1.

1 Introduction About the Project

In today's highly competitive business landscape, retaining skilled and talented employees
has become a critical challenge for organizations across various industries. The education
sector, particularly coaching institutes, is no exception to this predicament. Coaching
institutes play a pivotal role in shaping the academic careers of students, and their success
heavily relies on the quality of their workforce. Physics Wallah Coaching Institute, a
prominent coaching center in India, recognizes the importance of employee retention and has
implemented various strategies to foster a conducive work environment and retain its
valuable human resources.
Effective employee retention strategies not only help organizations reduce the costs
associated with employee turnover but also contribute to maintaining a consistent level of
service quality, preserving institutional knowledge, and enhancing overall organizational
performance. Furthermore, a stable and engaged workforce can positively impact student
satisfaction, learning outcomes, and the institute's reputation in the competitive coaching
industry.

This research project aims to evaluate the effectiveness of employee retention strategies
employed by Physics Wallah Coaching Institute. By collecting data from employees through
a questionnaire survey, the study seeks to gain insights into their perceptions, experiences,
and levels of job satisfaction. Additionally, the research includes a comprehensive review of
the relevant literature, which provides a theoretical foundation and highlights best practices
in employee retention within the education sector.

Through this project, the researcher intends to identify the strengths and weaknesses of
Physics Wallah Coaching Institute's retention strategies and propose recommendations for
improvement. The findings of this study can contribute to the body of knowledge in the field
of human resource management, specifically within the context of coaching institutes, and
provide valuable insights for other organizations seeking to enhance their employee retention
efforts.

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1.2 Topic of the Study

The topic chosen for this study is "Effectiveness of Employee Retention at Physics Wallah
Coaching Institute." Employee retention is a critical concern for coaching institutes like
Physics Wallah, as retaining skilled and experienced faculty is essential for delivering
quality education and ensuring student success. This study aims to evaluate the effectiveness
of Physics Wallah's employee retention strategies, identify factors influencing retention, and
provide recommendations for improvement. The findings can benefit not only Physics
Wallah but also other coaching institutes and educational organizations in developing
effective retention practices, contributing to the broader knowledge in human resource
management within the education sector.

1.3 Need for the study

Employees are the heart and soul of the organization. Employee Retention represents the
methods employed by the management to help the workers stay with the company for so
many years. Worker retention techniques go a long way in encouraging the workers so that
they adhere to the company for the long stay and play their employee role successfully.
Honest initiatives must be taken to make sure learning and enjoy their work for the
employees in their current projects.

Employee turnover is costly for an organization. Finding suitable replacements for key
employees is difficult. Low employee turnover leads to outstanding performance of an
organization. Hiring is not an easy process. When an individual resigns from his present
organization, it is more likely that he would join the competitors. it has been observed that
individuals sticking to an organization for a longer span are more loyal towards the
management and the organization.

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1.4 Objectives of the Study

The main objectives of this study are as follows –

 To highlight the various factors which affect retention initiatives in an organization.

 To identify the career advancement opportunities provided to the employees and its
impact on their retention.

 To get an insight into employee satisfaction with the work environment,

compensation, perks, and facilities provided by PW.

 To understand the effectiveness of performance feedback mechanisms and their

influence on employee engagement and retention.

 To get an insight into the relationships of employees with their immediate

supervisors and its impact on retention.

 To understand the relation of recognition and rewards provided against employee

achievements and its effect on motivation and retention.

 To highlight the effectiveness of PW's efforts in fostering a collaborative and team-

oriented work culture.

 To evaluate the organization's commitment towards employee well-being, mental

health, and work-life balance, and its impact on retention.

 To understand the alignment between employees professional goals and the

opportunities provided by PW for skill development and career growth.

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1.5 Scope of the Report

Managing employee retention is not just about implementing retention strategies; it's about
managing people effectively. By creating a positive work environment and valuing
employees, organizations can attract and retain talented, innovative and dedicated
individuals who will contribute to the success of the organization.

1.6 Research Methodology

The research is Descriptive in nature. To achieve the research objectives, a mixed-methods

approach is employed. Both quantitative and qualitative data was collected through surveys,
interviews. The quantitative data was help in numerical analysis, while qualitative data was
provided valuable insights into users' perspectives and experiences.

1.6.1 Sampling size

The survey questionnaire was distributed among 100 employees of Physics Wallah, but 79
respondents filled the questionnaire. Hence the final sample size was 79. The sample was
chosen using convenience sampling method .

1.6.2 Data Collection

For this study both primary and secondary data were valuable source of information.
 Primary data - Primary data was collected using structured questionnaire.

 Secondary data - Secondary data was collected from previous research work,
websites, books, article and existing records of the institute.

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1.7 Review of Literature

Employee retention is a significant challenge for coaching institutes like Physics Wallah.
Retaining skilled employees is crucial for delivering quality education. To establish a strong
theoretical foundation, a literature review on employee retention strategies and their
effectiveness in the education sector is essential. The review will provide insights into
influencing factors, retention strategies, and best practices, while identifying gaps in existing
knowledge. By critically analyzing relevant studies and reports, this literature review aims to
create a robust framework for interpreting the study's findings and drawing meaningful
conclusions specific to coaching institutes like Physics Wallah.

1. Terence et al. (2001) - Stated that there are so many reasons for an employee to
leave voluntarily. Some may be personal and some may be influenced by
organizational factors. Personal reasons such as family situation, career growth and
attractive job offers etc. Overall turnover is a great problem for both organization and
individual. Further it is clearly discussed that occurrence of shock which is expected
or unexpected leads to serious thoughts (i.e. intention) to leave. Shocks may be
positive, negative or neutral. Positive such as alternative job offers, pregnancy etc.,
Negative such as leaving of friends, poor performance appraisal etc. and neutral such
as relocation of spouse, changes in administration etc.

2. Fitz-enz (2002) - Recognized that only one factor is not responsible in management
of employee’s retention, but there is several factors influenced in employee’s
retention which need to manage congruently i.e. compensation & rewards, job
security, training & developments, supervisor support culture, work environment and
organization justice etc. Accordingly, organization utilizes extensive range of human
resource management factors influence in employee commitment and retention.

3. Abeysekera (2007) - In a study they evaluated the HR practices like realistic

information about job, job analysis, work life balance and career opportunities,

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 supervisor support and compensation and their impact on employees intentions to
leave which resulted that compensation and job analysis have positive impact on
employee turnover.

4. Sharma, and Sharma et.al (2014) - This review paper explores the challenges faced
by coaching institutes in India in retaining their employees and discusses various
strategies employed to address these challenges. It highlights the importance of
effective communication, recognition and rewards, and employee engagement in
enhancing retention rates.

5. Gupta, Saxena et.al (2016) - This research investigates the factors that influence
employee retention in coaching institutes located in the Delhi-NCR region of India. It
finds that job satisfaction, compensation, and work environment are significant
predictors of employee retention in the coaching sector.

6. Rastogi, Sharma et al. (2016) - This conducted research on the job insecurity and
found that job performance and organizational commitment are negatively correlated
with job insecurity. A major challenge faced by the employees today retains the hired
employees in its organization. In the age of cut throat competition every organization
tries its level best to give the best facilities to its employees. Satisfying the human
sources is one of the toughest tasks which majority of the organizations faces today.

7. Kalgora (2016) - Study the various factors for retention from the findings of various
previous research studies and brought some factors such as opportunity for
development, work life balance, compensation, style of leadership of the management,
work environment, autonomy, training & development, social support etc. In their study,
supervision and leadership are explored more and the factors like organizational culture,
autonomy and training & development are less explored.

8. Wells & Thelen (2017) - The author stated in their study that organizations which
have generous human resource policies, have a very good chance to satisfy and retain

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 employees by providing them an appropriate level of privacy and sound control on
work environment which enhances the motivation levels to commit with the
organization.

9. Srivastava, Jha et.al (2017) - This research compares the employee retention
strategies employed by coaching institutes across different cities in India. It identifies
best practices and highlights the importance of offering competitive compensation,
promoting work-life balance, and fostering a positive organizational culture in
retaining talented employees in the coaching sector.

10. Patil, et.al (2018) - This study examines the various strategies employed by coaching
institutes in Pune, India, to retain their employees. It identifies factors such as work-life
balance, career growth opportunities, and organizational culture as key drivers of
employee retention in the coaching industry.

11. Desai et.al (2019) - This study examines the role of human resource practices, such
as recruitment, training, and performance management, in retaining employees at
coaching institutes in Mumbai, India. It finds that consistent and effective HR
practices contribute significantly to employee satisfaction and retention in the
coaching industry.

12. Messmer (2020) - The author found that one of the important factors in employee
retention is an investment in employee training and career development. The
Organization is always invested in the form of training and development of those
workers from whom they expect to return and give output on its investment.

13. Nayak, Sharma et.al (2021) - This paper states that Rewarding and recognizing
people according to their performance not only affect the person, but also others in
the organization as well.

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 14. Tripathi. S (2023) - The author concluded in the study that retention strategies for
faculties irrespective of their level of pay. It is discussed that there are several steps
must be taken to develop retention strategies. First step is assessment of the existing
situation and measure the turnover rates in organization. The second step is to create
designations/positions in organization.

15. Peter (2023) - Studied that retention also saves several costs such as hiring,
replacement, training, efficiency, and productivity. There are several benefits in
terms of employee retention but many disadvantages regarding employees' turnovers.
So, it is worthy to note that a silent but significant profit killer is turnover. So, a
mental pathway must be clearly established through high performance, achievements
and rewards obtainable.

1.8 Limitation of Study

 Sample size and representativeness

 Self-reported data
 Cross-sectional design
 Contextual factors
 Access to information
 Time and resource constraints

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2.1 Industry Profile

The education sector in India has continued its rapid growth trajectory, likely crossing $125
billion in value by 2024, up from $117 billion in 2020. The coaching industry, which contributed
around $3.5 billion in 2020, has also expanded its market share, driven by the intensifying
competition for limited seats in prestigious institutes. The race for around 10,000 IIT seats now
sees well over 250,000 students appearing for JEE entrance exams annually. For NEET's paltry
2,140 medical seats, a staggering 800,000+ candidates take the test. This cut-throat competition
has further entrenched the importance of coaching institutes like FIITJEE, Aakash, and others,
viewed as critical for conceptual learning and cracking these brutal exams.

The coaching mania now extends beyond engineering and medicine, with over 2 lakh students
vying for a handful of spots in elite B-schools through grueling tests like CAT. Established
coaching giants have consolidated their brand value, while online platforms have gained more
traction as well. Institute fees have risen, but parents remain willing to stretch financially to
secure their children's academic prospects. With admission statistics only getting more daunting
each year, India's multibillion-dollar coaching education industry shows no signs of slowing its
growth in the foreseeable future.

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2.1.1 Introduction to Coaching Institute

Coaching institutes have become an integral part of the education ecosystem in India, driven by
the intense competition for admissions into premier colleges and universities. As the number of
students seeking higher education continues to grow rapidly, the demand for quality coaching
has skyrocketed across the country. These institutes play a crucial role in helping students
prepare rigorously for tough national-level entrance exams like JEE, NEET, CAT and others that
allow entry into coveted institutions like the IITs, AIIMSs, and top MBA programs.

By providing focused training, test-taking strategies, and extensive practice materials, coaching
centers aim to supplement and reinforce students' core academic learning from schools and
colleges. Major coaching brands like FIITJEE, Aakash, TIME, Career Launcher and more have
established a strong nationwide presence, attracting sizeable enrollments each year from both
residential and non-residential students. With parents willing to invest substantially in giving
their children every possible competitive edge, India's multi-billion-dollar coaching industry
continues to witness staggering growth and plays an increasingly vital role in shaping the
country's academic talent pipeline.

2.1.2 Market Size of Coaching Institutes in India

 The Indian education sector was valued at an estimated US$ 135 billion in FY24 and is
projected to reach US$ 225 billion by FY25, registering rapid growth.

 India has over 260 million school-going students as of 2024, the highest of any country.
In the 2022-23 academic year, around 40 million students were enrolled in higher
education programs.

 According to the latest AISHE report, the Pupil Teacher Ratio (PTR) at the senior
secondary level stood at 49:1 in 2023, significantly higher than the overall 28:1 ratio
across all school levels.

 The number of colleges in India crossed 44,000 in FY23. As of April 2024, India had
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 1,120 universities, both central, state, and private.

 In the 2023-24 academic year, there are over 9,200 AICTE approved technical institutes,
including 3,700 undergraduate, 5,000 postgraduate, and 4,100 diploma-level colleges.

 The booming Indian edtech market is now estimated to be valued at US$ 5-6 billion in
2024 and is forecasted to reach US$ 30 billion by 2031, driven by online learning
adoption.

 India has solidified its position as the second-largest market globally for e-learning after
the USA, according to recent KPMG reports.

 The online education segment alone is projected to grow by US$ 3 billion during 2024-
2026 at a CAGR of over 22%, by product innovations & investment inflows into this
space.

2.1.3 Factors behind the Growth of Coaching Institutions

As discussed above we have found that coaching institutes has been growing exponentially
and will continue so in coming times as well. The factors that are causing this growth have
been discussed below:

 Robust Demand: India has currently 250 million school going students as per IBEF
report. This presents coaching industry a huge market for growth.

 Competitive Advantage: India has competitive advantage to its counterparts due to

large English-speaking population. This allows easy delivery of educational
products for students to access.

 Increasing Investments: The education market in India is expected to amount 225

billion USD in FY25. Ed-tech market in India is also projected to reach 10.4 billion
USD in 2025. This will be major factor behind the growth of coaching institutes.

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  Exam Anxiety: The test fear is a significant attribute for trying out training classes.
These classes are viewed as the most widely recognized arrangement among youngsters
who need to exceed expectations scholastically.

 Extra Push: Even the most elite understudies have the opportunity to get better.
And coaching institutes are known to provide this push.

2.2 Company Profile

Trade Name Physics Wallah

Type Private

Industry Edtech

2016 as a YouTube channel, 2020 as an edtech

Founded
platform

Founders Alakh Pandey , Prateek Maheshwari

Headquarters A-13/5, Sector 62 Noida India

No. of locations 100+ (August 2023)

Area served World Wide

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 Products PW App, PW Vidyapeeth, PW Path Shala

Subsidiaries Free Co, Prep Online, Altis Vortex, I Neuron,

Ethos India, PW Skills, PW only IAS, PW
Institute of Innovation

Table 2.1 Company Profile

2.2.1 Introduction OF Physics Wallah

Physics Wallah Private Limited (commonly known as Physics Wallah or simply PW is an

Indian multinational educational technology company headquartered in Noida, Uttar Pradesh.
The company was founded by Alakh Pandey in 2016 as a YouTube channel aimed at teaching
the physics curriculum for the Joint Entrance Examinations (JEE).

Fig 2.1 Logo of PW

In 2020, Pandey, along with his cofounder Prateek Maheshwari created the Physics Wallah app,
which allowed students to access courses related to the National Eligibility cum Entrance
Test (NEET) and Joint Entrance Exam (JEE). In June 2022, after raising $100 million during its

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initial funding round, the company reached a valuation of $1.1 billion, becoming a unicorn
company.

In March 2023, several teachers employed by the company alleged that the company had lost
sight of its vision and started their own rival company called "Sankalp Bharat". Later the same
year, a teacher employed by the company alleged that rival company Adda247 had tried to poach
teachers away from Physics Wallah.

2.2.2 PW - Vision and Mission

Vision of Physics Wallah Education, no matter where you are, has the power to change
everything and grow you tremendously moreover that's what our founder, Alakh Pandey Sir,
believes in "education for all, regardless of their socioeconomic status" We provide premium
education to all by offering a variety of learning.

2.2.3 SWOT Analysis of PW

PW Edu ventures Limited is a coaching institute in India that provides coaching and
guidance to students for entrance examinations in the fields of engineering, medical,
commerce ,and law.

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 Fig 2.2 SWOT

 Strengths

 Experienced faculty - PW Edu ventures Limited has highly experienced faculty

members who are experts in their respective fields.
 Strong brand recognition - The Company has a strong brand image and is well
known ninth education industry.
 Effective teaching methodology -The institute's teaching methodology is well
designed, and they use technology-enabled learning to make the learning process
more interactive.
 Comprehensive study material - PW Edu venture Limited provides comprehensive
study material , which-helps students prepare for their exams effectively.

 Weaknesses

 Limited geographical presence - The Company has a limited geographical presence

and is mainly presenting the northern and western regions of India.
 High fees - PW Edu ventures Limited charges high fees for their courses, which may
not be affordable for some students.

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  Limited focus on non-engineering course - The Company mainly focuses on
engineering courses, and their coaching for other courses such as medical, commerce,
and law is comparatively limited.

 Opportunities

 Growing demand for coaching institutes -The demand for coaching institutes is
increasing in India due to the highly competitive entrance exams.
 Expansion into new regions -PW Edu ventures Limited can expand into new
regions of India to increase its reach and market share.
 Diversification of courses -The Company can diversify its course offerings to attract
more students and increase revenue.

 Threats

 Competition from other coaching institutes - The education industry in India is

highly competitive, and PW Edu ventures Limited faces competition from other
coaching institutes.
 Changes in exam patterns - Changes in the exam patterns of entrance exams can
impact the effectiveness of the company's teaching methodology.
 Changes in government policies – Changes in government policies can affect the
education industry in India and impact the company's revenue and growth.

2.2.4 PW - Founders and Team

Physics Wallah Private Limited, commonly known as "Physics Wallah" or "PW", was
founded in 2016 as a YouTube Channel by Alakh Pandey, an educator hailing from Vedantu
· Educational technology · Sector 62, Noida. Alakh Pandey is the Founder and CEO of PW,
India's leading, most affordable Ed-tech… Experience. PhysicsWallah Graphic. Prateek
Maheshwari is the co-founder of Physics Wallah. He graduated with a with a bachelor's in
technology from IIT Varanasi. Before joining hands with Akash.

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 Fig 2.3 Founder of PW

 Alakh Pandey
Alakh Pandey is the Founder and CEO of PW, India's leading, most affordable Ed-tech
platform, which provides an accessible, comprehensive, and state-of-the-art learning
experience. "Money should not be an obstacle in the path of achieving one's dreams”
powering this vision a team of innovators at PW constantly work towards creating an
ecosystem of educational products and services that are premium, interactive,
comprehensible & accessible to all. At PW we believe, conventional pedagogy has, more
often than not, failed in bringing about a revolutionary change in the education sector. All it
takes is 5 simple ingredients to disrupt & revolutionize the ed-tech space - Intuitive-
Intelligent product pinned on top-notch tech; scientifically-derived pedagogy; student-
validated content delivery; one-stop solution for the students & a deep grit to make an
impact.

 Prateek Maheshwari
Prateek Maheshwari, the Physics Wallah co-founder is typically from Marwari Family and
use to live in Rajasthan. He did B.Tech in Mechanical Engineering from IIT BHU (Banaras
Hindu University), Varanasi and graduated in 2011. Prateek Maheshwari is 34 years old in

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2024. He did run many campaigns during his college time where he manages many functions
like crowdfunding, and coordination and made 100% assurance that everything is taking
place quite nicely. Prateek Sir not only comes with skills like business development and
marketing but also comes with years and years of experience. Some of his vast and cool
experiences are discussed below.

2.2.5 PW - Business and Revenue Model

PW operates on B2B and B2C business models, where the main income of the company lies
in paid memberships that they offer!
PW's basic revenue model is of a Fermium type. Here the company offers a range of services
for free, which the audiences can continue. However, if they want more high-quality content,
then they need to pay a small fee for the same.

 PW Plus - PW offers numerous classes along with pre- recorded video lectures
furnished with ample information for free for all the students. However, the company
also offers paid live classes to help the student clear their doubts with oneon-one
doubt clearance sessions and proper lectures. This can be availed through a premium
subscription called 'PW Plus.' The PW Plus subscription was launched at Rs 299 to
celebrate the PW Learning Festival. This offer was valid from April 23 to April 30,
2022, for Joint Entrance Examination (JEE), National Eligibility cum Entrance Test
Undergraduate (NEET UG), and students from Class 8 to 12.

 Relevel - PW has launched another platform called Relevel in May 2021. This new
platform is designed to help job seekers find their jobs within 15 days of application.
Relevel claims of having more than 2.35 lakh users and boasts of a 100% placement
rate, as of October 1, 2021.

The people who Secured jobs are mostly from Tier II and Tier III cities in the country.
Besides, the experienced job seekers claimed to have attained up to a 150% salary hike
through PW's job portal. Relevel has witnessed 64+ companies to date on its platform across

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sectors, which have interviewed the candidates on the basis of the tests. Frontend
Development, Backend Development, and Business Development are the 3 tests that Relevel
conducts for job seekers as of now.
These 3 tests are diverse in nature ranging from MCQs, algorithmic tests, and case studies
and are conducted within a day. Sometimes, the Relevel tests include the building of a mini-
app followed by a final round of interviews with an industry expert. Shashank Murali, the
founder of the recruitment platform, currently heads it, as the CEO of Relevel. The platform
successfully raised $20 Mn from PW on October 1, 2023.

 Grapy - The PW Group boasts of Grapy, which serves as a platform that is designed
to help the creators of the country grow their audiences. Furthermore, it also helps
them monetize their skills, host live cohort-based courses, and more. The all-new
Grapy that acts as a SaaS platform welcomes influencers, educators, and domain
experts from across the country. On June 22, 2021, PW's Grapy announced its Grapy
Creator Grant, which is deemed to help the applicants start with their online school.

 YouTube channels - We all know that PW first started as a YouTube channel.

Though the business has grown far and wide since 2010, the company still runs its
YouTube channel. The only difference is that the company now runs different
YouTube channels instead of one, under names like PW JEE, PW UPSC, and others
for the school students between 6th and 8th standards.

 Content marketing - PW is excellent in its marketing strategies, be it for the brand

or its contents. It markets its contents using numerous cutting-edge techniques.
Furthermore, it uses social media marketing, email marketing.

2.2.6 Top 10 competitors of Physics Wallah

1. Byju’s
2. Unacademy
3. Narayana group

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 4. Vibrant Academy
5. Bansal Classes
6. Allen
7. Motion
8. Fiitjee
9. Resonance
10. Vedantu

3.1 Introduction to Employee Retention

Employee retention refers to the ability of an organization to retain its valuable employees
and maintain a stable workforce. It is a critical aspect of human resource management, as
high employee turnover can result in significant costs, disruptions, and loss of organizational
knowledge and productivity.
Effective employee retention strategies not only help organizations minimize turnover but
also foster a motivated and engaged workforce, ultimately contributing to overall
organizational success. There are various factors that influence employee retention,
including job satisfaction, work-life balance, career growth opportunities, compensation and
benefits, organizational culture, and leadership. Organizations that prioritize these factors

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and create a positive and supportive work environment are more likely to retain their
employees and maintain a competitive advantage in the market.

3.2 Theories and Models of Employee Retention

Several theories and models have been developed to understand and address employee
retention challenges:

3.2.1 Herzberg's Two-Factor Motivational Theory

Fig 3.1 Herberg’s two factor theory

 Retention driver: A sense of purpose and safety - Developed by Frederick

Herzberg, this theory posits that job satisfaction and dissatisfaction are influenced by
two separate factors: motivators and hygiene factors. Motivators, such as recognition,
achievement, and growth opportunities, contribute to job satisfaction and motivation,
while hygiene factors, such as salary, working conditions, and company policies, can
lead to job dissatisfaction if not adequately addressed.
 What it means for retention: Teams need to be satisfied with both ‘hygiene’ factors
and ‘motivators’ if they are to commit to long-term employment within your
organization.

3.2.2 Social Exchange Theory

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 Fig 3.2 Social Exchange Theory

 Retention driver: Relationships and recognition - The Social Exchange Theory

posits that individuals engage in relationships based on the expectation of receiving
something in return. In the context of employee retention, this theory suggests that
when employees perceive fair treatment, support, and valuable exchanges from their
organization, they are more likely to reciprocate with positive attitudes and
behaviors, including loyalty and commitment.
 ‍What it means for retention: In terms of employee retention, the social exchange
theory suggests that if an employee finds their relationship too risky (and lacking in
enough reward) they will leave.
3.2.3 Expectancy Theory

Fig 3.3 Expectancy Theory

 Retention driver: A sense of purpose and safety - Developed by Victor H. Vroom,

the Expectancy Theory states that individuals are motivated to behave in ways that
they believe will lead to desired outcomes. This theory suggests that employees'

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 motivation and retention are influenced by their expectations of achieving certain
outcomes, such as rewards, recognition, or career advancement, and the perceived
value of those outcomes.
 What it means for retention: Teams need to be satisfied with both ‘hygiene’ factors
and ‘motivators’ if they are to commit to long-term employment within your
organization.

3.2.4 Maslow’s hierarchy of needs (people management)

 Retention driver: Satisfying human needs - This model promotes the importance of
considering the basic needs of your employees, including physiological needs, job
security, belonging, self-esteem and self-actualization. When employees know that their
needs are being met and that their job is secure, they are likely to stay committed.

 ‍What it means for retention: Map your employee experience to the pyramid of needs
and benchmark how you stack up. Prioritize gaps at the bottom of the pyramid to make
the biggest improvements in retention.

Fig 3.4 Maslow’s need theory

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3.2.5 The theory of Organizational Equilibrium (TOE)

 Retention driver: Golden Rule - you get what you give - In the Barnard-Simon theory of
Organizational Equilibrium, it is proposed that an employee will continue in an
organization as long as their perceived contribution to their workplace is on par with the
company’s contribution to their life. According to this theory, job satisfaction depends on
an employee’s compatibility with their role, predictability of one’s relationships at work,
and the harmony of their self-image with their job.

 What it means for retention: The more satisfied your teams are with the contribution
they are making vs their compensation, the greater employee retention.

3.3 Three R’s of Employee Retention

To keep employees and keep their satisfaction levels high, any organization needs to
implement each of the three R’s of employee retention: respect, recognition, and rewards.

Fig 3.5 3’R of Employee Retention

 Rewards are the extra perks you offer beyond the basics of respect and recognition
that make it worth people’s while to work hard, to care, to go beyond the call of
duty. While rewards represent the smallest portion of the retention equation, they are
still an important one.

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  Recognition is defined as “special notice or attention” and “the act of perceiving
clearly.” Many problems with retention and morale occur because management is
not paying attention to people’s needs and reactions.
 Respect is esteem, special regard, or particular consideration given to people. As the
pyramid shows, respect is the foundation of keeping your employees. Recognition
and rewards will have little effect if you do not respect employees.

3.4 Organizational Factors Affecting Employee Retention

Several organizational factors play a crucial role in employee retention -

 Leadership and Management Styles - Effective leadership and management styles that
foster open communication, support, and trust can positively impact employee retention.
Conversely, poor leadership and management practices can contribute to high turnover
rates.

 Organizational Culture and Values - A positive organizational culture that aligns with
employees' values and promotes a sense of belonging, respect, and inclusiveness can
enhance employee retention. Conversely, a toxic or misaligned culture can lead to
disengagement and increased turnover.

 Work Environment and Job Design - A conducive work environment that prioritizes
employee well-being, safety, and ergonomics, combined with well-designed job roles and
responsibilities, can contribute to job satisfaction and retention. Conversely, a stressful or
poorly designed work environment can negatively impact employee morale and retention.

 Training and Development Opportunities - Providing employees with opportunities

for professional growth, skill development, and career advancement can contribute to
their motivation and retention. Organizations that invest in training and development
programs demonstrate their commitment to employee growth and long-term success.

25
  Performance Management and Feedback Systems - Effective performance
management systems that provide regular, constructive feedback and recognize employee
contributions can foster a sense of value and motivation, ultimately contributing to
employee retention. Conversely, a lack of feedback or recognition can lead to
disengagement and increased turnover.

 Compensation and Benefits Packages - Competitive compensation and benefits

packages that are fair, equitable, and align with industry standards can play a significant
role in attracting and retaining talented employees. However, it is essential to note that
compensation alone may not be the sole determining factor for employee retention.

 Work-Life Balance Initiatives - Organizations that prioritize work-life balance by

offering flexible work arrangements, paid time off, and employee assistance programs
can enhance employee satisfaction and retention. A supportive work-life balance culture
demonstrates an organization's commitment to employee well-being and can foster a
positive work environment.

3.5 Individual Factors Influencing Employee Retention

In addition to organizational factors, individual factors also contribute to employee retention:

 Job Satisfaction and Engagement Levels - Employees who experience high levels of
job satisfaction and engagement are more likely to remain with their employer. Job
satisfaction can be influenced by factors such as meaningful work, recognition, and
opportunities for growth and development.

 Perceived Organizational Support and Trust - When employees perceive that their
organization values and supports them, they are more likely to develop a sense of trust
and commitment, leading to increased retention. Conversely, a lack of perceived
organizational support can contribute to disengagement and increased turnover.

 Career Growth and Advancement Opportunities - Employees who perceive

opportunities for career growth and advancement within their organization are more
26
 likely to be motivated and engaged, ultimately contributing to their retention.
Organizations that prioritize internal talent development and succession planning can
benefit from increased employee retention.

 Work-Life Balance and Personal Commitments - Individuals' personal commitments

and priorities, such as family responsibilities or personal interests, can influence their
decisions to stay or leave an organization. Organizations that support work-life balance
and offer flexible arrangements can enhance employee retention by accommodating
individual needs.
 Individual Values and Goals Alignment with the Organization - When an individual's
personal values and goals align with the organization's mission, vision, and values, they
are more likely to experience a sense of purpose and commitment, leading to increased
retention. Conversely, a misalignment between individual and organizational values can
contribute to disengagement and turnover.

3.6 Reasons Of Employees Leave Their Job

With retention being such a high priority, why are people leaving organizations? Some
literature suggests that people leave their jobs for a wide variety of reasons, including –

 Unmet expectations
 Inappropriate fit for the role
 Lack of fit with company culture
 Lack of sufficient opportunities for growth and advancement
 Inadequate recognition and appreciation
 Problems with a manager or supervisor
 Dissatisfaction with compensation
 Stress
 Lack of work/life balance
 Lack of confidence in the company and/or leadership

27
3.7 Best Practices in Employee Retention

 Effective Recruitment and Onboarding Processes - Attracting and retaining the right
talent begins with effective recruitment and onboarding processes. Organizations should
clearly communicate job expectations, organizational culture, and values during the
recruitment process and provide comprehensive onboarding programs to ensure a smooth
transition for new hires.

 Competitive Compensation and Benefits Strategies - Offering competitive

compensation and benefits packages that are aligned with industry standards and
employee expectations can contribute to employee retention. Regular compensation
reviews and adjustments based on market trends and employee performance can help
organizations retain top talent.

 Employee Recognition and Reward Programs - Implementing employee recognition

and reward programs can foster a sense of appreciation and motivation among
employees. These programs can take various forms, such as monetary rewards, public
recognition, or additional benefits, and should be designed to acknowledge and reward
exceptional performance, contributions, and achievements.

 Talent Management and Succession Planning - Effective talent management and

succession planning strategies can help organizations identify and develop high-potential
employees, providing them with opportunities for career growth and advancement. These
strategies can contribute to employee retention by demonstrating the organization's
commitment to their professional development and long-term success.

 Professional Development and Training Opportunities - Offering continuous learning

and development opportunities, such as training programs, workshops, mentoring, and
coaching, can enhance employee skills and knowledge, contributing to their professional
growth and job satisfaction. Organizations that invest in employee development

28
 demonstrate their commitment to fostering a culture of learning and growth, which can
positively impact employee retention.

 Fostering a Positive Work Culture and Communication - Cultivating a positive work

culture that promotes open communication, collaboration, and a sense of belonging can
significantly impact employee retention. Organizations should encourage open dialogue,
provide opportunities for employee feedback and engagement, and foster an environment
of trust and respect.

 Employee Wellness and Work-Life Balance Initiatives - Implementing employee

wellness programs and promoting work-life balance can contribute to employee
satisfaction and retention. These initiatives may include flexible work arrangements,
employee assistance programs, fitness and wellness activities, and policies that support
personal and family commitments.

3.8. Challenges and Opportunities in the Education/Coaching Industry

The education and coaching industry is characterized by a high demand for skilled
professionals, intense competition for talent, and the need to adapt to technological
advancements and evolving learning preferences. Retaining talented educators and coaches
who possess subject matter expertise, effective teaching skills, and the ability to connect
with students is crucial for the success of educational institutions and coaching centers.

3.8.1 Impact of Technological Advancements and Online Learning

Platforms

The rapid growth of online learning platforms and the integration of technology in education
have significantly impacted the coaching and education industry. Organizations in this sector

29
must adapt to these changes by providing employees with training and resources to
effectively leverage technology in their teaching practices. Additionally, online learning
platforms have created new employment opportunities and challenges, as educators and
coaches must develop skills to engage students in virtual learning environments.
Organizations that prioritize professional development and support their employees in
adapting to technological advancements are more likely to retain talent in this evolving
landscape.

3.8.2 Importance of Subject Matter Expertise and Teaching Skills

In the education and coaching industry, subject matter expertise and effective teaching skills
are critical for student success and institutional reputation. Organizations must prioritize
hiring and retaining educators and coaches who not only possess deep knowledge in their
respective fields but also have the ability to communicate complex concepts effectively,
engage students, and employ various teaching methodologies to cater to diverse learning
styles. Investing in continuous professional development and providing opportunities for
pedagogical training can contribute to employee satisfaction and retention.

3.8.3 Role of Student Satisfaction and Learning Outcomes

Student satisfaction and positive learning outcomes are paramount in the education and
coaching sector. Institutions and organizations that foster an environment where educators
and coaches can effectively support student learning and achievement are more likely to
retain their talented employees. Providing resources, support, and recognition for educators
and coaches who consistently deliver high-quality instruction and facilitate student success
can contribute to increased job satisfaction and employee retention.

By understanding and addressing these industry-specific factors, educational institutions and

coaching centers can develop comprehensive employee retention strategies tailored to the
unique challenges and opportunities within the sector. Investing in employee development,
leveraging technology, and prioritizing student success can create a positive and supportive

30
work environment, ultimately contributing to the retention of valuable talent in the education
and coaching industry.

4.1 Data Analysis and Interpretation

2. Age ?
Age No. Of Response Percentage

18-25 44 55.69%

26-35 28 35.45%

Above 35 7 8.86%

Total 79 100%

Table 4.1 Table shows number of employees age wise.

31
 Age
18-25 26-35 Above 35

8.86%

35.45%
55.69%

Chart 4.1 Response shows number of employees age wise.

Interpretation

 The data reveals the age distribution of respondents to a survey. The largest
segment consists of individuals aged 18-25, comprising 55.69% of the responses.
The 26-35 age group follows with 35.45% while the 35 above age category
constitutes the smallest portion at 8.86%

3. How long have you been working at PW?

Time No. of Response Percentage

0-6 months 27 34.18%
6 months-1year 31 39.24%
1-3 yrs. 14 17.72%
More than 3 yrs. 7 8.86%
Total 79 100 %

Table 4.2 shows the working period of employees

32
 Time Period
More than 3 yrs. 8.86%

1-3 yrs. 17.72%

6 months-1year 39.24%

0-6 months 34.18%

0 5 10 15 20 25 30 35

Chart 4.2 Working period

Interpretation

 The employment tenure distribution at PW reveals a diverse range of experience

among its employees. A notable 34.18% of the workforce has been employed for 0 -
6 months, suggesting a consistent influx of new hires. The majority, comprising
39.24%, falls within the 6 months to 1 year category, indicating a substantial
portion of the workforce in its initial phase of employment. Additionally, 17.72%
have been with the company for 1-3 years, signifying a considerable mid-range
tenure. The segment of employees with more than 3 years of experience stands at
8.86%, portraying a relatively smaller but established group.

4. What initially attracted you to join PW ?

Attraction No. Of Response Percentage

Reputation 24 30.38 %
Job role and responsibilities 12 15.19%
Compensation and benefits 29 36.71%
Work culture 4 5.06%
Growth Opportunities 10 12.66%
Total 79 100 %

33
 Table 4.3 Shown the reason of joining

Attraction
Reputation
Job role and responsibil-
12.66% ities
5.06% 30.38% Compensation and
benefits
Work culture
Growth Opportunities
36.71% 15.19%

Chart 4.3 Attraction

Interpretation

 Candidates are primarily attracted to PW by its reputation (30.38%) and the specific
job role and responsibilities (15.19%). Compensation benefits and work culture also
play a significant role for 5.06% of candidates.
 Additionally, 12.66% are drawn by the opportunity for future growth. This data
underscores the importance of a positive company image, well-defined Reputation,
competitive compensation, and job role prospects in attracting diverse talent to PW.

5. How frequently do you receive feedback on your performance?

Feedback No. of Response Percentage

Regularly 19 24.05
Frequently 17 21.52
Rarely 26 32.91
Never 17 21.52
Total 79 100

34
 Table 4.4 shown the feedback receive on performance and The data reveals a distribution across
different categories

Feedback received
30
32.91%
25

20 24.05%
21.52% 21.52%
15

10

0
Regularly Frequently Rarely Never

Chart 4.4 Feedback

Interpretation

 Rarely has the highest percentage at 32.91%, with 26 occurrences.

 Frequently follows with 21.52%, comprising 17 occurrences.
 Regularly represents 24.05% of the data, with 19 occurrences.
 Never has the percentage at 21.52%, with 17 occurrences. Overall, the majority of
occurrences are in the "Regularly" and "Rarely" categories, while fewer are in
"Frequently" and "Never."

6. How would you describe the relationship with your immediate supervisor with
respect to your role in the organisation?
Supervisor No. Of Response Percentage
Very supportive 39 49.37
Supportive 16 20.25
Neutral 15 18.98
Unsupportive 7 8.86
Very unsupportive 2 2.53

35
 Total 79 100

Table 4.5 Shown the relationship of employee with immediate supervisor

Supervisor
40
49.37%
30
20
10 20.25% 18.98%
8.86%
0 2.53
ve ve l ve ve
ra
orti orti eut orti orti
pp pp N pp pp
su Su nsu su
ry U un
Ve ry
Ve

Chart 4.5 Supervisor

Interpretation

 The majority of respondents (69.62%) describe a positive, supportive relationship

with their immediate supervisor regarding their role in the organization. Only 11.39%
report an unsupportive and very supervisory relationship, while 18.98% view it as
neutral. Overall, most feel adequately supported by their supervisors in their
organizational roles.

7. To what extent do you feel your achievements are recognized and rewarded?

Achievements No. of Response Percentage

Always 28 35.44
Often 8 10.13
Occasionally 34 43.04
Rarely 9 11.39

36
 Never 0 0
Total 79 100

Table 4.6 shown the response of candidates when they received rewards.

Achievements Recognition
11.39%

Always
35.44% Often
Occasionally
Rarely
Never

43.04%

10.13%

Chart 4.6 Recognition

Interpretation

 The majority of respondents (43.04%) feel their achievements are only occasionally
recognized and rewarded. However, a significant portion (35.44%) report that their
achievements are always recognized and rewarded. Smaller groups feel their
achievements are often (10.13%) or rarely (11.39%) recognized and rewarded. No
respondents selected never, indicating at least some level of recognition and reward
for achievements across the surveyed population.
8. How satisfied are you with the opportunities for skill development and training
provided by the PW?
Satisfaction No. of Response Percentage
Very satisfied 39 49.37
Satisfied 22 27.85
Neutral 10 12.66
Dissatisfied 8 10.12

37
 Total 79 100

Table 4.7 shown the satisfaction level of the employees

Satisfaction Level

Very satisfied
10.12%
Satisfied
12.66% Neutral
Dissatisfied
49.37%
27.85%

Chart 4.7 Satisfaction

Interpretation

 The vast majority of respondents (77.22%) express satisfaction, with 49.37% being
very satisfied, with the opportunities for skill development and training provided by
the organization. Only 10.12% report being dissatisfied, while 12.66% remained
neutral. Overall, the data suggests the organization is viewed favorably in providing
adequate training and development opportunities to employees.

9. Do you believe there are equal opportunities for career advancement for all
employees at the PW?
Opportunity No. Percentage
Yes 41 51.89
No 24 30.38
Maybe 14 17.73
Total 79 100
Table 4.8 Analyzing Equal Opportunities for Career Advancement at PW

38
 Opportunity
Yes No Maybe

17.73%

51.89%

30.38%

Chart 4.8 Opportunity

Interpretation

 The data on beliefs about equal opportunities for career advancement at PW

indicates that a significant majority, 51.89%, believe that there are indeed equal
opportunities for all employees. On the contrary, 30.38% express a belief that there
are not equal opportunities, while a smaller percentage, 17.73%, remain uncertain,
responding with "maybe." This data suggests that while a considerable number of
employees perceive equal opportunities for career advancement, there is still a
notable proportion with reservations or uncertainty about the fairness of
advancement opportunities within the organization.
10. How well does the PW foster a sense of teamwork and collaboration among
employees?
Team work No. of Response Percentage
Very well 41 51.89
Well 17 21.53
Neutral 9 11.39
Poor 9 11.39
Very poor 3 3.80
Total 79 100

39
 Table 4.9 Assessing Teamwork and Collaboration at PW

Team Work
51.89%

21.53%

11.39% 11.39%
3.80%

Ver y w el l W el l Neu t r al Poor Ver y p o o r

Chart 4.9 Team Work

Interpretation

 The data reveals that a significant portion of employees at PW feel positively about
the fostering of teamwork and collaboration. Specifically, 51.89% believe the
organization does this "very well," and an additional 21.53% feel it is done "well."
 A moderate 11.39% express a neutral stance, while a smaller proportion, 11.39%,
feel that teamwork and collaboration are facilitated "poorly." Only 3.80% consider
the organization's efforts in this regard as "very poor." Overall, the majority of
responses indicate a positive perception of PW's effectiveness in promoting
teamwork and collaboration among employees.
11. Do you feel comfortable while expressing your opinions and concerns to the
management ?

Comfort No. Of Response Percentage

Yes 52 65.82
No 8 10.13
Maybe 19 24.05
Total 79 100

Table 4.10 Employee Comfort in Expressing Opinions and Concerns

40
 Comfort

24.05% Yes
No
Maybe
10.13%
65.82%

Chart 4.10 Comfort

Interpretation

 65.82% of employees feel comfortable expressing opinions and concerns to

management.
 A slightly lower percentage, 10.13%, does not feel comfortable doing so.
 24.05% express a neutral or uncertain stance, indicating a "maybe" regarding
expressing opinions and concerns to management.
 Overall, there is a mixed sentiment, with a significant portion feeling comfortable,
but a substantial number expressing discomfort or uncertainty in sharing their views
with management.
12. How satisfied are you with the work environment, salary, Perks and facilities
provided by the PW?

Satisfaction level No. of Response Percentage

Very satisfied 21 26.58
Satisfied 19 24.05
Neutral 19 24.05
Dissatisfied 11 13.93

41
 Very dissatisfied 9 11.39
Total 79 100

Table 4.11 Work Environment and Facilities Satisfaction

Sati sfacti on Level

26.58%
24.05% 24.05%

13.93%
11.39%

V e r y s a ti s fi e d S a ti s fi e d Neu t r al D i s s a ti s fi e d V e r y d i s s a ti s fi e d

Chart 4.11 Satisfaction Level

Interpretation

 26.58% of employees are "very satisfied" with the work environment and facilities
provided by PW. An additional 24.05% express being "satisfied." A quarter of the
respondents (24.05%) are neutral about their satisfaction with the work environment.
 13.93% of employees indicate being "dissatisfied." A small percentage, 11.39%, are
"very dissatisfied" with the work environment and facilities.
13. To what extent does PW support a healthy work-life balance?

Work life balance No. of Response Percentage

Fully 27 34.18
Partially 22 27.84
Minimally 19 24.05
Not at all 11 13.93

42
 Total 79 100

Table 4.12 shows work life balance

Work life Balance

Fully Partially Minimally Not at all

13.93%

34.18%

24.05%

27.84%

Chart 4.12 Work Life Balance

Interpretation

 34.18% of respondents feel that PW fully supports a healthy work-life balance.

 27.84% believe that the support is "partially."

 Another 24.05% express that the support is "minimally."

 A smaller portion, 13.93%, indicates that PW does "not at all" support a healthy
work-life balance.
14. How do you perceive PW's commitment to employee well-being and mental health?
Commitment No. of Response Percentage

Strong commitment 38 48.10

Some commitment 20 25.32

Minimal commitment 21 26.58

Total 79 100

43
 Table 4.13 Employee wellbeing and mental health

Commitment
Strong commitment Some commitment Minimal commitment

26.58%

48.1%

25.32%

Chart 4.13 Commitment

Interpretation

 A significant majority, 48.10%, perceives PW to have a "strong commitment" to

employee well-being and mental health. 25.32% of respondents believe that there is
"some commitment" to employee well-being and mental health. A smaller portion,
26.58%, perceives PW's commitment to be "minimal." This data indicates that a
majority of employees recognize a strong commitment from PW towards their well-
being and mental health, with a substantial portion acknowledging at least some level
of commitment.

15. Are you satisfied with the health and wellness benefits provided by PW?

Satisfaction No. of Response Percentage

Yes 47 59.50
No 21 26.58
Maybe 11 13.92

44
 Total 79 100

Table 4.14 Satisfaction level of employee with health & wellness benefit.

Satisfaction

Maybe 13.92%

No 26.58%

Yes 59.5%

0 5 10 15 20 25 30 35 40 45 50

Chart 4.14 Satisfaction

Interpretation

 A majority of respondents, 59.50%, express satisfaction with the health and

wellness benefits provided by PW.
 26.58% indicate dissatisfaction with these benefits.
 A smaller percentage, 13.92%, responds with "maybe," suggesting uncertainty or
neutrality.

16. How effectively does the PW handle and resolve employee concerns or grievances?

Effectiveness No. of Response Percentage

Effectively 53 67.09
Neutral 20 25.32
Ineffectively 6 7.59

45
 Total 79 100

Table 4.15 Effectiveness of Employee Concerns and Grievances Resolution

Effectiveness

53

20

6
Effectively Neutral Ineffectively

Chart 4.15 Effectiveness

Interpretation

 A majority of respondents, 67.09%, believe that PW effectively handles and

resolves employee concerns or grievances. 25.32% express a neutral stance on
the effectiveness of the resolution process. A smaller portion, 7.59%, perceives
PW as handling and resolving employee concerns or grievances ineffectively.
This data suggests that a significant number of employees have a positive view
of PW's effectiveness in addressing their concerns, while there is also a notable
neutral response and a smaller proportion expressing dissatisfaction with the
resolution process.

17. To what extent do you feel PW's helps you to achieve your professional goal?

Achievement No. of Response Percentage

Completely 36 45.58
Neutral 27 34.17
Not at all 16 20.25

46
 Total 79 100

Table 4.16 Achievement of professional goal

Achievement
Completely Neutral Not at all

20.25%

45.58%

34.17%

Chart 4.16 Achievement

Interpretation

 The majority of respondents, 45.58%, feel PW helps them in achieving their

professional goals. A substantial 34.17% express a neutral stance regarding
alignment with the company's values and mission. A small percentage, 20.25%,
indicates not feeling aligned at all.

18. How likely are you to consider leaving your current position at PW within the next
12 months?
Leaving No. of Response Percentage
Likely 11 13.93
Neutral 7 8.86
Unlikely 61 77.21
Total 100 79

47
 Table 4.17 Examining Likelihood of Departure in the Next 12 Months

Leaving

13.93%

8.86%

77.21%

Likely Neutral Unlikely

Chart 4.17 Leaving

Interpretation

 The data suggests that a substantial majority of employees at PW, comprising 13.93%,
are likely to consider leaving their current positions within the next 12 months. About
8.86% express a neutral stance on the likelihood of leaving, while a highest
percentage, 77.21%, indicate an unlikely intention to consider a job change in the
upcoming year. This data may indicate a notable level of potential turnover among the
workforce.

5.1 Findings

 The age distribution of employees reveals that the largest segment is 18-25 years old
(55.69%), followed by 26-35 years old (35.45%), while only 8.86% are above 35 years
old.

48
 The employment tenure data shows that the majority of employees (39.24%) have been
working at PW for 6 months to 1 year, with 34.18% being employed for 0-6 months.
Only 17.72% have been with the company for 1-3 years, and 8.86% have more than 3
years of experience.

 Candidates are primarily attracted to join PW due to compensation and benefits

(36.71%) and the company's reputation (30.38%). Job role and responsibilities
(15.19%) and growth opportunities (12.66%) are also notable factors.

 The majority of employees either receive feedback on their performance rarely

(32.91%) or regularly (24.05%), while 21.52% receive feedback frequently, and
another 21.52% never receive feedback.

 Most employees (69.62%) describe a supportive or very supportive relationship with

their immediate supervisor, while only 11.39% report an unsupportive or very
unsupportive relationship.

 The majority of respondents (43.04%) feel their achievements are only occasionally
recognized and rewarded, while 35.44% report their achievements are always
recognized and rewarded. Smaller groups feel their achievements are often (10.13%) or
rarely (11.39%) recognized and rewarded.

 The vast majority of respondents (77.22%) express satisfaction, with 49.37% being
very satisfied, with the opportunities for skill development and training provided by
PW. Only 10.12% are dissatisfied.
 A significant majority (51.89%) believe there are equal opportunities for career
advancement for all employees at PW, while 30.38% believe there are not equal
opportunities, and 17.73% are uncertain.

 A significant portion of employees feel positively about PW fostering teamwork and

collaboration, with 51.89% believing it is done "very well," and 21.53% feeling it is

49
 done "well." However, 11.39% have a neutral stance, and another 11.39% feel it is
done poorly.

 65.82% of employees feel comfortable expressing their opinions and concerns to

management, while 24.05% are uncertain, and 10.13% do not feel comfortable doing
so.

 50.63% of employees are satisfied or very satisfied with the work environment and
facilities provided by PW, while 24.05% are neutral, and 25.32% are dissatisfied or
very dissatisfied.

 34.18% of respondents feel PW fully supports a healthy work-life balance, while

27.84% believe the support is partial, 24.05% express minimal support, and 13.93%
indicate PW does not support a healthy work-life balance at all.

 48.10% of respondents perceive PW to have a strong commitment to employee well-

being and mental health, while 25.32% believe there is some commitment, and 26.58%
perceive minimal commitment.

 A majority of respondents (59.50%) are satisfied with the health and wellness benefits
provided by PW, while 26.58% are dissatisfied, and 13.92% are uncertain or neutral.

 67.09% of respondents believe PW effectively handles and resolves employee concerns

or grievances, while 25.32% have a neutral stance, and 7.59% perceive PW as handling
and resolving concerns ineffectively.

 45.58% of respondents feel PW helps them in achieving their professional goals, while
34.17% have a neutral stance, and 20.25% do not feel PW helps them achieve their
professional goals.

 77.21% of employees are unlikely to consider leaving their current position at PW

50
 within the next 12 months, while 13.93% are likely to consider leaving, and 8.86% are
neutral about the likelihood of leaving.

5.2 Conclusion

Firstly, the study has highlighted the significance of effective communication, recognition
programs, and supportive work environments in fostering employee satisfaction and,
consequently, retention. Clear and transparent communication about company goals and
objectives, coupled with robust recognition programs, contributes significantly to creating a
positive work atmosphere. Moreover, the research underscores the importance of promoting a
healthy work-life balance and addressing employee concerns promptly. A commitment to
employee well-being, mental health, and a strong resolution mechanism for grievances plays a
pivotal role in enhancing overall job satisfaction. Furthermore, the analysis has delved into the
organization's efforts in fostering diversity and inclusion. The findings suggest that a
comprehensive approach to promoting diversity contributes positively to the workplace
environment, fostering a sense of belonging among employees.

Lastly, the file examines the alignment of employees with PW's values and mission. When
employees resonate with the organization's core values, it not only enhances their job
satisfaction but also contributes to long-term commitment and retention. In essence, the
internship file provides valuable insights into the factors influencing employee retention at
Physics Wallah. The findings can serve as a foundation for strategic initiatives aimed at
enhancing workplace satisfaction and, consequently, retaining a talented and motivated
workforce. The recommendations derived from this analysis can guide PW in fortifying its
employee retention strategies and maintaining a positive and conducive work environment in
the future.

In Conclusion, It is essential for organizations to implement effective retention strategies to

retain their top talent. HR managers must consider the needs and goals of their employees, and
develop strategies that align with those needs and goals. Effective employee retention strategies
should be tailored to meet the needs of individual employees and should focus on creating a

51
positive work environment, providing opportunities for growth and development, recognizing
and rewarding employees for their contributions, and promoting work-life balance. It is also
important for Resonance Edu ventures Limited to regularly assess the effectiveness of their
retention strategies and make adjustments as needed to ensure that they remain relevant and
effective. Investing in employee retention is business strategy that can yield significant benefits
for organizations, including improved productivity, increased employee satisfaction and loyalty,
and reduced turnover costs.

5.3 Suggestions

Based on the findings on employee retention at Physics Wallah (PW), here are some
suggestions for enhancing and maintaining a positive work environment and employee
satisfaction:

 Implement regular and transparent communication channels to keep employees

informed about company goals, strategies, and changes.
 Foster an open-door policy to encourage employees to express their opinions and
concerns without hesitation.
 Enhance existing recognition programs or introduce new ones to acknowledge and
appreciate employees' efforts and achievements.
 Ensure that recognition is fair, consistent, and aligns with the organization's values.

 Explore and implement initiatives that support a healthy work-life balance, such as
flexible working hours, remote work options, or compressed workweeks.
 Encourage employees to take advantage of available benefits to manage their
workloads effectively.
 Develop and promote programs that focus on employee well-being and mental
health, including workshops, counseling services, and wellness activities.
 Raise awareness about existing support mechanisms and resources for employees
facing personal or professional challenges.
 Evaluate and refine the current grievance resolution process to ensure swift and
fair handling of employee concerns.

52
 Provide clear channels for employees to report issues and follow up with timely
feedback on the resolution process.
 Continue to invest in diversity and inclusion training programs to create an inclusive
work environment.

 Regularly assess the effectiveness of these initiatives and make adjustments based
on employee feedback and evolving best practices.
 Reinforce the organization's core values through ongoing communication and
integration into daily operations.
 Incorporate values alignment as a criterion in performance evaluations and recognition
programs.
 Offer continuous learning opportunities and career development programs to
keep employees engaged and invested in their personal growth.
 Implement mentorship programs to provide guidance and support for career
advancement.

 Conduct exit interviews to gather insights from departing employees and identify areas
for improvement.
 Use feedback from exit interviews to refine retention strategies and address underlying
issues.

53