ON

EMPLOYEE RETENTION TECHNIQUES

AT

ITI LTD, MANKAPUR

A DIGITAL CITY OF INDIA

Under the guidance of

Company’s Guide Faculty Guide

Submitted in partial fulfilment for the award of Master’s Degree in

Business Administration from U.P Technical University

BY

MBA 3rd Sem

ACKNOWLEDGEMENT

I feel immense pleasure in expressing my gratitude to ITI Limited

Mankapur, a prestigious organization.for providing me an

1
opportunity to undergo summer training for project work as a part of

my MBA programme.

My heartfelt gratitude is extent towards who helped me a great deal

in preparing this project& inculcating in the depth knowledge of HR

working in the organization. I as well extent my thanks to whole ITI

family, who treated me as one of them & facilitated me to learn

more & more about HR function.

I am highly thankful and indebted to Manager (HRD) for their

effective, valuable and constant support for successful completion of

the training programme without which this project would not have

seen the light of the day.

I am also thankful to Director and Head of MBA deptt. who have

been very supportive through out the preparation of my summer

training report

PREFACE

Summer training plays a vital role in understanding working culture

& climate of industry. This training has been misinterpreted by most

of us as a platform for only performing projects. Industrial training in

the true sense has been included in the curriculum to make the

2
student well versed with the technical procedure, management &its

practical approaches, which is very different from theoretical

aspects.

The educational institutions role aim by industrial training is to

improve the knowledge about the organization and to have a hand

on experience. The terms and procedures, which we learn, are of no

use until and unless we do bring them in practical operation and

start dealing with them in real life. For becoming a good professional

it is very much required that what ever the knowledge and skills one

has adopted during this training has to increase with his knowledge

and day to day experienced from his own life.

At last but not the least this training is very much important in

shaping ones bright future and carrier as it provides all basic

information a new professional wants before completion of his

degree.

MBA-3rd Sem

TABLE OF CONTENT

3
 I. TITLE PAGE

II. CERTIFICATE FROM COLLEGE

III. CERTIFICATE FROM ORGANISATION

IV. ACKNOWLEDGEMENT

V. PREFACE

6 EXECUTIVE SUMMARY

VI. COMPANY’S PROFILE

VII. PROJECT PROFILE

VIII. RESEARCH METHODOLOGY

IX. ANALYSIS

X. BIBLIOGRAPHY

XI. QUESTIONNAIRES

4
TOPIC

“ EMPLOYEE RETENTION TECHNIQUE AT ITI Ltd MANKAPUR”.

5
OBJECTIVE

a) To study the rate of attrition or stability of the employee at ITI

Mankapur.

b) To carryout the studies for the existing retention strategies &

policies of ITI Mankapur.

c) To carryout the study for effective implementation &

effectiveness of strategies relating to retention of employees.

d) Comparative study between implementation & the set

standard

6
RESEARCH STATEMENT

7
Research in common parlance refers to a search for knowledge.

Research as a scientific and systematic search for pertinent

information on a specific topic.

My research statement is to carryout the study for effective

implementation & effectiveness of stategies relating to retention of

employees.

POPULATION

I have taken employees of only managerial level & middle levels as

the population for my report.

 Sample Size:

The report was made on the basis of analysis & presented with

findings and suggestions. Information is collected through primary

data.

I have taken a batch of 100 employees from every department in

order to conduct my survey.

 Sample Unit:

Department No. of employees

Purchase 10

Finance 20

8
SEA Plant 20

Computer Division 10

Component 20

PCB Plant 20

% of employees taken = ( 100/2144 ) = 4.7 %

Research findings is drawn from the survey conducted among 4.7 %

of employees.

DATA COLLECTION TECHNIQUES

There are two types of data :-

Primary Data:- Primary data are those data which you are freshly

generated for a specific purpose.

Secondary Data :- Secondary data are those data which you are

already existing and you are just extracting the data from it .

Data collection is a key for activity of social research. The design of

data collection method is the backbone of research design. There

are two type of data collection method i.e.

A) Survey Method:

It is also known as primary source. These source are generally of

three types:

9
  Personal collection of data through face to face interview.

 Online interview in industries countries.

 Survey through questionnaire.

B) Observation Method:

It is secondary source. In this method the data is personally

collected by the researcher or his agent. It can be structured or

unstructured, formal or informal, participant or non- participant

and controlled or uncontrolled.

FINDINGS AND SUGGESTIONS

The survey asked respondents to rate the degree of Importance or

level of agreement with a number of statements related to:

 BENEFITS

 RETENTION STRATEGIES

 ORGANIZATIONAL CULTURE

10
  PERSONAL & JOB SATISFACTION

SUGGESTIONS :-

Following are my suggestions:

 The HR Manager should conduct the Exit Interview.

 ITI Mankapur should create the Employee Retention Cell.

 Manager should improve the advancement in this Industry.

 Once in a year, suggestions from the employees should be

collected in the form of FEEDBACK.

11
12
COMPANY PROFILE

ITI LTD is India’s first public sector enterprise.

Established in 1948 as Indian Telephone Industries Ltd.’ a

departmental undertaking under the ministry of post and telegraph,

it was envisaged as an indigenous manufacturing facility in the

beginning.

 ITI LTD. Has since emerged with its own corporate identity, as

a leading telecom company manufacturing the entire range of

telecom equipment, which includes telephones, large digital

switches, transmission systems ,digital microwave, fibre optic

systems and satellite communication systems.

 Vibrant R&D supports striving for excellence in quality cost

effectiveness in its products and services, with talented

engineers, state of art.

13
  A dedicated network system unit provides value added

services such a shared hub VSAT services and MRTS and

Turnkey solutions

BOARD OF DIRECTORS

 Mr. S.K Chatterjee Chairman &MD

 Mr. K.K Khurana General manager(HR)

 Mr. B.P Gupta Director-finance

 Mr. Tejbeer Singh Director-marketing

 Mr. Ravi Agarwal Director-production

MANUFACTURING UNITS

KARNATAKA

BANGALORE
HOSSUR

14
(DOORVANI NAGAR)

UTTAR PRADESH

ALLAHABAD RAEVARELI

MANKAPUR

OTHER UNITS

SRINAGAR PALAKKAD

INFRASTRUCTURE

ITI has seven manufacturing units spread in different parts of the

country. Three of them are in Uttar Pradesh.

 BANGALORE COMPLEX,(KARNATAKA)

Established 1948

ISO Certificate ISO 9001

Products Switching comp,

15
 Defence

product also

Telephone parts

 ELECTRONIC CITY UNIT,(BANGALORE)

Establised 1987

ISO Certificate ISO 9002

Product Digital

exchange

Parts

 NAINI UNIT,ALLAHABAD,(U.P)

Establised 1968

ISO Certification ISO 9001

Product Wireless Local

100TS

 RAIBAREILY UNIT,(U.P)

16
 Establised 1970

ISO Certification ISO 9001

Product Electromechanical

Excha

nge parts,

Digital

exchange

parts

 PALAKKAD UNIT,(KERALA)

Establised 1976

ISO Certification ISO 9001

Product Digital exchange

Automatic exchange,

O.C.B-283 Switching

Products

 SRINAGAR UNIT,(JAMMU &KASHMIR)

Establised 1976

ISO Certification ISO 9002

Product LJU &Telephone set

17
 MANKAPUR UNIT,(U.P)

Establised 1982

ISO Certification ISO 900I:2000

Product E-10B exchange

Also O.C.B-283

Exchange

 ITI HAS SIX REGIONAL OFFICES

Mumbai, Kolkatta, Chennai, New Delhi, lucknow & Bangalore.

The corporate office of ITI LTD is situated at Bangalore.The ITI

product is of good quality of International market standards

approved by ISO. It has various sales offices with in India

MISSION OF ITI LIMITED

18
The mission of the company is to be the leader in the domestic

market and an important global player in voice, data and image

communication by providing total solution to customers, to build on

core competencies to enter into the new business area.

The company manufactures entire range of telecommunication

system. ITI is in involved in design, development, manufacturing and

installation and commissioning of telecommunication system to

meet specific need of customers.

OBJECTIVES OF ITI LIMITED

 To generate demand for telecom product through innovation.

 To maintain an overall growth rate of 30% per year. For each

existing business it should match at least the industry growth

rate.

 To become a strong service provider with major business thrust

in telecom network and operation and value added services.

19
 To strengthen technology scanning capabilities to benchmark the

organizational product/services against global standards, to

identify the potential partners. To achieve global quality

standards in all the products in the shortest time.

 To introduce effective production planning and control systems

for achieving delivery schedules, streaming production over the

whole year and better inventory control.

OBLIGATION

 TOWARDS THE

CITIZENS OF INDIA:-

Ass an autonomous government company, functioning under

the Indian companies act and its memorandum and articles of

association of the company subject to the auditor general of

India, it is accountable to the people of India, the tax payers

through the parliament and the government, for running a

highly sophisticated technically oriented company, engaging in

20
 the manufacture of all types of telecommunication equipment

and allied products and incidentally carry out applied research

and development to meet the needs of the country as well as

world market in the field of telecommunications.

 TOWARDS EMPLOYEES:-

The company will seek to the model employer by:

• Attracting competent technical personnel and by developing

their optimum skills and capabilities in a congenial working

environment providing employment opportunities for

advancement and other incentives.

• Developing and sustaining a favourable employee attitude and

motivations and obtaining maximum contribution by the

employees through stable and standing employment

opportunities, adequate wages keeping in view the “REGION

CUM INDUSTRY” basis of remuneration and commensurate

with the capacity to pay and connected with the production

,good working conditions and job satisfaction.

• Establishing a system for readdress of employee’s grievances

in the shortest possible time at various levels including the

lowest level.

21
 • Providing attaining facilities and other opportunities for self

development in their current job and for advancement.

 TOWARDS CUSTOMERS:-

• To serve the post and telegraphs department and other

government, quasi and semi government departments

requiring telecommunication equipment by providing prompt

courteous, dependable and sophisticated services, adopting

sound business and commercial practices.

• To sell products of high quality at prices fixed and determined

in the best interest of the nation, the company and the

consumer, keeping in view that the customers are charged

prices comparable to landed costs of similar components.

 TOWARDS SUPPLIERS:-

22
 • Ensuring prompt dealings based on integrity, impartiality and

courtesy.

• Making available to them the benefits of research skills and

information in order to promote indigenous services.

 TOWARDS THE COMMUNITY :-

The company accepts its social obligations to the communities

and villages contiguous to the factory and on whose land and on

whose land the factory is located

AWARDS AND ACHIEVEMENTS

 Safety award for Rae Bareli, Palakkad and Bangalore

Three plants of ITI have won the national safety award for

outstanding performance in industry. Safety during the year 2004,

which were presented at a function, held in New Delhi recently.

23
Rae Bareli and Palakkad plant received the award for achievement

based on longest accident free year. The runner up award based on

longest accident free year was awarded to Bangalore and Rae

Bareily respectively.

 Energy Conservation award to Mankapur

ITI Mankapur plant, which saved energy to the tone of 384 lakh

during the last 3 years, has won the National Energy Conservation

Award in 2004.

 First prize for best prize productivity in 1990 by National

Productivity Council

SALIENT FEATURES OF MANKAPUR PLANT

 Establised 1982

 Start of construction 31-05-1983

 Start of production April 1985

 Annual Capacity 500KL(E-10B)

24
 500 KL(CSN

-OCB283)

 Capital cost of E-10B Rs.219.00 Cr

CSN Rs.31.41 Cr

MAX-L Rs.3.30 Cr

 Land 352 Acres

 Factory covered area

77,500 sq m

 Air conditioned area 44,300 sq m

 FDV space in factory 2000 sq m

Compressed air 7000 sq m

 Installed capacity of 16000 KVA

Power station from UPSEB &

5800KVA

Captiv

e power Generation

 Water storage capacity 50 lakh litres

 Total manpower 2358 Nos.

 Annual capacity of 18,00,000

Component plant Connectors

25
 1000000 Relay

1400000 C&T

15,000 MDF

 Mechanical Rack-3500

Hybrids-1800000

PCBS-26000 sq m

 ISO Certification

9001:2000

ABOUT THE MANKAPUR UNIT

26
Mankapur was established in1982 with technical collaboration with

CIT ALCATEL France to manufacture E10B type of digital switching

system.

It manufactures MAX-L & MAX-XL exchanges based on C-DOT

technology which replaced the E10B Exchanges. The unit is also

manufacturing CSN-MM racks used in exchange.

ITI LTD. Mankapur as made a significant place in the electronic map

of India and has earned the distinction of DIGITAL CITY OF INDIA.

ITI LTD. Mankapur has also entered into the non- communication

field with its note counting machine, note bundling machine,

inverter etc.

It is the first unit in India which got opportunity to manufacture BTS.

It started manufacturing BTS manufacturing in the year 2005.

MAIN DIVISION

• MOBILE PROJECT DIVISION

• SWITCHING EXCHANGE ASSEMBLY PLANT

• COMPONENT DIVISION

• CIRCUIT DIVISION

27
 • CENTRAL SERVICES DIVISION

PRODUCT OF ITI MANKAPUR

• E10B exchange

• CSN –MA exchange

• CSN –MM exchange

• C-DOT exchange

• Base transmission station

The above products are the telecom products. The non-telecom

products are:

• Note counting machine.(NCM)

• Fake notes detection machine.

• Inverters

• UPS

• Note bundling machine

CUSTOMERS

 INDIAN CUSTOMERS

• Defence

• Railways

• Department of Telephone

28
 • Oil sector

• Banks/Factories/Offices

 GLOBAL CUSTOMERS

• Afghanistan

• Malaysia

• Nepal

• Switzerland

ISO

ISO stands for International Organization for Standardisation. ISO is

a worldwide federation of national standard bodies. The work of

preparing international standards is normally carried out through

ISO technical committee. Each member body interested in a subject

for whom a technical committee has been established has the right

to be represented on that committee.

Standards are the level of excellence in everything that we can

do,so it was felt that there should be a global system of standards

and hence ISO came into existence.Its office is located in

Geneva(Switzerland).

ISO STRUCTURE

29
 • 100 or more countries

• 9000 standards.

• 200 technical committees.

• 800 sub committees

• 2500 engineers.

TYPES OF ISO DOCUMENTS

• Specification

• Guidance

• Guides/tools

• Technical reports

30
BENEFITS OF ISO

• Customer loyalty

• Repeated business & Referral

• Reduction cost &Cycle time

• Self esteem

• Recognition

• Confidence of interested party

ISO: 9000

ISO 9000 describes fundamental of quality management systems &

specifies the terminology for quality management systems.

ISO:9001

31
ISO 9001 specifies requirements for QMS where an organization

needs to demonstrate its ability to provide products that meet

customer & applicable regulatory requirements & aims to enhance

customer satisfaction.

ISO: 9004

The ISO 9004 provides guidelines that consider both the

effectiveness & the efficiency of the QMS. The aim of this standard is

improvement of the performance of the organization &satisfaction of

customers &other interested parties.

ISO: 19011

ISO 19011 provides guidance on auditing quality.

ISO:14000

The growth of human civilization is marked by rapid

industrialization. The rapid & blind growth of industries without

paying heed to the environment has wrecked havoc on earth.

ISO 14000 Standards are known as environment management

system.

ISO 14000 lays stress on

• System efficiency

32
 • Scrap and waste reduction

• Pollution prevention

• Improved environment performance

PHILIPS, Austria was the first company in the world to take ISO

14000 certificate.

MAJOR DIFFERENCES

ISO 9000:1994 ISO 9001:2000

Put stress on documentation. Put less stress on documentation but

more on objective clarity.

Continuous growth phenomenon. Continual growth phenomenon.

More oriented to manufacturing. Generic nature to suit any sector.

Not addressing the improvement. Measuring approach and objectives

with strong customer

33
 Focus.

PARAMETRES OF ISO

 QUALITY : It is total characteristics of any thing which bears

the abilities to satisfy the stated or any implied needs.

 OBJECTIVES : Objectives of any organization reflect the

goals which it aims to achieve and the priorities required. ISO

standards lay stress on ‘SMART’ objectives.

S - SIMPLE

M - MEASURABLE

A - ACHIEVABLE

34
 R - REALISTIC

T - TIME BOUND

 QUALITY PRINCIPLES :

• Costumer focus

• Leadership

• Involvement of people

• System approach to management

• Process approach

• Continual improvement

• Factual approach to decision making

• Mutual beneficial supplier relationship

 PDCA CYCLE : This is a methodology to achieve the goals

set by the objectives.

P : PLAN

D : DO

C : CHECK

A : ACT

35
SIX SIGMA

“SIX SIGMA IS THE MOST IMPORTANT TRAINING THING WE HAVE

EVER HAD. IT’S BETTER THAN GOING TO HARVARD BUSINESS

SCHOOL; IT TEACHES YOU HOW TO THINK DIFFERENTLY.”

Jack Welch

(in April 1999

interview)

DEFINITION

Six sigma is a measure of quality that strives for near perfection.

It is a rigorous and systematic methodology that utilizes information

verified by facts and statistics to measure and improve an

organizations operational performance ,practice and system by

identifying and preventing defects in manufacturing and service

36
related processes in order to anticipate and exceed expectation of

all public stakeholders to accomplish effectiveness.

Six sigma is a process which talks about the ultimate quality.

Six sigma can be described as TQMS (Total quality management

system) that is it is a series of steps which involve statistical

measurement that tells us how good our product ,services and

processes really are.

HISTORY OF SIX SIGMA

The roots of six sigma as a measurement standard can be traced

back to Carl Frederick Gauss (1777-1855) who introduced the

concept of the normal curve. Six sigma as a measurement standard

in product variation can be traced back to the 1920’s when Walter

Shewhart showed that three sigma from the mean is the point

where a process requires correction. Many measurement standards

(Cpk, Zero Defects, etc.) later came on the scene but credit for

coining the term “ Six Sigma” goes to a Motorola engineer named

Bill Smith. (Incidentally, “ Six Sigma” is a federally registered

trademark of Motorola).

37
In the early and mid-1980s with Chairman Bob Galvin at the helm,

Motorola engineers decided that the traditional quality levels --in

measuring defects thousands of opportunities --didn’t provide

enough granularity. Instead, they wanted to measure the defects

per million opportunities. Motorola developed this new standard and

created the methodology and needed cultural change associated

with it . Six Sigma helped Motorola realize powerful bottom – line

results in their organization – in fact, they documented more than

$16 Billion in savings as a result of our Six Sigma efforts.

Since then, hundreds of companies around the world have adopted

Six Sigma as a way of doing business. This is a direct result of many

of America’s leaders openly praising the benefits of Six Sigma.

Leaders such as Larry Bossidy of Allied Signal (now Honeywell ), and

Jak Welch of General Electric Company. Rumor has it that Larry and

Jock were playing golf one day and Jack bet Larry that he could

implement Six Sigma faster and with greater results at GE than

Larry did at Allied Signal . The results speak for themselves.

38
SIX SIGMA CHRONOLOGICAL ORDER

 Enlightenment

 Acceptance

 Tools

 Deployments

 Results

 Renewal

HIGHLIGHTS

 Propounded by Motorola.

 Stress on proactive steps.

 Talks all stakeholders involved in a firm, not only customers.

39
  Six sigma standards achieved when a process does not yield

more than 3-4 defects per million opportunities.

 Most of the Fortune 500 companies have achieved six sigma.

SIX SIGMA CHAIN

Chief executive

Champion 1 Champion 2 Champion 3

(To provide leadership for process management and project

championing)

Master Black belter 1 MBB 2 MBB3

(Trainers, coach, quality controllers to facilitate improvement

projects, statistical analysis of data)

Black belter1 BB2 BB3

(To lead the project teams, fully responsible for technicalities involve

in a project, general process control and improvement)

40
Green belter 1 GB 2 GB3

(Project work, general process, control for particular assigned

project& head of the project control team)

Team of individually selected team members under each green

belter. The green belter is allowed to select his own team for an

assigned project.

SIX SIGMA SCALE

SCALE REJECTED PPM YIELD

SCALE
1.0 690000 30.29%
2.0 308530 69.20%
3.0 66800 93.31%
3.6 17800 98.22%
4.0 6210 99.38%
5.0 233 99.977%
5.9 5.0 99.9995%
6.0 3.4 99.9997%

SOME COMPANIES TO ACHIEVE SIX SIGMA

 MOTOROLA

 NOKIA

 GE

41
  WHIRLPOOL

 BHARTI TELECOM

 TATA MOTORS

 IBM

METHODS TO APPLY SIX SIGMA

 DMAIC PROCESS :

This process is a applied where the line has already established.

D - DEFINE

M - MEASURE

A - ANALYSE

I - IMPROVE

42
 C - CONTROL

 DMADV PROCESS :

D - DEFINE

M - MEASURE

A - ANALYSE

D - DESIGN

V - VERIFY

43
ERP USED IN ITI LIMITED

• ERP means “enterprise resource planning”.

• The ERP used ITI LIMITED is BaaN

BaaN:-

• Founded by Jan Baan in 1978 in the Netherlands.

• BaaN manufacturing control system waste first package

developed by Baan for MRP1, CRP & MRP2.

• The company BaaN has become one of the world’s biggest

software group & expects to remain on a fast track for the

foreseeable future.

• BaaN solutions are used to achieve streamline the planning

process by integrating diverse information , ensuring smooth

planning with the help of BaaN we get better decisions support .

BaaN IV

Version: B40 C.72

• BaaN was implemented in 2001 in ITI LIMITED.

44
• There are basically four modules of BaaN which are used in ITI

LIMITED:-

 BaaN IV finance

 BaaN IV Manufacturing

 BaaN IV Distribution

 Baan IV Services

SAP:-

• SAP is the world’s leading providers of collaboration e-business

solutions. SAP ranks the world’s 3rd independent software

provider.

• It has been in the business of e-business for 35 years. Founded in

1972 by 5 former IBM engineers.

• Through this people in business around the globe are improving

relationships with the customer & partners, streamlining

operations & achieving significant efficiencies through there

supply chain.

• Unique core processes like from aerospace to utilities, are

supported effectively by SAP’s 23 industries solution.

• Visibility through the business processor.

• Work flow management.

• Empowered users.

45
 • Informed management decisions.

WHY ITI HAS GONE FOR BaaN :-

SL.NO. BaaN SAP

1. Very strong for discrete Very strong for process

manufacturing industries. industries & finance companies.

2. Long relationship with CMC for CMC was implementation

hardware maintenance. partner of SAP.

3. License fee is comparatively License fee is comparatively

cheap. large.

46
47
TOPIC

The topic of my report is “ Employee Retention Techniques At ITI

Ltd”.

Why I have choosen the topic employee retention

The key to any industry is its employees. They are crucial, they are

by far the most important, most challenging factor here. The

employees of an organisation also play a vital role in taking the

brand value forward. So, it’s very challenging to retain employees

who fit the requirements & criterion of the organisation. Key to

success in any industry is getting the right people on board, but

training them & retaining them is even more crucial.

48
49
What is Employee Retention ?

The picture states the latest statement that corporate believes in

“Love them or Lose them”

Employee Retention involves taking measures to encourage

employees to remain in the organisation for the maximum period of

time . Corporate is facing a lot of problems in employee retention

these days. Hiring knowledgeable people for the job is essential for

an employer . But retention is more important than hiring . There is

no dearth of opportunites for talented person. There are many

50
organisations which are looking for such employees. If a person is

not satisfied by the job he is doing , he may switch over to some

other more suitable job.

In today’s environment it becomes very important for organisation

to retain their employees. The top organisations are on the top

because they value their employees and they know how to keep

them glued to the organisation. Employees stay and leave

organisation for some reasons. The reason may be personal or

professional. These reasons should be understood by the employer

and should be taken care of. The organisations are becoming aware

of these reasons and adopting many strategies for employee

retention.

In this section we are going to study various topics related to

employee retention, why is it needed, basic practices, myths, etc. in

detail.

Employee retention is a process in which the employees are

encouraged to remain with the organisation for the maximum period

of time or until the completion of the project.

Employee retention is beneficial for the organisation as well as the

employee.

Employees today are different. They are not the ones who don’t

have good opportunities in hand. As soon they feel dissatisfied with

the current employer or the job, they switch over to the next job. It

51
is the responsibility of the employer to would be left with no good

employees. A good employer should know how to attract and retain

its employees.

Retention involves five major things:-

 Compensation

 Environment

 Growth

 Relationship

 Support

52
Compensation Environment Growth

Relationship Support

4 WAYS TO KEEP GOOD EMPLOYEES :

53
A Simple Retention Framework

Keeping good people is never easy. Employment is about

relationships : specifically the relationship between an individual

with changing needs, increasing experience, growing knowledge,

and intellectual capital and an organisation that exists in a changing

market place with ever evolving needs. To maintain the

employement relationship, employers have a huge responsibility.

First of all, they need to clerly know how their best employees are.

They also need to keep their employees informed, help them

maintain and develop skills, and encourage them to build networks

& internal relationships.

None of these things cost much when compared to the cost of

recruiting and developing new employees, and none of these are

really hard to do. But to put them into place does require a change

of mindset and a willingness to break ( or at least stretch ) the usual

policies and rules that exist in many organisations. Good HR and

good recruiting is, after all, about treating people fairly – but not

necessarily the same .

Here are those four requirements for building lasting loyality

and strong employee- employer relationship :-

 Have a performance management system that

works.

54
Let employees know where they stand and how they are performing.

Offer the opportunity to move within the company to jobs that may

fit their skills and interests better. Keep the bureaucracy to a

minimum and remove time constrictions. A major reason for

employee unease and anger is insecurity over how their

performance will be assessed. Very few employees have strategic

performance objectives or spend time periodically reviewing their

achievements with their boss.

Many employee , unfortunately, have goals and objectives that are

not strategic and lead to fear and self doubt. For example, a

colleague told me about a recant lay off she was part of. While the

employee who was being let go had an excellent performance

rating, so did almost every other employee in the organisation. The

way performance was assessed provided no meaningful information

to either the organisation or the individual.

 Keep employees informed

Silence is the greatest enemy of retention. When management does not update the

employees on the financial and business state of the company and when rumours can

be counted by minute, turnover goes up and productivity goes down. While some

people (usually “B” and “ C” players ) hunker down and hide, the best ones start

looking. I can’t tell you how many excellent employees who are highly valued have

left their employers because of business uncertainty. No one expects assurances or

55
guarantees; what they hope for is an understanding of trends. Are things better, the

same , or worse ? Are customers leaving ? How is sales volume ?

Relationships thrive on the exchange of information. The oganisation also needs

conduits for employees to let them know about changes in their development, classes

taken, and new slkills acquired. Employees want the employers to use this information

to help them find promotions or new positions within the organisation that will offer

them a greater challenge or more financial incentive. The two-way communication

between employer & employees is as critical as performance management.

 Educate employees all the time

In bad times, employees have time to soak up new information.

Education and development are the cheapest retention tools in your

arsenal. We are in a talent war ( even if that’s hard to see right

now ) and everything has to be tried. Locking people into degree or

certificate programs is almost a guarantee that they will remain with

your firm until they complete the program. Most will be loyal and

thankful. And all of them will be better educated and hopefully more

productive employees. This is a big plus for large organisation, and

you should be capitalizing on this right now.

But development can also occur through on-the-job development

and through many informal networks and conversations. Every

employer should encourage employees to transfer to different

positions frequently and institute rewards for managers who let their

56
people go to other departments and who focus on developing their

staff.

Many employees who leave organisation are simply looking for a

bigger challenge or the opportunity to use a new skills or degree.

Smart organisations will encourage this and motivate managers to

source and hire internally whenever possible- even if it will require a

bit of training.

 Help every employee build a social network.

Employees are frequently devoted to fellow employees and feel

strong attachments to them. This is what keeps many people from

job hoping. We all know how powerful networks are, and companies

that actively promote employee interaction and teamwork have less

discontent and less turnover than those that keep employees apart

or at odds.

57
I recommend starting clubs and social groups wihin the company

that work and play together. Some companies form college clubs for

new college grads that help them become oriented to the firm and

meet other new hires. This trends to raise the level of commitment

they have to the organisation and reduces turnover.

Internal networks are powerful binding devices. Encouraging internal

blogging, the use of virtual communications tols like SMS or IM, the

use of video conferencing. These can be strengthen networks and

extent them globally. Knowledge is a powerful retention tool, and

naivety and ignorance can best be combated by sharing of ideas

and experiences between people from many firms.

There us nothing that I have written here that is new. Employee

retention is about applying the golden rule; do for employees what

you want done for yourself. It is 90% common sense.

THE IMPORTANCE OF EMPLOYEE RETENTION

Why is retention so important? Is it just to reduce the turnover

costs? Well, the answer is a definite no. It’s not only the cost

58
incurred by a company or industry emphasises the need of retaining

employees but also the need to retain talented employees from

getting poached. The process of employee retention will benefit an

organisation in the following ways:-

The cost of turnover:

The cost of employee turnover adds hundreds of thousands of

money to a company’s expenses. While it is difficult to fully

calculate the cost of turnover( including hiring costs, training costs,

and productivity loss ) , industry experts often quote 25% of the

average employee salary as a conservative estimate.

Loss of company

When an employee leaves, he takes with him valuable knowledge

about the company, customers, current projects and past

history( sometimes to competitors), often much time and money has

been spent on the employee in expectation of a future return. When

the employee leaves, the investment is not realized.

Interruption of customer service:

Customers and clients do business with a company in part because

of the people. Relationships are developed that encourage

59
continued sponsorship of the business. When an employee leaves,

the employee built for the company are severed, which could lead to

potential customer loss.

Turnover leads to more turnovers:

When an employee terminates, the effect is felt throughout the

organisation. Co-workers are often required to pick up the slack. The

unspoken negativity often intensifies for the remaining staff.

Goodwill of the company:

The goodwill of a company is maintained when the attrition rates are

low. Higher retention rates motivate potential employees to join the

organisation.

Regaining efficiency:

If an employee resigns, then good amount of time is lost in hiring a

new employee and training him/her and this goes to the loss of the

company directly which

60
EMPLOYEE RETENTION STRATEGIES

The basic practices which should be kept in mind in the employee

retention strategies are:

 Hire the right people in the right place.

 Empower the employees: Give the employees the authority to

get things done.

 Make employees realize that they are the most valuable assets of

the organisation.

 Have faith in them, trust them & respect them.

 Provide them information & knowledge.

 Keep providing them feedback on their performance.

 Recognize & appreciate their achievements.

61
 Keep their morale high.

HOW TO INCREASE EMPLOYEE RETENTION

Companies have now realized the importance of retaining their

quality workforce. Retaining quality performers contributes to

productivity of the organisation and increases morale among

employees.

Four basic factors that play an important role in increasing

employee retention include salary and remuneration, providing

recognition, benefits and opportunities for individual growth. But are

they really positively contributing to the retention rates of a

company? Basic salary, these days, hardly reduces turnover. Today,

employees look beyond the money factor.

62
Employee retention can be increase by inculcating the following

practices:-

 Open communication:- A culture of open communication

enforces loyalty among employees. Open communication

tends to keep employees informed on key issues. Most

importantly, they need to know that their opinions matter and

that management is 100% interested in their input.

 Employee reward program:- A positive recognition for

work boosts the motivational levels of employees. Recognition

can be made by providing awards like best employees. Of the

63
 month or punctuality award. Project based recognition also

has great significance. The award can de in terms of money.

 Career Development Program:- Every individual is worried

about his/her career. He is always keen to know his career

path in the company. Organisations can offer various technical

certification courses which will helps employee in enhancing

his knowledge.

 Recreation facilities:- Recreational facilities help in keeping

employees away from stress factors. Various recreational

should be arranged. They may include taking employees to

trips annually or bi-annually. Celebrating anniversaries, sports

activities, etc.

 Performance Based Bonus:- A provision of performance

linked bonus can be made wherein an employee is able to

relate his performance with the company profits and hence

will work hard. This bonus should strictly be productivity

based.

Gifts at some occasions:- Giving out some gifts at the time of

one or two festivals to the employees making them feel good and

understand that the management is concerned about them.

64
THE RETENTION DIAGNOSIS

The typical reasons why employee wish to leave organisation for

another are the same: better compensation, better opportunities,

the nature of the job, health problems. At all levels of management,

the pattern remains the same across manufacturing, marketing, and

service companies: junior managers cite compensation as the

primary reason for leaving; managers at all other levels choose

career opportunities; and health and the nature of the job are

relevant only for senior-level and top managers.

THE RETENTION TECHNIQUES:-

Organisations now adopt more than one technique to create an

internal environment that wills employees. As per the survey, the

most popular retention-oriented initiatives include:

65
Increasing the Organisation’s Level of Professionalism

Employees leave companies where intra-organisational interactions

are unstructured, and decisions, ad-hoc and driven more by

personal prejudice rather than professional consideration. By

adopting systems that introduce an element of objectivity into its

internal operations, a company can create a better workplace.

Moving from Family to Professional Management

In most family-managed organisations, professional managers leave

because they cannot see themselves holding key positions, or

functioning with the level of independence that their designations

merit. By inducting professionals into senior management positions,

a company can lower its attritions-rate

Making Performance appraisals objective

Employees like to know how, when, and by whom their performance

is going to be measured. An appraisal process that lists objectives

and measurable criteria for performance appraisal removes the

66
uncertainty in the minds of employees that their superiors can rate

their performance any which way they please.

Involving Employees in the Decision- Making process

People like top work in those organisations where their opinions

count. The higher an employee’s involvement in decision-making,

the higher the organisation’s retention-level. A participative

decision-making process is good; total empowerment, better.

Ensuring a match between Authority & Accountability

Most companies fall into the trap of holding an employee

accountable for a specific activity without empowering her with the

authority to perform it well. Often the situation is exacerbated by

the fact that they vest another employee with the same authority,

but do not hold him accountable.

Measuring Employee Satisfaction

Obsessed with catering to the demands of their external customers,

companies ignore their internal customers. Periodic employee

satisfaction surveys can highlight the potential flash-points, and

enable the company to take corrective action.

67
Designing a compensation package

Money isn’t a motivator, but it is an effective de-motivator. While

organisations that pay best-in-industry salaries may find themselves

unable to use that fact to motivate their employees, those that do

not could find their best employees leaving.

Increasing Organisational Transparency

People do not like to work in black-box like organisations, where

information is rationed out on a need-to-know basis. They prefer a

transparent organisation that is willing to share every aspect of its

functioning with its employees.

Promoting Employees from within

A company that constantly fills vacancies by hiring from outside is

certain to face retention problem. Employees who realize that they

are unlikely to be promoted to fill the fill the vacancies will leave the

organization. Growing your own is a sound retention strategy.

68
Helping Employees acquire new skills

As the job-profiles and desired skill-sets for a particular job change,

companies may feel the need to hire employees with new skills, or

retain their existing employees. Companies that choose to do the

latter will find it easier to retain their people since the training

signals that the organisation values their contribution, and is willing

to invest in upgrading their skills.

Focusing on welfare measures

Employees are not just warm bodies ; they are individuals with

families and lives of their own outside the workplace. Organizations

that recognize this, and help employees achieve a better balance

between life and works are likely to face fewer problems than those

that do not.

Across industry-types, increasing the organization’s level of

professionalism, instituting an objective performance appraisal

system, and ensuring a match between responsibility and authority

are the 3 most- used techniques to improve retention.

SUPPORTING EMPLOYEES

69
Organizations these days want to protect their biggest and most

valuable asset and they want to do this in a best suits their

organizational culture. Retaining employees is a difficult task

Providing support to the employees acts as a mantra for retaining

them. Employers can also support their employees by creating an

environment of trust and inculcating the organizational values into

employees.

The management can support employees directly or indirectly.

Directly, they provide support in terms of personal crises, managing

stress and personal development. Management can support

employees, indirectly, in a no. of ways as follows:

 Manage employee turnover:

Employee turnover affects the whole organization in terms of

productivity. Managing the turnover, hence, becomes an

important task. A proactive approach can be adopted to reduce

attrition. Strategies should be framed in advance and

implemented when the times arrives. Turnover costs should also

be taken into consideration while framing those strategies.

70
 Become employer of choice:

What makes a company an company an employer of choice? Is the

benefit it offers or the compensation packages it gives away to its

employees? Or is it measured in terms of how they value their

employees or in terms of customer satisfaction? Becoming of choice

involves following a road map which tells where to go as a brand.

 Encourage the new recruits:

The newly hired employees are said to be least engaged in the

organization. Keeping them engaged is an important task. The fresh

talent should be utilized to maximum before they start feeling bored

in the organization.

 Optimize employee engagement:

71
An organization’s productivity is measured not only in terms of

employee satisfaction but by employee engagement. Employees are

said to be engaged when they show a positive attitude towards the

organization and express a commitment to remain with the

organization. Employee satisfaction also comes with engagement

level so, organizations should aim to maximize the engagement

among employees.

Coaching and mentoring: Employees whose work performance

suffers due to poor interpersonal relationships or because of lack of

interpersonal skills should be provided proper coaching by their

superiors. Planned coaching sessions help an individual to work

through issues, maximize his potential and return to peak

performance.

MANAGER ROLE IN RETENTION

72
When asked about why employees leave, low salary comes out to be

a common excuse. However research has shown that people join

companies, but leave because of hat their managers’ do or don’t do.

It is seen that managers who respect and value employees’

competency, pay attention to their aspirations, assure challenging

work, value the quality of work life and provided chances for

learning have loyal and engaged employees. Therefore, managers

and team leaders play an active and vital role in employee

retention. Managers and team leaders can reduce the attrition levels

considerably by creating a motivating team culture and improving

the relationships between team members. This can be done in a

following way:-

 Creating a motivating Environment:-

Team leaders who create motivating environment are likely to keep

their team members together for a longer period of time. Motivation

does not necessarily have to come through fun events such as

parties, celebrations, team outings etc. They can also come through

serious events e.g. arranging a talk by the VP of quality on career

opportunities in the field of quality. Employees who look forward to

those events and are likely to remain more engaged.

73
 Standing up for the team:

Team leaders are closest to their team members. While they need to

ensure smooth functioning of their teams by implementing

management decisions, they also need to educate their managers

about the realities on the ground. When agents see the team leader

standing up for them, they will have one more reason to stay in the

team.

 Providing Coaching:

Everyone wants to be successful in his or her current job. However,

not everyone knows how. Therefore, one of the key responsibilities

will be providing coaching that is intended to improve the

performance of employees. Managers often tend to escape this role

by just coaching their employee. However, coaching is followed by

monitoring performance and providing feedback on the same.

 Delegation:

Many team leaders and managers feel that they are the only people who

can do a particular task or job. Therefore, they do not delegate their jobs

as much as they should. Delegation is a great way to develop

competencies.

 Extra Responsibility:

74
Giving extra responsibility to employees is another way to get them

engaged with the company. However, just giving the extra responsibility

does not help. The manager must spend good time teaching the

employees of how to manage responsibilities given to them so that they

don’t feel over burdened.

 Focus on future career:

Employees are always concerned about their future career. A manager

should focus on showing employees his career ladder. If an employee sees

that his current job offers a path towards their future career aspirations,

then they are likely to stay longer in the company. Therefore, managers

should play the role of career counsellors as well.

75
RESEARCH METHODOLOGY

Research Statement:-

Research in common parlance refers to a search for knowledge.

Research as a scientific and systematic search for pertinent

information on a specific topic.

76
My research statement is to carryout the study for effective

implementation & effectiveness of strategies relating to retention of

employees.

RESEARCH METHOOLOGY :-

Research methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how

research is done scientifically. It means the various steps that are

adopted by a researcher in studying his problem along with logic

behind them.

 Research Design:-

A research Design is the arrangement of conditions for collection

and analysis of data in a manner that aims to combine relevance to

the research purpose with economy in procedure. Research Design

is the conceptual structure within which research is conducted; it

constitutes the blueprint for the collection, measurement and

analysis of data.

There are different type of research design :-

 EXPLORATORY DESIGN :- It is done to gain familiarity with an

unfamiliar problem , about which researcher has little or no

knowledge.It is similar to a doctors intial investigation of a

patient suffering from an unknown disease for getting for

clues for identifying it.

77
  DESCRIPTIVE DESIGN:- It is a fact finding investigation which

adequate interpretation. It is more specific than an exploratory

study as it focuses on particular aspect of the problem

studied.

 DIAGNOSTIC DESIGN:- It is directed towards to discoverig

what is happening, why it is happening & what can be done

about. It aims at identifying the causes of the problem & the

possible solution for them .

 EXPERIMENTAL DESIGN: - It is designed to assess the effect of

particular variable on a phenomenon by keeping the other

variable constant. It aims at determining whether and in what

manner variable are related to each other.

I have used descriptive design as my research design.

 Sampling design :

A sample design is a definite plan for obtaining a sample from a

given population. It refers to the technique or the procedure the

researcher would adopt in selecting items for the sample. Sample

design may lay down the number of items to be included in the

sample.

STEPS IN SAMPLE DESIGN :-

 Type of universe:- The first step in developing any sample

design is to clearly define the set of objects, technically called

the Universe, to the studied. The universe can be finite or

78
 infinite. In finite universe the number of items is certain, but

in case of an infinite universe the number of items is infinite.

 Sampling unit: - A decision has t be taken concerning a

sampling unit before selecting sample. Sampling unit may be

geographical one such as state, district, village, etc.

Department No. of employees

Purchase 10

Finance 20

SEA Plant 20

Computer Division 10

Component 20

PCB Plant 20

% of employees taken = (100/2144) = 4.7 %

Research findings are drawn from the survey conducted among 4.7

% of employees.

 Source list :- It is also known as ‘SAMPLING FRAME” from

which sampleis tobe drawn. It contains the names of all items

of a universe (in case of finite universe only)

 Sample size:- It refers to the number of items to be selected

from the universe to constitute a sample.

79
 I have taken a batch of 100 employees from every department

in order to conduct my survey.

 Parameters of interest:- In determining the sample design,

one must consider the question of the specific population

parameters which are of interest.

 Budgetary Constraint:- Cost considerations, from practical

point of view, have a major impact upon decisions relating to

not only the size of the sample but also to the type of sample.

 Sampling Procedure:- Finally, the researcher must decide

the type of sample he will use i.e ,he must decide about the

technique to be used in selecting the items for the sample.

My sampling technique :- Simple random sampling

 Data Collection:

Data collection is a key for activity of social research. The design of

data collection method is the backbone of research design. There

are two type of data collection method i.e.

C) Survey Method:

It is also known as primary source. These source are generally of

three types:

 Personal collection of data through face to face interview.

80
 Online interview in industries countries.

 Survey through questionnaire.

D) Observation Method:

It is secondary source. In this method the data is personally

collected by the researcher or his agent. It can be structured or

unstructured, formal or informal, participant or non- participant

and controlled or uncontrolled.

ANALYTICAL TOOL

A structured non-disguised employee response form was

developed as a research instrument. All type of question are

included in the questionnaire.

 Questionnaire:

This is the most popular tool for data collection. A questionnaire

contains questions that the researcher wishes to ask his

respondents which is always guided by the objectives of the

study.

81
82
EMPLOYEE RETENTION SURVEY SUMMARY

The survey asked respondents to rate the degree of importance or

level of agreement with a number with a number of statements

related to:

 Benefits

 Retention Strategies

 Organizational Culture

 Personal & Job Satisfaction

83
RESEARCH FINDINGS:

Why do you stay with Government ?

Participants shared similar sentiments that reflect the positive

attitudes most public servants have about their job. Comments

commonly heard from all groups included :

 “I like my job”.

 “I want to make a difference”.

 “I believe in the mission of the agency”.

 “I work for the money / benefits”.

What makes you think about leaving government?

Employees shared similar negative sentiments that reflect the

obstacles most public servants encounter throughout their career.

Comments commonly heard from all groups included:

 Low salaries

 Too much time in between tests

84
  Career mobility issues

 Takes too long to earn a promotion

 Too much bureaucracy that prevents me from getting the job

done

 BENEFITS

The first section of the survey asked respondents to rate the

benefits of employment on a scale from 1 to 5, where 1= not very

important.

For human resource professionals, the retirement plan and health

and related benefits were rated as most important, followed by

leave benefits and salary / compensation. The items rated as least

important by this group, were the lifework’s resource and referral

program and the Employee Assistance Program.

For other employees, salary/ compensation and health and related

benefits were ranked the most important, followed by leave benefits

and retirement plan. Items of least importance were the lifework’s

resource and referral program and the Employee Assistance

Program, respectively. The lowest rated benefits were the Employee

Assistance Program and the Lifework’s resource and referral

program.

 STRATEGIES

85
The next section of the survey asked respondents to indicate what

retention strategies were being used in their agencies, and how

important each strategy was to them, whether or not

It was available.

Human resource professionals rated training opportunities – job

related, alternative work schedules, and wellness programs as the

three most important retention strategies, annual performance

appraisals and the Employee Suggestion Program were the lowest

ranked retention strategies for this group.

For other employees, job rotations and new assignments, training

opportunities- job related, were rated as the most important

retention strategies, followed in a tie by alternative work schedules,

wellness program, Voluntary Reduction in Work schedules, and

rewards and recognition. The strategies rated as least important by

this group are the Employee Suggestion Program.

 ORGANIZATIONAL CULTURE

This section asked respondents to rate their level of agreement or

disagreement with a number of statements related to organizational

culture on a scale of 1 to 5, where 1= strongly disagree and 5= strongly

agree.

86
73% of employees agreed or strongly agreed that employees are often

given the opportunity to be part of task groups and assignments outside of

their core job responsibilities. Only 39% of the human resource

professionals agreed with this statement.

69% agreed or strongly agreed that their agency has a culture that

recognizes and value diversity, while another 23% disagreed or strongly

disagreed with that statement.

54% of HR professionals strongly disagreed or disagreed that

supervisors in their agencies discussed development plans with

employees at least every six months. 46% of HR professionals

strongly disagreed or disagreed that agency has a career

development program that help people become more aware of and

responsible for their own career development.

46% OF HR professional strongly agreed or agreed that working on a

new project was an open process with few barriers; however, 31%

disagreed strongly or disagreed with this statement.

69% of HR professionals agreed or strongly agreed that their agency

had a culture that recognizes &value diversity. 62% also agreed or

strongly agreed that employees in their agency are treated with

fairness and respect.

PERSONAL SATISFACTION

87
The three groups were asked to rate how satisfied they were with

various elements of the job on a scale from 1 to 5, where 1= not at

all satisfied and 5= very satisfied. The highest ranked items for each

group are noted in the table below:

Human Resource Other Employees

Professionals
The amount of job security I have The chance to help other people

. while at work.
The degree of respect and fair The amount of job security I

treatment I receive from my have.

boss.
How secure things look for me in The amount of pay and fringe

the future of my organization. benefits I receive.

The chance to help other people The amount of independent

while at work. thought and action I can exercise

in my job.

21% of employees indicated they were very or somewhat

dissatisfied with the existence of established career ladders. 62%

Of human resource professionals were very or somewhat dissatisfied

with the availability of promotional opportunities.

88
RECOMMENDATIONS:

Following are my suggestions to increase the retention level of

employees:

 The HR manager should conducts the exit interview so that

they can use this interview as feedback received from the

employees which is used as an input for improvement and

future planning. Exit interview are an ideal way of recording

and analyzing the factors that have led employees to leave

the organization. They allow an organization to understand the

reasons for leaving and underlying issues.

 ITI Mankapur should create the Employee Retention Cell (ERC).

It is specifically constituted to understand any aspirations,

grievances of the employer which did not meet his/her

expectation in the industry.

 Manager should improve the career advancement in this

industry. Employee, who had performed outstandingly, must

be promoted instantly. By this employee would get the

impression that promotion being done on the basis of

89
 performance and not on the basis of seniority. Promotion

should not be done on timely basis.

 Once in a year, suggestions from the employees should be

collected in the form of “FEEDBACK”. Applicable suggestions

must be implemented and name of the employee, who has

given the suggestions, should be announced. By this,

employee will feel that are being involved in the decision

making process of the management.

CONCLUSION

In conclusion, the Management of Organizations could use this piece of

advice :

Take good care of your precious Human Resource.

Only then will they be contented and work with

absolute force.

Watch out for the industry and its completion

Where there are opportunities galore and

abundance of temptation”

90
BIBLIOGRAPHY

1) Current Annual Report of ITI. Mankapur

2) Reference from the HR department

3) Library of ITI Mankapur

4) Profile of ITI Ltd. By ITI Ltd. Manual

5) Internet

91
  www.itiltd-india.com

 www.businessworld.in

 www.allbusiness.com

EMPLOYEE RETENTION SURVEY

92
As part of this data gathering, I request you kindly to complete this

survey so that I can find out your perception about various aspects

of employment. All responses will be kept confidential and reported

in the aggregate only.

Benefits

Not at Not Neutral Somewh Very

all very at Importa

Impor- Importa Importa nt

Tant nt nt
Salary/

Compensatio

n
Leave

benefits(inclu

ding sick,

vacation,

personal,

paid

holidays)
Retirement

Plan
Health and

related

benefits(heal

93
th insurance,

vision,

dental,

prescription)
Long-term

care

insurance
Tuition

Reimbursem

ent
Deferred

Compensatio

n
Employee

Assistance

Program(EAP

)
Lifeworks(res

ource and

referral)

Please rate the following benefits of employment on a scale of 1 to

5, where 1= not at all important and 5= very important.

94
Salary Compensation

Not at all important

Not very important
Neutral
Somewhat important
Very important

95
Retirement plan

Not at all important

Not very important
Neutral
Somewhat important
Very important

96
Health related benefits

Not at all important

Not very important
Neutral
Somewhat important
Very important

97
Leave benefits

Not at all important

Not very important
Neutral
Somewhat important
Very important

98
Lifeworks Resource

Not at all important

Not very important
Neutral
Somewhat important
Very important

99
Referral programme

Not at all important

Not very important
Neutral
Somewhat important
Very important

100
Employee Assistance Programme

Not at all important

Not very important
Neutral
Somewhat important
Very important

101
Strategies

Please indicate if any of the following strategies are available in tour

industry. Then rate how important each item is to you, whether its

available or not, on a scale from 1 to 5 where 1= not at all important

and 5= very important.

Availabl Not at Not Neutr Some- Very

e? YES All very al What Impo-

NO Importa Import Import rtant

nt ant ant
Alternative

Work

Schedule(AW

S)
Wellness

Programs
Telecommuti

ng/Work

At Home
Mentoring/Co

aching
Job Rotation

102
and New

Assignments
Help with

career

planning

Alternative work schedule

Not at all important

Not very important
Neutral
Somewhat important

Very important

103
Job related opportunity

Not at all important

Not very important
Neutral
Somewhat important
Very important

104
Wellness programme

Not at all important

Not very important
Neutral
Somewhat important
Very important

105
Coaching

Not at all important

Not very important
Neutral
Somewhat important
Very important

106
Annual performance appraisals

Not at all important

Not very important
Neutral
Somewhat important
Very important

107
Alternative work schedule

Not at all important

Not very important
Neutral
Somewhat important
Very important

108
Organizational Culture

Please rate the following statements on a scale of 1to 5, where 1=

strongly disagree and 5= strongly agree

Strongl Disagre Neither Agree Strongl

y e agree y

Disagre Nor Agree

e Disagre

e
Supervisors

in our

industry sit

down with

employees

and discuss

their

development

plans at least

every 6

months.
Employees

are often

given the

109
opportunity

to be part of

task groups

and

assignments

outside their

core job

responsibilitie

s.
Our industry

has a career

development

program that

helps people

become more

aware of and

responsible

for their own

career

development.

Working on a

new project

or

assignment is

an open

110
process with

few barriers.

Supervisors

communicate

effectively

with

employees.
Our industry

has a culture

that

recognizes

and values

diversity.
There is an

environment

of openness

and trust in

our industry.
Employees in

our industry

are treated

with fairness

and respect.
Supervisors

111
spend a good

deal of time

listening to

employee’s

ideas.
Supervisors

have a style

that

empowers

people to

take

responsibility

and

authority.

Opportunity for growth

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

112
Assignments outside of their core job responsbility

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

113
Recognition of value diversity

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

114
Development plans

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

115
Work on new project

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

116
Fair treatment

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

117
Personal Satisfaction

Please rate the following statements on a scale of 1 to 5, where 1=

very dissatisfied and very satisfied

Very Somewh Neither Somewh Very

Dissatisf at Dissatisf at Satisfie

ied dissatisf ied or Satisfie d

ied Satisfied d
Opportunitie

s for

personal

growth and

development

in my job.
The feeling

of

worthwhile

accomplishm

ent I get

from doing

my job.
The amount

of

118
independent

thought and

action I can

exercise in

my job.
The amount

of challenge

in my job.
The amount

of job

security I

have.
How secure

things look

for me in the

future of my

organization.
The amount

of pay and

fringe

benefits I

receive.

119
The degree

to which I am

fairly paid for

what I

contribute to

my

organization.
The people I

talk to and

work with on

my job.
The chance

to get to

know other

people while

on the job.
The chance

to help other

people while

at work.
The degree

of respect

and fair

120
treatment I

receive from

boss.
The amount

of support

and

guidance I

receive from

my

supervisor.
The overall

quality of the

supervisor I

receive in

my work

.
The safety of

my work

environment.
The

availability of

promotional

opportunities

.
Opportunitie

s to learn

new things

121
from my

work.

Opportunity for personal growth

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

122
Quality of supervisors

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

123
Independency

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

124
Challenging job

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

125
Fringe benefits

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

126
Fair payment and treatement

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

127
Amount of support

Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied

128
Career Plans

As you thing to the future, which of the following best describes your

career plans at this time?

 Retire or leave employment within 1-2 years

 Retire or leave employment within3-5 years

 Retire or leave employment within 6-10 years

129
 No plans to retire or leave employment in the

Foreseeable future

Retire or leave employment

Within 1-2 year

Within 3-5 year
Within 6-10 year
No plans

130
 Thankyou

for

Completing the survey!

131
132
TOPIC

My Topic of report is” EMPLOYEE RETENTION TECHNIQUE AT

ITI Ltd MANKAPUR”.

OBJECTIVE

The survey wanted to explore:

 Will employee stay? Why or why not?

 How do they feel about their organization’s their organization’s
direction?
 How they feel about their jobs ?
 What can most improve their satisfaction & performance?
 What do they think about their relationship with their manager?

133
RESEARCH METHODOLOGY

Research Methodology is a common parlance search for new knowledge

of a certain topic.

Research Methodology is basically giving the description of the methods

of data collection& Analytical Tools.
In my report, we use primary data as well as secondary data also. For data
collection, I have taken use of Survey Method & Observation Method .
For Analysis, I have used Questionnaire as the Analytical Tool.

FINDINGS AND SUGGESTIONS

The survey asked respondents to rate the degree of Importance or level of

agreement with a number of statements related to:

134
  BENEFITS
 RETENTION STRATEGIES
 ORGANIZATIONAL CULTURE
 PERSONAL & JOB SATISFACTION

Following are my suggestions:

 The HR Manager should conducts the Exit Interview.

 ITI Mankapur should create the Employee Retention Cell.
 Manager should improve the advancement in this Industry.
 Once in a year, suggestions from the employees should be collected
in the form of FEEDBACK.

135
TOPIC

The topic of my report is “ Employee Retention Techniques At ITI Ltd”.

Why I have choosen the topic employee retention

The key to any industry is its employees. They are crucial , they are by far
the most important , most challenging factor here . The employees of an
organisation also play a vital role in taking the brand value forward . So,
its very challenging to retain employees who fit the requirements &
criterion of the organisation. Key to success in any industry is getting the
right people on board, but training them & retaining them is even more
crucial .

136
137
What is Employee Retention ?

The picture states the latest statement that corporate believes in

“Love them or Lose them”

Employee Retention involves taking measures to encourage employees to

remain in the organisation for the maximum period of time . Corporate is
facing a lot of problems in employee retention these days. Hiring
knowledgeable people for the job is essential for an employer . But
retention is more important than hiring . There is no dearth of
opportunites for talented person. There are many organisations which are
looking for such employees. If a person is not satisfied by the job he is
doing , he may switch over to some other more suitable job.

138
In today’s environment it becomes very important for organisation to
retain their employees. The top organisations are on the top because they
value their employees and they know how to keep themglued to the
organisation. Employees stay and leave organisation for some reasons.
The reason may be personal or professional. These reasons should be
understood by the employer and should be taken care of. The
organisations are becoming awre of these reasons and adopting many
strategies for employee retention.

In this section we are going to study various topics related to employee

retention, why is it needed, basic practices , myths , etc . in detail .

Employee retention is a process in which the employees are encouraged

to remain with the organisation for the maximum period of time or until
the completion of the project.
Employee retention is beneficial for the organisation as well as the
employee.

Employees today are different. They are not the ones who don’t have
good opportunities in hand. As soon they feel dissatisfied with the current
employer or the job, they switch over to the next job. It is the
responsibility of the employer to would be left with no good employees.
A good employer should know how to attract and retain its employees.
Retention involves five major things:-
 Compensation
 Environment
 Growth
 Relationship
 Support

139
Compensation Environment Growth

Relationship Support

4 WAYS TO KEEP GOOD EMPLOYEES :

A Simple Retention Framework

Keeping good people is never easy. Employment is about relationships :

specifically the relationship between an individual with changing needs,
increasing experience, growing knowledge, and intellectual capital and an
organisation that exists in a changing market place with ever evolving
needs. To maintain the employement relationship, employers have a huge
responsibility. First of all, they need to clerly know how their best
employees are. They also need to keep their employees informed, help
them maintain and develop skills, and encourage them to build networks
& internal relationships.

None of these things cost much when compared to the cost of recruiting
and developing new employees, and none of these are really hard to do.

140
But to put them into place does require a change of mindset and a
willingness to break ( or at least stretch ) the usual policies and rules that
exist in many organisations. Good HR and good recruiting is, after all,
about treating people fairly – but not necessarily the same .

Here are those four requirements for building lasting loyality and
strong employee- employer relationship :-

 Have a performance management system that works.

Let employees know where they stand and how they are performing.
Offer the opportunity to move within the company to jobs that may fit
their skills and interests better. Keep the bureaucracy to a minimum and
remove time constrictions. A major reason for employee unease and
anger is insecurity over how their performance will be assessed. Very few
employees have strategic performance objectives or spend time
periodically reviewing their achievements with their boss.

Many employee , unfortunately, have goals and objectives that are not
strategic and lead to fear and self doubt. For example, a colleague told me
about a recant lay off she was part of. While the employee who was being
let go had an excellent performance rating, so did almost every other
employee in the organisation. The way performance was assessed
provided no meaningful information to either the organisation or the
individual.

 Keep employees informed

Silence is the greatest enemy of retention. When management does not

update the employees on the financial and business state of the company
and when rumours can be counted by minute, turnover goes up and
productivity goes down. While some people (usually “B” and “ C”
players ) hunker down and hide, the best ones start looking. I can’t tell
you how many excellent employees who are highly valued have left their
employers because of business uncertainty. No one expects assurances or
guarantees; what they hope for is an understanding of trends. Are things
better, the same , or worse ? Are customers leaving ? How is sales volume
?

Relationships thrive on the exchange of information. The oganisation also

needs conduits for employees to let them know about changes in their
development, classes taken, and new slkills acquired. Employees want the

141
employers to use this information to help them find promotions or new
positions within the organisation that will offer them a greater challenge
or more financial incentive. The two-way communication between
employer & employees is as critical as performance management.

 Educate employees all the time

In bad times, employees have time to soak up new information. Education

and development are the cheapest retention tools in your arsenal. We are
in a talent war ( even if that’s hard to see right now ) and everything has
to be tried. Locking people into degree or certificate programs is almost a
guarantee that they will remain with your firm until they complete the
program. Most will be loyal and thankful. And all of them will be better
educated and hopefully more productive employees. This is a big plus for
large organisation, and you should be capitalizing on this right now.

But development can also occur through on-the-job development and

through many informal networks and conversations. Every employer
should encourage employees to transfer to different positions frequently
and institute rewards for managers who let their people go to other
departments and who focus on developing their staff.

Many employees who leave organisation are simply looking for a bigger
challenge or the opportunity to use a new skills or degree. Smart
organisations will encourage this and motivate managers to source and
hire internally whenever possible- even if it will require a bit of training.

 Help every employee build a social network.

Employees are frequently devoted to fellow employees and feel strong

attachments to them. This is what keeps many people from job hoping.
We all know how powerful networks are, and companies that actively
promote employee interaction and teamwork have less discontent and less
turnover than those that keep employees apart or at odds.

I recommend starting clubs and social groups wihin the company that
work and play together. Some companies form college clubs for new
college grads that help them become oriented to the firm and meet other
new hires. This trends to raise the level of commitment they have to the
organisation and reduces turnover.

142
Internal networks are powerful binding devices. Encouraging internal
blogging, the use of virtual communications tols like SMS or IM, the use
of video conferencing. These can be strengthen networks and extent them
globally. Knowledge is a powerful retention tool, and naivety and
ignorance can best be combated by sharing of ideas and experiences
between people from many firms.

There us nothing that I have written here that is new. Employee retention
is about applying the golden rule; do for employees what you want done
for yourself. It is 90% common sense.

THE IMPORTANCE OF EMPLOYEE RETENTION

Why is retention so important? Is it just to reduce the turnover costs?

Well, the answer is a definite no. It’s not only the cost incurred by a
company or industry emphasises the need of retaining employees but also
the need to retain talented employees from getting poached. The process
of employee retention will benefit an organisation in the following ways:-

The cost of turnover:

The cost of employee turnover adds hundreds of thousands of money to a

company’s expenses. While it is difficult to fully calculate the cost of
turnover( including hiring costs, training costs, and productivity loss ) ,
industry experts often quote 25% of the average employee salary as a
conservative estimate.

Loss of company

143
When an employee leaves, he takes with him valuable knowledge about
the company, customers, current projects and past history( sometimes to
competitors), often much time and money has been spent on the employee
in expectation of a future return. When the employee leaves, the
investment is not realized.

Interruption of customer service:

Customers and clients do business with a company in part because of the

people. Relationships are developed that encourage continued
sponsorship of the business. When an employee leaves, the employee
built for the company are severed, which could lead to potential customer
loss.

Turnover leads to more turnovers:

When an employee terminates, the effect is felt throughout the

organisation. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.

Goodwill of the company:

The goodwill of a company is maintained when the attrition rates are low.
Higher retention rates motivate potential employees to join the
organisation.

Regaining efficiency:

If an employee resigns, then good amount of time is lost in hiring a new

employee and training him/her and this goes to the loss of the company
directly which

144
EMPLOYEE RETENTION STRATEGIES

The basic practices which should be kept in mind in the employee

retention strategies are:

 Hire the right people in the right place.

 Empower the employees: Give the employees the authority to get

things done.

 Make employees realize that they are the most valuable assets of the
organisation.

 Have faith in them, trust them & respect them.

 Provide them information & knowledge.

 Keep providing them feedback on their performance.

 Recognize & appreciate their achievements.

145
 Keep their morale high.

 Create an environment where the employees want to work & have fun.

HOW TO INCREASE EMPLOYEE RETENTION

Companies have now realized the importance of retaining their quality

workforce. Retaining quality performers contributes to productivity of the
organisation and increases morale among employees.

Four basic factors that play an important role in increasing employee

retention include salary and remuneration, providing recognition, benefits
and opportunities for individual growth. But are they really positively
contributing to the retention rates of a company? Basic salary, these days,
hardly reduces turnover. Today, employees look beyond the money
factor.

146
Employee retention can be increase by inculcating the following
practices:-

 Open communication:- A culture of open communication

enforces loyalty among employees. Open communication tends to
keep employees informed on key issues. Most importantly, they
need to know that their opinions matter and that management is
100% interested in their input.
 Employee reward program:- A positive recognition for work
boosts the motivational levels of employees. Recognition can be
made by providing awards like best employees. Of the month or
punctuality award. Project based recognition also has great
significance. The award can de in terms of money.

 Career Development Program:- Every individual is worried

about his/her career. He is always keen to know his career path in
the company. Organisations can offer various technical certification
courses which will helps employee in enhancing his knowledge.

147
  Recreation facilities:- Recreational facilities help in keeping
employees away from stress factors. Various recreational should be
arranged. They may include taking employees to trips annually or
bi-annually. Celebrating anniversaries, sports activities, etc.

 Performance Based Bonus:- A provision of performance linked

bonus can be made wherein an employee is able to relate his
performance with the company profits and hence will work hard.
This bonus should strictly be productivity based.

Gifts at some occasions:- Giving out some gifts at the time of one or
two festivals to the employees making them feel good and understand
that the management is concerned about them.

THE RETENTION DIAGNOSIS

The typical reasons why employee wish to leave organisation for another
are the same: better compensation, better opportunities, the nature of the
job, health problems. At all levels of management, the pattern remains the
same across manufacturing, marketing, and service companies: junior
managers cite compensation as the primary reason for leaving; managers
at all other levels choose career opportunities; and health and the nature
of the job are relevant only for senior-level and top managers.

THE RETENTION TECHNIQUES:-

Organisations now adopt more than one technique to create an internal

environment that wills employees. As per the survey, the most popular
retention-oriented initiatives include:

Increasing the Organisation’s Level of Professionalism

148
Employees leave companies where intra-organisational interactions are
unstructured, and decisions, ad-hoc and driven more by personal
prejudice rather than professional consideration. By adopting systems that
introduce an element of objectivity into its internal operations, a company
can create a better workplace.

Moving from Family to Professional Management

In most family-managed organisations, professional managers leave

because they cannot see themselves holding key positions, or functioning
with the level of independence that their designations merit. By inducting
professionals into senior management positions, a company can lower its
attritions-rate

Making Performance appraisals objective

Employees like to know how, when, and by whom their performance is

going to be measured. An appraisal process that lists objectives and
measurable criteria for performance appraisal removes the uncertainty in
the minds of employees that their superiors can rate their performance
any which way they please.

Involving Employees in the Decision- Making process

People like top work in those organisations where their opinions count.
The higher an employee’s involvement in decision-making, the higher the
organisation’s retention-level. A participative decision-making process is
good; total empowerment, better.

Ensuring a match between Authority & Accountability

Most companies fall into the trap of holding an employee accountable for
a specific activity without empowering her with the authority to perform
it well. Often the situation is exacerbated by the fact that they vest another
employee with the same authority, but do not hold him accountable.

Measuring Employee Satisfaction

Obsessed with catering to the demands of their external customers,

companies ignore their internal customers. Periodic employee satisfaction
surveys can highlight the potential flash-points, and enable the company
to take corrective action.

149
Designing a compensation package

Money isn’t a motivator, but it is an effective de-motivator. While

organisations that pay best-in-industry salaries may find themselves
unable to use that fact to motivate their employees, those that do not
could find their best employees leaving.

Increasing Organisational Transparency

People do not like to work in black-box like organisations, where

information is rationed out on a need-to-know basis. They prefer a
transparent organisation that is willing to share every aspect of its
functioning with its employees.

Promoting Employees from within

A company that constantly fills vacancies by hiring from outside is

certain to face retention problem. Employees who realize that they are
unlikely to be promoted to fill the fill the vacancies will leave the
organization. Growing your own is a sound retention strategy.

Helping Employees acquire new skills

As the job-profiles and desired skill-sets for a particular job change,

companies may feel the need to hire employees with new skills, or retain
their existing employees. Companies that choose to do the latter will find
it easier to retain their people since the training signals that the
organisation values their contribution, and is willing to invest in
upgrading their skills.

Focusing on welfare measures

Employees are not just warm bodies ; they are individuals with families
and lives of their own outside the workplace. Organizations that
recognize this, and help employees achieve a better balance between life
and works are likely to face fewer problems than those that do not.
Across industry-types, increasing the organization’s level of
professionalism, instituting an objective performance appraisal system,
and ensuring a match between responsibility and authority are the 3 most-
used techniques to improve retention.

150
SUPPORTING EMPLOYEES

Organizations these days want to protect their biggest and most valuable
asset and they want to do this in a best suits their organizational culture.
Retaining employees is a difficult task Providing support to the
employees acts as a mantra for retaining them. Employers can also
support their employees by creating an environment of trust and
inculcating the organizational values into employees.

The management can support employees directly or indirectly. Directly,

they provide support in terms of personal crises, managing stress and
personal development. Management can support employees, indirectly, in
a no. of ways as follows:

 Manage employee turnover:

Employee turnover affects the whole organization in terms of

productivity. Managing the turnover, hence, becomes an important
task. A proactive approach can be adopted to reduce attrition.
Strategies should be framed in advance and implemented when the

151
 times arrives. Turnover costs should also be taken into consideration
while framing those strategies.

 Become employer of choice:

What makes a company an company an employer of choice? Is the

benefit it offers or the compensation packages it gives away to its
employees? Or is it measured in terms of how they value their employees
or in terms of customer satisfaction? Becoming of choice involves
following a road map which tells where to go as a brand.

 Encourage the new recruits:

The newly hired employees are said to be least engaged in the

organization. Keeping them engaged is an important task. The fresh talent
should be utilized to maximum before they start feeling boredin the
organization.

 Optimize employee engagement:

An organization’s productivity is measured not only in terms of employee

satisfaction but by employee engagement. Employees are said to be
engaged when they show a positive attitude towards the organization and
express a commitment to remain with the organization. Employee

152
satisfaction also comes with engagement level so, organizations should
aim to maximize the engagement among employees.

Coaching and mentoring: Employees whose work performance suffers

due to poor interpersonal relationships or because of lack of interpersonal
skills should be provided proper coaching by their superiors. Planned
coaching sessions help an individual to work through issues, maximize
his potential and return to peak performance.

MANAGER ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a
common excuse. However research has shown that people join
companies, but leave because of hat their managers’ do or don’t do. It is
seen that managers who respect and value employees’ competency, pay
attention to their aspirations, assure challenging work, value the quality of
work life and provided chances for learning have loyal and engaged
employees. Therefore, managers and team leaders play an active and vital
role in employee retention. Managers and team leaders can reduce the
attrition levels considerably by creating a motivating team culture and
improving the relationships between team members. This can be done in a
following way:-

 Creating a motivating Environment:-

Team leaders who create motivating environment are likely to keep their
team members together for a longer period of time. Motivation does not
necessarily have to come through fun events such as parties, celebrations,
team outings etc. They can also come through serious events e.g.

153
arranging a talk by the VP of quality on career opportunities in the field
of quality. Employees who look forward to those events and are likely to
remain more engaged.

 Standing up for the team:

Team leaders are closest to their team members. While they need to
ensure smooth functioning of their teams by implementing management
decisions, they also need to educate their managers about the realities on
the ground. When agents see the team leader standing up for them, they
will have one more reason to stay in the team.

 Providing Coaching:

Everyone wants to be successful in his or her current job. However, not

everyone knows how. Therefore, one of the key responsibilities will be
providing coaching that is intended to improve the performance of
employees. Managers often tend to escape this role by just coaching their
employee. However, coaching is followed by monitoring performance
and providing feedback on the same.

 Delegation:

Many team leaders and managers feel that they are the only people who
can do a particular task or job. Therefore, they do not delegate their jobs
as much as they should. Delegation is a great way to develop
competencies.

 Extra Responsibility:

Giving extra responsibility to employees is another way to get them

engaged with the company.However, just giving the extra responsibility
does not help. The manager must spend good time teaching the
employees of how to manage responsibilities given to them so that they
don’t feel over burdened.

 Focus on future career:

Employees are always concerned about their future career. A manager

should focus on showing employees his career ladder. If an employee
sees that his current job offers a path towards their future career
aspirations, then they are likely to stay longer in the company. Therefore,
managers should play the role of career counsellors as well.

154
RESEARCH METHODOLOGY

 Universe of study:

I have taken ITI Limited company at Mankapur for my reaserch report.

 Sample Size:

The report was made on the basis of analysis & presented with findings
and suggestions. Imformation is collected through primary data.
I have taken a batch of 100 employees from every department in order to
conduct my survey.

Department No. of employees

Purchase 10
Finance 20
SEA Plant 20
Computer Division 10

155
Component 20
PCB Plant 20

% of employees taken = ( 100/2144 ) = 4.7 %

Research findings is drawn from the survey conducted among 4.7 % of
employees.

 Data Collection:

Data collection is a key for activity of social research. The design of data
collection method is the backbone of research design. There are two type
of data collection method i.e.

E) Survey Method:

It is also known as primary source. These source are generally of three

types:

 Personal collection of data through face to face interview.

 Online interview in industries countries.
 Survey through questionnaire.

F) Observation Method:

It is secondary source. In this method the data is personally collected

by the researcher or his agent. It can be structured or unstructured,
formal or informal, participant or non- participant and controlled or
uncontrolled.

ANALYTICAL TOOL

A structured non-disguised employee response form was developed as

a research instrument. All type of question are included in the
questionnaire.

156
 Questionnaire:

This is the most popular tool for data collection. A questionnaire

contains questions that the researcher wishes to ask his respondents
which is always guided by the objectives of the study.

157
EMPLOYEE RETENTION SURVEY SUMMARY

The survey asked respondents to rate the degree of importance or level of

agreement with a number with a number of statements related to:

 Benefits
 Retention Strategies
 Organizational Culture
 Personal & Job Satisfaction

RESEARCH FINDINGS:

Why do you stay with Government ?

Participants shared similar sentiments that reflect the positive attitudes

most public servants have about their job. Comments commonly heard
from all groups included :

 “I like my job”.
 “I want to make a difference”.

158
  “I believe in the mission of the agency”.
 “I work for the money / benefits”.

What makes you think about leaving government?

Employees shared similar negative sentiments that reflect the obstacles

most public servants encounter throughout their career. Comments
commonly heard from all groups included:

 Low salaries
 Too much time in between tests
 Career mobility issues
 Takes too long to earn a promotion
 Too much bureaucracy that prevents me from getting the job done

 BENEFITS

The first section of the survey asked respondents to rate the benefits of
employment on a scale from 1 to 5, where 1= not very important.
For human resource professionals, the retirement plan and health and
related benefits were rated as most important, followed by leave benefits
and salary / compensation. The items rated as least important by this
group, were the lifework’s resource and referral program and the
Employee Assistance Program.
For other employees, salary/ compensation and health and related benefits
were ranked the most important, followed by leave benefits and
retirement plan. Items of least importance were the lifework’s resource
and referral program and the Employee Assistance Program, respectively.
The lowest rated benefits were the Employee Assistance Program and the
Lifework’s resource and referral program.

 STRATEGIES

The next section of the survey asked respondents to indicate what

retention strategies were being used in their agencies, and how important
each strategy was to them, whether or not
It was available.
Human resource professionals rated training opportunities – job related,
alternative work schedules, and wellness programs as the three most
important retention strategies, annual performance appraisals and the

159
Employee Suggestion Program were the lowest ranked retention
strategies for this group.
For other employees, job rotations and new assignments, training
opportunities- job related, were rated as the most important retention
strategies, followed in a tie by alternative work schedules, wellness
program, Voluntary Reduction in Work schedules, and rewards and
recognition. The strategies rated as least important by this group are the
Employee Suggestion Program.

 ORGANIZATIONAL CULTURE

This section asked respondents to rate their level of agreement or

disagreement with a number of statements related to organizational
culture on a scale of 1 to 5, where 1= strongly disagree and 5= strongly
agree.

73% of employees agreed or strongly agreed that employees are often

given the opportunity to be part of task groups and assignments outside of
their core job responsibilities. Only 39% of the human resource
professionals agreed with this statement.

69% agreed or strongly agreed that their agency has a culture that
recognizes and value diversity, while another 23% disagreed or strongly
disagreed with that statement.

54% of HR professionals strongly disagreed or disagreed that supervisors

in their agencies discussed development plans with employees at least
every six months. 46% of HR professionals strongly disagreed or
disagreed that agency has a career development program that help people
become more aware of and responsible for their own career development.
46% OF HR professional strongly agreed or agreed that working on a
new project was an open process with few barriers; however, 31%
disagreed strongly or disagreed with this statement.

160
69% of HR professionals agreed or strongly agreed that their agency had
a culture that recognizes &value diversity. 62% also agreed or strongly
agreed that employees in their agency are treated with fairness and
respect.

PERSONAL SATISFACTION

The three groups were asked to rate how satisfied they were with various
elements of the job on a scale from 1 to 5, where 1= not at all satisfied
and 5= very satisfied. The highest ranked items for each group are noted
in the table below:

Human Resource Professionals Other Employees

The amount of job security I have .
The chance to help other people
while at work.
The degree of respect and fair The amount of job security I have.
treatment I receive from my boss.
How secure things look for me in The amount of pay and fringe
the future of my organization. benefits I receive.
The chance to help other people The amount of independent thought
while at work. and action I can exercise in my job.

21% of employees indicated they were very or somewhat dissatisfied with

the existence of established career ladders. 62%
Of human resource professionals were very or somewhat dissatisfied with
the availability of promotional opportunities.

161
RECOMMENDATIONS:

Following are my suggestions to increase the retention level of

employees:

 The HR manager should conducts the exit interview so that they

can use this interview as feedback received from the employees
which is used as an input for improvement and future planning.
Exit interview are an ideal way of recording and analyzing the
factors that have led employees to leave the organization. They
allow an organization to understand the reasons for leaving and
underlying issues.

 ITI Mankapur should create the Employee Retention Cell (ERC). It

is specifically constituted to understand any aspirations, grievances
of the employer which did not meet his/her expectation in the
industry.

 Manager should improve the career advancement in this industry.

Employee, who had performed outstandingly, must be promoted
instantly. By this employee would get the impression that
promotion being done on the basis of performance and not on the
basis of seniority. Promotion should not be done on timely basis.

162
  Once in a year, suggestions from the employees should be collected
in the form of “FEEDBACK”. Applicable suggestions must be
implemented and name of the employee, who has given the
suggestions, should be announced. By this, employee will feel that
are being involved in the decision making process of the
management.

CONCLUSION

In conclusion, the Management of Organizations could use this piece of

advice :

Take good care of your precious Human Resource.

Only then will they be contented and work with absolute force.
Watch out for the industry and its completion
Where there are opportunities galore and abundance of temptation”

163
BIBLIOGRAPHY

6) Current Annual Report of ITI. Mankapur

7) Reference from the HR department

8) Library of ITI Mankapur

9) Profile of ITI Ltd. By ITI Ltd. Manual

10) Internet

 www.itiltd-india.com
 www.businessworld.in
 www.allbusiness.com

164
EMPLOYEE RETENTION SURVEY

As part of this data gathering, I request you kindly to complete this survey
so that I can find out your perception about various aspects of
employment. All responses will be kept confidential and reported in the
aggregate only.

Benefits

Not at Not very Neutral Somewhat Very

all Important Important Important
Impor-
Tant
Salary/
Compensation
Leave
benefits(including
sick, vacation,
personal, paid
holidays)
Retirement Plan
Health and related
benefits(health
insurance, vision,
dental,
prescription)

165
Long-term care
insurance
Tuition
Reimbursement
Deferred
Compensation
Employee
Assistance
Program(EAP)
Lifeworks(resource
and referral)

Please rate the following benefits of employment on a scale of 1 to 5,

where 1= not at all important and 5= very important.

Strategies

Please indicate if any of the following strategies are available in tour

industry. Then rate how important each item is to you, whether its
available or not, on a scale from 1 to 5 where 1= not at all important and
5= very important.

Available? Not at Not very Neutral Some- Very

YES NO All Importan What Impo-
Important t Importan rtant
t
Alternative
Work
Schedule(AWS)
Wellness
Programs
Telecommuting/
Work
At Home
Mentoring/Coac
hing
Job Rotation
and New
Assignments
Help with
career planning

166
Organizational Culture

Please rate the following statements on a scale of 1to 5, where 1=

strongly disagree and 5= strongly agree

Strongly Disagree Neither Agree Strongly

Disagree agree Agree
Nor
Disagree
Supervisors in
our industry sit
down with
employees and
discuss their
development
plans at least
every 6 months.
Employees are
often given the
opportunity to
be part of task
groups and
assignments
outside their
core job
responsibilities.

167
Our industry
has a career
development
program that
helps people
become more
aware of and
responsible for
their own
career
development.

Working on a
new project or
assignment is an
open process
with few
barriers.

Supervisors
communicate
effectively with
employees.
Our industry
has a culture
that recognizes
and values
diversity.
There is an
environment of
openness and
trust in our
industry.
Employees in
our industry are
treated with
fairness and
respect.
Supervisors
spend a good
deal of time
listening to
employee’s
ideas.
Supervisors
have a style that
empowers
people to take

168
responsibility
and authority.

Personal Satisfaction

Please rate the following statements on a scale of 1 to 5, where 1= very

dissatisfied and very satisfied

Very Somewhat Neither Somewhat Very

Dissatisfied dissatisfied Dissatisfied Satisfied Satisfied
or Satisfied
Opportunities
for personal
growth and
development in
my job.
The feeling of
worthwhile
accomplishment
I get from doing
my job.
The amount of
independent
thought and
action I can
exercise in my
job.
The amount of
challenge in my
job.

169
The amount of
job security I
have.
How secure
things look for
me in the future
of my
organization.
The amount of
pay and fringe
benefits I
receive.

The degree to
which I am
fairly paid for
what I
contribute to
my
organization.

The people I
talk to and
work with on
my job.
The chance to
get to know
other people
while on the
job.
The chance to
help other
people while at
work.
The degree of
respect and fair
treatment I
receive from
boss.

170
The amount of
support and
guidance I
receive from my
supervisor.
The overall
quality of the
supervisor I
receive in my
work
.

The safety of
my work
environment.
The availability
of promotional
opportunities.
Opportunities
to learn new
things from my
work.
Career Plans

As you thing to the future, which of the following best describes your
career plans at this time?

 Retire or leave employment within 1-2 years

 Retire or leave employment within3-5 years

 Retire or leave employment within 6-10 years

171
 No plans to retire or leave employment in the
Foreseeable future

Thankyou
for
Completing the survey!

172
173
174
175
176