advantages of Testing:

28
 Many companies avoid using employee testing because of the cost of
because of the fear of legal action by applicants who are not hired.

The cost of testing is minimal compared to the tremendous costs of

employee turnover. Conservative estimates of turnover costs range from 1/3
–1/2 of the annual salary of the employees that you need to replace. The
costs of replacing management, executing and highly skilled talent can
easily range to 1-2 times the annual salary of the person you need to replace.
Testing is, therefore, a valuable investment for organization to make in
hiring and retaining top talent.

Employee testing, if done right, can be one

of the most valid and legally defensible tools
that an organization uses to screen applicants.
Unlike interviews, professionally developed
tests are consistent for all applicants and they
have documentation that supports their
reliability and validity. Reliability refers to the consistency of test results
and validity refers to the accuracy of test results. The courts consider
information such as reliability and validity in evaluating the fairness of the
test.

Another advantage of testing is that test results provide information

about the applicant that is not easily obtained through other means. Tests
allow companies to obtain accurate information about other characteristics
of applicants such as interpersonal style, work ethic, and ability to learn.

29
IMPLEMENTING A TESTING PROGRAM

Companies can implement and effective (and legally defensible) testing

program by using the following six-step process.

1). Identify jobs where testing might be helpful :

Testing is most beneficial in positions where there is high turnover or

where the consequences making a poor hiring decision are very serious. For
high turnover positions, companies think that they should not do anything
that will make it more difficult for them to find applicants. It may take you
longer to find a candidate using testing. The candidate that you select using
testing, however, is likely to stay with the company longer because of the
improved fit between them, their job, and the organization.

2). Define job and organizational requirements clearly, completely, and

accurately.

This step is where most companies miss the boat. A comprehensive

description of the knowledge, skills, abilities, and other characteristics
requires to do the job is the minimum requirement for making a good hiring
decision. Companies who hire and retain top talent go even further to define
organizational requirements for the person in that position related to the
organization’s values and purpose.

3). Identify testing needs based on the job and organizational

requirements :

Review the job and organizational requirements for the position.

Identify those requirements where information can be easily obtained
through interviews. Identify whose areas where testing is likely to give a
more accurate picture of the person’s skills.

30
4). Select a test :

Obtain the names of test publishers and products from professional

colleagues or employee testing professionals. Before purchasing a test, ask
the vendor for information regarding the reliability and validity of the test
you want to use. Also, ask for information on the development of the test
and for information about the adverse impact of the test. Adverse impact is a
measure that the courts use to determine if people of different groups (e.g.
age, gender, race, etc.) perform significantly different on the test. The test
should discriminate only on the basis of skills and abilities required to do
the job, not on non-job related factors (e.g. age, race, gender, etc.)
Companies should avoid using a test that has adverse impact. Companies
should also avoid developing their own test unless they have someone who
is experienced in test development and validation procedures assisting them.

5). Implement the test :

Whether you implement the test company – wide or only in a specific

region or division, make sure that the people who administer, score, and
evaluate test results are trained. Testing procedures should be consistent for
all applicants for which the test is being used.

6). Measure test effectiveness :

Examine various measures of individual and location performance

before and after implementing the test. Also, continue to monitor test
effectiveness annually. If the test is effective, you should see objective and
quantifiable of its effectiveness by such things as.

o Reduced turnover.

31
o Increased quantity and quantity of employee performance.
o Increased organization performance, productivity and profitability.

If you do not see such evidence of test effectiveness within the first 6-12
months of using the test, reexamine your job requirements as well as the
information related to the quality of the test (e.g. reliability, validity, etc.).
Make modification in your testing program as needed.

CONCEPT OF IDEAL TURNOVER RATE?

There are many opinions about what is the “ideal” turnover rate. Here
is how a CEO might look at it.

o Voluntary turnover should be zero for the top 10% of our best
performers.

o Turnover should be 100% for the bottom 10% (our Worst performers).

o Voluntary turnover should be zero for the key jobs and key competencies
that we have identified.

o Our voluntary turnover should be 10% or more below that of our closest
competitors and 10% lower than our firm’s rate of last year.

32
o Managers that have a turnover rate (for top performers and key jobs) that
is 10%. Below our corporate average should be rewarded. All employees
of low (voluntary) turnover departments should get a bonus.

o Managers that have a turnover rate (for top performers and key jobs) that
is 10% above our average should be given special consulting and training
help for HR.

o The turnover rate for HR people that worry too much about turnover
numbers and not about worker and departmental productivity (and its
causes) should be 100%.

THE SECRET OF ATTRACTING & RETAINING KEY EMPLOYEES ON A TIGHT

BUDGET

How can organizations draw and keep essential personnel when they
can no longer afford to offer inflated salaries or fancy perks?

The answer may surprise you. It surprises most managers. For example,
what do you think employees want from their jobs? Good wages? Job
security? That's what managers have though… for at least the past 55 years.

But it's not what employees have continued to say! As shown in the
following table, what employees really want are appreciation and
involvement.

What Do Employees Want From Their Jobs?

MANAGE EMPLOY
FACTORS
RS EES
Full Appreciation for Work
8 1
Done
Good Wages 1 5

33
 Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth
3 7
Opportunities
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal
9 3
Problems
Tactful Disciplining 7 10

Note the glaring discrepancy between manager opinion and employee

fact.

Are we saying – or are employees saying – that competitive wages are

unimportant? Of course not. Money usually is necessary, but not sufficient
condition to attract, retain and motivate good employees. [By the way,
money isn't even always necessary – notice how energized and enthusiastic
unpaid volunteers often are.]

Test this out yourself: Remember a time when you felt energized,
fulfilled, and excited about your job or a project; when you couldn't wait to
get out of bed and get to work! [Or, if unfortunately, nothing comes to mind
– remember a time when you felt frustrated, bored or dispirited about your
job or a project; when you had to force yourself out of bed to go to work!]

What were you doing? What was special (or not special) about it? Was
it the pay? The fringe benefits? Maybe... for the first few days. Or... was it
the stimulating work, the stretching of your abilities, being an important part
of a grand venture, the rapport with coworkers, the recognition from
superiors?

In fact, it is the quality of the work itself – and of our relationships with
others at work – that draws us to the best organizations and keeps us there,
performing at peak effectiveness.

Now – lest there is any doubt – this discrepancy between manager

opinion and employee fact is good news – for two reasons:

34
1). Increased wages and job security are precisely what many organizations
cannot provide during lean times – whereas appreciation and
involvement can be provided... anytime.
2). Most managers don't "get it". If you do... your organization can emerge
as a preferred employer. You can win the battle for attracting and
retaining talented employees – regardless of budget!

35
Attracting, Retaining & Motivating Employees: The Realities and the
Options

There is a dangerous crisis in America today. It has nothing to do with

global warming or the latest computer virus. Rather, we're referring to the
alarming diminishing ability of organizations – in every sector of our
society – to survive.

At a time of intense global competition, most corporations, government

agencies and non-profit associations alike have exhausted whatever
efficiency and cost-cutting improvements there were to be extracted from
reengineering and downsizing. And, many have found that they have cut,
not only the fat, but also much of their muscle (or even lifeblood), that is –
their best employees.

However, as they now look to replenish, preserve and nourish this blood
and muscle, they are facsed with a General X workforce 40% smaller (and
much more demanding) than the Baby Boomers – and the lowest
unemployment rate in 30 years!

Also, employee loyalty is down, way down. According to a 1998 survey

conducted by Sibson & Company, 55% of employees plan to quit or think
often of quitting. In fact, the most frequently asked question put to the
Society of Human Resource Management is: "How can we keep talent from
jumping to our competitors?"

Fortunately, every crisis contains in it – not only danger – but also

opportunity. This article shares with you the secret to transforming this
dangerous crisis into an opportunity for your organization to flourish!

Based on our research and work with employers across the country, we
have identified the distinguishing traits of organizations that attract, retain
and motivate the best employees. In a nutshell:
1). The pay ain't bad
2). And they treat employees GREAT!

36
 Recent landmark studies confirm what theoreticians and management
gurus such as Abraham Maslow, Frederick Hertzberg and Peter Drucker –
have maintained for decades

o Money is necessary – but not sufficient condition – to attract, retain and

motivate good employees. You and I will go to work for a paycheck and
benefits plan. But we won't really do work (at least our best work), unless
something else is present.

o It is the quality of the work itself and of our relationships with others at
work – that draws us to the best organizations and keeps us there,
performing at peak effectiveness.

Recently, the Families and Work Institute published the National Study
of the Changing Workforce – the most comprehensive research ever
conducted in this area. They found that, while Earnings & Benefits have on
only a 2% impact on job satisfaction, Job Quality and Workplace Support
have a combined 70% impact. That's a 35 times greater bang for the buck!
(Though, in the case of Job Quality and Workplace Support, it is an
intangible, symbolic "buck".)

37
 Factors Impacting Job Satisfaction

And, the findings were similar for factors impacting Employee Loyalty,
Retention and Performance. For Performance, however, Job Demands (that
is stress factors such as overtime and deadlines) have a negative impact –

38
comparable to the positive impact of either Job Quality or Workplace
Support.

But, let's suppose that employee retention is not a problem for your
organization and you're not convinced that employee satisfaction has much
impact on the bottom line. Then consider this: A recent survey conducted by
the Gallup organization researched the Impact of Employee Attitudes on
Business Outcomes. They found that organizations where employees have
above average attitudes toward their work (that is, high employee
satisfaction) have:
• 38% higher customer satisfaction scores,
• 22% higher productivity, and
• 27% higher profits!

Satisfying employees, by ensuring that they have meaningful work and

are treated well, is not only a nice thing to do; it makes good business sense.

So, if you want to transform the danger into an opportunity for your
organization to flourish and make money – pay your employees with more
than just money!

39
TOP 10 TIPS TO ATTRACT, RETAIN & MOTIVATE

1). Pay employees fairly and well - then get them to forget about money.

2). Treat each and every employee with respect. Show them that you care
about them as persons, not just as workers.

3). Praise accomplishments and attempts…

• Both large and small
• At least 4 times more than you "criticize"
• Publicly and in private
• Verbally and in writing
• Promptly (as soon as observed)
• Sincerely

4). Clearly communicate goals, responsibilities and expectations. NEVER

criticize in public – redirect in private.
• Recognize performance appropriately and consistently:
• Reward outstanding performance (e.g., with promotions and
opportunities)

5). Do not tolerate sustained poor performance – coach and train or remove!

6). Involve employees in plans and decisions, especially those that affect
them. Solicit their ideas and opinions. Encourage initiative.

7). Create opportunities for employees to learn and grow. Link the goals of
the organization with the goals of each individual in it.

40
8). Actively listen to employees concerns – both work-related and personal.

9). Share information promptly, openly and clearly. Tell the truth… with
compassion.

10). Celebrate successes and milestones reached – organizational and

personal. Create an organizational culture that is open, trusting and fun!
TRAINING PROGRAMS

Rekindling Organizational Loyalty: Attracting, Retaining &

Motivating Employees

The most frequently asked question put to the Society of Human

Resource Management is: "How do we keep talent from jumping to our
competitors?" This program provides in-depth answers to that question and
many others! Emphasizing the importance of day-to-day benevolent
treatment of employees to elicit both outstanding performance and
organizational loyalty, the Grimmes share the secrets of the most successful
employers. Classic motivation theory is linked to recent landmark studies,
providing the foundation for immediately applicable techniques to attract,
retain and motivate your staff.

Dynamic presenters incorporate interactive exercises, powerful visual

aids, and information-packed handouts to deliver cutting-edge programs that
give your organization the tools and insights to create long-term change.
Available in a variety of formats and lengths.

41
ERC'S RETENTION MODEL

Employee Retention Connection's decades of applied organizational

experience indicate three primary drivers of employee retention:

1. Stimulating Work
• Variety of assignments
• Autonomy to make decisions
• Resources and support provided to do good work
• Opportunity to learn

42
 • Feedback on results
• Understanding the significance of one's personal
contributions

2. Motivational Leadership
• Champion change and are open to new ideas
• Inspire a share vision of organization direction
• Motivate and recognize contributions
• Develop the capabilities of others
• Model behavior that reflects organization values

3. Recognition & Reward

• Say "Thank you" for a job well done
• Reinforce desired behaviors
• Create an emphasis and focus on recognition
• Celebrate successes
• Build self-esteem
• Enhance camaraderie and teamwork

INTEGRATED SYSTEM FOR RETAINING EMPLOYEES

The Employee Retention Connection transforms your organization

culture and enhances your competitive edge through the following five-
phased approach:

43
 Phase 1: ERC begins by analyzing your organization's motivation and
retention culture through surveys and focus groups. What are the
motivating and demotivating aspects of your culture?

Phase 2: ERC next designs high-involvement job and work assignments

that include:

• Wide variety of tasks and skills

• Opportunities to learn
• Authority to make decisions
• Feedback on results
• Resources and support to be successful

44
 Phase 3: ERC trains supervisors and managers in proven methods of
motivational leadership:

• Inspiring a shared vision and direction

• Developing the capabilities of others
• Promoting organizational change
• Recognizing and appreciating employee contributions
• Serving as a role model

Phase 4: ERC delivers a plan for employee career paths and skill
building:

• Designing career paths, not necessarily up the

organizational chart
• Identifying core competencies for different
career paths
• Planning training and other opportunities to
build competencies
• Mentoring for employee direction

Phase 5: ERC builds a tailored reward and recognition system to fit

your organization's culture:

• Identifying activities, attitudes and contributions to be

recognized and rewarded
• Matching reward and recognition options to performance
contributions
• Establishing specific motivational approaches for retaining
employees

45
 10 STEPS FOR MOTIVATING RETENTION

1). Provide pay rate increases or bonuses for service periods, i.e., 3
months, 6 months, and 1 year.

2). Celebrate service milestones, i.e., one-year anniversary with

photos, lunch, etc.

3). Recognize the contribution of part-time employees with full-

time status.

4). Invest in employees by providing training opportunities.

5). Pay equitably and provide competitive benefits.

6). Frequently and personally express appreciation to employees.

7). Assign each employee a committed and positive mentor/buddy.

46
8). Promote from within.

9). Know your employees and their life changes.

10). Connect with the employees' families by sending family

welcome gifts, newsletters, etc.

CASE STUDY: BPL MOBILE COMMUNICATIONS LTD

For the purpose of this project, I have done a survey for BPL Mobile
Communications by the way of Questionnaire and In Depth Interviews. The
aim of this section is to find out how retention works differently in practical
situations and how companies need to customize their strategies to meet
their employee specific needs.

The company has following departments-

 Human Resource
 Administration & Personnel
 Operations (Vertical)
• Sales
• Marketing
• Customer management team
• Finance
• Information Technology

The sample size of the survey is 20 people plus 4 in depth interviews.

The sample size was selected on the basis of the following calculations-

Strength of the company: 450 employees

According to the market research theory a 1 or 3 % sample should be

taken i.e. 4 – 8 employees.

47
 But to avoid bias and to get more information a sample of 20 is taken.
In a subject like retention qualitative data is also required thus I have taken
4 depth interviews.

In this case study I have answered questions like-

• Are the employees’ happy working in the organization?
• Do the employees trust their company?
• Are the employees’ satisfied working in the organization?
• What is that factor which has been the reason to retain in the
company?
• Does the company follow any work culture?
And many more

At the end of the survey Findings, Observations, Analysis and

Recommendations are given.

About the company

BPL Mobile is committed to business leadership in providing world

class technology services and solutions, by focusing on People, Customers,
Technology, and passionately driving Excellence throughout the
organization thereby creating Value.

Having started its services in 1995, BPL Mobile operates in Mumbai,

Maharashtra, Goa, Pondicherry, Kerela and Tamil Nadu - with a network
spanning across 207 cities currently. Today, BPL Mobile, India's premier
mobile phone service provider continues as the leader of the WireFree
World with over 1.2 million subscribers.

This achievement is a result of BPL Mobile's philosophy to give the

consumer a truly world class wirefree experience through investment in
superior technology and infrastructure which supports a basket of innovative
services to bring international class products and services for the user of
today.

BPL Mobile has consistently demonstrated its technological leadership

by providing world class technology like QualNet, Intelligent Network,
GPRS, and MMS amongst others to its subscribers. Standing tall as the first

48
true 2.5G network in the country, BPL Mobile has successfully leveraged its
Rs. 4000 crore investment in advanced technology to provide strategic
coverage solutions in over 207 of the most important cities in the circles of
Mumbai, Maharashtra, Kerela, Tamil Nadu, Pondicherry & Goa. Using
technology as the chief differentiator in offering quality service and creating
value for the brand are some of BPL Mobile's significant achievements in
revolutionizing the mobile industry in India.

Committed to using the latest technological advancements in order to

increase customer convenience and reliability, BPL Mobile has consistently
been the leader in establishing newer standards in mobile telephony. The
ability of the company to think aggressively and to think ahead has been the
one factor that has propelled it into the unassailable position that it is in
today. This is in tune with BPL Mobile's motto of providing Tomorrow's
Technology Today.

Also, in its commitment to the Customer First ethos, BPL Mobile has
aligned the organization, its people, processes and infrastructure to the
needs of the customer. Human resource within the organization is suitably
empowered to respond to the needs of the customer, hence providing all
employees with the required training and support to do their jobs and do
them well.

Corporate Mission:

Given the immense opportunities we have in the Telecom service

Business, our goal is to set up a world class team, organization and systems
to ensure Customer Satisfaction and Business success.

Our vision:

To be the leader in Indian Wireless Industry.

Mission Statement:

49
 BPL Innovision Group is committed to business leadership in providing
world class services by focusing on People, Customers, Technology &
passionately driving excellence throughout the organization thereby creating
Value.

Five Pillars that hold aloft the Mission:

People
Driven by values
Totally empowered
Completely aligned

Customers
Customer first mindset and philosophy
Ensure strategies, processes & products create value.
Recognize that customer has a choice

Technology
State of art
Superior and premium
Innovative

Excellence
Do it right the first time
Committed to continuous improvement
Passionate about quality
Progress through creativity

Values
Exist for customers
Aggressive about growth
Highly flexible
Committed to teamwork
Accountable for all actions
Nurture diversity
Freedom to make right mistakes
Transparency in all actions
Creating shareholder value
Creating economic value

50
FINDINGS AND OBSERVATIONS

51
 Age Group

46%
20 - 30
7% 30 - 40
40 - 50
20%
50 - 60
27%

Purpose of the question

The aim of this question was to find out the age group that exists as the
maximum in the organization

Findings

The maximum number of employees exists in the age bracket of 20-30

years.

52
 Work Experience Before BPL

No Work Experience
8
< 1 Year

6 1 - 3 years
3 - 5 years

4 5 - 10 years
10 - 15 years
2 15 - 20 years

Purpose of the question

The purpose of this question was to find out on an average what type of
employees joins the organization, i.e. approximately how much work
experience do they have. The question also threw light on which
organization did they work earlier at and at what level.

Findings

Most of the employees did not have any work experience apart from
BPL Communications. Maximum numbers of employees were all freshers
in the organization.

Analysis

As very few have no work experience apart from BPL which shows
more or less positive sign. As they are able to attract new employees and
young blood full of energy into the organization. They are able to employee

53
these freshers so that their new ideas with good sophisticated strategies and
skills which are required in today’s competitive market of mobiles.

Work Experience at BPL

< 1 year
1 - 2 years
2 - 5 years
5 - 10 years
>10 5 - 10 2-5 1-2 <1
>10 years
years years years years year

Purpose of the question

This question aims at the finding the number of years that the employees
stayed in the organization. This would directly speak on the retention of the
company. This would also reflect on the company’s recruitment planning.

Findings

The company has most of the employees who are 5-10 years and 2-5
years old. There are barely very few employees of less than 1 year and more
than 10 years. Mostly employees of the category more than 10 years were
all the higher officials.

Analysis

Due to the fact that the company has more of the youth in their
company. A lot of young bloods coming in the last 3 years have been
recruited. This would prove out to be a negative sign for recruitment. Also

54
the employees working for 5-10 years have retained in the company. This
can be counter checked by the fact that most of the employees (46%) lie
between the age group of 5- 10 years. Infact the staff of BPL being more or
less of the same age helps the employees in developing a good rapport
between them. They don’t find any discrepancies in working together and
helps in avoiding any fights or disputes between them thus enabling them to
work for the organization in harmony.

Current Job Titles

0
Junior Senior Assistant Deputy Manager Senior General Director Others
officer officer manager manager manager manager

Purpose of the question

The intention was to take the survey all through the organization, i.e.
from the junior officer level to the vice president level.

Findings

Majority comprised assistant managers and managers due to the

vacancies existed or due to short term of their service.

55
 Delegation of Responsibility

10

0
Wants More Gets Wants Less Gets Satisfied
Less More

Purpose of the question

The purpose of this question was to find out how much responsibility
the company gives and how much is expected by the employees. As
responsibility given can be important criterion for retention as this question
holds a lot of importance.

Findings

Most of the employees are satisfied with the amount of responsibility

they are given. But there exits a few who think that they have a lot of
responsibility than what is required.

56
Analysis

Responsibility means the amount or the quality of the work given to the
employees. In a few cases the employee is given work, which does not have
any authority or responsibility or an imbalance of both. The employee could
even be unhappy with the job challenges. Only this people who either want
more or have more responsibility have to be taken care of.

Training Given

7%

15%
Poor
Fair
50%
Good

28%
Excellent

Purpose of the question

The purpose was to see the satisfaction level of the employees with the
amount of training given by the organization to sharpen the employees`
skills and motivate him/her towards the work done by him/her which would
help the employees to perform their tasks better and increase productivity
too.

Findings

57
 It was found that the company is rated high at this attribute. The
employees are willing to go for training programme to enhance their skills.
But there seems that the employees are really happy and contended with the
training given to the employees. The training given to them were
successful over a period of years and have helped employees to enhance
their skills in a better way.

58
Analysis

Evaluating employee training and development activities is a must.

Training employees in the skills they need to successfully perform their job
will contribute to the overall success of the organization and improve the
productivity and morale of the employees. This is taken into consideration
at BPL Mobile Communication Ltd. The training provided is very minimal
and the employees are satisfied with this.

Communication Channel

Walk - In

Fairly Open

Formal

Strict

0 2 4 6 8 10

Purpose of the question

The purpose was to find out the communication process in the

organization. It was to see whether the communication channel causes any
problem.

Findings

The communication channel is fairly open. Though the perception varies

from walk in to formal systems.

59
Analysis

Company morale suffers when employees are left in the dark.

Employees feel valued and respected when they can ask questions and share
their thoughts, ideas and concerns. Though this does seem to be the issue
with BPL Mobile, it is important for this idea of a fairly open
communication and the formal communication (80%) to shift towards the
walk in type of a channel of communication.

Career Path Discussed

67%
Yes
33% No

Purpose of the question

This question would indicate the amount of interest the company holds
for the employees` future

Findings

It was found that at BPL Mobile career paths are given due importance.
67% of the employees feel that their career path is been discussed at regular
intervals. This can prove to be very effective medium for motivating the
employees and providing them a scope to grow in the organization. The

60
employee is happy as he feels he is important for the organization and this
could help in retaining the employee in the organization as well as achieving
the goals and objectives assigned to him.

Career Path Reviewed

10
Once a
Year
8
Once in 2
6
years
Only During
4
Promotions
2
Once in 6
months
0
0 1 2 3 4 5

Purpose of the question

To find out that if at all careers are discussed, how often are they
reviewed?

Findings

Career path is reviewed for the employees of BPL Mobile at least once a
year, which is a very healthy sign for the company. This gives the employee
the idea that the organization ‘cares’ for the employee.

Analysis

If the employee finds him/her climbing the corporate ladder and does
see any further up gradation in the work he is assigned, he is motivated to

61
stay in the organization. The organization needs to review with each
employee where in the ladder can he reach, how can he reach there and how
soon can he be there. This interest that the organization would show would
motivate the employee to stay in the organization.

Performance Appraisal

26%

74%

Satisfied Not Satisfied

Purpose of the question

It was to find out the satisfaction level of the employees in context to

their performance appraisal process.

Findings

The major chunk of the employees (74%) is satisfied with the appraisal
process.
Analysis

Performance appraisal is a way to recognize the work done by the

employees. In most organization this process is directly linked to the
remuneration of the employee. But at BPL Mobile, this process is quite
successful. By recognizing an employee a manager reinforces productive

62
behaviour, builds the individuals self-esteem, and makes them feel
appreciated. Recognition creates a corporate culture in which employees
feel good about themselves, their co-workers, and their superiors. As a
result, employees enjoy their jobs more and have a greater sense of loyalty
to the company.

Purpose of the question

This was to find the company’s core competency. This would tell the
company it’s strength and thus help in retaining.

Findings

It is found that the work environment that consists of freedom to work

and no harassment is the major reasons why the employees are still in the
organization. Responsibility given is still another important reason.

Analysis

At its most basic, it’s described as the personality of an organization, or

simply as “how things are done around here”. It guides how employees
think, act and feel. Corporate culture is a broad term used to define the
unique personality or character of a particular company or organization and
includes such elements as core values and beliefs, corporate ethics and rules
of behavior. Corporate culture can be expressed in the company’s mission
statement and other communications, in the architectural style or interior
décor of offices, by what people wear to work, by how people address each
other, and in the titles to various employees.

63
RECOMMENDATIONS

The recommendations are completely based on the research done at the

organization based on the questionnaires filled and the in depth interviews
taken. There could be a few recommendations that the company should look
upon but nevertheless the company is already in a good position in retaining
the employees but there are certain points which the company should lay
more importance as it may help the company to solve certain issues in
future with regard to the employees.

I would recommend on the positive as well as the negative sides of the

company in order to retain the employees.

 The most important and a must is the issue of responsibility.

The employees of this company are satisfied with the 2 Rs that are
remuneration and recognition but the third R is more than the desired
proportion.

In today’s competitive world each and every employee of an

organization is given a lot of responsibility to do so that each and every
employee contributes to the quality and profits made by the organization.
This leads to a positive sign as the company is making its employees
efficient and capable enough to discharge its duties in a proper manner and
completion of a certain task on time.

But at times a lot of responsibility may prove out to be a negative

impact on the employees as they may think that a huge chunk of work is
done by employees themselves as a result they may not be able to do their
work on time due to the large amount of responsibility on them. It may
affect their morale and demotivate the employees because of a lot of
responsibility upon them.

One of the best ways to handle this problem is a monthly or quarterly

checkup of the work done by the employees and the management should

64
make it a point that a moderate amount of work is given to each and every
employee. No excess work to be given to an employee.

 Importance of training

The training and development given to the employees are given

adequate importance in the organization. The employees are really happy
and satisfied with the training and development given by the company. The
company believes, “ it is a must to realize that the expenses done on training
and development would indirectly save on the organization cost and help to
retain the people in the organization”

Company provides training may it be technical or even general like

training on communication or personality development skills that can
enhance the employees and motivate the employees towards their work.

A Quote from an employee, “the training carried out in the

company is very helpful and a motivating factor for all the employees as
it enhances an employees capabilities thus making him efficient than
before”

 Career Aspirations

Career aspirations, career goals of the employees are discussed. The

employees are made to feel important. It’s not always possible to promote
everyone in the organization but it is definitely possible to explain this and
tell the employee when and how will he climb the corporate ladder. Career
goals are reviewed once in 6 months. Reviewing it on a 6 monthly basis
shows a very good sign of the company, as they are able to look after the
employee’s growth in the organization.

A Quote from the employee: “Appraisal is done since the last 4/5
years. Employee’s performance is discussed by the senior officer in a
very informal way which makes an employee comfortable and discuss
the matters on an face to face basis.”

65
  Stick to work culture

This has been the strength of the company. The employees are more
than happy with the work culture of this company. This should not be
changed. The employees are comfortable working in the organization and
this can enhance the company strength in the competitive market by keeping
the employees happy.
 Analysis

At its most basic, it’s described as the personality of an organization, or

simply as “how things are done around here.” It guides how employees
think, act and feel. Corporate culture is a broad term used to define the
unique personality or character of a particular company or organization, and
includes such elements as core values and beliefs, corporate ethics and rules
of behaviour. Corporate culture can be expressed in the company’s mission
statement and other communications, in the architectural style or interior
décor of offices, by what people wear to work, by how people address each
other, and in the titles given to various employees.

At BPL Mobile Communications, the employees gel with the culture

and are satisfied with the work environment, this being the company’s
greatest strength.

66
QUESTIONNAIRE FOR BPL COMMUNICATIONS LTD.

I am a student of Bachelor of Management Studies TYBMS (5th

semester). For the purpose of the curriculum I am undertaking this project
the objective is to find out retention strategies for a company. The survey is
completely for educational purpose. It would be of great help if you would
spare some time answering these questions.

Thanking you.

Ms. Chetan Ail

Patkar college.

Name:
Age: Gender: Male Female

• Work Experience apart from BPL Communications Ltd.

67
 Name of the Organization Job Title No of
years

• Work Experience with BPL Communications Ltd. (tick the

applicable answer)

 Less than 1 year

 1-5 years
 5-10 years
 10-15 years

• Your position in the organizational chart (tick the applicable answer)

 Junior officer
 Senior officer
 Assistant manager
 Deputy manager
 Manager
 Senior manager
 General manager
 Director
Others

• Your current job title

68
• No. of people in you come in contact with in your organization while
performing your regular job (tick the applicable answer)

 1-5
 5-10
 10-15
 15 and more

• Level of responsibility assigned to you( tick the applicable answer)

 high
 moderate
 low
 very low

• What other motivation schemes does your company offer?

• Which was the most rewarding job recognition given by your

company that has motivated you the most?

• What extra benefits you get from your company? (tick the applicable
answer)
 Pension plan
 Bonus
 Vacation
 Involvement in management decisions
 Access to company passwords
Others

• Do you have a clear perception of your role in the organization?

 Yes
 No

If No then Why?

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• Does the company provide the extra training that can help you
sharpen your skills or perform your task in a better way? (tick the
applicable)
 Poor
 Fair
 Good
 Excellent

• What type of communication channel exits in your company? (tick

the applicable)
 Walk in anytime
 Fairly open system
 Formal system
 Very strict

• Are your career goals discussed or considered? (tick the applicable)

 Yes
 No

If, yes how often are they reviewed? (Tick the applicable)
 Once in 6 months
 Once in a year
 Once in 2 years
 Only on time of promotions

• How often is performance appraisal done in your organization?(tick

the applicable)
 Once in 6 months
 Once a year
 Once in 2 years.
 Quarterly

• Are you satisfied with the appraisal system of your organization?

(tick the applicable)

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  Yes
 No

If No then Why?

• Give the best three reasons why you are working as an employee of
your company?

• Comment on your company culture.

• Rate what is the most important to you?

(3- the most important and 1- least important)

Recognition
Remuneration
Responsibility

Thank you for spending your precious time!!!!!!

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EXIT INTERVIEWS

Where Have All The Employees Gone?

I had a better offer. The money was better. Its more challenging job. It
was too good to pass up.

Sound familiar? If it doesn’t, count your blessing. But if it does, then

you are probably in good company…because these are a just few of the
common reasons people give as to why they left their jobs.

Reasons, yes. Real reasons? Often, no.

Retention is the issue that most company wrestles with, and in light of
the fact that unemployment is at a 24 year low, all of us as HR professionals
can play a critical role in retaining employees. It’s our job to examine and
analysis why people leave and we can do to prevent it. An effective way to
gather this information is through exit interviews.

Money is the most common primary reason given as to why people

leave jobs. You might leave too if you were offered a 25% pay rise!
However, most people don’t start looking for a job because they want more
money. There is usually more source of dissatisfaction, and that gets-soon-
to-be ex-employee (STBEE) started on a job search. For the STBEE, the
icing on the cake comes with an eventual offer that turns out to be more
(sometimes much more) than he or she making at the current job. So what is
the source of dissatisfaction that started this ball rolling?

Five ways to make the exit interviews more effective.

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1). Build rapport through making the interviews conservation. The majority
of interviews we conduct are by telephone. Therefore we have not had the
opportunity to meet the person or establish a relationship. Firing off
questions only puts up barriers. Use a standard list question for each
interview, not a standard order of questions. This will help to keep things
conservational, and allow you to cover all areas without being rigid.

2). Timing and personality (and judgment) are everything…well almost

everything. Don’t wait too long after the person leaves to conduct the
interview. However sometimes its best to wait until their last official day.
Employees are sometimes reluctant to talk while they are still employees.
The person the STBEE speak will also make the difference. Typically,
the HR person or supervisor conducts the interview. Give this some
thought…is the person conducting the interview the person who can get
the best information? Are these barriers (personality or otherwise) that
might prevent honest information from being discussed?

3). Never promise confidently. Assure the person you will maintain
confidentiality, but like the investigation, you can’t promise something
that you cannot control. There are issues that can arise during the course
of an interview, such as harassment, discrimination and unethical or
unfair labour practices that requires immediate action.

4). Always ask for examples or specifics. If a person says they didn’t like
the office environment, ask for example of what they didn’t like. If they
say they didn’t like working with certain people, ask what they
specifically didn’t like about working with this people. Specifics can go a
long way to sort our whether it is a “feeling” the department employee
has or a legitimate issue.

5). Ask follow-up “why did you leave” question. For example, you may ask,
“why did you leave your job?”, and the departing employee may say, “I
got better offer”. Some follow-up question would then be, “What was
better about the offer”, “What are you getting through your new offer that
you weren’t getting here”, “what caused you seriously consider the new
offer”. Also find out if there was a “defining moment” or “the straw that
broke the camel’s back”. Often, the response that the person left for more

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 money is really a statement of “you don’t pay me enough to deal with
(fill in the blanks). Find out what that blank is!

EXIT INTERVIEW

Name of Employee: Age:

B.U. / Function: Grade: Location:

Date of Joining: Date of Separation:

Reasons for the Separation:

If you are resigning, then what are your plans after leaving BPL
Mobile?

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Were you satisfied with the following areas? Please indicate on a 5-
point Scale.

REMUNERATION JOB
SATISFACTION

DESIGNATION TRAINING &

DEVELOPMENT

LOCATION COMPANY
POLICIES

CAREER GROWTH SUPERVISION

ORGANISATIONAL STRUCTURE

Please explain any of the above factors that scored less than three.

Any other factors which you would like to give your views on…

DATE:

Signature of the Employee PLACE:

Remarks of the Exit Interviewer:

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 Name and Signature of the
Exit Interview

BIBLIOGRAPHY

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Books and magazines

Human resource management and personnel management –by Asawathapa

Business world
Business today

Websites

www.hrworld.com
www.hrzone.com
www.hr.guide.com
www.notjustsurveys.com
www.hrfolks.com
www.humanlinks.com

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