objective

1 . Successful organizations realize by having an effective employee

retention plan will help them sustain their leadership and growth in the
marketplace. Good organizations make employee retention a core
element of their talent management strategy and organizational
development process. Those that fail to make employee retention a
priority are at risk of losing their top talented people to the
competition.

or
2 .Today's labor force is different. Supervisors must take responsibility for their own employee
retention. If they don't, they could be left without enough good employees. A wise employer will
learn how to attract and keep good employees, because in the long run, this workforce will make
or break a company's reputation. What's Different?

New supervisors must be prepared to be collaborative, supportive, and nurturing of their people.
The old style of "my-way-or-the-highway" style of management is a thing of the past. Most new
supervisors need training to understand what it really takes to retain employees.

Employee retention involves being sensitive to people's needs and demonstrating the various
strategies in the five families detailed in Roger Herman's classic book on employee retention,
Keeping Good People.

1. Environmental
2. Relationship
3. Support
4. Growth
5. Compensation

Employee retention takes effort, energy, and resources...and the results are worth it.

Methodology
Employers
Key Drives To Attract
And Retain Talent
Procter and Gamble India o Early responsibilities in career
o Flexible and transparent organizational culture
 o Global opportunities through a variety of
exposure and diverse experiences

o Performance Recognition
o Strong global brand
o Value-based environment
American Express (India)
o Pioneer in many people practices
o Learning and growth opportunities
o Competitive rewards
o Opportunity to grow, learn and implement
NTPC
o Strong social security and employee welfare
performance- oriented culture
o Strong values of trust, caring fairness, and
respect within the organization
o Freedom to operate at work
o Early responsibility in career
Johnson & Johnson o Training and learning opportunities
o Visible, transparent and accessible leaders
o Competitive rewards

o Innovative HR programs and practices

o Performance-driven Rewards
o Its belief in “Growing our own timber”
o Comprehensive development and learning
programs
Glaxo Smith Kline o Flat organization, where performance could
Consumer Healthcare lead to very quick progression
o Challenging work context
o Competitive rewards

o Exhaustive induction and orientation program

o Organization philosophy and culture
o Job stability
Tata Steel
o Freedom to work and innovate
Colgate Palmolive India o Company brand
o Open , transparent, and caring organization
o Management according to the managing with
respect to guiding principles
o Training ad development programs
o Structured career planning process
 o Global career opportunities
o Company’s brand as an employer
o Early opportunities for growth
o High degree of autonomy
Wipro
o Value compatibility

o Innovative people program

o Company brand image
o Work ethics
o Learning and growth opportunities
Indian Oil Corporation
o Challenging work assignments

o Growing organization
o The group brand equity
o Strong corporate governance and citizenship
o Commitment to learning and development
TCS o Best in people practices
o Challenging assignments

o Opportunity to work with fortune 500 clients

or

Our Methodology
Maximizing Sales, People and Performance
Hiring and retention issues trouble companies in nearly every industry and at all leadership levels... especially in
sales. With productivity and profitability at stake, leadership requires proven answers to timeless questions: How do
we hire the right sales people for the right positions, who fit our company and will perform—and then how do we
keep them?

At Growth Dynamics, we look beyond conventional testing or human resource programs to offer comprehensive,
innovative full-cycle solutions that address an organization's processes to attract, assess, hire and retain the right
talent for top performance. This is Growth Dynamics' expertise.

Full-Cycle Methodology
The graph below shows the full-cycle approach to selecting and retaining the best talent... it's a process that starts
with the GDI Benchmark® Methodology.
Benchmarking Top Performance
To effectively select and hire the right people, first we must define the TOP Performance standard for the job...
especially in sales. The GDI Benchmark® methodology creates a company-specific, accurate "picture" or profile of
the job defining the skills, behaviors, attributes, motivation and experience required for success. To learn more...

Hiring & Selection

Our GDI Dynamics® Assessments increase the effectiveness of hiring the right employees or developing current
ones. The right people will perform better, stay longer and fit your business. To learn more...

Sales Team Analysis

GDI can assess your current team's skills, attributes, behaviors and motivation to define the strengths of the team
and offer recommendations to support training, development and performance improvement. To learn more...

Customer & Employee Retention

The MAX® Survey is a customizable, on-line survey technology designed to match unique business functions and
environments whether surveying current employees, exiting employees or clients/customers. To learn more...

Summary
Performance appraisal is the most critical human resource practice and an indispensable part of every
organization; however, the practice continues to generate dissatisfaction among employees and is often
viewed as unfair and ineffective. Indian banking sector is one of the biggest and fastest growing financial
service sectors. The post-liberalization era has witnessed significant changes in the structure and operations
of banks operating in India. Arrival of new private and foreign banks has given a cause to public sector
banks to be more competitive, effective and innovative in their approach. Past researches have compared
public and private sector banks and have indicated that new private sector banks are outscoring public
sector banks in terms of technical and economic efficiency parameters. However, no study could be found
that compared public and private banks in India on fairness perceptions of performance appraisal system.
Therefore, this research studied the differences between public and private sector banks with respect to
perception of fairness of the performance appraisal system and performance appraisal satisfaction.
Perception of fairness of the performance appraisal system has been studied through nine factors. The
study used independent samples t-test and qualitative analysis to study the mean differences between the
two banks. Results indicated that private sector bank employees perceive greater fairness and satisfaction
with their performance appraisal system as compared to public sector bank employees.