1.

1 Introduction of the study:

Employee Retention involves taking measures to encourage employees to remain in the

organization for the maximum period of time. It is a process in which the employees are
encouraged to remain with the organization for the maximum period of time or until the
completion of the project. Employee retention is beneficial for the organization as well as the
employee. Effective employee retention is a systematic effort by employers to create and foster
an environment that encourages current employees to remain employed, by having policies and
practices in place that address their diverse needs. Retention of key employees is critical to the
long-term health and success of any organization. It is a known fact that retaining the best
employees ensures customer satisfaction, increased product sales, satisfied colleagues and
reporting staff, effective succession planning, and deeply embedded organizational knowledge
and learning. Employee retention matters, as organizational issues such as training time and
investment, lost knowledge, insecure employees, and a costly candidate search are involved.
Hence, failing to retain a key employee is a costly proposition for an organization. Various
estimates suggest that losing a middle manager in most organizations costs up to five times his
salary. Corporate is facing a lot of problems in employee retention these days. Hiring
knowledgeable people for the job is essential for an employer, but retention is even more
important than hiring.

There is no dearth of opportunities for a talented person. There are many organizations
which are looking for such employees. If a person is not satisfied by the job he’s doing, he may
switch over to some other more suitable job. In today’s environment it becomes very important
for organizations to retain their employees. The top organizations are on the top because they
value their employees and they know how to keep them glued to the organization. Intelligent
employers always realize the importance of retaining the best talent. Retaining talent has never
been so important in the Indian scenario; however, things have changed in recent years. In
prominent Indian metros at least, there is no dearth of opportunities for the best in the business,

1
or even for the second or third best. Retention of key employees and treating attrition troubles
has never been so important to companies. In an intensely competitive environment where HR
managers are poaching from each other, organizations can either hold on to their employees tight
or lose them to competition. For gone are the days when employees would stick to an employer
for years for want of a better choice. Now, opportunities area bound. Employees stay and leave
organizations for some reasons. The reason may be personal or professional. These reasons
should be understood by the employer and should be taken care of. The organizations are
becoming aware of these reasons and adopting many strategies for employee retention. A strong
retention strategy, therefore, becomes a powerful recruitment tool.

Employee retention is a new era of modern technology and competitive business

environment. Organizations are continuously changing .this changing environment is not only
effecting the organizations but also the employees working in it. In order to maximize
organizational efficiency and for optimal utilization of the resources, human resources must be
managed properly. Human resource management plays a vital role in this regard. They are
responsible that how employees are treated in the organization. Employee retention is a vital
issue and challenge to all the organizations now days. There are numbers of factors which
promote the employees to stay or leave the organization. It may be external factors, internal
factors and the combined effect of both. Human resource practices counts a lot in this regard.It is
the need of the hour that hr managers should identify the needs of the employee and then devises
the retention strategies. One strategy does not fit to all as different individuals have different
priorities. Hr professionals face the vital challenge to retain talented employees. Employee
retention is very critical to the long term health of any organization. When an organization loses
its talented employee it lefts a negative impact on innovation, customer satisfaction, knowledge
gain during the past years and on the profitability of the organization .more over replacing cost
of another employee contribute a lot to the organization.

Employee retention is a vital issue and challenge to all the organizations now days. There
are numbers of factors which promote the employees to stay or leave the organization. It may be
external factors, internal factors and the combined effect of both. Human resource practices
counts a lot in this regard. It is the need of the hour that hr managers should identify the needs of
the employee and then devises the retention strategies. One strategy does not fit to all as different
individuals have different priorities. Hr professionals face the vital challenge to retain talented
employees. Employee retention is very critical to the long term health of any organization. When
an organization loses its talented employee it lefts a negative impact on innovation, customer
satisfaction, knowledge gain during the past years and on the profitability of the organization
.more over replacing cost of another employee contribute a lot to the organization. It is the need
of the hour that hr managers should identify the needs of the employee and then devises the
retention strategies. One strategy does not fit to all as different individuals have different
priorities. Hr professionals face the vital challenge to retain talented employees. Employee
retention is very critical to the long term health of any organization. When an organization loses
its talented employee it lefts a negative impact on innovation, customer satisfaction, knowledge
gain during the past years and on the profitability of the organization. More over replacing cost
of another employee contribute a lot to the organization.

1.1.1 Definition of the study:

He explains the first key to success is indeed people. He fined the right people first; the
vision and strategy can follow. It is the people in organization, who are the key to success.

The organizations want to hold the valued employees. Many approaches are used in this
regard. The one approach sees success in rewards the second in making jobs more valuable
(training and advancement).
- Jim Collins

The relationship between the employee’s job performance and their retention also differ
significantly with organizational culture values. The cultural effects were stronger than the
combined influences of the labour market and the new employees’ demographic characteristics.
- John e. Sheridan
 1.1.2 Retain employees:
Motivation is necessary for work performance because, if people do not feel inclined to
engage themselves in work behavior, they will not put in necessary efforts to perform well.
However, performance of individual in the organization depends on variety of factors besides
motivation. It is therefore desirable to identify various factors. For instance, employees’
knowledge and skills are important performance drivers. Another factor is the company’s ability
to retain its employees with attractive benefit packages. Motivation is a prominent tool to retain
employees with greater compensation packages.

Companies have now realized the importance of retaining their qualitative workforce and
retaining their quality performers, contributes to productivity of the organization and increase
morale among employees. Middle and top management plays a vital role in the people
dimensions of the organization. The organization culture in a long run converts to organizational
ethics and people feel reluctant to leave by making it as a stepping stone when appreciation and
rewards in form of compensation awaits them in comparisons to the market trend. In view of the
description given it is necessary to examine the facts as how to retain them. There are four basic
factors that play an important role in increasing employees’ retention, include: salary and
remuneration, providing recognition, benefits and opportunities for individual growth as
presented in figure 1.1. But are they really positively contributing to the retention rates of the
company? Salary these days hardly reduce turnover. Today’s employees look beyond money
factor. In order to ensure that organizations are behaving more customer-oriented, they need to
be equally employee centric in order to match the intellectual property and their products and
services.
 1.1.3 Importance of the study:

Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention strategies
go a long way in motivating the employees so that they stick to the organization for the
maximum time and contribute effectively. Sincere efforts must be taken to ensure growth and
learning for the employees in their current assignments and for them to enjoy their work.

Let us understand why retaining a valuable employee is essential for an

organization:

 Hiring is not an easy process: The HR Professional shortlists few individuals from a
large pool of talent, conducts preliminary interviews and eventually forwards it to the
respective line managers who further grill them to judge whether they are fit for the
organization or not. Recruiting the right candidate is a time consuming process.
 An organization invests time and money in grooming an individual and makes him
ready to work and understand the corporate culture: A new joinee is completely raw
and the management really has to work hard to train him for his overall development. It is
a complete wastage of time and money when an individual leaves an organization all of a
sudden. The HR has to start the recruitment process all over again for the same vacancy;
a mere duplication of work. Finding a right employee for an organization is a tedious job
and all efforts simply go waste when the employee leaves.

 When an individual resigns from his present organization, it is more likely that he
would join the competitors: In such cases, employees tend to take all the strategies,
policies from the current organization to the new one. Individuals take all the important
data, information and statistics to their new organization and in some cases even leak the
secrets of the previous organization. To avoid such cases, it is essential that the new
joinee is made to sign a document which stops him from passing on any information even
if he leaves the organization. Strict policy should be made which prevents the employees
to join the competitors. This is an effective way to retain the employees.
  The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better than
individuals who change jobs frequently. Employees who spend a considerable time in an
organization know the organization in and out and thus are in a position to contribute
effectively.
 Every individual needs time to adjust with others: One needs time to know his team
members well, be friendly with them and eventually trust them. Organizations are always
benefited when the employees are compatible with each other and discuss things among
themselves to come out with something beneficial for all. When a new individual
replaces an existing employee, adjustment problems crop up. Individuals find it really
difficult to establish a comfort level with the other person. After striking a rapport with an
existing employee, it is a challenge for the employees to adjust with someone new and
most importantly trust him. It is a human tendency to compare a new joinee with the
previous employees and always find faults in him.

 It has been observed that individuals sticking to an organization for a longer span
are more loyal towards the management and the organization: They enjoy all kinds
of benefits from the organization and as a result are more attached to it. They hardly
badmouth their organization and always think in favour of the management. For them the
organization comes first and all other things later.

 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who can really
come out with something creative and different. No organization can survive if all the top
performers quit. It is essential for the organization to retain those employees who really
work hard and are indispensable for the system.

CONCEPT OF EMPLOYEE RETENTION

An understanding of basic distinct between employee retention, employee turnover and other related
terminology is very important.

RETENTION is the percentage of employees remaining in the organization. Every organization

wants to achieve a high level continuous rate of retention for growth of organization.

TURNOVER, the opposite of retention, indicates the percentage of employees leaving the
organization in a financial year.

ATTRITION can refer the number of employees that has been deducted to total manpower through
elimination, resignation, retirement or death.

1.1…………Employee Retention Grant Scheme

The purpose of the Employee Retention Grant Scheme is to assist employers to retain
employees who acquire an illness, condition or impairment which impacts on their ability
to carry out their job. It helps to explore the employees continuing capacity to operate as
productive members of the workforce.

This scheme assists in maintaining the employability of the employee when s/he
acquires an illness, condition or impairment (occupational or otherwise) by providing
funding to:

Identify accommodation and/or training to enable the employee to remain in his/her

current position; or
Re-train the employee so that s/he can take up another position within the company.

The scheme is Structured in 2 stages according to the development and

implementation of a retention strategy.

Scheme Structure

Stage 1 facilitates employers by enabling them to buy-in external specialist skills and
knowledge needed to develop an individualised ‗retention strategy‘ for the employee
who acquires a disability.
Stage 2 provides funding to the employer towards the implementation of the written
 retention strategy, including re-training, job coaching and/or hiring of an external co-
ordinator to oversee and manage its implementation.

Eligibility

The Employee Retention Grant Scheme is open to all companies in the private sector.
Funding is available to support the retention of any existing employee, at all levels and
occupations within the company, who acquires an illness, condition or impairment which
impacts on their current ability to do their job.
1.1………..Five strategies for employee retention
1. Working environment

The primary employee retention strategies have to do with creating and maintaining a workplace that
attracts, retains and nourishes good people. This covers a host of issues, ranging from developing a
corporate mission, culture and value system to insisting on a safe working environment and creating
clear, logical and consistent operating policies and procedures.

Environmental employee retention strategies address three fundamental aspects of the workplace: the
ethics and values foundation upon which the organisation rests; the policies that interpret those
values and translate them into day-to-day actions, and the physical environment in which people
work. The overall goal is to make your company a place where people want to come to work.

A sampling of environmental employee retention strategies includes the following:

Clarify your mission. Create a values statement.

Communicate positive feelings. Stay focused on the customer. Be fair and honest.
Cultivate a feeling of family. Promote integrity.
Do not tolerate sub-par performance. Insist on workplace safety.
Reduce the number of meetings. Make work fun.

These employee retention strategies all relate in one way or another to corporate culture. However, one
environmental issue tends to stand out above the rest.

More than ever, employees want a culture of openness and shared information. They want to know
where the company is going and what it will look like in the future. How is the company doing
financially? Where does it stand in the marketplace?
Above all, employees insist on knowing how their specific jobs fit into the grand scheme of things and
what they can do to help the organisation get to where it wants to go. If you operate in an open
environment where managers share information, you can expect reduced turnover rates.

To assess your culture's level of openness, ask questions such as:

Do our employees know how the company is doing in key areas such as sales, financials, strategy
and marketing?
Do we promote open-book management (or something approaching it), or do we keep information
a closely guarded secret among the top management team?
Do employees understand our vision, mission and values?
Do we have a values statement that clarifies and supports a culture of openness?

Do we give performance feedback on a regular basis or only at annual review time? Do we encourage
individuals and departments to share information with each other?

Take the pulse of your people on a regular basis. From time to time, bring in an outside third party to
get a more objective view of how your people really feel. Find out if they really know the vision,
mission and values. At the same time, give employees plenty of information about how the company
is performing and where it is going. When people buy into your clearly stated corporate values and
have the information they need to get the job done, they tend to stick around.

2. Employee relationship strategies

Employee relationship strategies have to do with how you treat your people and how they treat each
other. Developing effective employee relationship strategies begins with three basic steps:
 Give your managers and supervisors plenty of relationship training. Recognise that (in all but the
smallest companies) people work for their supervisor, not you. Their pay cheque may say "XYZ
company", but their primary work relationship is with their supervisor. If your supervisors have the
knowledge, training and sensitivity to work effectively with people on an individual level, you'll
probably get the bonding you need to retain employees.
Ask employees why they work for you. When you do, two things happen. One, employees
reinforce to themselves why they work for you. Two, you gain a better understanding of what attracts
people to your company. You can then use that information to recruit new employees, saying:
"Here's why people work for us. If you value these things, perhaps you ought to work for us, too."
Once you have the information about why people work for you, ask: "What can we do to make
things even better around here?" Do it in a positive way so that it doesn't become a gripe session,
then listen closely to what your employees say. Out of these conversations will come many good
ideas, not only for improving conditions for your employees but for all facets of your business.

Some top employee relationship strategies:

Use behavioural style assessment tools, such as Myers-Briggs or DISC, to help people better
understand themselves and each other and communicate more effectively.
Help employees to set life goals and get focused on where they want to go. Then help them to see
how their goals match up with company goals and that they can achieve their goals by staying with
the company. If people believe they can achieve their goals and objectives by working in your
organisation, they will think twice before going somewhere else to work.
Whenever possible, get the family involved:

o Write a letter of commendation and send a copy to the family.

o Write a letter to the family thanking them for supporting your employee.
o Have an open house. Invite the families for a tour to see what the spouse/parent does.
o Hold social activities such as family picnics, holiday parties, special events.
o Celebrate birthdays.
o Take people out to dinner to celebrate an achievement.

o Hold public celebrations when the company hits major milestones.

Other employee relationship strategies that impact employee retention:

Build mentoring relationships with people to increase their emotional ties to the organisation.
Be firm and fair. Avoid second-guessing employees. Celebrate longevity.
Encourage humour in the workplace. Focus on building individual self-esteem. Stick up for your
people.
Give recognition strategically and deliberately.

Ultimately, employee relationship strategies help to build a sense of family. In families, people have
conflict and disagreements but they learn how to work them out. They stick together through good
times and bad and support each other's growth. Families have an "all for one and one for all"
mentality. It's a lot harder to leave a family than to leave somewhere where you just go to work.

3. Employee support strategies

Employee support strategies involve giving people the tools and equipment to get the job done. When
people feel they have what they need to perform, job satisfaction increases dramatically. All
employee support strategies stem from three basic principles:

People want to excel.

People need adequate resources to get the job done.
People need moral and mental support from you and your managers.

Employee support strategies start with your and your managers' attitudes. Do you see employees
merely as cogs in a wheel, or as valuable resources that make the company go? Do you expect high
performance or mediocrity from them? Believing that people want to excel (they do!) rather than
perform at minimum levels will lead you to treat them in a much more positive manner.

Information is another key area in employee support strategies. The more information you give people
about what they are doing, what the company is about and why you do things the way you do, the
more valuable it becomes. Help people to understand all the nuances of their jobs. Why is what they
do important to the company? What are the expectations of the customer?

Let people know what is going on. Give them sales figures and some of the financials. You don't have
to disclose salaries and other sensitive information, but let them see performance measurements,
particularly as they affect their jobs.

Other employee support strategies include:

Give people productive work to do. Provide challenges.

Remove obstacles and barriers to getting the job done.

Adjust jobs to fit strengths, abilities and talents. Keep the promises you make.
Establish effective communication systems.
Clearly define job responsibilities and accountabilities. Encourage people to take initiative.
Encourage, recognise and reward creativity and innovation. Avoid micro-management.
Reduce reporting requirements. When possible, offer job flexibility.
4. Employee growth strategies

Employee growth strategies deal with personal and professional growth. Good employees want to
develop new knowledge and skills in order to improve their value in the marketplace and enhance
their own self-esteem.

However, don't just "throw" education and training at your people in a random fashion. Instead,
organise and structure your training so that it makes sense for the company and the individuals who
work for you.

Take time to explore your employees' different needs and the best way to meet those needs. There are
many ways to help your people with personal growth that not only make a difference in their lives,
but bond them more closely to the organisation.

Training and education can include:

in-house curriculum for skills training and development outside seminars and workshops
paying for college and continuing education CD/DVD, podcast and online learning cross-training
having employees present workshops in their areas of expertise
bringing in outside experts to educate employees about subjects that affect their personal lives.

The last bullet point above offers a real opportunity for employers to differentiate themselves and have
a big impact on employee retention. For example, most people own a car. Yet, how many really
know how to buy car insurance? Set up a brown-bag lunch that teaches people the ins and outs of car
insurance and how to get the best buy.

When you offer these kinds of learning opportunities, it sets you apart from other employers and
shows that you truly care about your employees. It's one thing to provide training that helps them to
 do a better job because your company benefits from it. It's another thing altogether to offer education
on how employees can improve their lives. They don't expect that. It shows that you care about them
as people, not just as workers who can make money for you.

Other recommended employee support strategies include:

Establish a learning culture.

Create individual learning plans.

Encourage people to join professional and trade associations. Invest in career planning.
Operate a corporate mentoring programme. Provide incentives for learning.
Take advantage of internet learning.

5. Employee compensation strategies

Effective employee compensation strategies stem from one fundamental principle: money alone will
not retain most employees. In the old days, companies essentially paid people for their time. Today,
more and more companies pay for performance – in every position, not just sales. To retain
employees, your compensation plan needs to incorporate this trend.

Pay-for-performance plans come in a variety of shapes and sizes, but they all involve two basic
activities: defining the job and checking performance against expectations.

When people exceed expectations, give them a bonus. It helps to lay the plan out ahead of time so that
employees understand your expectations and know what they have to do to get the bonus. But make
sure you base it on predefined profit goals, so that you don't pay out if the company doesn't make
money.
If you're not offering some type of incentive or pay-for-performance plan, you're putting your
company at a terrible disadvantage.

Smart employers use a variety of hard (monetary) and soft (non-monetary) employee compensation
strategies to make it difficult for other companies to steal their people away. These include:

Discuss total employee compensation (salary, benefits, bonuses, training, etc.). Design reward systems
to stimulate employee involvement.
Use flexible employee benefits to respond to a changing workforce. Offer stock options.
Offer time off, sabbaticals and other forms of non-financial employee compensation. Provide childcare
and/or eldercare.
Provide employee assistance programmes. Arrange for discounts on purchases.
Arrange for professional services. Fund fitness club memberships.
1.1……Challenges in Employee Retention

In the current scenario, a major challenge for an organization is to retain its valuable and
talented employees. The management can control the problem of employees quitting the
organization within no time to a great extent but can‘t put a complete full stop to it. There are
several challenges to it.
Let us understand the challenges to employee retention:
 Monetary dissatisfaction is one of the major reasons for an employee to look for a
change. Every organization has a salary budget for every employee which can be
raised to some extent but not beyond a certain limit. Retention becomes a problem
when an employee quotes an exceptionally high figure beyond the budget of the
organization and is just not willing to compromise. The organization needs to take
care of the interests of the other employees as well and can‘t afford to make them
angry. The salaries of the individuals working at the same level should be more or
less similar to avoid major disputes amongst employees. A high potential employee is
always the center of attention at every workplace but one should not take any undue
advantage. One should understand the limitation of the management and quote
something which matches the budget of the organization. An individual should not be
adamant on a particular figure, otherwise it becomes difficult for the organization to
retain him. Remember there is a room for negotiation everywhere.
 In the current scenario, where there is no dearth of opportunities, stopping
people to look for a change is a big challenge. Every organization tries its level
best to hire employees from the competitors and thus provide lucrative opportunities
to attract them. Employees become greedy for money and position and thus look
forward to changing the present job and join the competitors. No amount of
counseling helps in such cases and retaining employees becomes a nightmare.
  Individuals speak all kind of lies during interviews to get a job. They might
not be proficient in branding but would simply say a yes to impress the recruiter
and grab the job. It is only later do people realize that there has been a mismatch
and thus look for a change. Problems arise whenever a right person is into a
wrong profile. An individual loses interest in work whenever he does something
out of compulsion. The human resource department should be very careful while
recruiting new employees. It is really important to get the reference check done
for better reliability and avoid confusions later.
 Some individuals have a tendency to get bored in a short span of time. They
might find a job really interesting in the beginning but soon find it monotonous
and look for a change. The management finds it difficult to convince the
employees in such cases. Individuals must also understand that every
organization has some or the other problem and adjustment is required
everywhere, so why not in the present organization? It becomes really difficult
for the HR Department to find out what exactly is going on in the minds of the
individual. An individual should voice his opinions clearly to make things easier
for the management.
 Unrealistic expectations from the job also lead to employees looking for a
change. There is actually no solution to unrealistic expectations. An individual
must be mature enough to understand that one can‘t get all the comforts at the
workplace just like his home. Individuals from different backgrounds come
together in an organization and minor misunderstandings might arise but one
should not make an issue out of it. An individual must not look for a change
due to small issues. One needs time to make his presence feel at the
organization and must try his level best to stick to it for a good amount of time
and ignore petty issues.

1.1……. Factors That Affect Employee

Retention
 Most managers understand the importance of employee retention and its impact on the
overall health and vitality of an organization. The importance of retaining top
organizational talent will only increase over the coming years as the massive cohort of
baby boomers begin to reach retirement age making it easy for younger employees to find
work.

In a previous article we identified some useful tips to help improve employee retention in
your organization. Given the importance of employee retention, we have compiled
another list of 10 important factors that can affect employee retention in your
organization.

• Shorten the feedback loop –

Do not wait for an annual performance evaluation to come due to give feedback on how
an employee is performing. Most team members enjoy frequent feedback about how they
are performing. Shortening the feedback loop will help to keep performance levels high
and will reinforce positive behavior. Feedback does not necessarily need to be scheduled
or highly structured; simply stopping by a team member's desk and letting them know
they are doing a good job on a current project can do wonders for morale and help to
increase retention.

• Offer a competitive compensation package –

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 organizations are
offering in terms of salary and benefits. It is also important to research what the regional
and national compensation averages are for that particular position. You can be sure that
if your compensation package is not competitive, team members will find this out and
look for employers who are willing to offer more competitive compensation packages.

• Balance work and personal life –

Family is incredibly important to team members. When work begins to put a significant
strain on one's family no amount of money will keep an employee around. Stress the
importance of balancing work and one's personal life. Small gestures such as allowing a
team member to take an extended lunch once a week to watch his son's baseball game
will likely be repaid with loyalty and extended employment with an organization.

• Beware of burnout –
Staff adequately to reduce the amount of unwanted overtime a team member must work.
Some employees enjoy the extra money that accompanies overtime hours, while others
would rather spend their time with their families or doing other activities they enjoy.
Burnout can be a leading cause of turnover. Recognize the warning signs and give
employees a break when they need it.

• Provide opportunities for growth and development –

Offer opportunities for team members to acquire new skills and knowledge useful to the
organization. If an employee appears to be bored or burned out in a current position offer
to train this individual in another facet of the organization where he or she would be a
good fit. Nobody wants to feel stuck in their position will no possibility for advancement
or new opportunities.

• The ability to provide input and be taken seriously –

Everybody has opinions and ideas, some are better than others. However every team
member wants to feel that their input is welcome and will be taken seriously without
ridicule or condescension. Some of the greatest ideas can come from the most unlikely of
places and people. Creating a culture where input is welcome from all level of the
organizational chart will help your organization grow and encourage employee retention.

• Management must take the time to get to know team members –

It's not a big surprise that one of the greatest complaints that employees express in exit
interviews is a feeling that management didn't know they existed. Nobody wants to feel
like just another spoke in a big wheel. Managers are very busy - everybody is busy, but it
is crucial that managers and supervisors take the time get to know the team members who
work under them. Learn and remember a team member's name, what skills and talents
they bring to the table, and what their business interests are. The time spent by
management getting to know team members is well invested and can eliminate the
headaches caused by having to continually hire and re-train new employees.

• Provide the tools and training an employee needs to succeed –

Nothing can be more frustrating to an employee than a lack of training or the proper tools
to successfully complete his or her duties. You wouldn't try to build a house without a
hammer, so why should an office job be any different? Providing a team member with the
tools and training she needs to be successful shows a commitment and investment in that
employee and will encourage the team member to stay with the organization.

• Make use of a team member's talents, skills, and abilities –

All team members have knowledge, skills, and abilities that aren't directly related
to their job description, but are still useful to an organization. Utilizing a team
member's talents in areas other than their current position will indicate to an
employee that management appreciates and recognizes all that an employee has
to offer to the organization. This can also provide work variety and helps to break
up the everyday grind of work.

• Never threaten a team member's job or income –

While threatening an employee with termination or demotion might seem like a
surefire way to get the results needed from him or her, doing so will likely cause
the employee to leave the organization. Put yourself in the employee's shoes,
what is the first thing you would do if your job was threatened? Odds are you
would probably update your resume and start checking for open job postings
expecting the worst. If a team member's performance is not what you had hoped
it would be, work with that team member on ways to improve his performance,
saving termination only as a last resort.

Take some time and seriously evaluate what your organization is doing to
encourage a high retention workforce. Having a seasoned and well trained
workforce can deliver a competitive advantage that is difficult to replicate. The
best part is most of your efforts to retain your employees come free or with little
charge and offer huge returns on a manger's investment in time and resources.

At The Rainmaker Group we are committed to helping organizations achieve a

high retention workforce where team members truly enjoy coming to work each
day. We can help your organization develop the strategies and programs to make
this happen. Give us a shout today; we'd love to hear from you!
 Objective of the study:

 To study about the employee retention of Adecco Private Limited at

Secunderabad.

 To ascertain the problems of the employee in the organization.

 To offer suggestion the employee retention of Adecco Private Limited at

Secunderabad.

Background of the Study:

The retention of employees has been shown to be significant to the development and
the accomplishment of the organization’s goals and objectives. Retention of Employees can
be a vital source of competitive advantage for any organization. This study attempted to
explore the main factors that contribute to employee Retention existing in the private sector
in Kuwait. The next paragraphs discuss the Background of the study by clarifying the
theoretical framework for the main Problems with employee retention.

Today, changes in technology, global economics, trade agreements, and the like are
directly affecting employee/employer relationships. “Until recently, loyalty was the
cornerstone of that relationship. The loss of talented employees may be very Detrimental to
the company’s future success. Outstanding employees may leave an Organization because
they become dissatisfied, under paid or unmotivated (Coff1996), and while trying to retain
employees within the organization they may present other challenges as well. They may
demand higher wages, not comply with organization practices, and not interact well with
their co-workers or comply with their managers’ directions.

Need of the study:

The researcher attempts to determine employee's retention in the Adecco Private

Limited at Secunderabad. This study is designed to explore the main retention factors for
Adecco Private Limited employees. The researcher also made an attempt to understanding
about Employee's satisfaction and in Adecco Private Limited.