Summer Internship Report

On
Reasons for Retention & Factors of Attrition in HCL
Infosystems
(In partial fulfillment of Master of Business Administration –
Human Resource)

With special reference to

HCL Infosystems Limited

By:
Mansi Bhargava
A0102306051
MBA-HR, Class of 2008

Date July 7, 2007

AMITY UNIVERSITY
----------UTTAR PRADESH-------
AMITY BUSINESS SCHOOL – AU
Sector-44, Noida, UP
 CONTENTS

Acknowledgement
Certificate from the Faculty Guide
Certificate from the Industry Guide
Executive Summary

Chapter 1 – Introduction

Chapter 2 – Objectives & Rationale of the Project

Chapter 3 – Review of Literature

Chapter 4 – Research Methodology

4.1 Hypothesis
4.2 Research Design
4.3 Sample Size
4.4 Research Tool or Questionnaire.
4.5 Action Plan for Data Collection & Data Analysis
4.6 Data Analysis and Report Preparation

Chapter 5 – Research Findings

Chapter 6 – Recommendations & Suggestions

Chapter 7 - Summary & Conclusion

Select Bibliography
References
Annexure
 ACKNOWLEDGEMENT

Completing the task is never a one-man effort. It is often the result of the valuable
contribution of a number of individuals. I wish to express my heartfelt appreciation to all
those who have contributed to my project, both explicitly and implicitly
I conducted the project titled “The Factors of Attrition & Reasons for Retention in
HCL Infosystems” from 8th May, 2007 to 30th June, 2007 at HCL Infosystems. I have
completed this project, based on the primary research conducted under the guidance of Mr.
Sandeep Kumar, HR Manager, HCL Infosystems and Prof. Surendra Nath, Professor of HR
& IR and Head Industry Interaction, Amity Business School, Amity University, Noida.
I owe an enormous intellectual debt towards my guides Mr. Sandeep Kumar and
Prof. Surendra Nath, who have augmented my knowledge in the field of Human Resource
Management. They have helped me learn about the processes, giving me valuable insights
into the factors of attrition and reasons for retention. My increased spectrum of knowledge
in this field is the result of their constant supervision and direction that has helped me absorb
relevant and high quality information.
I am obliged to Mr. Ram, Ms. Punita, Ms Deepti, Mr. Padam and Ms. Smita for their
co-operation during the internship.
I would like to thank all the respondents without whose co-operation my project
would have never been possible.

Date: 04.07.07 Mansi Bhargava

A010230651
 EXECUTIVE SUMMARY

The title of the research project is “The Factors for Attrition and Reasons of
Retention in HCL Infosystems” which was conducted at the head office of HCL
Infosystems Ltd., Sector-11, Noida. The project, as the title suggests, deals with the factors
of attrition and reasons for retention found in HCL Infosystems. HCL is a brand name in the
IT sector, which is known for the culture that it provides to its employees. The employees at
HCL Infosystems feel proud of their work because the company makes them believe that
each employee is an important part of the organization, but if it is so then why are some of
the employees still leaving HCL Infosystems?
The first half of the research deals with the retention survey, which tries to find out
the reasons why most of the employees are serving HCL Infosystems for decades. The
survey was conducted to find out what is that facet in the company which is binding the
employee to the organization. The second half of the research deals with the analysis of the
attrition survey determining the factors that lead to attrition in a company.
The research methodology followed was descriptive type. The sampling technique
used was judgmental sampling for the retention survey. The names of the respondents were
provided by the HR Department. Sampling technique used for the attrition survey is
convenient sampling. Pie charts were used for the visual display of the results.

The retention survey was conducted amongst the present employees of HCL
Infosystems. The questionnaire was used as a mean to obtain the data/responses from the
employees as it gave the employees anonymity, a larger group could be considered and
unlike other research methods, this research instrument does not interrupt the respondent’s
work schedule. In this (retention) survey, five employees from each business unit viz.
Finance, Networking, Telecommunication, DMS and IPAS completed the questionnaire.
The work experience of the employees ranged from 1 year to 27 years.
To collect detailed information about the factors of retention, eight parameters were
studied, namely, reasons for joining HCL, work culture of the company, satisfaction
towards the job, performance appraisal system, compensation package, flow of
communication inter and intra departments, relationship between supervisor and
subordinate and impression of the employees towards the company. While in the attrition
study conducted, seven parameters were considered namely, reasons for joining HCL,
satisfaction towards the job, work culture of the company, personal reasons for leaving,
balance between pay and performance, co-operation with co-workers and relationship
between supervisor and subordinate.
On analyzing the responses, it was determined that the main reasons why individuals
join HCL Infosystems was due to the career and professional growth opportunities found in
HCL Infosystems and the company image as well. These were the main attractions. Their
choice was also influenced by the interesting job profiles offered by the company. Whereas
other reasons like compensation, better opportunity and work life balance did not play a
major role in influencing their decision to join.
On completion of analysis it was found that the main reasons as to why employees
stayed in HCL Infosystems is due to their desirable job profile as well as supporting and
encouraging supervisors. The employees were most satisfied with their supervisors as they
felt that the interaction with them was as per their expectation. They were most satisfied
with their job due to the authority given to them to make decisions and freedom to take
initiatives. Therefore, the main reasons for retention at HCL Infosystems is due to the
encouraging supervisors and interesting job profile
In the attrition survey, the main reason why employees leave HCL Infosystems is largely
due to the compensation given to them. For such employees the compensation package is
more important as compared to other aspects, this is determined from the fact that these
employees were highly satisfied with the HCL work culture, job profile, relationship with
the supervisors etc. For such employees to be retained higher compensation packages is the
only way of retaining them
.
 INTRODUCTION
CHAPTER 1

In the ideal world, employees would love their jobs, like their coworkers, work hard for their
employers, get paid well for their work, have ample chances for advancement, and flexible
schedules so they could attend to personal or family needs when necessary and never leave.
But then there's the real world. And in the real world, employees do leave, either because
they want more money, hate the working conditions, hate their coworkers, want a change, or
because their spouse gets a dream job in another state, thus adding to their company attrition
rate.

In simple words Attrition can be defined as "A reduction in the number of employees
through retirement, resignation or death. The attrition rate is "the rate of shrinkage in size
or number".

In terms of numbers, attrition rate means:

Total Number of Resigns per month (Whether voluntary or forced) divided by (Total
Number of employees at the beginning of the month plus total number of new joinees minus
total number of resignations) multiplied by 100.

It means that if a company has 100 people doing a certain job paid 25,000 and that turnover
or attrition is running at 10%, the cost of attrition is:
(Total staff x attrition rate %) x (annual salary x 80%)

• 100 staff at 10% attrition means 10 people leave and are replaced each year.

• A replacement cost of 80% of a salary of 25,000 means the cost of each

replacement is 20,000.

• The cost of turnover is therefore 10 x 20,000 or 200,000 a year.

• The on-cost to the overall salary bill is 8%.

Saving 8% of salary costs would make the average HR manager a hero. Attrition is
becoming a major problem today due to the various costs incurred, like costs due to a person
leaving, recruitment costs, training costs, loss in productivity cost, new hire costs, etc.
The dictionary defines Retention as ‘keeping’, ‘holding’, ‘the act of keeping in your
possession’ while Employee Retention are the policies and practices companies use to
prevent valuable employees from leaving their jobs.
How to retain valuable employees is one of the biggest problems that plague companies in
the competitive marketplace. Not too long ago, companies accepted the "revolving door
policy" as part of doing business and were quick to fill a vacant job with another eager
candidate. Nowadays, businesses often find that they spend considerable time, effort, and
money to train an employee only to have them develop into a valuable commodity and
leave the company for greener pastures. In order to create a successful company, employers
should consider as many options as possible when it comes to retaining employees, while at
the same time securing their trust and loyalty so they have less of a desire to leave in the
future.
Retention of excellent employees is one of the most important challenges in organizations
today. Employees quit for many reasons. Some leave for better paying jobs elsewhere,
culture and personality misfit etc. Most employees feel that they are worth more than they
are actually paid. There is a natural disparity between what people think they should be paid
and what organizations spend in compensation. When the difference becomes too great and
another opportunity occurs, turnover can result. However, there are five important areas that
motivate people to leave their jobs:
• Poor match between the person and the job
• Poor fit with the organizational climate and culture
• Poor alignment between pay and performance
• Poor connections between the individual, their coworkers, and the supervisor
• Poor opportunities for growth and advancement
These five P's can be addressed successfully. Employee retention begins by paying attention
to what causes low job satisfaction as well as what attracts and retains your workforce.
There are certain commonly applied rules by which an organization tries to retain their
employees:
Step 1: Identification is to identify the key performers in organisations. This could be done
by the 'list' method where each department in the organisation maintains a consolidated list
of doers or management leadership potential (MLP) where critical people are identified as
future leaders and focus is on them for retention.

Step 2: Performance appraisal system: After identifying future leaders, an organisation must
make sure that it provides them the required room for growth. An efficient performance
appraisal system indicates to employees that the organisation values them and wants to
retain them. A key factor to be kept in mind, while devising an effective appraisal system is
the involvement of a broad section of people at the time of evaluation.

Step 3: Performance measurement System: Besides an efficient performance appraisal

system, motivational tools play an important role in the retention of key performers in an
organisation. Key performance indicators (KPI) should be worked upon from time to time
and shared with employees. The parameters determining performance indicators should be
clearly defined and measurable leaving no scope for ambiguity.

Step 4: Reward system: Finally, to retain critical performers, an organisation needs to devise
a reward system that is linked to the performance appraisal system. The key factor here is
that organisation should deliver on the commitment made to the employees.
Similarly, rewards should be linked to the achievement of organisational goals. Key
performers should be rewarded suitably as this would be an indication of how much the
organisation values the contribution of its employee, as the annual bonus isn't enough to
enhance productivity. The new generation workforces need immediate and continuous
feedback to indicate how they are doing, and to keep their interest going. In the words of
Bob Nelson, rewards guru: "Recognition needs to be almost a daily occurrence in order for it
to become a part of your culture”

They are broadly called the Rules of Retention. While implementing these techniques,
organisations must ensure that there is clarity in each step. At each stage of identifying key
performers, appraising them, motivating and rewarding them, the objectives should be
quantifiable and tailored to measurement techniques. The more the clarity in the process, the
greater would be the rate of retention
Hindustan Computers Limited (HCL) is one of the pioneers in the Indian IT market, with
it’s origins in 1976. They as a company pay a lot of importance to their customer
relationship, employees and 30 years of experience as this is their competitive advantage
over other IT companies. This advantage has helped HCL become one of the leading IT
companies. The HCL Enterprise comprises two companies listed in India, HCL
Technologies and HCL Infosystems.

HCL Infosystems Ltd, a listed subsidiary of HCL, is an India-based hardware and

systems integrator. It claims a presence in 170 locations and 300 service centers. Its
manufacturing facilities are based in Pondicherry and Uttarakhand and the company is
headquartered in Noida.

In today’s era to exist as a market leader in a globally competitive marketplace,

organizations need to adopt and implement a continuous improvement-based quality policy.
HCL Infosystems believes in the Total Quality Management philosophy as a means for
continuous improvement, total employee participation in quality improvement and customer
satisfaction. Its concept of quality addresses people, processes and products. All their
manufacturing units are certified by Bureau Verities Certification as per ISO 9001:2000 and
ISO 14001: 2004

To provide world-class solutions and services to all their customers, they have formed
Alliances and Partnerships with leading IT companies’ worldwide like

Intel, AMD, Microsoft, Bull, Toshiba, Nokia, Sun, Microsystems, SAP. NVIDIA
Scansoft, SCO, EMC, Veritas, Citrix, Ericsson, CISCO, Oracle, RedHat, Infocus, Duplo
Samsung Novell and Computer Associates

These alliances on one hand give them access to best technology & products as well
enhancing their understanding of the latest in technology. On the other hand they enhance
their product portfolio, and enable them to be one stop shop for their customers.
Guiding Principles:
Vision Statement
“Together we create the enterprises of tomorrow"

Mission statement
"To provide world-class information technology solutions and services to enable our
customers to serve their customers better"

Quality Policy
"We deliver defect-free products, services and solutions to meet the requirements of our
external and internal customers, the first time, every time"

Objectives
o Management Objectives: To fuel initiative and foster activity by allowing
individuals freedom of action and innovation in attaining defined objectives.

o People objectives: To help people in HCL Infosystems Ltd. share in the

company's successes, which they make possible; to provide job security
based on their performance; to recognize their individual achievements; and
help them gain a sense of satisfaction and accomplishment from their work.

Core Values
o To uphold the dignity of the individual
o To honor all commitments
o To be committed to Quality, Innovation and Growth in every endeavor
o To be responsible corporate citizens
Attrition & Retention at HCL Infosystems
In today’s era attrition is the main concern of HR managers of an organization. It is however
no easy task for an HR manager to bridge the ever increasing demand and supply gap of
professionals. He is not only required to fulfill this responsibility, but also find the right kind
of people who can keep pace with the unique work patterns. Adding to this is the issue of
maintaining consistency in performance and keeping the motivation levels high, despite the
monotonous work.
HCL was incorporated on 30 August 1975 with six employees. 30 years later the group has
revenues of $2.2 billion and over 25,000 employees. HCL Infosystems alone employs 3,800
people presently, with the growth of employees increasing by 400 every year with such a
vast number of people working for them, the human resource (HR) division focuses on
excellence so that the company experiences a lesser attrition rate.
In an article in ‘Enterprise IT 2007’, Vivek Punekar, Associate Vice-president, HRD, HCL
Infosystems stated, “The key to our (HCL Infosystems) success has been the work culture
we have in the company. We believe that everybody should be involved in making the
company succeed. The key mantra at HCL is working for the growth of both the individual
and the company.”
HCL Infosystems takes great pride in its work culture that has been able to retain people
even though the company does not offer the highest salaries. HCL Infosystems states that it
does all its business in rupees; thus preventing them from being the best-paying IT employer
in the country. However, they offer their employees a fixed salary as well as a variable
salary. The variable portion is decided according to the grade of the employee by sharing the
profits of the company with their employees.
Attrition in the IT industry is recorded to be varying between 25-35% while HCL
Infosystems boost of only 16% as their attrition rate. Attrition is maximum at the entry-level
as today numerous companies are offering better salary packages. “There is a 16 percent
attrition rate in the 0-5 years experience segment. For those who have 5-10 years of
experience the attrition rate is 5 percent. In the top management though, HCL can proudly
say that they don’t have any attrition rate,” Vivek Punekar declares.
 Workforce Profile
Age categories Educational qualifications
20-30 years: 66.6 percent Diploma: 56 percent
31-35 years: 26.6 percent BE/BTech: 20 percent
36-40 years: 4.5 percent MBA: 9 percent
> 40 years: 2.3 percent Others: 15 percent

What distinguishes HCL Infosystems from other companies is its ability to retain employees
for a long time. More than 300 employees who joined the company as trainees have spent 20
years with it and are today among the top management. “There is no shortcut to success, and
HCL respects those who have been delivering results for the company over the years. The
fact that 300 people have 20 years experience in HCL indicates that once a person spends
five to six years in this company he or she usually sticks around,” Punekar adds.
The retention strategies adopted by HCL Infosystems, Human Resource Department are the
following:
1. The company has a strict policy of filling top management positions internally. They
ensure that beginners are trained and cultivated to reach the top.
2. HCL very clearly marks out the career growth of an employee at HCL. They state
that a trainee who has been with HCL for more than five years has a chance of
becoming manager. From there, the growth is fairly exponential
3. They have a very strong appraisal system where the employees get a timely and
continuous feedback, which in turn increases the employee’s level of satisfaction.
4. HCL incorporated the concept of ESOP’s and performance based pay (introduced in
1996).
5. Award and recognition ceremonies are held to appreciate all those employees who
had done commendable work in the year gone by.
6. Profit Sharing Schemes (PSS) is about to be introduced in order to motivate and
retain their key employees.
7. Internal Counseling is also going to be introduced to help those employees who are
not able to maintain a balance or equilibrium.
Concluding, HCL Infosystems Human Resource Department does not aim at using
compensation as their tool for retention but believes on cashing in on other aspects such as
the work culture provided to the employees, superior-subordinate relationship, interesting
and challenging job profile etc.
 OBJECTIVES AND RATIONALE OF THE PROJECT
CHAPTER 2

Every researcher before he starts with a research project has to clearly lay down the
objectives as to why he is conducting the research. So, that there are minimum deviations
from what he set out to do.

The main Objectives of the Project are the following:-

1. Reasons for attrition in HCL Infosystems.
2. Reasons as to why employees stay at HCL Infosystems
3. To analyze the data collected on attrition and retention of the employees
through the questionnaire and try to find a trend if any exists.

The Rationale or Raison d'être behind the project was to have a better insight into the
factors that lead to retention in HCL Infosystems and also the reasons for attrition. Attrition
and retention are one of the most important issues that are being faced by HR departments in
companies of all sectors. Each HR executive aims at retaining their employees and binding
them to the company not only through contracts and bonds but also through something that
makes them feel that they are an important part of the company. Almost a decade ago,
poaching was seen as a new problem and today it has reached its peak. It is a major trend of
IT industries to lure the skilled employees of rival company by offering better pay and fringe
benefits to them. On discussing with the HR Manager of HCL Infosystems we both agreed
that it is good to have knowledge on this topic at an early stage as all aspects of HR
activities are part of it right from assigning the job specification to the new employee at the
time of induction to his last performance appraisal.
By conducting this research I would find what is so special about the HR department of
HCL Infosystems that has made them go against the common myth of ‘higher salary
packages lead to lower attrition rate of employees’.
 REVIEW OF LITERATURE
CHAPTER 3

Knowledge is cumulative: every piece of research will contribute another piece to it.
That is why I commenced my research with a review of literature related to attrition and
retention of employees.
In today’s era of high competition, individualism, with opportunities available in
abundance etc., retaining talent in the IT Industry has become a big challenge. Good
retention scheme not only help in retaining the talent, but also acts as catalyst towards
attracting more talent from around the industry.
It is better to retain the existing talent then to keep on hiring continuously. A recent
survey calculated that the cost of replacing high level employee might be as much as 150%
of the departing employee’s salary. It helps to save and reduce on recruitment cost and
portrays a culture of loyalty among the employee towards the organization, helping the HR
department to concentrate on other important soft functions. “The major issue now-a-days is
not just retention but retaining the ‘talented employee’ whose turnover may destabilize the
functioning of the organizations and reduce the company’s competitiveness in the market.”
The company may adopt the following tips to retain for tomorrow
• Communicate the company vision to the employees showing everyone the
role they have and the contribution required by them.
• Treat employee as the most valuable client
• Recognition in various forms is a powerful retention tool.
• Build mentoring relationships with people to strengthen their emotional ties
with the organization.
• Celebrate longevity.
• HR philosophy should be not to do different things but do things differently.

These are some of the possible reasons of increasing executive movements:

1. Changing Lifestyles: Lifestyle has changed considerably since the
past. People prefer to break away from the monotony of doing the same job
repeatedly. People today think fast and change their jobs even faster.
Someone is busy climbing the corporate ladder; others are busy trying to
prevent them from reaching the top.
2. Death of Motivation: There should be a system, in which whenever
someone gives the best he should be given recognition for it. It is due to lack
of appreciation that employees loose interest in the job.
3. Increased Expectations: Executive’s expectations have grown
manifolds. While one might have just passed out of college and joined a
company as a management trainee, the expectations are already skyrocketing.
He not only wants the best salary in the industry but also wants a corporate
laptop, mobile connection, club memberships etc.
4. Increasing Opportunities: Another prominent reason for executives
leaving a company is the rise in opportunities. No matter what the perks the
company offers, people will stay in the organization only till they find
reasons to grow professionally, thereafter, no deals will work for them.
5. Assignments Abroad: People still have a fancy for overseas
assignments and anyone getting a better prospect and opportunity for an
assignment abroad will more often accept the offer. It is also due to
international exposures, which will help them expand their network and
vision.
6. Decreasing of loyalty towards organizations: Employee loyalty
towards the organization has decreased considerably. Today they are only
loyal to their career and future prospects.
7. Job Misfit: Another reason for executive movement is the job misfit.
Sometimes in an effort to fill the gap, people are recruited fast without taking
into consideration the job competency fit.
The attrition rate adds to the worries of the HR managers who routinely go round and round
on the merry-go-round of hiring and training. They face mainly two challenges: attracting
the best talent and retaining the best talent.

• Talent Acquisition: There is a limit to which one can source good talent. Unless
training and educating the upcoming generation taps the demand for talented
workforce, there will only be poaching of talent. There is a need to draw a balance
between what is just and what is unjust. So what should the HR managers do for
talent acquisition? Well they should try to increase industry and academia interface
so as to ensure that there is a ready supply of talented workforce for the future
corporate requirements.
Corporations should come forward and create customized programs for training
students and executives. More and more academic and industry interface must be
organized and opportunities for on-the-job training should increase.

These are some suggestions for attracting employees:

1. Find out what is the going average salary for a particular position and try to
match it.
2. Offer an employee benefit program.
3. Emphasize the benefits your small business offers.
4. Be creative with perks.
5. Offer employees some way to move upwards.
6. Create an employee incentive program.
7. Institute a profit sharing program.
8. Widen the scope of your advertising.

• Talent Retention: While talent acquisition needs collaborative effort from the
industry, the academia and the government, talent retention is a corporate
prerogative. Salaries, perks, challenges, designation, and foreign assignments may
drive people for some time; most of the people also seek stability for themselves.
Therefore, an HR manager needs to identify and create systems and processes that
will retain employees. More often than not, most jobs tend to become repetitive, and
 therefore, job escalation (assigning newer responsibilities) is something that HR
managers need to look at.

HR executives are devoted in planning and executing innovative strategies to retain talent
and gain competitive advantage in the overcrowded market. “Exit Interview”, though not a
very recent practice attracts renewed importance as an effective tool for employee retention.
It provides a useful perspective on the organization’s performance and satisfaction level of
the employees.

EXIT INTERVIEW are interviews of employees who are leaving the firm,
conducted for the purpose of obtaining information about the job related matters, to give the
employer an insight about the company. The prime reason of carrying out an exit interview
is to identify the reason for which an individual leaves an organization. This is the exit
interview form used at HCL Infosystems Ltd.
 RESEARCH METHODOLOGY
CHAPTER 4
1. Hypothesis
1.1. For Attrition:
Ho (NULL): The reason for attrition at HCL Infosystems is mainly due to low
compensation paid to the employees while the other factors have a nominal impact.
H1 (ALTERNATE): The reasons for attrition at HCL Infosystems are mainly due to the
other factors like personal reason, work culture etc. and not due to low
compensation.
1.2. For Retention:
Ho (NULL): The reasons for retention at HCL Infosystems is due to the other factors
like work culture job satisfaction etc. and not due to the compensation
H1 (ALTERNATE): The reason for retention at HCL Infosystems is the high
compensation paid to the employees while the other factors have a nominal impact.
In case null hypothesis is rejected it doesn’t signify that the alternate hypothesis is not
rejected.

2. Research Design
Research design is the blue print for fulfilling objectives and providing the insight to
answer management dilemma. Descriptive research deals with descriptions of
phenomena or characteristics associated with the subject population i.e. who, what,
when, where and how of a topic. As objective of the research is descriptive in form, the
research design must be made accordingly:
 Formulating objective of the study.
 Designing the method of the data collection.
  Selecting the sample size.
 Collection of data.
 Analysis of findings.
 Conclusion and interpretations.
 Suggestions and recommendations.
The outcome of this research study will be used as a tool for decision making to know
the factors leading to retention and the reasons for attrition at HCL Infosystems.
2.1 Data Collection:
2.1.1. Primary Data was collected through questionnaire, which will be distributed
to the present employees of HCL Infosystems and emailed to the ex-employees.
2.1.2. Secondary Data was taken from the HCL website, Marketing Research by
Schindler & Cooper, Data Quest Journal, HR Reviews published by ICFAI,
websites etc.
2.2. Methodology
2.2.1. Collect secondary data on factors for attrition and reasons for retention in IT
companies.
2.2.2. Prepare questionnaires for collecting data on factors of attrition and reasons
for retention.
2.2.3. Create a sample group for both the surveys having a sample size of not more
than 25 employees.
2.2.4. The questionnaires will be distributed to the present employees (retention
survey) personally and emailed to the ex-employees(attrition survey)
2.2.5. The information will be collected and analyzed.
2.2.6. A comparative analysis will be done to determine if any trend exists. Results
will be presented in the graphically.
2.3. Sample Design
A sample examines a portion of the target population and the portion must be carefully
selected to represent that population while census refers to data collection about every
unit in a group or population. The reasons for selecting sample over census because in
census time taken is longer to conduct as compared to a sample survey. And also it
creates a response burden as information needs to be received from every member of the
target population. In a sample survey, only part of the total population is approached for
data collection.
2.3.1. Characteristic for selection of the sample group: -
For present employees who have worked in HCL for more than a year
For ex-employees who resigned in the last three quarters and who worked in
HCL Infosystems for more than a year.
2.3.2. Five employees from each business unit of HCL Infosystems were selected
for the retention survey (present employees). There is no sampling frame for the
attrition survey (ex-employees).
2.3.3. Sampling technique – Non Probabilistic - Judgmental sampling as a tool for
selection of a sample group was used in the retention survey. In this technique
population elements are purposively selected based on expert’s judgment. Since
the population was large and unknown to me, it was difficult for me to select
the sample group. Therefore I referred to an HR Executive who was aware of
who all should be included in the survey and who should not. While in the
attrition survey, convenient sampling was used as there was no guarantee that
all the ex-employees considered will respond and who ever replies from the
records was considered as a respondent.
2.3.4. Sample size
Twenty-five present employees were invited to participate, twenty three of
them responded.
Ninety-three ex-employees were invited to participate; twenty-three
responded.
2.4. Research Tool and Questionnaire
Questionnaire includes a set of questions, which are relating to the study objective.
Questionnaires are an inexpensive way to gather data, it facilitates in coding data and
it leads to an overall reduction in the cost and time associated with data collection
and processing. It took 11 days in totality from the time of collecting information to
be considered to the final drafting of the questionnaire. The formulation of the
questionnaire was a very mind-taxing task, as there were so many questions that had
to be included in different parameters to make it all-inclusive but yet at the same
time keeping the number of questions minimum.
Most of the questions included are close ended, as they are quick to answer. This was
very important as the respondents have very little time to spare. Also, at the time of
analysis close-ended answers are always easy to code, interpret and analyse.
It is said that a good questionnaire ends with a comment section that allows the
respondent to record any other issues not covered in the questionnaire. This is one
way of allowing the respondent to express any thoughts, questions or concerns they
might have which was not included in the questionnaire. Therefore a few open-ended
questions were included at the end.
The scaling used in the questionnaire is 4-point scale because the respondents
answering is forced to either agree or disagree with the statement without being
indifferent. The Retention questionnaire analyses the satisfaction of an employee
based on eight parameters. They are:
• Reasons for joining the company
• Job profile
• Work culture
• Sub-ordinate & Superior relationship
• Performance appraisal
• Compensation & Pay
• Flow of Communication within the organization

The Attrition Survey analyses as to why the employee quit or resigned from the
organization based on six reasons:
• Work profile
• Work culture
• Sub-ordinate & Superior relationship
• Performance appraisal
• Compensation & Pay
• Flow of Communication within the organization
 At the end of each questionnaire there is a section to measure the overall impression
of the (present/ex) employee in reference to HCL as an employer, as place to work,
etc.

Pilot Testing: This is a fundamental step in developing a questionnaire. By conducting a

pilot test it ensured that were no poor wording or ordering of questions; identify errors in the
questionnaire layout and instructions etc. The test included the entire questionnaire.

Ensuring Confidentiality: The confidentiality was maintained at all levels by coding the
employee’s identity with a code given to them. So even if someone opened the file carrying
the questionnaire, they would be able to see the answers but would not be able to identify
the individuals. Each employee was given the initial of his department and a number, which
was given on the basis of the questionnaire returned from the department. Example D3
denotes the employee belongs to the DMS department and he was the third person of DMS
department to respond out of the 5 employees.
 RESEARCH PROJECT

TOPIC: RETENTION OF EMPLOYEES AT HCL INFOSYSTEMS

Dear Respondent,

I am inviting you to participate in a research project to study the factors of retention of the
employees at HCL INFOSYSTEMS. Along with this letter is a short questionnaire that asks
a variety of questions. I request you to please look over the questionnaire and, if you choose
to do so, kindly fill it. It would take you about 15 minutes to complete.

The results of this project will be used only for academic purpose. Through your
participation I hope to understand factors responsible for retention at HCL Infosystems.

I assure you that confidentiality will be maintained at all levels of the research. I also
guarantee that your responses will not be identified with you personally. I promise not to
share any information that identifies you with anyone outside the research group

I hope you will take the time to complete this questionnaire and help me in completing my
research. Your participation is voluntary. Please let me know if you would like a summary
of my research findings.

This project has been approved by Mr. Sandeep Kumar, Human Resource Manager, HCL
Infosystems.

Sincerely.
Mansi Bhargava
MBA STUDENT
Amity Business School
Amity University

QUESTIONNAIRE FOR EMPLOYEES OF HCL

Name (optional): _______________________________________________________

Department: ___________________________________________________________
Title: _________________________________________________________________

Q 1. WHY WERE YOU INTERESTED IN JOINING HCL INFOSYSTEMS?

a) Company’s Image
b) Desired job profile
c) Fair compensation
d) Work life Balance
e) Growth & career opportunities
f) Better opportunities
g) If any other_____________________________________________________

INSTRUCTIONS:
• Tick mark the option which best suits your response
• Tick only one option within each question

Q 2. ARE YOU SATISFIED WITH YOUR JOB (I.E. IN TERMS OF INTERESTING JOB, FULL OF CHALLENGES

ETC.)?
a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 3. ARE YOU SATISFIED WITH YOUR ROLE (RESPONSIBILITIES, DUTIES ETC.?) AT HCL?
 a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied
Q 4. ARE YOU GIVEN ENOUGH AUTHORITY TO MAKE YOUR OWN DECISIONS IN MATTERS RELATING TO YOUR
JOB RESPONSIBILITIES?

a) Not at all
b) Moderately
c) Quite a bit
Large enough

Q 5. ARE YOU PROVIDED WITH THE NECESSARY TOOLS (COMPUTER, PHONE FACILITY ETC) TO DO YOUR

WORK EFFECTIVELY?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 6. ARE THE REALITIES OF YOUR JOB MATCHING WITH WHAT WAS TOLD TO YOU AT THE TIME OF

RECRUITMENT?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 7. DOES THE ORGANIZATION CONSIDER THE FEEDBACK/SUGGESTIONS (WHENEVER) GIVEN BY YOU?

a) Not at all
b) Some of the time
c) Most of the time
d) All of the time
Q 8. HOW SATISFIED ARE YOU WITH THE WORK ENVIRONMENT (IN TERMS OF NO STRESS, NO FRUSTRATION

AND CLEARLY LAID OUT RULES ETC)?

a) Very Dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 9. DOES HCL CULTURE ENCOURAGE YOU TO TAKE INDIVIDUAL INITIATIVE?

a) Not at all
b) Some of the time
c) Most of the time
All of the time

Q 10. IS THE WORKING ENVIRONMENT SUCH FROM WHICH YOU CAN LEARN AND GROW PROFESSIONALLY?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 11. ARE YOU SATISFIED WITH THE EQUAL TREATMENT METED OUT TO EACH AND EVERY EMPLOYEE IN THE
DEPARTMENT?

a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 12. DO YOUR VALUES AND THE VALUES OF THE ORGANIZATION MATCH EACH OTHER, WHICH
LEAD TO GREATER JOB-SATISFACTION?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount
Q13.ARE YOU FREE FROM STRESS AND TENSION DURING YOUR WORKDAY?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 14. DOES THE WORKLOAD IN THE ORGANIZATION GIVE YOU ENOUGH OPPORTUNITY TO MAINTAIN A

REASONABLE BALANCE BETWEEN YOUR PERSONAL AND WORK LIFE?

a) Not at all
b) Some of the time
c) Most of the time
d) All of the time

Q 15. ARE THERE ENOUGH OPPORTUNITIES FOR TRAINING AND DEVELOPMENT AT HCL FOR UPGRADING OF
YOUR SKILLS TIME TO TIME?

a) None of the time

b) Some of the time
c) Most of the time
All of the time

Q 16. ARE YOU SATISFIED WITH THE AMOUNT OF ADVANCEMENT OPPORTUNITIES PROVIDED BY THE

ORGANIZATION?

a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 17. DO YOU FEEL THAT YOUR SKILLS, CAPABILITIES ARE GIVEN THE RECOGNITION THEY DESERVE?
a) Not at all
b) Small amount
c) Moderate amount
 d) Large amount

Q 18. ARE YOU SATISFIED WITH THE LEADERSHIP STYLE OF YOUR IMMEDIATE SUPERVISOR?
a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 19. DOES YOUR SUPERVISOR HANDLE YOUR WORK-RELATED ISSUES IN THE MOST EFFICIENT MANNER?
a) Not at all
b) Some of the time
c) Most of the time
All of the time

Q 20. IS YOUR SUPERVISOR EMPATHETIC TOWARDS YOUR PERSONAL PROBLEMS?

a) None of the time
b) Some of the time
c) Most of the time
All of the time

Q 21. DOES THE SUPERVISOR KEEP YOU INFORMED ABOUT THE NEW POLICIES AND PRACTICES ADOPTED BY

THE ORGANIZATION?

a) Not at all
b) Moderately
c) Quite a bit
d) Large enough

Q 22. IS THE LEVEL OF COMMUNICATION WITH YOUR SUPERVISOR UP TO YOUR EXPECTATIONS?

a) Not at all
b) Moderately
c) Quite a bit
 d) Large enough

Q 23. IS THERE ENOUGH HARMONY AMONG THE EMPLOYEES WITHIN THE SAME DEPARTMENT (I.E. NO

POLITICS OR CONFLICTS)?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 24. IS THE FLOW OF COMMUNICATION BETWEEN DEPARTMENTS SMOOTH?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 25. IS YOUR PAY LEVEL AND PAY RAISES IN FAIR RELATION TO YOUR JOB PERFORMANCE AND

RESPONSIBILITIES?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q26. WAS THE LAST PERFORMANCE APPRAISAL GIVEN TO YOU BENEFICIAL?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 27. IS THE PERFORMANCE APPRAISAL SYSTEM FAIR AND FREE FROM BIASES?
a) Not at all
b) Small amount
c) Moderate amount
 d) Large amount

Q 28. THERE IS A STRONG RELATION BETWEEN THE EMPLOYEE PERFORMANCE AND THE REWARD GIVEN TO

HIM (I.E. IF YOU PUT IN A GOOD AMOUNT OF EFFORT YOU ARE SURE TO GET THE REWARD YOU DESERVE)?

a) Strongly Disagree
b) Disagree
c) Agree
d) Strongly Agree

Q 29. DOES THE ORGANIZATION HIGHLIGHTS EXCEPTIONAL PERFORMANCE AND HARD WORK THROUGH

EMPLOYEE AWARDS AND/OR RECOGNITION CEREMONIES?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 30. ARE YOU SATISFIED BY THE REWARDS GIVEN BY THE ORGANISATION FOR YOUR EXTRA EFFORTS?
a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied
IF YOU CHOOSE OPTION (A) OR (B) THEN WHAT REWARD YOU EXPECT FROM THE ORGANISATION

__________________________________________________________________________

Q 31. CAN YOU SEE YOURSELF REACHING THE EPITOME/PEAK IN YOUR CAREER AT HCL?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount
Q 32. ARE YOU SATISFIED WITH THE JOB SECURITY AND STABILITY PROVIDED TO YOU BY THE

ORGANIZATION?

a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 33. HOW SATISFIED ARE YOU WITH THE OVER ALL BENEFIT PACKAGE PROVIDED TO YOU BY HCL?
a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 34. ARE YOU SATISFIED WITH THE LEAVE POLICY GIVEN BY THE ORGANIZATION TO ITS EMPLOYEE?
a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 35. ARE YOU SATISFIED WITH THE EMPLOYEE FAMILY SUPPORT PROGRAMME (CHILDCARE, ELDERCARE,
FLEXI-TIME, DOMESTIC PARTNER BENEFITS, ETC.?) PROVIDED BY HCL?
a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 36. DOES THE ORGANIZATION ARRANGE SUFFICIENT PROGRAMS TO HELP THE EMPLOYEES COPE WITH

WORKPLACE STRESS BY ENCOURAGING POSITIVE AND SUPPORTIVE INTERACTIONS BY HAVING FREQUENT

CONCERTS, TOURS AND OUTINGS ETC?

a) Not at all
b) Small amount
 c) Moderate amount
d) Large amount

Q 37. ARE THERE ANY BENEFITS YOU WOULD LIKE ADDED TO HCL’S BENEFITS PACKAGE?
__________________________________________________________________________
__________________________________________________________________________

Q 38. WOULD YOU RECOMMEND THIS ORGANIZATION TO YOUR FRIEND AS A GOOD PLACE TO WORK?
a) Most Probably not
b) Probably not
c) Probably
d) Most Probably

Q 39. OVERALL, HOW SATISFIED ARE YOU WITH HCL AS AN EMPLOYER?

a) Very dissatisfied
b) Dissatisfied
c) Satisfied
d) Very satisfied

Q 40. WHAT CAN HCL DO TO INCREASE YOUR SATISFACTION AS AN EMPLOYEE?

( ) Counseling program
( ) Alcohol abuse programs
( ) Out bound trainings
( ) Better health and safety programs
Please Specify, if any other suggestions
( ) More Flexible work environment
( ) Mental health check up
( ) Sensitivity training

_______________________________________________________
_________________________________________________

Q 41. WHAT IS THE MOST SATISFYING THING ABOUT YOUR JOB & WHY?
__________________________________________________________________________
__________________________________________________________________________
__________________________

Q 42. WHAT IS THE LEAST SATISFYING THING ABOUT YOUR JOB & WHY?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________

Q 43. IF YOU HAVE ANY OTHER COMMENTS YOU WOULD LIKE TO MAKE, PLEASE WRITE THEM BELOW:

_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________

Thank you very much for taking the time to complete this questionnaire. The information
provided by you is highly beneficial to my research project.

RESEARCH PROJECT
 TOPIC: ATTRITION OF EMPLOYEES AT HCL INFOSYSTEMS

Dear Respondent,

I am inviting you to participate in a research project to study attrition of employees at HCL

INFOSYS. Along with this letter is a short questionnaire that asks a variety of questions. It
would take you about 15 minutes to complete.

The results of this project will be used only for academic purpose. Through your
participation I hope to understand factors responsible for attrition at HCL Info systems.

I assure you that confidentiality will be maintained at all levels of the research. I also
guarantee that your responses will not be identified with you personally. I promise not to
share any information that identifies you with anyone except me
.
I humbly request you to spare your valuable time to complete this questionnaire and mail it
back to me as soon as possible.

This project has been approved by Mr. Sandeep Kumar, Human Resource Manager, HCL
Infosystems.

Sincerely.
Mansi Bhargava
MBA STUDENT
Amity Business School
Amity University
Noida

QUESTIONNAIRE FOR EX-EMPLOYEES

Name: _______________________________________________________
Department: ___________________________________________________
Title Held: ____________________________________________________

Q 1. WHY WERE YOU INTERESTED IN JOINING HCL?

h) Company’s Image
i) Desired job profile
j) Fair compensation
k) Work life Balance
l) Growth & career opportunities
m) Better opportunities
n) If any other, please specify__________________________________

INSTRUCTIONS:
a. Bold the most appropriate option
b. Bold only one option within each question.

Q 2. WERE YOU SATISFIED WITH YOUR JOB RESPONSIBILITIES (I.E. INTERESTING JOB, FULL OF CHALLENGES)?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 3. WERE YOU SATISFIED WITH THE WORKLOAD OR WORK HOUR SCHEDULE?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 4. WERE THE REALITIES OF YOUR JOB MATCHING WITH WHAT WAS TOLD TO YOU AT THE TIME OF
RECRUITMENT?
 e) Not at all
f) Small amount
g) Moderate amount
h) Large amount

Q 5. WERE YOU PROVIDED WITH THE NECESSARY TOOLS (COMPUTER, PHONE FACILITY ETC) TO DO YOUR
WORK EFFECTIVELY?

e) Not at all
f) Small amount
g) Moderate amount
h) Large amount

Q 6. WERE YOU HAPPY WITH THE WORK ENVIRONMENT IN TERMS OF NO STRESS, NO FRUSTRATION AND
CLEARLY LAID OUT RULES ETC.?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 7. DID YOU RECEIVE ENOUGH TRAINING TO DO YOUR JOB EFFECTIVELY?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 8. DID CERTAIN FAMILY CIRCUMSTANCES (LIKE MARRIAGE, TRANSFER OF SPOUSE OR RELOCATION OF

FAMILY) LEAD YOU TO LEAVE HCL?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 9. DID YOUR DESIRE FOR PURSUING HIGHER EDUCATION REQUIRED YOU TO LEAVE HCL?
 a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 10. DID YOU FACE CERTAIN HEALTH PROBLEMS THAT LEAD YOU TO RESIGN FROM HCL?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q11. WAS THE PAY GIVEN TO YOU MATCHING YOUR EXPECTATIONS?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 12. WERE YOUR PAY LEVEL AND RAISES IN FAIR RELATION TO YOUR JOB PERFORMANCE AND
RESPONSIBILITIES?

e) Not at all
f) Small amount
g) Moderate amount
h) Large amount

Q 13. WERE YOU SATISFIED WITH THE BENEFIT PACKAGES PROVIDED TO YOU BY HCL?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount
Q 14. DID THE ORGANISATION HELP YOU TO GROW AND LEARN PROFESSIONALLY?
a) Not at all
b) Small amount
 c) Moderate amount
d) Large amount

Q 15. DID THE CO-WORKERS USUALLY MEET YOUR EXPECTATIONS IN TERMS OF TEAMWORK, CREATING A
HARMONY AND FRIENDLY ATMOSPHERE AT THE WORKPLACE?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 16. WAS THERE SUFFICIENT AMOUNT OF CO-OPERATION AMONG DEPARTMENTS?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 17. DID YOU FEEL THAT THERE WAS EQUAL TREATMENT METED OUT TO EACH AND EVERY EMPLOYEE OF
THE ORGANISATION? (I.E. THERE WAS NO HARASSMENT, FAVORITISM OF EMPLOYEE, UNFAIR PROMOTION)

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount
If present, (please specify)___________________________________________________

Q 18. DO YOU FEEL THAT THE COMPANY FOLLOWED ETHICAL MEANS IN THEIR CONDUCT WITH THE
CUSTOMER?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 19. DID HCL HELP YOU TO MAINTAIN A BALANCE BETWEEN YOUR PROFESSIONAL AND PERSONAL LIFE?
a) Not at all
 b) Small amount
c) Moderate amount
d) Large amount

Q 20. DID YOU FEEL THAT THERE WAS ANY LEARNING FROM THE ORGANIZATION THAT WOULD HELP YOU IN
FUTURE?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 21. DID YOUR REPORTING MANAGER COMMUNICATE TO YOU ON WHAT CRITERION WAS YOUR
PERFORMANCE BEING MEASURED?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 22. BASED ON THE FEEDBACK GIVEN DID THE SUPERVISOR HELP YOU TO IMPROVE ON YOUR
PERFORMANCE?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 23. DID YOU GET ADEQUATE SUPPORT AND ENCOURAGEMENT FROM YOUR SUPERVISORS?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount
Q 24. DID YOU FEEL THE FLOW OF COMMUNICATION WITH YOUR SUPERIOR WAS SUFFICIENT ENOUGH?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 25. WAS THE RECOGNITION OR APPRAISAL RECEIVED FROM THE MANAGEMENT UP TO YOUR
EXPECTATIONS?

a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 26. BEFORE DECIDING TO LEAVE, DID YOU INVESTIGATE A TRANSFER WITHIN THE COMPANY?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 27. WOULD YOU CONSIDER RETURNING TO THE SAME ORGANISATION IN THE FUTURE?
a) Not at all
b) Small amount
c) Moderate amount
d) Large amount

Q 28. WOULD YOU RECOMMEND THIS ORGANIZATION TO YOUR FRIEND AS A GOOD PLACE TO WORK?
e) Not at all
f) Small amount
g) Moderate amount
h) Large amount

Q 29. WHAT WAS THE MOST SATISFYING THING ABOUT YOUR JOB AT HCL?
__________________________________________________________________________
__________________________________________________________________________
____________________________________________________________________

Q 30. WHAT WAS THE LEAST SATISFYING THING ABOUT YOUR JOB AT HCL?
__________________________________________________________________________
__________________________________________________________________________
____________________________________________________________________

Q 31. WHAT COULD HAVE HCL DONE TO PREVENT YOU FROM LEAVING?
__________________________________________________________________________
__________________________________________________________________________
____________________________________________________________________

Q 32. IN YOUR OPINION, WHAT IS IT ABOUT YOUR NEW JOB OR EMPLOYER THAT IS BETTER THAN THE
SITUATION YOU HAD AT HCL?
__________________________________________________________________________
__________________________________________________________________________
____________________________________________________________________
Q 33. IF YOU HAVE ANY OTHER COMMENTS YOU WOULD LIKE TO MAKE, PLEASE WRITE THEM BELOW:

__________________________________________________________________________
__________________________________________________________________________
___________________________________-

2.5. Action Plan for Data Collection & Data Analysis

The research project starts from collection of secondary data to primary data that will be
collected from various respondents. This can be summarized as:
• Day 1-2: Collect secondary data to know more about attrition and retention as
well as the factors that lead to both in a company from various websites and
journals of HR.
• Day 3-10: Formulation of two questionnaires one for the retention survey (to be
filled by present employees of HCL Infosystems) and other for the attrition
survey (to be filled by the ex-employees of HCL Infosystems)
 • Day 11-16: The retention questionnaire will be distributed to employees
presently working at HCL Infosystems.
• Day 17-27: The questionnaire will be collected from the present employees. And
side-by-side the list of ex-employees from the last three quarters will be taken
from the HR Department. The attrition questionnaire will be e-mailed to the ex-
employees
• Day 28-31: To wait for responses from the ex-employees and start working on
the retention survey’s analysis.
• Day 32-42: Start analysis of the attrition survey and work on the report

2.6. Data Analysis

Data Analysis is the process of systematically applying statistical and logical techniques
to describe, summarize, and compare data. It is the act of transforming data with the aim
of extracting useful information and facilitating conclusions. Analysis of data is done
through a process, which includes certain steps as follows:
• Coding
• Classification
• Tabulation
For my research project, responses from present employees as well ex-employees were
the primary sources for data collection. Data was analyzed on excel sheet. Four Point
scale was used i.e. each question had four options and respondents were supposed to mark
only one option in each. The options were ranked in ascending order (ordinal level/scale
of measurement) viz.
1- Very Dissatisfied/ Not at all
2- Dissatisfied/ Small amount
3- Satisfied/ Moderate amount
4- Very Satisfied/ Large amount
The options in the scale may vary but the options go from extremely negative to extremely
positive.
Then the number of times each option was marked in a question as a sub parameter was
calculated. The number of repetition of each option was used for the formation of pie charts
to see the over all percentage distribution of the options within a particular parameter
In the retention survey the analysis was done department wise as well as overall (including
all the respondents with no department wise divisions) Visual display of the results was
done with the help of pie charts.
No forms of test could be applied to the data, as the number of respondent for both the
surveys were not large enough.

Retention Excel Analysis Sheet:

Respondent: Present Employee
Sheet 1: Deals with reason for joining HCL Infosystems provided options like company
image, job profile, career and growth opportunities, better opportunity, compensation and
work life balance.
Sheet 2: Deals with the satisfaction of an employee with the work culture provided by HCL
Infosystems. The sub-parameter under this section were work environment, HCL culture,
learning environment, consideration of feedback by the company, equal treatment given at
HCL, compatibility of values, stress free environment, work-life balance.
Sheet 3: Measures the level of job satisfaction of an employee with reference to role
satisfaction, decision taking authority, necessary tools, job matching, training and
development opportunity, advancement opportunity, recognition of skills, career growth and
job security.
Sheet 4: Deals with subordinate’s view of his supervisor which was measured on following
parameters viz. leadership style, problem solving capabilities, empathetic nature, passing of
information about new policies and the flow of communication between supervisor and
subordinate.
Sheet 5: Measured the flow of communication intra-department and inter -department.
Sheet 6: Compensation includes pay raise according to job performance, benefit package,
leave policy, family support programme etc. that are provided by HCL Infosystems and
measures the level of satisfaction of the employees with the compensation packages.
Sheet 7: Deals with the satisfaction in reference to the performance appraisal system in the
company. The sub parameters are the benefit received from the appraisal given to them, the
level of biasness in the appraisal given, balance between the effort put in & the reward given
to him for it, recognition for the extra effort put in, level of satisfaction with the reward
Sheet 8: Refers to the overall impression of the employee of HCL Infosystems as an
employer.
Sheet 9: Section of the questionnaire deals with what the employee desire from the
organization to be provided to them to increase their satisfaction level. The section included
items like counseling programs, more flexible work environment, alcohol-abuse programme,
mental-health check-up, out-bound training, sensitivity training and better health & safety
program.
The analysis was calculated department wise (five departments were considered viz.
Finance, Telecommunication, Networking, IPAS, DMS), and HCL Infosystems as a whole.

Attrition Excel Analysis Sheet:

Respondent: Ex-Employee
Sheet 1: Deals with the reason for joining HCL Infosystems provided options like company
image, job profile, career and growth opportunities, better opportunity, compensation and
work life balance
Sheet 2: Measures the level of job satisfaction of an ex-employee with reference to his role,
decision taking authority, necessary tools, job matching, training and development
opportunity, advancement opportunity, recognition of skills, career growth and job security.
Sheet 3: Deals with the satisfaction of an ex-employee with the work culture provided by
HCL Infosystems. The sub-parameter considered under this section were work environment,
HCL culture, learning environment, consideration of feedback by the company, equal
treatment given at HCL compatibility of values, stress free environment, work-life balance.
Sheet 4: To determine if the individual left due to certain personal reasons like health
problems, house shifting, pursuing higher education etc.
Sheet 5: Compensation includes pay raise according to job performance, benefit package,
leave policy, family support programme etc. that are provided by HCL Infosystems and
measures the level of satisfaction in reference to it.
Sheet 6: Deals with the level of satisfaction of the ex-employee with his co-workers inter
and intra department.
Sheet 7: This deals with subordinate’s view of his supervisor which was measured on the
following parameters viz. flow of communication between supervisor and subordinate,
informing about the criteria on which an ex-employee was appraised, benefits of the
feedback and if the supervisor was supportive and encouraging.
Sheet 8: Refers to the overall impression of the ex-employee of HCL Infosystems as an
employer in comparison to his new organization.

CERTIFICATE

This is to certify that Mansi Bhargava, a student of Master of Business Administration

MBA(HR), class of 2008, Amity Business School, Amity University (Bearing AUUP Enrol
No. A0102306051) has undertaken the Summer Internship Training at HCL Infosystems,
Noida during 8th May’07 till 30th June’07. She has worked under the guidance for the project
title ‘Factors for Attrition and Reasons for Retention in HCL Infosystems’. She has also
been guided by Mr. Sandeep Kumar, HR Manager, HCL Infosystems.
The project report is prepared in partial fulfillment of Master of Business Administration
MBA (HR) to be awarded by Amity University, Uttar Pradesh.

To the best of my knowledge, this piece of work is original and no part of this report has
been submitted by the student to any other Institute/University earlier.

Date:

Professor Surendra Nath

(Professor of HR&IR
Head Industry Interaction)