ON

SIX WEEK TRAINING
SUBMITTED REQUIREMENT ADMINISTRATION OF IN PARTIAL IN FULFILLMENT MASTER OF OF DEGREE BUSINESS

JUNE - SESSION: 2010
UNDER GUIDENCE: Mr. SUKHBIR SINGH SUBMITTED BY: PARVEEN KUMARI ROLL NO. 90212233204 HCL CARRER DEVLOPMENT CENTRE

CT GROUP OF INSTITUTE SHAHPUR, JALANDHAR

CTIMS, JALANDHAR

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PREFACE
A student undergoing a degree course need to be exposed to the realities in the field, which puts to test theclassroom learning. Knowledge cannot be gained only on the basis of theoretical understanding from the books. A practice insight for the learning process to complete and effective. I took my project on a very well known well managed organization HCL CDC (JALANDHAR). Where I got ample opportunity to view the overall Human Recourses management in the organization. Technically, EMPLOYEE TURNOVER on which I did my project is a problem faced by any organization. So in this project I study a lot on the causes of the Employee Turnover in the organization and the ways to remove turnover. In the forthcoming pages, an attempt has been made to present a project report of study conducted on the problem of Employee Turnover of HCL CDC.

CTIMS, JALANDHAR

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STUDENT’S DECLARATION
I PARVEEN KUMARI solemonly affirm that the ideas, views and the opinions presented in this report are my own. No part of this report has been copied from any other source. Full signature of the student.

CTIMS, JALANDHAR

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ACKNOWLEDGEMENT
"No Learning is proper and effective without Proper Guidance”
Every study is incomplete without having a well plan and concrete exposure to the student. Management studies are not exception. Scope often project at this level is very wide ranging. On the other hand it provide sound basis to adopt the theoretical knowledge and on the other hand it gives an opportunities for exposure to real time situation. This study is an internal part of our MBA program and to do this project in a short period was a heavy task. Intention, dedication, concentration and hard work are very much essential to complete any task. But still it needs a lot of support, guidance, assistance, co-operation of people to make it successful. I bear to imprint of my people who have given me, their precious ideas and times to enable me to complete the research and the project report. I want to thanks them for their continuous support in my research and writing efforts. I wish to record my thanks and indebtedness to Mr. Sukhbir Singh Khalsa whose inspiration, dedication and helping nature provided me the kind of guidance necessary to complete this project. I am extremely grateful to CT GROUP OF INSTITUTE of management for granting me permission to be part of this college. I would also like to acknowledge my parents and my batch mates and their guidance and blessings.

CTIMS, JALANDHAR

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All sources of information and help has been duly mentioned and acknowledged. Jalandhar.GUIDE CERTIFICATE This is to certify that the project study title “EMPLOYEE TURNOVER in HCL CDC” carried out by PARVEEN KUMARI has been accomplished under my guidance supervision. SUKHBIR SINGH KHALSA CTIMS JALANDHAR CTIMS. This is an original work has not been submitted by her anywhere else for the award of any degree. NAME: Mr. Parveen Kumari is submitting this project in the partial fulfillment of requirements of the degree of MBA from CT CTIMS affiliated to Punjab Technical University. JALANDHAR 5 .

JALANDHAR 6 . 2 4 7-8 9-11 12-13 6 .CHAPTER 5 DATA METHODOLOGY ANALYSIS. 9. CHAPTER 1 4 . INTRODUCTION STUDY COMPANY PROFILE RESEARCH TO OF THE PAGE NO. 2. 46-69 SUGGESTIONS 70 71-72 INTERPRETATION.CHAPTER 2 5 . 3.CHAPTER 4 14-45 7 . b. 8. b.TABLE OF CONTENTS SERIAL NO. 1. AND CONCLUSION BIBILOGRAPHY ANNEXURE (QUESTIONNAIRE) A Project Report on CTIMS.CHAPTER 3 TOPIC PREFACE AKNOWLEDGEMENT INTRODUCTION REVIEW OF LITERATURE NEED AND SCOPE a. OBJECTIVES STUDY LIMITATIONS OF THE STUDY MAIN TEXT a. c.

Workers may leave jobs because they dislike their boss. High turnover can be. Because their families mov WHAT IS "EMPLOYEE TURNOVER"? CTIMS. it means that employees of that company have a shorter average tenure than those of other companies in the same industry. Some turn over results from geographical mobility of activity. Simple ways to describe it are "how long employees tend to stay" or "the rate of traffic through the revolving door.INTRODUCTION TO EMPLOYEE TURNOVER Employee turnover is the rate at which an employer gains and loses employees." Turnover is measured for individual companies and for their industry as a whole. There is also a large amount of turnover for personal reasons. lf an employer is said to have a high turnover relative to its competitors. Some of this is because of fluctuations in total employment over time. The inflow and outflow of labor employed by an enterprise. either seasonally or cyclically. It harmful to a company's productivity if skilled workers are often leaving and the worker population contains a high percentage of novice workers. notably in the construction sector. JALANDHAR 7 . Some results from the aging of the labor force older workers retire and young ones the labors force: older workers retire and young ones enter employment.

This illustrates the extent to which the experienced workforce is being retained and is calculated as follows: Number of employees with one or more years’ service now I Number employed one year ago _x 100. the labor turnover figure would be 7. Peter W. Measuring Employee turnover The simplest measure involves calculating the number of leavers in a period (usually a year) as a percentage of the number employed during the same period. Labour turnover will vary between different groups of employees and measurement is more useful if broken down by department or section or according to such factors as length of service. if a business has 150 leavers during the year and. JALANDHAR 8 . Hum .5%. High employee turnover causes problems for business. it employed 2. An alternative calculation of labor turnover is known as the "Stability Index”.000 people during the year. However. REVIEW OF LITERETURE Innovative theory and empirical research on employee turnover Rodger W. Grilieth. on average.Employee turnover refers to the movement of employees in and out of a business. It is costly lower productivity and morale and tends to get worse if not dealt with. the term is commonly used to refer only to ‘wastage’ or the number of employees leaving. This is known as the "separation rate" or “crude wastage rate" and is calculated as follows: - Number of leavers I average no employed x 100 For example.2004 . age or occupation.256 pages CTIMS.

Lyman W. John W. I Organizational behavior: readings and exercises. these traditional theories tend to be somewhat narrow in their approach to explaining employee turnover.1996 .1985 ·. Mowday. Richard M .e Specifically. Hum and Griffith(1995) argued that traditional turnover theories have been too narrowly . Newstrom . 340 (1977) Employee Absenteeism: A Review of the Literature Paul M. Staw (1980) suggests that the implicit assumption Employee-Organization linkages: the psychology of commitment…… Richard T. Keith Davis. Machesney Iowa Slate University The Schuh (1967) presented an extensive review of the predictability of employee turnover.CHAPTER TURNOVER 6 FIVE ANTECEDENTS NEGLECTED IN EMPLOYEE MODELS. I review organizational and national) Decision making in the workplace: a unified perspective . for example. Journal of vocational behavior 1977 Jounal of Vocational Behavior 10.Page 74 Lee Roy Beach . Porter. Steers & Mowday.2 l6 pages In fact. culture (i. lt has been estimated.1982 . Identifying Theoretical Linkages to Tyr novel for turnover literature related to personality.253 pages` 5 Determinants of Employee Turnover investigations into the causes of employee CTIMS. ln a review of the literature. JALANDHAR 9 . 1981).559 pages. that there are well over 1000 relevant citations in the literature addressing employee turnover (Machesney & Morrow. 1980.

and personal factors in employee turnover and absenteeism. 1973) I focused on research conducted during the 1960s and 1970s and…. RM Organizational. Scbuh. Cary L. Rhoades.2002 . Joumal of Applied…… Personnel psychology 1979 Porter. (2002) 'Perceived organizational support: A review of the literature'. I employee turnover in various occupations. 80. CW (1986) Absenteeism and turnover of hospital employees. 151-176. Cooper .402 pages I Generic Labor Research This section includes three general literature reviews examining. A.480 pages CTIMS. Ones. JALANDHAR 10 . Dale Mitchell . Psychological Bulletin. Greenwich.turnover abound in the literature Over the last 25 years. Handbook of industrial. Residential rvices and developmental disabilities in the United…… David L. Braddock.1992 . work & organizational psychology:…….. moreover. Neil Anderson. work. CT: JAI Press.776 pagesi5 Price. LW and Steers.2008 . The predictability of employee tenure: A review of the literature…. Julian Barling. Deniz S. I973. JL and Mueller. at least 13 review articles on turnover have been published (Brayiield & Crockett. Handan Kepir . L. The first review (Porter & Steers. and Eisenberger R. The SAGE Handbook of Organizational Behavior: Micro approaches.

. JALANDHAR 11 .. Joumal of Vocational Behavior. Organizational Behavior 3E .Page 435 Kinicki For a review of these models. 70316-340. PM. "Cost of Employee Muchinsky. ML (l979). The various costs of employee Tumover. CA: Sage Publications. 77.Employee absenteeism: A review of the literature. see AP Brief Attitudes In and Around Organizations (Thousand Oaks. 43- CTIMS.. Employee rumover: An empirical and methodological assessment. 14.. 1998). Journal of Vocational Behavior." turnover are also discussed by WG Bliss. & Turtle.

employment. The overall aim of Human Resource is to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a framework provided by effective leadership. Its key purpose is to focus people on doing the right things by achieving goal clarity. The aim is to develop the capacity of people to meet and exceed expectations and to achieve their full potential to the benefit of themselves and the organization. CTIMS. This effort aims at identifying and exploring the causes and the effects of the EMPLOYEE TURNOVER in the HCL CDC.OBJECTIVES OF THE STUDY The main objective of doing this study was to understand the causes of employee turnover in the organization as the nature of work. • To study the impact of employee turnover in the performance of the organization. OBJECTIVE OF THE STUDY ARE: • To study the causes of the job turnover in the organization. • To study the methods for overcoming the major problem of the employee turnovers. • To study that whether the employees of the organization are satisfied the job of working environment or not.. and employee relationships and its impact on workers. JALANDHAR 12 .

I had played to provide the complete knowledge to walk in candidates about the HCL Products . Sincere efforts have been made to eliminate discrepancies as far as possible but few would have reminded due to limitations of the study. During training period. 1 Time for the completion of the project was too short to do an in-depth study. CTIMS. "Nothing is perfect" and if the quite is true. we are sure that there would be few. JALANDHAR 13 .LIMITATIONS OF THE STUDY It is said. Short coming in this project also. JOB RESPONBILITIES: I had worked with HCL CDC Jalandhar in capacity of Assistant HR EXECUTIVE for six weeks. 2 One of the major limitations of this project was to take out the turnover that as it is very confidential and no organization wants to disclose it. 3 Most of the employees were not willing to answer the queries asked by me in the questionnaire while conducting the survey in HCL 4 Another limitation of this project was that many times during the survey. I was contributing in telephonic activities to motivate the students. I didn’t get their consent or a sort of cooperation from them.

a deep. HCL Technologies and HCL Info systems. a colossal US $5.0 billion turnover an international presence in 19 countries. working with clients in the areas that impact and redefine the core of their businesses.COMPANY PROFILE HCL is a leading global Technology and IT Enterprise with annual revenues of USS 5 billion. Its range of offerings span R&D and Technology Services. HCL believes only a leader can transform me into a leader HCLcdc. JALANDHAR 14 . IT Hardware. The 3 decade old enterprise. OVERVIEW HCL Technologies is a leading global IT services company. engineering and R&D services and BPO. is one of India’s original IT garage start ups. Systems Integration and Distribution of Technology and Telecom products in India. Enterprise and Applications Consulting.00 points of presence in India. CTIMS. including several IT Technology HCL CDC. founded in 1976. underlined by innovation and value creation. As the fountainhead of the most significant pursuit of human mind. and offers integrated portfolio of services including software-led IT solutions. Is an initiative that enables individuals to be benefit industry ready IT. The HCL team comprises 62. and most impotently. HCL focuses on ‘transformational outsourcing’.rooted commitment to innovate makes it a true technology giant. operating across 26 countries including 5. Dominates the IT space as a leader 58000 gifted professionals. BPO services. remote infrastructure management. Remote Infrastructure Management. Since its inception into the global landscape after its IPO in l999.000 professionals of l diverse nationalities. The HCL Enterprise comprises two companies listed in India. HCL has global partnerships with several leading Fortune 1000 firms.

along with its subsidiaries. Manufacturing. ll. including leading I'I` and Technology firms. had consolidated revenues of USS 2. HCL has partnerships with several leading Global 1000 firms. Founded in l976. as on 3l December 2009 (on LTM basis). multi-service delivery in key industry verticals including Financial Services. HCL is a global transformational enterprise today.833 crores). JALANDHAR 15 . who operate from 26countries including over 500 points of presence in India. A pioneer of modem computing. custom & package applications. BPO. The HCL team consists of over 62. Consumer Services.000 professionals of diverse nationalities. and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals.HCL leverages its extensive E global offshore infrastructure and network of offices in 26 countries to provide holistic. IT infrastructure services. HCL Technologies. systems integration. Its range of offerings includes product engineering. HCL is a $5 billion leading global technology and IT enterprise comprising two companies listed in India — HCL Technologies and HCL lnfosystems.5 billion (Rs. CTIMS. HCL takes pride in its philosophy of ‘Employee First' which empowers our 55. Public Services and Healthcare. IT hardware.688 transformers to create a real value for the customers. HCL is one of India’s original IT garage start-ups.

JALANDHAR 16 . HCL touches millions of people through technology across the world everyday.ADVANTAGE OF HCL 1 TOUCHING LIVES: From aeronautics. our expertise spans globally and we make a difference. CTIMS. 3 PIONEERING HERITEDGE: We proud of our pioneering heritage in India and take forward the pioneering spirit to all our ventures. 2 FUTURE-PROOFING THE WORLD: One of the pioneers in imodern computing.

academic and hands-on. Its range of offerings span Product Engineering. Technology and Application Services. Can make a difference to our learning curve and there by to our curve. The HCL Enterprise comprises two companies listed in India . Infrastructure Services. founded in 1976. BPO. About HCL Enterprise HCL Enterprise is a leading global technology and IT enterprise with annual revenues of US $4. 17. Is a formalization of this experience and credo which has been perfected over three decades? it is an initiative that enables aspiring individuals to benefit from HCL’s longstanding expertise in the space and become industry ready IT professionals. JALANDHAR 17 . who operate from 17 countries including 360 points of presence in India. Whether anybody are a beginner or a working professional. The 3-decade-old enterprise.000 professionals of diverse nationalities. The HCL team comprises over 47.HCL Technologies & HCL Info systems.Opportunities and beyond: HCL takes students to the core of IT fundamentals and the most advanced cutting problems. HCL.889 crores). IT Hardware. is India’s original IT garage start-up. and distribution of ICT products. HCLcdc.1 billion (Rs. Its course modules are structured to give me the best of both worlds. Empowering students to bring out the best: As the fountainhead of the most significant pursuit of human mind (IT). Systems Integration. strongly believes “only a leader can transform me into a leader “HCLcdc. HCL has global partnerships with several leading Fortune 1000 firms. including leading IT and Technology firms CTIMS.

• I shall honor all commitments • I shall be committed to Quality. Innovation and growth. • I shall be responsible corporate citizens CTIMS. JALANDHAR 18 .Vision statement “To create industry ready professionals“ Mission statement To provide world-class information technology and services in order to enable our customer to serve their customer better. Core Values • Nothing transforms life like education.

Additionally. HCL’s leadership in these service areas has been recognized by several leading independent analysts. and BPO Services. Technology.HCL TECHNOLOGIES While HCL Enterprise has a 30-year history. HCL started questioning the linearity of scale-driven business models adopted by service providers (largely in the IT application business). Our ability to synergistically integrate these service lines across the entire IT landscape creates new zones for value creation. HCL has built unique strengths in IT applications (custom applications for industry solutions and package implementation). with each of its ` services having attained critical mass. Application and Data Transformation — the four broad needs of any enterprise. Media and Entertainment. Hi—tech and Manufacturing. and Telecom. HCL has also built domain depth through a micro-virtualization strategy in industries such as Financial Services. Custom Applications. while maintaining and extending its leadership in product engineering. ln 2005. JALANDHAR 19 . In addition. Life Sciences. Retail. IT Infi·astructure Management. During this period. HCL has recently launched its Enterprise Transformation Service offerings comprising of Business. Enterprise Applications. HCL has created the ability to distribute value across the customer's IT landscape through its well. in 1998. CTIMS. HCL Technologies is a relatively young company formed.distributed services portfolio. significant domain strengths. nine years ago. HCL has created unique service leadership in each of these areas through best-of-breed unique propositions. Our five mature lines of business are R&D and Engineering. and locally relevant geographic distribution. IT infrastructure management and business process outsourcing. HCL has the widest service portfolio among indian IT service providers.

.The questioning led us to the belief that the market was rapidly approaching a point of inflection. HCL embarked on a transformational journey that focuses on value centricity in customer relationships and on leveraging new market opportunities. and the widespread acceptance of global delivery models are some of the transformational forces at work today. strategic view of global sourcing is starting to emerge as managers get and better fix on TTS potential. while creating a unique employee experience. most actually mean upgradation — i. It ` doesn't merely cut costs or streamline the way a company works . True transformation is revolutionary and is directed at core processes. With this realization.a more enlightened. that is a point where the volume and value proportionality would change. Today HCL’s new way of doing business is being recognized by Harvard. business process improvements or service re-engineering. IDC.e. at best. Hence HCL entered a new phase of evolution — transforming it from a volume-driven provider to valuecentric enterprise that turns technology into competitive advantage for all its customers across the globe. While everyone is talking transformation these days. Business Week and the lik DIFFERENTIATORS ` In one of its articles. Fortune. “. Forbes. Economist. JALANDHAR 20 . The new buzzword is CTIMS. 'Transformational Outsourcing?” We believe that IT driven business innovation. opening up new opportunities for service providers who aspire to focus on value. the emergence of new disruptive technologies and business models. Business Week reports that.it radically alters market position by building competitive advantage.. resulting in deep and rudimental change.

In a word of commodity.support.The most reliable way that we create customer value is through engaged. We ensure that the working culture gives them enough . JALANDHAR 21 .services that we pioneered in the industry like CTIMS. At the core of our Employee First philosophy is Talent Transformation. At HCL. · VALUE CREATION. VALUE CULTURE . HCL is uniquely positioned with this perfect blend of onshore presence and offshore economics. I treasure value……….” Our Value Services model adopts a 360-degree approach in embedding value in all facets of the I HCL-customer relationship. A large portion of our revenue comes from emerging services . I empowered and result-oriented employees. we call this Transformation – version2. Technology is key in creating a process capable of empowering 58. outcome-based? Partnership model.000 employees at HC L. business and behavioral areas. Building competitive advantage also demands a shift from the earlier fee.An IDC repor Application Outsourcing Game' states that the combination of offshore and on demand creates one of the most compelling value propositions to help customers move closer to truly dynamic IT.with the “Five Fold path to Customer Value.driven service provider model to a new age. tools and training in order to create value.HCL's history of leading the industry by creating and dominating uncontested market spaces has been leveraged into a service innovation model that is creating new value for customers. where we recognize and enable competencies as opposed to just sculling employees in technical.

HCL is able to distribute value across a customers IT landscape through its well-distributed services portfolio. Value is calculated based on the business benefit delivered by the service provider.In the physical world. This unique flexibility has resulted in innovative commercial models like output based pricing. and speed. quality. JALANDHAR 22 . especially IT services. and locally relevant geographic distribution. In the services world. CTIMS. VALUE DELIVERY . and global account management programs that enable each relationship yield more business value than could be ° normally expected by both partners. and would be difficult to achieve if the outsourcing strategy is based solely on short-term goals. VALUE ENGAGEMENT — HCL is flexible in that it can treat each customer uniquely by imbibing patterns and characteristics of the customer organization. and Engineering and R&D. We have captured and institutionalized the process for creating value through a unique framework. which creates that 'extra‘ value (beyond base delivery). industry and geography. value is judged on the basis of reliability. Quality Systems and information Security to meet the maturity levels required in a value centric world. significant domain strengths. This has been successliilly rolled out to select customers who are able to actually measure success while reaping quantifiable savings.Remote infrastructure Management. VALUE DISTRIBUTION . security is an added component. called the 'Value Add Framework'. This calls for high levels of maturity and customer satisfaction. HCL has geared its Service Delivery Framework.

For such organizations. HCL brings unique strengths to organizations engaged in business transformation to create new competitive advantages.... output based models.I see customer ccntricity. HCL works with a wide range of customers at various stages of offshore maturity. Customer centric value offerings establish the difference between services and services. . fixed pricing models. and designs customized models for them T&M based models( for projects where accountability and collaboration is low). Core Infrastructure Support. Multi-integrated solutions enable our customers achieve significant optimization at all interface points (integrated helpdesk for applications and infrastructure).througl1 outcome based chimerical models.. In an industry driven by effort based pricing. JALANDHAR 23 .In a world full of effort. In an ofierings-centric world. ln a world of discrete services. and risk reward based models where we collaborate to commit to outcomes through a gain share or joint venture model. In a contract driven world l practice trust and transparency. we perhaps have the most mature portfolio of services among other offshore providers across Application Services. We believe that if we share the vision. as also R&D and Technology Services. The difference comes from unique customer insights and value propositions backed by competencies and customer experience. I focus on integration Value is created by optimally integrating services at interface points for greater endbusiness impact. CTIMS. l see outcome list. HCL has taken a giant leap with its outcome based commercial models and deal structuring approach. we must also share the risk. Business Process Outsourcing.

customers.3 billion HCL Technologies Ltd. JALANDHAR 24 . HCL Technologies Vineet Nayar is the CEO of the $2. Fortune Magazine has articulated his CTIMS. focusing on value centricity in customer relationships and leveraging new market opportunities while creating a unique employee experience. LEADERSHIP TEAM VINEET NAYAR CEO.All relationship be it with employees. Vineet has instituted several radical programs that began a quiet transformation across the organization. a point where the volume and value proportionality was changing. Realizing this. way back in 2005 HCL embarked on a transformational journey. This questioning led us to the belief that the market was rapidly approaching a point of inflection . opening up new opportunities for service providers who want to focus on value.i.443 professionals in 26 countries to drive growth in IT Services industry. partners or stakeholders need to be built on the foundations of trust and transparency. No more ‘business-as-usual. This is what we believe and practice every day at HCL. HCL started questioning the linearity of scale-driven business models adopted by service providers (largely in the IT applications business). He also serves on the board of the company as a whole time Director. I‘ve seen the inflection point". leading a team of 54.e. His mantra of "Employee First" A strong belief in value-based leadership has been recognized globally.

BPO Services. HCL BPO witnessed phenomenal growth in size and revenues (USD 232. Under his leadership. I-ICLT ISD seeks to provide simplified infrastructure solutions CTIMS. JALANDHAR 25 . ANANT GUPTA President.Infrastructure Services Division. HCL Technologies Anant Gupta is the President of HCL Technologies Infrastructure Services Division (HCL ISD) HCLT ISD (also popularly known as HCL Comnet) is a leading IT services company and a subsidiary of HCL Technologies Ltd. 400 employees today. The organization has grown nom a headcount of 30 in September 2001 to over Ii. As an Ranjit heads the BPO President & CEO. A focused player in the IT services arena.leadership style as "The World’s Most Modem Management" and the London Business School calls him "the leader of organizational innovation" RANJIT NARASIMHAN President & CEO . Anil’s first stint at HCL was way back in 1985.Finance. Anil Chanana is a Leanne professional with over 25 years’ rich experience if in this domain.15 milIion). HCL Technologies Ltd Division of HCL Technologies Ltd (HCL BPO}. Ranjit has been instrumental in the rapid growth of HCL BPO during the last few years. ANIL CHANANA Executive Vice President . HCL Technologies. when the company was still called Hindustan Computers Limited. It is a qualified Chartered Accountant and has attended various programs including the Leadership Program conducted by Hewlett-Packard and an Executive Program in Finance from Stanford University.

HCL Technologies Vineet Nayar is the CEO of the $2. Shiv Nadar led a young team which passionately believed in and bet on the growth of the IT industry. Vineet has instituted several radical programs that began a quiet transformation CTIMS. I-le also serves on the board of the company as a whole time Director. born out of a Delhi “barsaati". distributed infrastructure environments encompassing the Internet. has resulted 3 decades later in a $5 billion global transfer technology enterprise today. including leading IT and Technology firms. IT Hardware. leading U a team of 54. That vision in l976. VINEET NAYAR CEO. HCL has stayed a true Pioneer of Modem Computing. akin to a garage start-up. JALANDHAR 26 . IT Infrastructure Services. Systems Integration. BOARD OF DIRECTORS SHIV NADAR Founder — HCL Chairman & Chief Strategy Ofiicer . who operate from 26 countries including over 500 points of presence in India. Client and legacy based infrastructure. HCL has global partnerships with several leading Femme l000 fums. Custom & Package Applications.443 professionals in 26 countries to drive growth in IT Services industry. The HCL team comprises over 60. and distribution of ICT products across a wide range of focused industry verticals. HCL’s range of offerings spans Product Engineering.HCL Technologies At a time when India had a total of 250 computers. From designing India’s first PC at the same time global IT peers in l978 to working on the Boeing Dreamline1·’s Flight Management Systems now. BPO.000 professionals of diverse nationalities.through delivering high-performance management services for complex.3 billion HCL Technologies Ltd.

HCL.HCL Info systems An engineer by training. Subrarnanian was a Senior Adviser in the International Trade Centre in Geneva. 1ndia‘s original IT garage start —up formed in 1976. For over five years. Fortune Magazine has articulated his leadership style as "The World’s Most Modern Management" and the London Business School calls him "the leader of organizational innovation". Subrarnanian had a distinguished career in the Indian Administrative Service. the highest post in the Indian administration and the post of Secretary in the Ministry of Textiles. the flagship company of the group. the company’s turnover has gown to US$ 3. His mantra of "Employee First" and a strong belief in valuebased leadership has been recognized globally. The case study is being taught in the Strategy and Leadership classes at HBS. based on his innovative and radical leadership. where he dealt with CTIMS. lndia’s leading Technology and IT company. Chief Secretary of the State. T S R SUBRAMANIAN Director Mr. Ajai Chowdhry took over the reins of HCL Info systems.across the organization. as President and CEO in l994. where he dealt with trade policy issues and matters relating to General Agreement on Trade and Tariffs (GATT) and with UNCTAD. is today a USS 5 Billion Global Enterprise. JALANDHAR 27 . The Harvard Business School (HBS) has written a case study on the Transformation at HCL. Rs. Mr. where he held various positions including that of Cabinet Secretary. AJAI CHOWDHRY Founder — HCL Chairman & CEO . Under Ajai’s stewardship. Ajai Chowdhry is one of the six founder members of HCL.1 Bn (approx. His assignments in the state of Uttar Pradesh included the highest executive post. He was appointed the Chairman of HCL Info systems in November 1999.l550 crores) from USS 89 Million in 1994. He has also worked in the Ministry of Commerce. a United Nations Organization tender the purview of GATT.

issues relating to small and medium enterprises (SMES) as well as export-oriented joint ventures. His work Covered developing countries in Asia, Africa and Latin America, as well as developed countries. As Cabinet Secretary to the Government of India, Mr. Subramanian took a number of initiatives to modernize and develop the infrastructure sector in India, especially in the Power, Telecom and Surface Transport sectors. ROBIN ABRAMS Director Robin Abrams was most recently interim CEO at ZILOG. She had been the President `of Palm Computing and Senior Vice President at 3Com Corporation. She was also formerly the President and CEO at VeriFone. She has 30+ years of computing and computing services expertise coupled with strategic planning and management experience. Before joining Verilione in 1997, Abrams held a variety of senior management positions with Apple Computer. As Vice President and General Manager of the Americas, she oversaw sales and channel ' management for U.S., Canada and Latin America. Prior to that, she was Vice President and General Manager of Apple Asia, where she was responsible for sales and marketing in the region. In this position, Abrams was based in Asia for two years. Abrams spent eight years with Unisys in several senior-level positions. Her responsibilities included managing the delivery of business solutions focused on banking, airlines, government and networking. A portion of her tenure at Unisys also included a five-year stint in Asia Pacific. The first twelve years of her career were in various management positions at Norwest Banks now Wells. Q Abrams has served on several U.S. public company boards including Openwave Systems, ZiLOG and BEA Systems (until it was acquired by Oracle). Abrams also serves on the Anita Borg Institute Board and several academic advisory committees. SUBROTO BHATTACHARYA Director Mr. Subroto Bhattacharya, a Chartered Accountant by training, spent his early career with DCM Ltd. where he rose to the position of a Director on the board. CTIMS, JALANDHAR 28

ln the late eighties, he joined the HCL modernize and develop the infrastructure sector in India, especially in the Power, Telecom and Surface Transport sectors.

ROBIN ABRAMS
Director:Robin Abrams was most recently interim CEO at ZiLOG. She had been the President of Palm Computing and Senior Vice President at 3Com Corporation. She was also formerly the President and CEO at VeriFone. She has 30 years of computing and Computing services expertise coupled with strategic planning and management experience. Before joining Verilione in 1997, Abrams held a variety of senior management positions with Apple Computer. As Vice President and General Manager of the Americas, she oversaw sales and channel ' management for U.S., Canada and Latin America. Prior to that, she was Vice President and General Manager of Apple Asia, where she was responsible for sales and marketing in the region. In this position, Abrams was based in Asia for two years. Abrams spent eight years with Unisys in several senior-level positions. Her responsibilities included managing the delivery of business solutions focused on banking, airlines, government and networking. A portion of her tenure at Unisys also included a fiveyear stint in Asia Pacific. The first twelve years of her career were in various management positions at Norwest Banks now Wells Abrams has served on several U.S. public company boards including Openwave Systems, ZiLOG and BEA Systems (until it was acquired by Oracle). Abrams also serves on the Anita Borg Institute Board and several academic advisory committees. SUBROTO BHATTACHARYA Director · Mr.Subroto Bhattacharya, a Chartered Accountant by training, spent his early career with DCM Ltd. where he rose to the position of a Director on the board.

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CTIMS, JALANDHAR

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As such the term ‘research’ to the systematic method consisting of enunciating the problems.RESEARCH METHODOLOGY RESEARCH in common parlance refers to a search of knowledge." in fact. the research design is a conceptual structure within CTIMS. According to Clifford Woody research comprises defining and redefining problems. The advanced learner‘s dictionary of current English lays down the meaning of research as “a careful investigation or inquiry specially through search for new facts in any branch of knowledge” Research as a "systematized effort to gain new knowledge? -» ACC TO REDMAN &: MORY Research is an academic activity and such the Tenn. and at last carefully testing the conclusions to determine whether they fit the Formulating hypothesis. collecting. analyzing the facts and reaching certain conclusions either in the form of solutions towards the concerned problem. should be used technically. organizing and evaluating data making deductions and reaching conclusions. formulating the hypothesis. It can also be defined as a scientific and systematic search for pertinent information on a specific topic. formulating hypothesis or suggested solutions. RESEARCH DESIGN “A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. collecting the facts or data. JALANDHAR 32 .

8) Empirical research. 3) Applied research. These types are as follows: l) Descriptive research. TYPES OF RESEARCH The research can be of various types which help in solving a problem. 4) Fundamental research.which research is conducted. 5) Quantitative research. it consists the blueprints for the collection. As such the design includes an outline of what the researcher will do from writing the hypothesis and its operational implications to the final analysis of data. these ways are as follows: I) Primary data 2) Secondary data OBSERVATIO N METHOD PRIMARY DATA CTIMS. JALANDHAR INTERVIEW METHOD 33 QUESTIONAIRE . 7) Conceptual research. DATA COLLECTION The task of data collection begins after a research problem has been defined and research design/plan chalked out. 6) Qualitative research. The data can be collected in two ways. · 2) Analytical research. measurement and analysis of data.

Researcher must select of prepare a sample design which should be reliable and appropriate for his research study. Sample design is determined before data are collected. There are many sample designs from which a researcher can choose.I COLLECTION OF SECONDARY DATA PULISHED DATA PUBLICATION OF CENTRAL OF FOREIGN GOVT TECHNICAL AND TRADE BOOKS MAGAZINES UNPUBLISHED DATA DIARIES LETTERS UNPUBLISHED SAMPLE DESIGN A sample design is a definite plan for obtaining a sample from a given population. CTIMS. Some designs are relatively more precise and easier to apply than others. it refers to a technique or the procedure the researcher would adopt in selecting items for the sample. JALANDHAR 34 .

& websites etc. JALANDHAR 35 . So both primary and secondary data was used for the project. The mode of collecting primary data is questionnaire mode and sources of secondary data are various magazines.TYPES OF SAMPLE DESIGN: SAMPLE PROBABILITY SAMPLING NON-PROBABILITY SAMPLING RESEARCH USED IN THIS PROJECT The objectives of the project are such that both primary and secondary data is required to achieve them. CTIMS.

Secondary Data: The purpose of collecting secondary data was to achieve the objective of studying the recent changes taking place in within the mind to` the employees regarding the job satisfaction / dissatisfaction.1. JALANDHAR 36 .HCL ( Jalandhar) CTIMS. Sampling Unit: .Keeping in mind all the constraints 15 employees of the company of the HCL. The questionnaire has been designed in such a manner that the general’s view points of employees can be measured and enters their responses easily. 2. Primary Data: The primary data was collected to make the conclusion about "LABOUR TURNOVER "means of questionnaire and analysis was done on the basis of response received from the employees of the company. ` Sample Plan Sample size: .

It is costly lower productivity and morale and tends to get worse if not dealt with. if a business has 150 leavers during the year and. Measuring Employee turnover The simplest measure involves calculating the number of leavers in a period (usually a year) as a percentage of the number employed during the same period.5%. on average.WHAT IS "EMPLOYEE TURNOVER"? Employee turnover refers to the movement of employees in and out of a business. CTIMS. High employee turnover causes problems for business. This is known as the "separation rate" or “crude wastage rate" and is calculated as follows: - Number of leavers I average no employed x 100 For example. However. the term is commonly used to refer only to ‘wastage’ or the number of employees leaving. it employed 2.000 people during the year. the labor turnover figure would be 7. This illustrates the extent to which the experienced workforce is being retained and is calculated as follows: Number of employees with one or more years’ service now I Number employed one year ago _x 100. JALANDHAR 37 . An alternative calculation of labor turnover is known as the "Stability Index”.

mainly because they become used to the work and the business and have an established relationship with those around them.Lost production costs . Patterns of employee turnover The highest rate of employee turnover tends to be among those who have recently joined an business. Longer—serving employees are more likely to stay.Increased costs of training replacement employees CTIMS. meaning they leave to seek more suitable employment • A buoyant local labor market powering more (and perhaps more attractive) opportunities to employee Costs of employee turnover High rates of employee turnover are expensive in terms of: . age or occupation. CAUSES OF EMPLOYEE TURNOVER A high level of employee turnover could be caused by many factors: • Inadequate wage levels leading to employees moving to competitors · Poor morale and low levels of motivation within the workforce · Recruiting and selecting the wrong employees in the first place. JALANDHAR 38 ..Labour turnover will vary between different groups of employees and measurement is more useful if broken down by department or section or according to such factors as length of service.Additional recruitment costs .

if there is high turnover amongst the sales force) . A natural level of Labor Turnover can be a way in which a business can slowly reduce its Workforce without having to resort . Labor Turnover does not just create costs.g. working conditions and other welfare facilities provided by the employers to the workers. b) Poor morale and low level of motivation within the workforce.. A high level of Labor Turnover could be caused by many factors: a) Inadequate wage levels leading to employees moving to competitors. lowers productivity and morale and tends to get worse if not dealt with. JALANDHAR 39 . High Labor Turnover causes problems for a business.Loss of know—how and customer goodwill -Potential loss of sales (e. it is essential that labor force remains stable over a period of time. but some level of Labor Turnover is important to bring new ideas. Labor Turnover measures the extent of change in the work force due to accession separation during a particular period of time. skills and enthusiasm to the labor force. and d) A buoyant local labor market offering more attractive opportunities to employees. c) Recruiting and seeking the wrong employees in the first place. meaning they seek more suitable employment. For higher productivity of labor. industrial relations.Damage that may be done to morale and productivity (an intangible cost) Labor turnover is an important parameter indicating the over all health of an industry or an establishment in terms of wages. CTIMS. it is costly. Higher rate of Labor Turnover indicates lack of stability in the labor force. which in turn may not be considered conducive to the productivity of labor.

during the year 2009. the lowest and highest rates of Separation. The overall separation during the year 2009 was 15. The total Labor Turnover was highest in Delhi (71.41 percent decrease in overall employment during the year 2009 as compared to 3. During the year.95 percent factories reported Labor Turnover in their units during the year 2009. The lowest and highest rates of accession.00 percent in Jharkhand and 38. respectively. about 84. It may be seen that at all India level.SOME STATISTICS Labor Turnover in States · State-wise Labor Turnover among directly employed regular workers. respectively.08 percent) and Uttar Pradesh (35.73 percent) and lowest in Meghalaya (5. 13 States recorded higher accession rates and 12 States Recorded higher separation rates than the respective rates at the all India level.96 percent in Delhi. was observed in Tripura (3. JALANDHAR 40 . the rate of accession. was 13.37 percent during the year 2008. Labor Turnover in Industries Industry-wise Labor Turnover among directly employed regular workers during the year 2009.53 percent decrease during the year 2008. during the year. there was about 2.84 percent during the year 2008.60 percent).53 percent as compared to 16.70percent). The highest rate of accession at 108. Thus. At all India level. during the year 2009 were observed at 1.12 percent as compared to 12.58 percent was recorded in the CTIMS. Similarly.

it may be observed that at all India level. except veterinary activities’. On the other hand.industry group ‘014-Agricultural and animal husbandry service activities. The total labor turnover was highest in industry group 201-Saw milling and planning of wood’. in Joint Sector.09 percent and lowest in Assam (2.60 percent in Joint Sector.51 percent) and Public Sector (6.68 percent).26 percent) and Private Sector (14. however.46 percent in industry group '223-Reproduction of recorded media'. the highest rate of separation at 110.26 percent. accession rate was the highest in Joint Sector at 18. followed by Private Sector (13.48 percent). In Private Sector. From the data.24 percent). whereas.11 percent was recorded in the industry group ‘353-Manufacture of aircraft and space cratt’. was recorded at 2. in Private Sector.60 percent) and lowest in industry group 353—Manufacture of aircraft and spacecraft (5.48 percent). CTIMS.63 percent. The lowest rate of separation.74 percent). Delhi reported the highest rate of accessions at 39.74 percent and lowest rate in Bihar (0. in Joint Sector. the highest rate of accession was reported in Haryana at 64.02 percent was also recorded in the industry group ‘0l4—Agricultural and animal husbandry service activities. followed by Public Sector(15.10 percent and lowest rate in Himachal Pradesh (0. (218-. Jharkhand reported lowest rate of accessions at 2. whereas. whereas.41 percent -and lowest rate in Bihar (0. Among States. the highest rate of separation was reported in Uttaranchal at 36. except Veterinary activities’. Separation rate was again the highest at 22. like accession.11 percent).92 percent). the highest rate of separation was reported in Haryana at 58.87 percent). In Public Sector. JALANDHAR 41 . the lowest rate of accession at 1.50 percent. the highest rate of accession in Public Sector was recorded in Uttar Pradesh at 51. Labour Turnover in States by Sectors State—wise and Sector-wise Labor Turnover among directly employed regular workers .59 percent and lowest in Meghalya (0. the highest rate of separation was reported in Madhya Pradesh at 108.

except veterinary activities’ at the rate of 1 13.29 percent. the separation rate was lowest at 2.80 percent and 214. It may be seen from the data that in Private Sector. the highest rates of accession and separation were reported in the industry groups ‘154.46 percent in industry group ‘223Reproduction of recorded media'. respectively. the highest rates of accession and separation were recorded in the industry group ‘0l4-Agricultural and animal husbandry service activities. respectively. The highest rates of accession and separation in the Public Sector were reported in the industry group '154. Sector-wise lowest rate of accession was recorded at 0. In Joint Sector.86 percent in industry group ‘353—Manufactu1·e of aircraft and spacecraft in Private Sector.05 percent in industry group ‘3.Manufacture of other food products‘ and 181-Manufacture of wearing apparel. respectively. 0.70 percent in the industry ‘243.Manufacture of other food products‘ at the rate of 70. separation rate was lowest at 0. JALANDHAR 42 .60 percent and 113.22—Manufacture of television and radio transmitters and apparatus for line telephony and line telegraphy‘ in Joint Sector and 0. except fur apparel' at the rate of 71. · ln Public Sector.04 percent in the industry group '2l0.Labour Turnover in Industries by Sectors Industry—wise and Sector-wise Labor Turnover among directly employed regular workers.52 percent and 84.Manufacture of paper and paper products' in Public Sector.72 percent. the separation was lowest at 0.27 percent. CTIMS.81 percent in industry group '1 72Manufacture of other textiles‘. In Joint Sector.Manufacture of man—made fibers‘ and in Private Sector.

given the natural specialization of skilled professionals. training. turnover can be classified as ‘internal' or 'external‘. 2. However. and eventually find. Therefore. it may be equally important to monitor this form of turnover as it is to monitor its external counterpart. such as an internal recruitment policy or formal succession planning. due to the human capital (such as skills. as well as resulting in a competitive disadvantage to the business. and therefore. and employees can generally be replaced without the organization or business incurring any loss of performance. Internal vs. Notably. contracts may strongly favor the employer and lead to increased turnover as employees seek. JALANDHAR 43 . more favorable employment. external turnover Like recruitment. or the Peter Principle) effects of internal turnover exist. CTIMS. high turnover rates of skilled professionals can pose as a risk to the business or organization. and knowledge) lost. Internal turnover might be moderated and controlled by typical I-IR mechanisms. conversely. Both positive (such as increased morale from the change of task and supervisor) and negative (such as project/relational disruption. The ease of replacing these employees provides little incentive to employers to offer generous employment contracts.TYPES OF LABOUR TURNOVER 1. Skilled and Unskilled employees Unskilled positions often have high turnover. tumover of these individuals incurs both replacement costs to the organization. these employees are likely to be re— employed within the same industry by a competitor. Internal turnover involves employees leaving their current positions and taking new positions within the same organization.

moving overseas. JALANDHAR 44 . initiated at the choice of the employee. Typically. and those involuntary instances where the employee has no choice in their l termination (such as long term sickness. death.3. the characteristics of employees who engage in involuntary turnover are no different from job stayers. controlled) by the construct of turnover intent. Voluntary and involuntary Turnover Practitioners can differentiate between instances of voluntary turnover. CTIMS. or employer-initiated termination). However. voluntary turnover can he predicted (and in tum.

theft. ` • Discharge due to continuous illness. • Lack of training. • Inefficiency and negligence. • Bad working conditions. These may be Death. Unavoidable causes: In certain circumstances it becomes necessary for the management to ask some of the workers to leave the organization. Family problems and responsibility. • Pilferage. these are the following: Poor wages. JALANDHAR 45 . • Lack of incentive and promotion. Personal betterment and Retirement. Avoidable causes: This causes can be avoided if employer takes some steps. • Dissatisfaction with job. • Odd working hour. dishonesty etc. CTIMS.CAUSES OF LABOUR TURNOVER The Causes of Labor Turn Over can be classified with the following 3 heads: Personal causes: Workers may leave the organization purely on personal grounds. These circumstances may he as follows: • Disablement • Discharge on disciplinary grounds. • Lack of good recruitment policy.

region. For these purposes personnel records must include l accurate details of all starters and leavers. usually on a quarterly or annual basis. This is sometimes called the separation rate.ANALYZIGN AND DEALING WITH LABOUR TURNOVER There are two main reasons for measuring and analyzing levels of labor turnover: Control . Forecasting: if future starting and recruitment needs are to be estimated reliably. industry. and is expressed as follows: CTIMS. month or year.it will depend on factors such as occupation. Objective measurement is essential if the cost of labor turnover is to I be calculated accurately. Universally ‘acceptable’ level . the organization must know current levels of turnover before it can decide whether steps need to be taken to reduce them. etc. As with absence a subjective view can sometimes lead management to ‘overestimate localized problems and underestimate widespread ones. JALANDHAR 46 . Measuring Labour Turnover The simplest and most usual way of measuring labour turnover is to measure the number of leavers in a period as a percentage of the number employed during the same period. account wills I need to be taken of past levels of labor turnover. etc.The important thing is to establish the level in each organization so that changes can be measured. and should be in a form which assists analysis by length of service. section or department.

the index can be calculated by using voluntary resignations only.-or with the industry as a whole. The stability index illustrates the extent to which the experienced workforce is being retained. then decreasing. the average number working is usually taken to be the number working at the start of the period added to the number working at the end. if 160 current workers have been employed for one year or longer. CTIMS. 210 + 222 x 100 = 33. the stability index is most useful in comparisons over a period or with other similar organizations. _ For example. and 72 leavers during the period.3% This simple index is useful in comparing one organization of labor turnover with that of other local employers. and is calculated as follows: Number of workers with one year‘s service (or more) now x 100 = Stability index Number of workers one year ago For example. For example. where the inclusion of unavoidable or anticipated labor turnover would be misleading. The separation rate is only a crude measure of the lab our turnover problem and makes no distinction between new starters and experienced workers who can be much more difficult to replace. ln an earlier section reference was made to the characteristic pattern of labor turnover: high for new starters. lf calculated by department or section. working l Unless there are special circumstances such as a sudden large increase in the size of the workforce. 222 at the end of the period. the separation rate is: ‘ 72 . and the total number of workers a year ago was 250.Number of leavers x 100 = Separation rate Average no. if there are 210 workers at the start of the period being studied. the total then being divided by two. JALANDHAR 47 . the stability index is: 160 x 100 = 64% of 250 As with all such indices. it can be a useful guide to the areas which require further investigation.

The number of leavers is plotted against the period for which they were working. lf the curve were much more shallow. sex an length of service. JALANDHAR 48 . CTIMS. This is likely to be true even when the total number of leavers is small. ie: when labor turnover is low. age. If turnover is high and large numbers are involved it would indicate serious loss of trained and skilled workers. for example. The result typically looks like this: Number (or proportion) of leavers Length of service on leaving This steeply sloping curve shows that many more workers leave after a short length of service than after a longer period. it would indicate that leavers were spread more generally throughout the workforce in circumstances of low labor turnover this would cause little concern.The degree to which this pattern applies in any single organization will naturally vary. it should be approached systematically by identifying groups primarily ’ affected by high turnover and then examining each aspect of their working conditions to identify causes of dissatisfaction. lf there is a problem. This analysis can indicate problems. This will mean analysis by department. especially in large or diverse organizations. So while the ‘survival curve’ can be extremely helpful in understanding the nature of labor turnover within an organization. and can be shown graphically. skill level. in pay differentials or career progression which can then be studied in greater depth. it must always be used in conjunction with the. labor turnover rate. grade.

ESTABLISHING TURNOVER THE CAUSES OF LABOUR Dissatisfactions and problems contributing to high labor turnover are more likely to be brought directly to management’s attention where there is effective joint consultation(l0). for example: • The job itself · Supervision and management pay and other terms and conditions of work • Training and career prospects with the organization . JALANDHAR 49 . they should be asked why they are leaving and what they think is good and bad about The firm. Exit interviews: Exit interviews may help in highlighting problem areas within the organization and in identifying any characteristics which may be common to early leavers. As well as recording classification details about leavers. To minimizes ‘distortion’ it can help to: • Have the interviews carried out by a person other than the immediate line manager • Conduct them away from the normal place of work CTIMS. it should be kept in mind that workers may not always disclose the real reasons for leaving or their true views about the organization. · Working conditions and amenities • Equal opportunities. However. The views of individual workers can also help point to problem areas and there are two main ways in which these may be obtained: through exit interviews and attitude surveys.

Existing workers are asked questions covering a whole range of work issues. participation arrangements. An alternative (or complementary) method is to select a sample of workers and to interview them in depth. JALANDHAR 50 .• Explain that the interview is confidential · Explain fully the reason for the interview • Explain that the reasons for leaving will not affect any future references or offers to work again for the organization. Consultaion The exercise is most likely to be success till if worker representatives are fully involved in the exercise from the planning stage onwards Interviews should be conducted independently of the organization. Interviewees should be allowed to speak freely and anonymously Choice of sample A It is possible to select a sample which is random but ‘stratified’ to get proportions of young. employment relations. Their success largely depends on good questionnaire design and the level of response. lf expectations are ignored. new or long-serving workers that are representative of the CTIMS. often including topics such as pay and conditions. Attitude surveys can attempt to involve every worker by asking them to complete a written I questionnaire. the survey may well be counterproductive. old. and organization image. female. equal opportunities. Both require specialist knowledge. following an interview plan similar to a questionnaire but allowing interviewees more scope to give their views. canteen facilities. organization products. An important point to remember is that an attitude survey will raise the expectations of workers. male. Attitude of survey A revealing method of finding out what workers like and dislike about their jobs and their Organization is the attitude survey. The exercise can generate Considerable goodwill towards the employer. The survey are freely communicated to workers and acted upon. communication.

tidings and subsequent action must be fully communicated to workers. and helps to remove suspicions of bias in selecting the sample. ensures no one feels left out. Recruitment and selection Most employers develop some kind of recruitment and selection process often including a selection test. However. it is advisable where a sample is selected to invite volunteers to contribute. including terms and conditions. They should also include an indication of starting pay and future prospects. the views of volunteers should not be allowed to over-ride the results of the selected sample. Organizations should also beware of the disadvantages of setting unnecessarily high standards — overqualified candidates may quickly become bored with jobs that . The result of not doing so is often higher costs of training and supervision and a Reduction in the quality of output.turn out to be more mundane than they had imagined. it can make sense to test them at the time of interview. progress reports. to determine whether applicants are suitable for the job. Organizations sometimes feel forced to hire less than ideal replacements when labor turnover is I high.organization. This can simply worsen the problem and every effort should be made to maintain the standard for new recruits. Advertisements and details given to the local jobcentre or employment agency should give an accurate picture of the jobs. Communication The plans for the survey. Reducing turnover of new starters Organizations that want to reduce the labor turnover of new starters should pay particular attention to the following key areas: Recruitment and selection Induction Job training. This can contribute useful information. Where the job involves practical skills. The responsibility for seeing that CTIMS. JALANDHAR 51 .

there is a good deal of information which they need. A good impression of the organization helps new workers settle down and learn their jobs quickly.the new recruit becomes a fully—trained effective worker falls to the 'supervisor. before they can properly settle down and feel part of the organization. This induction training is often shared between the personnel or administration department. JALANDHAR 52 . quite apart from training for the specific job. items are less likely to be forgotten. lf there is a written induction programmed. who covers the place of work. Training may be on or off the job and even quite small organizations l may make use of off the job facilities. even if time is short. and the supervisor. fire and safety regulations. which covers such matters as pay and conditions. · A friendly welcome and introduction to the workforce · the early provision of smartly presented written information about the company. It is especially important where there are particular difficulties such as language problems. hours of work. and it is useful to involve the supervisor of the section in the selection process. This process will be assisted by: · Giving them prompt attention when they first arrive for work . members of ethnic minority groups. for people returning to work after a long period away. Job training Training a new entrant for a job naturally varies in length and complexity according to the organization and the job itself. Extra care is needed for the induction of school leavers and others entering employment for the first I time. It is important to realise that this process is more than a simple administrative chore and should not be skimpily. This involvement is important in securing the supervisor’s commitment to seeing the worker properly Trained and settled into the job. Induction When new workers start. for people with disabilities and for ·. introductions to colleagues. particularly where CTIMS. including written statements of main employment particulars.

and can do each task satisfactorily before moving on to the next. it is more difficult to point to specific areas for remedial action. The causes of this type of labour turnover are often more fundamental and may require attention to wider issues such BS organizational structure or management style. JALANDHAR 53 . Otherwise there is a real danger that the trainee will be neglected.the job is complex or cannot be taught I satisfactorily on the job. Whether the job calls for a detailed training programme or something more informal. lt is in the interests of both the organization and the trainees themselves that they become fully effective workers as quickly as possible. They should be given every assistance in training to reach the standard on schedule. especially if workers believe their slow development to be due to unsatisfactory training arrangements. The supervisor in charge of on-the-job training will need to ensure that he or she devotes sufficient time to this task and that it is given no lower priority than his or her other duties. It is not unusual for lead-in allowances to be made in order to give the new starter an opportunity to earn bonus whilst working up to the required standard. be available to answer questions. and give encouragement. Where a group bonus scheme is in operation. Reducing turnover of long-term workers Where analysis shows that significant numbers of trained and experienced workers are leaving the company. correct faults before they become bad habits. Where an incentive bonus scheme is in operation. CTIMS. it is important that new recruits are told at what point to expect to reach an effective standard and earn bonus. allowances should be made to protect the eamings of existing group members. Disappointments and delays in reaching this stage often result in resignations. A training scheme should ensure that the new starter is gradually introduced · to each stage of the job. which otherwise may suffer due to the lower output of the new member. the supervisor ` should keep a constant check on the trainee’s progress.

As a first step. wherever possible. It is also useful to make sure that. Where there is a declared policy of promotion from within the organization. however. opportunities for career progression and steady improvements in earnings and skill are maintained. CTIMS. workers naturally see less need to seek career development or pay improvements elsewhere. provided the policy is seen to operate in an open and fair way. JALANDHAR 54 . it is necessary to examine rates of pay and earnings levels to ensure that they have not become out of line with those paid for comparable jobs in the industry or area.

CTIMS.Are you satisfied with company polices ? YES NO NO. So company should reform its policy to satisfy its employees of the organization. OFPEOPLE YES NO TOTAL ANALYSIS/INTERPRETATION: As most of the employees are not satisfied from the companies policies.ANALYSIS AND INTERPRETATION Q1. It indicates that the company is not doing so much for the benefits of the employees which generally leads to the turnover. JALANDHAR 55 .

CTIMS. OFPEOPLE YES NO TOTAL ANALYSIS/INTERPRETATION: From the above graph it is clear that most of the employees of the company are not satisfied with the working conditions are provided by the company. The company should take feedback from the employees to improve the working condition of the organization.Q2.Are you satisfied with the working condition of your company? YES NO NO. JALANDHAR 56 .

there may not be proper utilization and allocation of the resources. YES NO Are sufficient resources available in your company? NO. JALANDHAR 57 . CTIMS. OFPEOPLE YES NO TOTAL ANALYSIS/INTERPRETATION: From the above graph it is clear that there are sufficient resources available in the company still the company’s turnover is high. So there must be some other reason for the high turnover like.3.

OFPEOPLE YES NO TOTAL ANALYSIS/INTERPRETATION: From the above graph we come to know that the working hours in the company are high and not satisfactory. So it is one of the main reason which leads to the labour turnover.Are you satisfied with the working hours? YES NO NO.Q4. JALANDHAR 58 . CTIMS.

JALANDHAR 59 .Q 5. So it may not be the reason of employee turnover. comfortable and appropriately equipped? YES NO NO. Is the working invironment is safe. OFPEOPLE YES NO TOTAL ANALYSIS/INTREPRETATION: From the above graph we come to the point that most of the people are feel well in the company. CTIMS.

Q 6. CTIMS. OFPEOPLE YES NO TOTAL ANALYSIS/INTREPRETATION: From the above graph . So they don’t enjoy their job and also lead to the labour turnover.. JALANDHAR 60 .I come this point that all the colleagues don’t have good relations with each other. Do you have good relations with your colleagues and enjoy working hours with them? YES NO NO.

CTIMS.do you feel stress at work if yes does it effect your personal health? YES NO NO.Q 7. JALANDHAR 61 . OFPEOPLE YES NO TOTAL ANALYSIS/INTREPRETATRION: From the above graph I come this point environment of the company is so bad so everybody come exhaust due to more working hour.

CTIMS.Q 8.Are you getting good salary? YES NO NO. But according to the survey. we found that most of the employees are satisfied with their salary. OFPEOPLE YES NO TOTAL ANALYSIS/INTEREPTATION : As every employees work harder and expect fair salary. JALANDHAR 62 . Which leads to the job dissatisfaction and increase the labour turnover.

OFPEOPLE YES NO TOTAL ANALYSIS/INTREPTATION: CTIMS.Q 9.Do you expect any growth in future? YES NO NO. JALANDHAR 63 .

Every employee expects growth career but the employees working in HCL CDC don’t found any sort of growth as they should get. So it leads to job dissatisfaction. and most of them are getting good opportunity then the present job. Q 10. Did you ever get good opportunities other than your personal job? YES NO NO. OFPEOPLE YES NO TOTAL ANALYSIS/INTERPRETATION: As most of the employees working over there don’t get good salary. working condition etc. CTIMS. JALANDHAR 64 .

JALANDHAR 65 . Do you think your company fulfills its commitments? YES NO NO. Q 11. CTIMS.So they will defiantly leave the job and will be the major cause of the labour turnover. OFPEOPLE YES NO TOTAL ANALYSIS/INTERPRETATION: The above graph shows that it is clear that majority of the employees are not satisfied with the commitments and the policies of the company.

Do you think that you do not have social life? YES NO NO. JALANDHAR 66 .Q 12. OFPEOPLE YES NO TOTAL ANALYSIS/ INTERPRETATION: CTIMS.

CTIMS. So the employee’s social life have also get effected by this. JALANDHAR 67 . ►In the organization. FINDINGS OF THE PROJECT The project was based on employee turnover of the HCLCDC. lt involves the cause behind the study of the project is to develop an understanding about the impact of the ‘Turnover’ and the finding the way to overcome from this problem. ► Most of the employees in the organization are not satisfied with working conditions over there. there are sufficient resources available for the employees but there are not proper allocation and utilization of that resources. ► The employees of the HCL are not satisfied with HR policies adopted by the HCL.As the working hours of the company are more and level of stress is high. ► In spite of having good resources. The stress in the working life also leads to the ill health of the l Employees. As there is no friendliness in between the colleagues and high working hours leads to increasing stress among the employees. This leads to the sick health of the employees and turnover. HCL not able to reduce the stress `level of the employees working.

the policies should be such that they motivate the employees. There must be an arrangement for arranging a meeting of employers and employees in which employers should ask the employees about policies. ►In the organization. most of the employees are not satisfied with the salary they getting. but the following suggestions will help the company to a large extent: ►The employees working in the HCL are not satisfied with the HR policies. So that employees feel a sense of belongingness with the company.►In the HCL. one of the major reason is the lack of` cooperation and friendly behavior among employees. ►The work load and stress over there is very high and according to me. ►The resources should be allocated according to the requirement of every department. So there must be an environment which is employee friendly and help in reducing the stress. Which leads to job dissatisfaction among the employees and increases turnover. And the fixture growth opportunity in the organization are not offered. ►In the HCL. the another reason of the labour turnover is the high job dissatisfaction among employees as there personal and social life have been cut off due to long working and stress full work. So according to me there is need to reform the policies in the organizations. CTIMS. JALANDHAR 68 . working conditions and also take feedback. SUGGESTIONS The practice which the company has adopted is good enough to survive in this inflationary condition.

There are some ways that I have relished which can be proved fruitful to overcome turnover problem ' as discussed below. JALANDHAR 69 . ►Give salary and extra benefits as per existing or prevailing market rates. ►Give flexi timings or give 2 hour beak so that employees can perform their household work too. 2. . CONCLUSION OF THE PROJECT In order to allow an organization to design and implement an effective retention strategy or strategy to control the turnover. ►Let employees know that their opinions are valuable. There should be special training sessions for the employees. CTIMS. . l. There should be cordial relations among the employees and healthy working environment.►Compliments and thanks cost little and can bring great benefits. and prove it that these are best in industry. Monthly based entertainment programs should be there. After analysis the whole project I came to reach with the conclusion that the most common and the main cause of LABOUR TURNOVER is not only urge for high growth but also when an emp1oyee’s motivation level affected by their low productivity as expected by the employers due to high competition . it is important for Management to understand the reasons that prompt high performers to leave and find alternative ways. ►Involve employees in organizational planning.

naukrihub.wisegeek.in/Aboutus.html ► httg://www.com/what-is-employee-turnover.htm ►http://retention.hclcdc.html ► http://www. JALANDHAR 70 .chally.com/turnovcr cost calculator.htm CTIMS.com/employee-turnover.BIBLOGRAPHY REFERENCE: TITLE: “Human Resource Management" "Human Resource Management" AUTHER: Rosy Joshi Ashwathappa PUBLISHER: Kalyani Publisher Himalaya Publisher WEB SITES ►http://www.

I will be thankful for the time & effort you will spend in filling the questionnaire. 1 Are you satisfied with the company policies? Ans.QUESTIONNAIRE Respected Sir/Madam. This information provided by you will be utilized in completion of our MBA project. NAME……………………………………………………………………… DEPARTMENT……………………………………………………………. JOB TITLE…………………………………………………………………. Yes _____ or No_____ 2 Are you satisfied with the working conditions of your company? Ans. Yes _____ or No______ 3 Are the sufficient resources are available in your company? CTIMS. JALANDHAR 71 .

Yes _______ or No ________ 8 Do you feel stress at work. Yes_______ or No________ 10 Do you ever get good opportunities other than your personal job? Ans. Yes _______ or No ________ 9 Do expect any growth in future? Ans. Yes________ or No________ CTIMS.Ans. Yes ______ or No ______ 4 Is the working environment is safe. if yes does it effect your personal health? Ans. JALANDHAR 72 . Yes_______ or No________ 12 Do you think that you do not have social life? Ans. Yes_______ or No________ 11 Do you think your company fulfills its commitment? Ans. Yes _______ or No _______ 7 Do you have good relations with your clleagues and enjoy working with them? Ans. Yes _______ or No _______ 6 Did your work give you a feeling of accomplishment? Ans. Yes _______ or No ______ 5 Are you satisfied with the working hours? Ans. comfortable and appropriately equipped? Ans.

JALANDHAR 73 .PREFACE CTIMS.

AKNOWLEDGEMENT CTIMS. JALANDHAR 74 .

JALANDHAR 75 .CHAPTER 1 INTRODUCTION CTIMS.

JALANDHAR 76 .CHAPTER 2 REVIEW OF LITERATURE CTIMS.

CHAPTER 3 NEED SCOPE CTIMS. JALANDHAR 77 AND .

JALANDHAR 78 .CHEPTER 4 MAIN TEXT CTIMS.

CHAPTER 5 DATA ANALYSIS. INTERPRETATION. SUGGESTIONS AND CONCLUSION CTIMS. JALANDHAR 79 .

BIBILOGRAPHY CTIMS. JALANDHAR 80 .

JALANDHAR 81 .ANNEXURE CTIMS.

CTIMS. JALANDHAR 82 .

JALANDHAR 83 .CTIMS.