G.S.

Mandal’s
Maharashtra Institute of Technology
Department of MBA

Aurangabad.

A study on exit interview in relation with employees of TCS

PROJECTREPORT

Submitted by
SHITAL MADHAVRAO GHAYAL
MBA-H-07

Under the guidance of

Prof. Madhuri patole

in partial fulfil mentofther equirement sfort

heaw and of the Degree of

MASTEROFBUSINESSADMINISTRATION
of
Dr Babasaheb Ambedkar Marathwada University
Aurangabad
(2021-22)

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 DECLARATION

I undersigned,hereby declare that the project titled“ A study on exit interview in relation
with employees of TCS“ submitted inpartial fulfilment for the award of Degree of Master of
Business Administration of Dr Babasaheb Ambedkar Marathwada University, Aurangabad
is a bonded record of work done by me under the guidance of Prof. Madhuri patole, Master
of Business Administration of Mahrashtra institute of technology, Aurangabad. This report
has not previously for medthe basis for the award of any degree, diploma, or similar title of
any University.

Signature

<Date> Shital Madhavrao Ghayal

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 G.S. Mandal’s
Maharashtra Institute of Technology, Aurangabad
Department of MBA

CERTIFICATE

Thisisto certify thatthereporttitled“A study on exit interview in relation with employees of

TCS” being submitted by Shital MadhavraoGhayal, MBA-H-07, inpartial fulfilment of the
requirements for the award of the Degree ofMaster of Business Administration, is a bonded
record of the projectworkdonebyShitalMadhavaraoGhayalofMaster of Business
Administrationof Maharashtra institute of Technology

Prof. Madhuri PatoleDr.GautamSahaDr.Santosh Bhosle

Associate professorDean& HOD(MBA) Director

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Acknowledgements

ThroughthisacknowledgementIexpressmysinceregratitudetowardsallthosepeoplewhohelpedm
ein this project,which has been alearningexperience.

Thisspacewouldn’tbeenoughtoextendmywarmgratitudetowardsmyprojectguide Prof. Madhuri

Patoleforhereffortsincoordinatingwithmyworkand guidinginrightdirection.

IescalateaheartfeltregardstoourInstitutionDean&HODDr.GautamSahaforgivingmetheessenti
al hand inconcludingthis work.

Itwouldbeinjusticetoproceedwithoutacknowledgingthosevitalsupports.
Ireceivedfrommybelovedclassmates and friends, without whomIwouldhavebeenhalfdone.

I alsousethisspacetooffermysincerelovetomyparentsandallotherswhohadbeenthere,helpingme
walk throughthis work.

Shital MadhavraoGhayal

INDEX

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5|Page
 CHAPTER NO. I

INTRODUCTION

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INTRODUCTION
In human resource terms, an exit interview is a survey that is conducted with an
employee when he or she leaves the company. The information from each survey is used
to provide feedback on why employees are leaving, what they liked about their
employment and what areas of the company need improvement. Exit interviews are most
effective when the data is compiled and tracked over time.

An exit interview is really nothing to stress over. Think of it as your chance to have a
valuable and honest discussion about the ins and outs of the position you’re leaving. And,
if you do start to feel stressed, just ask yourself what’s the worst that can happen. After
all, they can’t fire you.

At a recent Society for Human Resource Management conference, presenter Dick

Finnegan talked about using "stay interviews" to gather insights. He asserted that exit
interviews are "autopsies that seldom lead to improvements." Exit Interview is final
formal meeting between the management and an employee leaving the firm. It is used as
a learning opportunity for the executive concerned who seeks candid views on work
related problems. An exit interview is an interview conducted by an employer of a
departing employee. They are generally conducted by a relatively neutral party, such as a
human resources staff member, so that the employee will be more inclined to be candid,
as opposed to worrying about "burning bridges". Exit interviews are conducted by paper-
and-pencil forms, telephone interviews, in-person meetings, or online through exit
interview management systems. Some companies opt to employ a third party to conduct
the interviews and provide feedback. What exactly Exit Interview mean?

It is a meeting between an employee who has voluntarily resigned from the organization
and at least one representative from the human resources management (HRM or HR)
department or any other executive of the organization from any department, particularly
designated for the purpose of exit interview.

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The exit interview may be conducted through a variety of methods. Some of the methods
include: in-person, over the telephone, on paper, and through the Internet such as with
Nobscot's Web Exit.

NEED AND IMPORTANCE OF THE STUDY

They have resigned before they leave the company. ... However most importantly
information gathered during the exit interview, can help to address problem areas within
the company, in order to prevent more resignations. Exit interview is normally conducted
after the employee's resignation has been accepted.
It is normally conducted while the employee is still serving his last days in the
organization. At times, the ex-employee is invited for the exit interview within a short
time after he has physically departed from the organization.

SCOPE OF THE STUDY

The interviewer from the organization's side should be an un-biased person with maturity
and objectivity. The representative of HR department or any other department assigned
for exit interview and the departing employee get into a dialogue based on the
experiences and impressions of the employee about various aspects of the organization.
The organizational representative normally facilitates this discussion. Lots of listening
during the exit interview is expected from the organization's representative for achieving
the objectives of the exit interview.

OBJECTIVES OF THE STUDY

• To retain the employee who wishes to resign
• To analyze the factors for frequent resignations in order to overcome them
• To know negative and positive aspects about the organization by the employee who is leaving
• Implementation of strategies to increase retention and reduce turnover

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 CHAPTER NO. II

LITERATURE REVIEW

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REVIEW OF LITERATURE
Introduction To Human Resource Management

Human resources are the people who make up the workforce of an organization, business
sector, or economy. "Human capital" is sometimes used synonymously with "human
resources", although human capital typically refers to a more narrow effect (i.e., the
knowledge the individuals embody and economic growth). Likewise, other terms
sometimes used include manpower, talent, labor, personnel, or simply people.

Human resources is the company department charged with finding, screening, recruiting
and training job applicants, and administering employee-benefit programs. As companies
reorganize to gain a competitive edge, HR plays a key role in helping companies deal
with a fast-changing environment and the greater demand for quality employees.

Bharthvajan R (2017) The organizations are conducting exit interviews to gather data for
improving working conditions, to find out the underlying reasons for employee turnover
and also for retaining talented employees. This article focuses on the concept of exit
interviews, their purpose, who should conduct, how to conduct, when and where to
conduct and also how to use the data collected from exit interviews for the benefit of the
organization. The art of putting the right man in right place is perhaps the first in the
science of management, but the art of finding a satisfactory position for the discontented
is the most difficult.

Sunita Shukla (2016) In their research article they pointed out that to meet the unique
need of the organization, retention policies to be kept in mind. The researcher has
concluded that employee friendly policies and systems and other innovative methods of
employee welfare programs are must to retain the employees and minimize attrition. In
her research she pointed out that transparent and fare appraisal system is the first rank
and need to looked into matter.

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Srinivas P S( 2015) in their research paper published in Journal of health research and
reviews in 2015 “ IT professionals are subjected to high level of stress which affects their
mental health by doing yoga job anxiety and perceived stress modifiable in Indian IT
professionals has reduced. The IT companies must ensure to reduce stress levels among
their employees.

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 CHAPTER NO. III

INDUSTRY PROFILE

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The information technology (IT) sector includes companies that produce software,
hardware or semiconductor equipment, and companies that provide internet or related
services.
The three major industry groups within the IT sector are software and services,
technology hardware and equipment, and semiconductors and semiconductor equipment.
These three industry groups are further divided into industries and sub-industries.
Companies are aligned to a specific sub-industry that best describes their core or most
profitable business.

In this guide, we’ll cover the various industries and sub-industries that make up the three
major industry groups within the IT sector.

 Software and services

 Technology hardware and equipment
 Semiconductors and semiconductor equipment
 Information technology sector ETFs and mutual funds

 Software and services

The software and services industry group is made up of companies that provide internet
services, as well as companies that provide software and IT services. Internet services
include companies that provide online databases or interactive services, such as search
engines or social networks. IT services includes companies that provide IT consulting or
data processing services to other companies. Finally, software consists of any sort of
software for business or consumer use, ranging from enterprise software and systems
software to video games.

Examples of companies that provide software and services include Google,

eBay, Facebook, Accenture, PayPal, Adobe, Microsoft and Electronic Arts (EA)
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 Technology hardware and equipment

Technology hardware and equipment is broken down into three industries:

communications equipment; technology hardware, storage and peripherals; and electronic
equipment, instruments and components.

Communications equipment includes routers, telephones and switchboards. Technology

hardware, storage and peripherals includes computers, printers and cell phones.
Electronic equipment, instruments and components includes companies that make
equipment like barcode scanners, transformers and security systems, as well as
companies that are distributors or Original Equipment Manufacturers (OEM).

Examples of companies that produce technology hardware and equipment include Apple,
HP, Dell, Motorola, Cisco Systems, SanDisk and Western Digital.

 Semiconductors and semiconductor equipment

Semiconductors are substances that can conduct electricity under some conditions, but
not others, making them ideal for controlling electrical currents. Silicon is a material that
is frequently used as a semiconductor. This industry group includes both companies that
make semiconductors and companies that make peripheral equipment for
semiconductors.

Examples of companies that make semiconductors and related equipment

include Intel, Microchip Technology, Nvidia, Qualcomm and Texas
Instruments.
 Information technology sector ETFs and mutual funds
Listed below are more than 200 ETFs, index funds and mutual funds that track the
information technology sector or specific industries, such as semiconductors or internet
software. The expense fees of the funds below range from 0.10% to 2.80%.

When purchasing shares of a fund, you should always research the fund. This includes
researching the investment strategy, fees and loads, and historical returns. You should
also consider your own portfolio allocation and strategy.

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 CHAPTER NO. IV

COMPANY PROFILE

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COMPANY PROFILE

Tata Consultancy Services Limited (TCS) is an IT services, business solutions and

outsourcing organization that delivers real results to global businesses, with a high level
of certainty. TCS offers a consulting-led, complete and integrated portfolio of IT and IT-
enabled services delivered through its unique Global Network Delivery Model™,
recognized as the benchmark of excellence in software development. Founded in 1968 as
part of the Tata group, TCS is headquartered in Mumbai, India and is a public 1 limited
company , listed on the National Stock Exchange (NSE) and Bombay Stock Exchange
(BSE) in India. In FY 2011, TCS reported consolidated revenues of USD 8.2 billion. TCS
has built a global reputation for its ability to help customers achieve their business
objectives – by providing innovative, best-in-class consulting, IT and IT-enabled
solutions and services. TCS’ core set of values underpin all activities in the Company and
these include leadership with trust, integrity, excellence, respect for the individual and
learning/sharing. The Company plans to further strengthen and consolidate its position in
the global IT industry as an integrated full services player with a global footprint in terms
of innovation, operations and service delivery. Large global corporations which make up
our customer-base are today looking for strategic partners who only excel in technology
and possess a full-services delivery capability but can also understand their business and
leverage that domain expertise to deliver technology-led solutions to their business
problems. At TCS, we anticipated these customer preferences and re-architected the
Company for agility, accountability and adaptability. The customer-centric, domain-led
business unit structure helps us constantly sharpen and grow our competencies in each of
the industry verticals we service. Domain expertise is advanced through investments
made in a global network of solution centers and innovation labs, hiring industry experts
and by encouraging associates to get industry-recognized certifications and training. Our
customers and partners as well as other stakeholders recognize our growing expertise in
many disciplines with awards and recognition.

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 CHAPTER NO.V

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

Research methodology defines what the activity of research is, how to proceed, how to
measure progress, and what constitutes success. It provides us an advancement of wealth
of human knowledge, tools of the trade to carry out research, tools to look at things in life
objectively; develops a critical and scientific attitude, disciplined thinking to observe
objectively (scientific deduction and inductive thinking); skills of research particularly in
the ‘age of information’. Also, it defines the way in which the data are collected in a
research project. In this paper it presents one components of the research methodology
from a real project; the theoretical design and framework respectively.

Research can be carried-out using various methods and techniques which are collectively
called as research methods. Research methods are the toll and techniques for analyzing
and collection data so that meaningful outcomes can be extracted from the problem being
studied. Research methodology can be defined as the scientific procedure to solve various
problems related to research. It has a wider scope than research methods, as in addition to
the methods and techniques, the researcher designs different methodologies for different
research problems. Research methodology varies according to the research problem.

RESEARCH DESIGNS

There are generally three categories of research based on the type of information
required, they are
1. Exploratory research
2. Descriptive research
3. Casual research
The research category used in this project in descriptive research, which is focused on the
accurate description of the variable in the problem model. Consumer profile studies,
market potential studies, product usage studies, Attitude surveys, sales analysis, media
research and prove surveys are the, examples of this research. Any source of information
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can be used in this study although most studies of this nature rely heavily on secondary
data sources and survey research.

Data Collection

Primary Data

Information obtained from the original source by research is called

Primary Data. They offer much greater accuracy and reliability.In this study primary data
collected through questionnaire through google form of 50 respondents.

Secondary Data

In means data that are already available i.e., it refers to the data which
have already been collected and analyzed by someone else. The data was collected from
the websites and journals. In this study data collected from secondary source like journal,
articles, newspapers, websites, books, research papers which data already collected by
others and published in websites.

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 CHAPTER NO.VI

AN OVERVIEW ON EXIT INTERVIEW

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WHAT IS EXIT INTERVIEW

Exit interviews are important because they offer a deeper look at your workplace culture,
day-to-day processes, management solutions, and employee morale. The purpose of an
exit interview is to assess the overall employee experience within your organization and
identify opportunities to improve retention and engagement.

Having a clear set of standards in place when conducting exit interviews can also play an
essential role in risk management. When employee issues are addressed justly and
effectively within the workplace, there is no need for external investigations, litigation, or
bad publicity to follow.

When completed in a consistent and standardized way, these interviews can help you
foster positive relationships and a welcoming working environment. If you aren’t already
completing exit interviews, consider the value they can bring to your company.

Traditionally, exit interviews are conducted between the exiting employee and a member
of management or human resources. The purpose of exit interviews is to understand why
employees are leaving and what the organization can do to improve.

While this strategy has positive intentions, there are several pros and cons of exit
interviews for HR leaders to consider.

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Pros of Exit Interviews

Exit interviews can be conversational, therefore less intimidating. 

A conversational-style allows for the interviewer to guide the conversation as needed.

The interviewer can focus on the employee, clarify any questions or responses, and
follow up on areas of distress or concern. If managers feel uncomfortable conducting the
interview (especially if they are a contributing factor in the employee's departure),
members of HR can be a great alternative for a less-biased or emotional conversation.

 In-person interviews make the process more human.

Body language and other in-person context clues add information and value to the
conversation. Interviews also allow for more personal, human connection. This can
alleviate anxiety and improve comfortability of providing critical feedback.

 Cons of Exit Interview

 Exit interviews can be awkward and uncomfortable.

If exiting employees are leaving on difficult or emotional terms, face-to-face interviews

can exacerbate awkwardness and discomfort. On the other hand, leaving a positive last
impression can outweigh providing critical feedback. Employees don’t want to burn any
bridges on their way out the door and may sugarcoat their response. As a result, they
might resist providing critical feedback, no matter how embedded feedback is in the
organization's culture.

Pro Tip: Be open and honest about your exit process. The first time an employee learns
about the process should not coincide with their departure. Inform employees when they
first onboard with the company, or at the very least, communicate clearly about what to
expect as soon as they submit a notice.

 Exiting employees may think their feedback doesn’t matter.

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Employees may have both personal and professional reasons for leaving the organization.
If they were disengaged because they felt misheard, misunderstood, or overlooked, they
might feel like providing that feedback in this setting is pointless. In addition, if they
don't have time to prepare or reflect, an interview can feel like a waste of time.

Pro Tip: An employee might be caught off guard if they just see a random meeting
request for feedback pop-up in their inbox a week before they leave. A manager or leader
should let them know ahead of time that request is coming and the importance of it. Tell
them why you value their continued feedback and ensure they know you will use their
feedback to help make the workplace better for both current and future employees.

Managers might be afraid of receiving feedback.

It's no secret that managers are one of the top reasons employees leave their jobs—so
some managers may be resistant to feedback. If they don’t think the feedback will be
valuable or believe their employee was underperforming, receiving feedback in-person
may leave a sour taste in both party's mouths.

Pro Tip: Share interview (and survey) questions with managers so they know exactly
what employees are being asked. Let them know that feedback collected from exiting
employees will be used to drive future decisions and HR is available to coach them one-
on-one should results reveal a recurring problem on their team.

10 REASONS WHY EXIT INTERVIEWS ARE IMPORTANT

We’ve compiled a list of 10 reasons highlighting the importance of exit interviews to help
your organization get the data and insights needed to create a more positive work
environment and to protect your organization from risk.

1. Departing employees are generally more forthcoming than those still in their jobs

2. You will learn the reason for an employee’s departure (it may be different than
you think!)

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 3. The exit interview allows the employee to provide constructive feedback and leave
on a positive note

4. That last touchpoint provides you with an opportunity to review continuing

obligations with the employee (e.g., non-competes, intellectual property
agreements, etc.)

5. It provides the opportunity to ask if there are any open issues of which you need to
be aware. This can help reduce risk and identify matters that may require
immediate attention.

6. You will get a candid assessment of your organization’s environment and culture

7. Insight into recruiting, on-boarding, and training needs may be revealed

8. The feedback will help you to identify areas that can help improve staff retention

9. Improvement opportunities in management development and succession planning

can be detected

10. It’s cost-effective to facilitate quality exit interviews

No matter the size of your company, exit interviews provide an opportunity for an
employee to discuss the workplace environment, concerns about misconduct, or issues
within management.

How to Use Data from Exit Interviews

While these interviews can bring incredible value to your company, they need to be
executed in the proper way to provide useful insights. Over 90% of Fortune 500
companies conduct exit interviews, yet just over 40% of them view the practice itself as
successful. 

Reaping the benefits that go hand-in-hand with conducting exit interviews all starts with
asking relevant questions specific to the employee’s role. An essential next step is

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understanding how to analyze and interpret the answers to improve your employee
relations and workplace environment.

Creating and implementing more effective and consistent interviews can seem
challenging and time-consuming at first, but the insights you will gain from
understanding the connection between employee feedback, behavior, and organizational
trends will tell you everything you need to know to grow your business tenfold.

1. What prompted you to start looking for another job?

a.Excess workload

b. Less Motivation

c.Insufficient Career Growth

d. Unsatisfactory Salary

WHY?  That’s usually the first question that comes to mind for managers and employees
alike when news gets around an office that an employee has resigned. (Unless, of course
it catches everyone by complete surprise and they first ask WHAT!?)  While you may
never understand all the reasons an employee decides to move on, you can learn a great
deal if you make proper use of an exit interview. 

Ultimately, every organization’s goal is to retain its valued employees, but it will have no
control over an unexpected rise in turnover if it is not taking the time to gather and
analyze the information you need to retain your top performers.  The exit interview is the
perfect opportunity to gather that information.  Not every employer conducts exit
interviews, but most organizations that adopt the process recognize that they are the
better for it. 

Granted, implementing an exit interview process will not single-handedly reduce

employee turnover.  However, if it’s done right, an exit interview can provide valuable
information about one of your greatest assets–your employees–and why they stay, why

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they leave, and what changes may be needed to remain competitive in the job market. 
The exit interview may be one of the easiest ways to gather the necessary feedback to
address those important topics.  Still, there are many factors that can influence the
effectiveness of an exit interview policy, and for that reason, we’ve provided a list of
some basic do’s and don’ts for exit interviews. 

Do:

Develop a formal policy.  Including an exit interview policy in your personnel policies is
conductive to gaining more information from departing employees.  When employees are
aware that the company places a priority on conducting exit interviews they will not be
surprised when an exit interview is scheduled.  Instead, a departing employee will more
likely be prepared to share her observations with the company and may even have some
relevant questions about her experiences before departing. 

Ask open-ended questions.  Asking the right questions will encourage the departing
employee to open up and honestly share her views with the interviewer.  Consider asking
questions such as:  

 What did you like best about your employment?

 What did you like least?

 What can we do better to keep valued employees? 

Encourage leader participation. Putting the right people with the right skills in charge of
interviews will help you uncover hidden challenges and opportunities.  Exit interviews
are most effective when second-line supervisors (i.e., direct supervisors’ managers) are
involved because the buffer tends to produce more honest feedback.  Second-line
supervisors are also the leaders in the company who are more likely in a position to
follow up effectively.  Their participation signals that the company is dedicated to the
process and cares about employee’s opinions.  

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Stress confidentiality, when appropriate.  While you cannot legally mandate that
employees participate in exit interviews, you should do all you can to encourage their
cooperation. One of the ways you can do that is by stressing that a departing employee’s
remarks won’t be shared with others in the office, unless you’re required to share the
information by law. Of course, that may be difficult for smaller employers, but every
employer should do its best to remove any identifying factors from information that’s
eventually shared with the appropriate personnel. Many employees are worried that if
they have to report a manager’s bad behavior, their comments will get out right away and
will be easily traced back to them. You must make an effort not to compromise the
person who shares such information.  

Remind Employees of their obligations.  Speaking of confidentiality, an exit interview

may be the last and most opportune time to remind a departing employee that he has an
obligation to protect the confidentiality of company information or comply with an
ongoing restrictive covenant for the immediate future. This conversation may provide
cues to the interviewer that an employee is contemplating just what can and cannot be
carried on to his next employer. If such cues arise, there may still be time to put some
additional protections in place, especially if the relevant information is readily available
on the company server.  

Follow up.  The most important part of exit interviews is analyzing the information that is
collected and acting on it immediately, when necessary.  That’s especially important
when the information you receive suggests that there might be some HR issues to
address, like your supervisors’ ability to treat employees respectfully. Ideally, the
interviewer will be trained to collect all the relevant facts when it becomes evident that an
investigation may be necessary. Following up is also important when you collect positive
information because the insight you gain might allow you to become even more
successful and competitive in the marketplace.  

Don’t 

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Require every departing employee to participate in an exit interview.  You must exercise
some discretion when you enforce your exit interview policy.  On the one hand, you do
not want to refuse to interview involuntarily terminated employees just because the most
useful information generally comes from employees leaving voluntarily.  You want to be
able to use any method that allows all employees to leave on a positive note.  Some
employees that have been terminated may still view the company in a positive light and
may be less likely to disparage it if they are given an opportunity to vent and speak
frankly about the circumstances leading to their termination.  An exit interview may even
reveal information about an employee’s intent to pursue future litigation.  In the end,
though, you don’t always have an opportunity to speak with a departing employee, and
there are circumstances in which having that additional conversation simply will not be
productive.  And it’s impractical and unrealistic for a supervisor to worry about obtaining
a required exit interview instead of focusing on the removal of a serious problem. 

Wait until the last days before the employee leaves.  If you don’t make an effort to
schedule the exit interview for a time that is mutually beneficial for you and the
employee, you run the risk of forcing an extra burden upon the employee after she has
already checked out mentally.  Work with the employee to find a time when she is most
relaxed and comfortable about sharing meaningful information. 

Include third parties.  Including unnecessary third parties in the process will often limit
the amount of helpful information you’re able to collect.  The goal is employee candor. 
An extra pair of prying eyes (and ears) in the room may limit the information an
employee is willing to reveal.  

Fail to give the interviewer guidance.  If you don’t develop a list of specific goals or
standard questions to ask, you won’t gather consistent information to analyze properly.
Granted, you may have to narrow or differentiate your focus for specific situations, but if
you’re able to collect information on specific topics, you can spot relevant trends. In
addition, failing to encourage or train the interviewer to listen more than he talks and be

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patient and friendly won’t serve you well. The last thing you want is an interviewer
whose goal is to fix things with the employee or make a final display of authority. The
goal should be gathering relevant information. 

Rely on online exit surveys or questionnaires.  Surveys or questionnaires can be

secondary materials to prepare an employee for a meaningful exit interview, but you
shouldn’t rely solely on written responses. Face-to-face or telephone interviews produce
the most effective information. Employees generally won’t spend quality time
contemplating questions in an online survey. 

Condition separation benefits on an interview.  Requiring employees to forfeit accrued

paid time off if they don’t participate in an exit interview is ripe with potential problems.
For one thing, you may be inviting a wage claim if the employee is unable to sit for the
interview until after she leaves. If a former employee is forced to participate in an exit
interview, you may have an obligation to pay her for that time. Such a policy will also
limit your ability to terminate employment quickly when necessary. 

Treat all jobs equally.  Putting the same amount of effort into interviewing every
departing employee will not produce the same quality of information. The exit interviews
that lead to the most useful information are conducted with employees who are leaving
jobs that are harder to fill. When a hard-to-replace employee leaves, upper management
will be more likely to take notice and more motivated to take action in response to
information gathered from the exit interview. Thus, it becomes more important to
uncover the reasons a hard-to-replace employee is leaving as opposed to why an entry-
level employee has decided to move on. Employees in supervisory, sales, or technical
roles are often targeted for recruitment. These employees will be more knowledgeable
about the company’s operations and competitors and will be able to share relevant
information on what may have precipitated the change. 

Ignore the future influence of an exit interview.  Exit interviews have the potential to
create a positive impression on the departing employee. If the employee’s tenure with the
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company has been pleasant, a constructive exit interview may reinforce his positive feel-
ings about the company. Those feelings and memories have the potential to wield
influence into the future for your company. Consider the exit interview an opportunity to
recruit a company ambassador in the community, a source of future referrals, or maybe
even a future customer.    

Bottom Line

Hopefully, this article inspires your company to create an efficient exit interview policy
that helps you remain relevant in the marketplace. Once an exit interview program is
implemented, its effectiveness is best measured by how much positive change it creates
for your company. Sadly, in a 2012-13 survey reported in the Harvard Business
Review, two-thirds of the executives questioned about exit interview programs in their
organizations couldn’t cite any specific action taken as a result of the program. Thus, it
isn’t surprising that there’s still an opinion that exit interviews have a negative return on
the investment. However, that view appears to be the direct consequence of simply not
implementing a solid, workable program or failing to follow up on the information mined
from exit interviews.

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 CHAPTER NO.VII

DATA ANALYSIS AND DATA

INTERPRITATION

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DATA ANALYSIS AND DATA INTERPEITATION

 How To Retain The Employee Who Wishes To Resign

The employee of the company is backbone of the company without them many of
functions can not conduct, so there are some points by which company can retain the
employee who wishes to resign.

Connect with staffers on a regular basis. North 6th Agency, a brand communications

company based in New York City, offers an array of programs designed to recruit, retain
and develop talent for the agency.

In what executive vice president of talent development Nina Velasquez describes as a

"high-turnover industry," North 6th emphasizes people-first practices. These include an
employee rewards system (think spot bonuses, paid time off or donations to a staffer's
favorite charity, for example) and team performance rewards like agency-wide
sabbaticals for meeting revenue goals. That's helped the company to retain many workers.

"Now more than ever, it's important to keep team members engaged, healthy and
connected," Velasquez said. "With some planning, executives can keep meaningful
employee interactions constant, even when most are working remotely."

One way to keep workers engaged and connected, she said, is by taking their ideas
seriously.

"A collaborative work environment where everyone has a voice can lead to strategic
recommendations that help move the company forward," Velasquez said. "A team
advisory board is one example of bringing together diverse perspectives inside the
company. An efficient board can set up checkpoints and meetings throughout the year to
vote on pressing issues across the company, advise on the company vision, and provide
input on company policies and procedures."

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Velasquez also advises company managers to engage team members in other ways.

"It could be quarterly surveys, monthly suggestion boxes, or it could be revisiting the
day-to-day structure of an individual's workday," she said. "If an employee feels
connected to their company, it's likely due to managers' efforts to motivate, inspire and be
an advocate for their career path."

Listen to employees. One key for managers looking to retain top talent is to listen better.

"Get direct input from employees in terms of what is working and what is not," said Gia
Ganesh, vice president of people and culture at Florence Health Care, an Atlanta-based
health care software company. "Address concerns with a plan of action based on the
input, share the plan, and start acting on it."

Show appreciation. Employees want to feel valued and appreciated for their

contributions. In fact, 79 percent of people leave jobs because they feel unappreciated at
work.

"Recognition plays a huge part in building a delightful culture," Ganesh said. "Yet
recognition does not always have to be monetary or tangible. Verbal appreciation can be
equally effective."

Ganesh said recognition can come from peers, managers or an entire team. "Simple
public Slack channels where managers can share public appreciation are easy strategies to
implement," she said.

Offer growth and opportunity. Career professionals want to see a clear path for growth
at their companies, so employers should clear that path as much as possible.

"What we've done is make it clear that our company is a place for you to start, explore
and grow a career, no matter who you are," said Claudia Ivanova, head of HR at
FISPAN, a financial technology firm in Vancouver, British Columbia, Canada. "We've
put in place programs for interns and new graduates who can start their careers at
FISPAN. We've put in place learning and development programs for existing employees
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to ensure they are continually being challenged and developing their own professional
paths."

When companies ensure that an employee feels valued and sees growth possibilities at an
organization, there's little incentive for them to look elsewhere. "When they find
everything they want and need at Company X, they won't have time or the need to look or
entertain other opportunities," Ivanova said.

Encourage a "corporate explorer" mindset. Managers should create opportunities for

employees to realize their entrepreneurial ambitions inside the company.

"At the same time as we are facing the Great Resignation, we have new business starts
surging to four times the pre-pandemic level, according to the U.S. Census Bureau," said
Andy Binns, a management director at Change Logic, a Boston-based strategic advisory
firm. "This reflects the lack of freedom [that employees feel] to innovate in corporate
America."

By unleashing a worker's entrepreneurial spirit, companies can not only retain the best
staff, but also help generate new sources of growth. "Think of these [employees] as
'corporate explorers' and equip them to pursue innovative business ideas inside, not
outside, the corporation," Binns said.

Provide Inspiration. Karen Cho, HR leader at Columbus, Ohio-based Designer Brands,

the parent company for DSW Stores.

"It's critical that executives inspire and communicate with top talent around three things:
the future of the company, their value in the organization, and opportunities and
development for growth," Cho said. "What executives often fail to do is simply ask their
top talent probing questions like, 'What would make you consider an opportunity outside
our company?'

"The answer might surprise you, and then you know what you need to do to retain each
individual."

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The Factors For Frequent Resignations

1. Resignation rates are highest among mid-career

employees.

Employees between 30 and 45 years old have had the greatest increase in resignation
rates, with an average increase of more than 20% between 2020 and 2021. While
turnover is typically highest among younger employees, our study found that over the last
year, resignations actually decreased for workers in the 20 to 25 age range (likely due to a
combination of their greater financial uncertainty and reduced demand for entry-level
workers). Interestingly, resignation rates also fell for those in the 60 to 70 age group,
while employees in the 25 to 30 and 45+ age groups experienced slightly higher
resignation rates than in 2020 (but not as significant an increase as that of the 30-45
group).

There are a few factors that can help to explain why the increase in resignations has been
largely driven by these mid-level employees. First, it’s possible that the shift to remote
work has led employers to feel that hiring people with little experience would be riskier
than usual, since new employees won’t have the benefit of in-person training and
guidance. This would create greater demand for mid-career employees, thus giving them
greater leverage in securing new positions.

It’s also possible that many of these mid-level employees may have delayed transitioning
out of their roles due to the uncertainty caused by the pandemic, meaning that the boost
we’ve seen over the last several months could be the result of more than a year’s worth of
pent-up resignations.

And of course, many of these workers may have simply reached a breaking point after
months and months of high workloads, hiring freezes, and other pressures, causing them
to rethink their work and life goals.

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2. Resignations are highest in the tech and health
care industries.

We also identified dramatic differences in turnover rates between companies in different

industries. While resignations actually decreased slightly in industries such as
manufacturing and finance, 3.6% more health care employees quit their jobs than in the
previous year, and in tech, resignations increased by 4.5%. In general, we found that
resignation rates were higher among employees who worked in fields that had
experienced extreme increases in demand due to the pandemic, likely leading to increased
workloads and burnout.

Attrition rate is very high in IT companies .nowadays people want to leave TCS because
of following reasons:-

1. Salary hike has been almost reduced to half.previously employee could get a
hike of RS 100000 in a year whereas now it is reduced to nearly RS.50000 for a
ASE Trainee
2. Work culture: TCS will ensure you to provide cleanest work environment but
one cannot survive from office politics in which hard workers end up with C
band and bootlickers end up with A
HR is not people's representative.completely management driven company
where HRs are only puppet.if something goes wrong ,chances are few that
someone could be on your side
3. Most of the intelligent folks are pushed into support projects thus diminishing
their line of career.
4. TCS is service based company who knows how to take work from hard working
person in minimum wages.
5. You are not an individual in TCS, you are just a resource that can be exploited.
6. Most of the people don't work here.time table is like this 11–12 breakfast,12–1
office roaming ,1–3 lunch, 3–4 ODC roaming 4–5 tea time and after 5 pack your
36 | P a g e
 bags and go..some people even find time for gym in this busy schedule.this is
the time table of 80 percent workforce.
7. Less chances of getting onsite.

Keeping a conscious lookout for the tell-tale signs of an employee leaving is vital for
three reasons. First, it helps you address the problem at an early stage and hopefully
change the employee’s mind. Second, it gives you the chance to manage the resigning
employee’s negativity from affecting the other employees, which could drag down
morale and reduce overall productivity. And finally, it allows you to have more time to
put a recruitment strategy in place.

So why do professionals leave and what can you do to prevent an employee from
resigning?

1. Limited growth at the company

Professionals have a strong desire to grow at a company, and a lack of growth

opportunities is one of two top reasons why employees leave a job. Recognising hard
work and acknowledging employees for a job well done, in addition to setting a clear
career path in place can make employees feel like they have a long-term future at the
organisation.

2. Feeling underpaid

Salary is another top reason. Employees can easily find out what their peers in other
companies are earning, which makes them acutely aware of their market value. Offering
competitive salaries and other benefits can thus motivate them to stay. Keep in mind
though that not every resignation is financial in nature, and that uncovering other
underlying factors may be necessary to retain an employee.

37 | P a g e
3. No longer challenged

Good employees don’t want mindless work; they want to be engaged with their work and
feel like they are continuously learning. Creating fresh challenges and setting new goals
helps employees feel useful and keeps them interested.

4. Feeling undervalued

Employees want recognition for their work. When a company ignores an employee’s
accomplishments, they may seek value elsewhere, such as with a new job. Implement a
system that validates good workers so that your employees feel like an integral part of the
company.

5. Corporate culture no longer fits

This may be the most difficult cause to fix. While other reasons centre on the individual,
this is often a company-wide issue. However, promoting open communication in the
workplace among managers and employees can bolster retention rates. Providing
opportunities to network outside of the office also fosters a sense of camaraderie and
loyalty. 

Negative And Positive Aspects About The Organization By The Employee

Who Is Leaving

Pros:(Positive Aspect)

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*Job security: TCS being a part of Tata group is well managed and backed by inter-
company funding. So small operational ups n downs or hindrances doesn't matter that
much for them. Thus your job is secured. You would have rarely heard TCS asking
people to leave.

* Infrastructure: TCS is having good infrastructure and facilities. You will find good
cafeterias, Gurukuls (training rooms), Thinking pot(refreshing areas), Indoor and Outdoor
game areas, garden/lawn and lot more.

*Training/Learning: The training period in TCS is quite good (2 to 3 months

sometimes) and you can learn a lot. The trainer in TCS in general are qualified trainers
unlike the senior process associates or SME who do training as well as production. They
are specifically hired/called for to impart training. You will get multiple digital library
and one physical library at most of the TCS promises.

*Transport/Food: Even though people may not agree, but the food we get on TCS
premises is better than multiple MNC's cafeteria foods.

The logic behind is ‘TCS cares'. I have seen the board where it's written “ Take all you
want, but eat all you take; yesterday's wastage was xx kg which can be served to xx
people” . They are socially responsible also.

The cost of transportation in TCS is lowest in comparison to other companies and it's free
to many projects also.

*Career Growth: Career growth here referred to increments/hike/bonus. Although TCS

has a large employee data base, still it pays minimum 5 to 7 % of increments per year to
average performers. (Highest can be 20 to 23 also).

You can expect Diwali bonus and the night shift allowance is more in comparison to
industry standard.

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*Work life balance: In most of the projects in TCS, you can get easily achievable targets
and the shift timing for most of the project is also not more than 10 hrs. you can easily
manage 1 to 2 hours of breaks between work once you fasten your working. Overall the 7
out of 10 employees in TCS are happy with their work life balance.

*Corporate Ethics: TCS being a reputed organisation has certain policies and

procedures which it follows strictly. No misconduct with women employees is tolerated.
There is a zero tolerance for integrity issues sharing client information, offending people,
sexual harrassment and strict action is taken for criminal offences like job through fraud
certificate, encouraging riots, linked to terrorism etc.

-They also considered genuine women's issues like maternity leaves , health issues
sensibly. You can get 6 months maternity leaves and even women don't get forced for
night shifts.

CONS:(Negative Aspect)

*Career Development:

As already mentfinicd, the employee database is much higher in TCS and thus you
shouldn't expect more yearly hike you haven't done something exceptionally well. Same
applies to promotion. They have a lot of employees in the pipeline, so getting promotion
in less span through talent is a very difficult task.

*The Bench (RMG):

Many times they hire you to convince the client that they have buffer resources and if it
didn't work out to get the project, you have to sit in RMG /bench where not even a
physical bench available to sit. You will feel bored and wastage of time and talent as you
just sign in and out without any work. Although you will be getting salary but after
somedays you will be fed up as you will gradually miss your interest to learn.

40 | P a g e
If your project suddenly wound up or taken back, then also you will be thrown out to
RMG. RMG means resource management group and they are the people who should
work to find out a new and better project for you which best suits for your knowledge and
talent. But they rarely cares about your interest and talent. Most of the RMG I have seen
are rude, morons who even put a Java developer to Testing and a finance manager to
Oracle database management.

*Top Management/HR: What I have seen and heard the HR and top management in
most of the process are not worth their position. They don't have talents, good behaviour
and skills. Somewhere even politics happen in promotion through top management, some
people in top management even help associates to get transfer to Hometown or get a good
project on the basis of region and language.

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SURVEY REULTS

we have conducted survay on google forms regarding this project,we gave questionarie on exit
interview to the employees of the TCS ,the results obtained from survay is as fallows:

1. What prompted you to start looking for another job?

2. Excess workload

3. Less Motivation

4. Insufficient Career Growth

5. Unsatisfactory Salary

2.Do you think management adequately recognized your contributions?

1. Strongly satisfied

2. Satisfied

3. Moderate

42 | P a g e
 4. Dissatisfied

5. Strongly Dissatisfied

3.Did you feel you had the tools, resources and working conditions to be successful in your
role ?

1. Strongly satisfied

2. Satisfied

3. Moderate

4. Dissatisfied

5. Strongly Dissatisfied

43 | P a g e
4.Overall satisfaction and enjoyment in your current position ?

1. Strongly satisfied

2. Satisfied 3. Moderate 4.Dissatisfied 5. Strongly Dissatisfied

Interpretation:

From the above pie chart 6% are strongly satisfied with the overall satisfaction and enjoyment in
your current position, 13% are satisfied, 11% are moderately satisfied, 36% are dis-satisfied and
34% are strongly dis-satisfied. From the above analysis it is clear that most of the respondents
are Dis-satisfied with the overall satisfaction and enjoyment in your current position.

44 | P a g e
5.Was there a specific event of issue that prompted your resignation?

1. Yes

2. No

Interpretation:

From the above pie chart 24% of the respondents had a specific event of issue that prompted
them to resign whereas 76% of them did not have any. From the above analysis it is clear that
most of the respondents did not have a specific event of issue that prompted them to resign.

6.Quantity and quality of training received for your position(s) ?

1. Strongly satisfied

2. Satisfied

3. Moderate

4. Dissatisfied

5. Strongly Dissatisfied

45 | P a g e
Interpretation:

From the above pie chart 32% are strongly satisfied with the quality and quantity of training,
17% are satisfied, 31% are moderately satisfied, 8% are dissatisfied and 12 are strongly dis-
satisfied. From the above analysis it is clear that most of the respondents are strongly satisfied
with the quality and quantity of training.

7.Working relationship with your current supervisor ?

1. Strongly satisfied

2. Satisfied

3. Moderate

4. Dissatisfied

5. Strongly Dissatisfied

46 | P a g e
Interpretation:

From the above pie chart 49% are stronglysatisfied with the
working relationship with their current supervisor, 18% are
satisfied, 22% are moderately satisfied, 4% are dis-satisfied
and 7% are strongly dissatisfied. From the above analysis it is
clear that most of the respondents are strongly satisfied with
the working relationship with their current supervisor.

8.What can the organization improve on ?

1. Work-Life Balance
2. Motivating Employees
3. Recognizing Efforts
4. RoadMap for Employees Growth
5. satisfied

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Interpretation:
From the above pie chart 41% are strongly satisfied
with the working relationship with fellow employees,
18% are satisfied, 38% are moderately satisfied, 1%
are dis-satisfied and 2% are strongly dis-satisfied.
From the above analysis it is clear that most of the
respondents are strongly satisfied with the working
relationship with fellow employees.
9.Salary for your position ?

1. Strongly satisfied
2. Satisfied
3. Moderate
4. Dissatisfied
5. Strongly Dissatisfied

48 | P a g e
INTERPRETATION:

From the above pie chart 24% are strongly satisfied with the
salary for their current position, 12% aresatisfied, 31% are
moderately satisfied, 11% are dissatisfied and 22% are
strongly dis-satisfied. From the above analysis it is clear that
most of the respondents are moderately satisfied with the
salary for their current position

10.Employee Benefits package ?

1. Strongly satisfied
2. Satisfied
3. Moderate
4. Dissatisfied
5. Strongly Dissatisfied

49 | P a g e
Interpretation: From the above pie chart 13% are
strongly satisfied with the Employee Benefits
package, 32% are satisfied, 26% are moderately
satisfied, 10% are dissatisfied and 19% are strongly
dis-satisfied. From the above analysis it is clear that
most of the respondents are satisfied with the
Employee Benefits package.

references

Aswatappa K. Organizational behavior, Himalaya

Publication house 2010, Mumbai 400004, P

249277 Adhikari Atanu (2009), factors effecting

Employee Attrition: A multiple regression

approach, the Indian Journal of Management

research, Vol VIII, number 5, 1990P 43

50 | P a g e
[2] Batt Rosemary and Alexander J.S. Colvin, (2011),
Cornell University, Academy of Management

Journal, Vol 54, Number 4 August 2011 p697

[3] Bojagar S.A.A Study of Attrition as HR challenge

in medium scale industries in Pimpri- Chinchward

area, contemporary research in India Vol 12,

Issue2, June 2012

[4] Bhargava R.C., The chairman of Maruti Suzuki

India Ltd, bad managers cruel to corporate

culture, Business and management for emerging

Business Managers chronicle, Vol 16, November

3, January 2012, p6

https://www.quora.com/What-are-some-negative-sides-of-
life-at-TCS

https://www.robertwalters.com.br/en/hiring/hiring-advice/5-
reasons-why-employees-resign-and-how-to-stop-them.html

file:///C:/Users/DELL/Downloads/IJIRT153812_PAPER
%20(1).pdf

51 | P a g e
FINDINGS

FINDINGS
1. Most of the Employees are planning to resign job for every two quarter with lack of job
advancement in the company.
2. Employees are satisfied with the team culture but they are not extent to reporting authority.
3. It is observed that employees are ready to leave the job without any reason as they receive a
qualitative in the company.
4. It is observed that working relationship is neutral in all levels in the company.
5. It is observed that most of the respondents are in a moderate satisfied position in terms of
payment, Bonus and workload in the company.

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