“A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.”

7/29/2019 A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.

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A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.

P. R. PATIL COLLEGE OF MANAGEMENT,AMRAVATI. Page 1

ABSTRACT

INTRODUCTION -

Employees are said to be a company's greatest asset. Attracting,safeguarding, nurturing and preserving them is a mission in itself, which

takes total commitment and endorsement. While the middle

management has a career chart well in place to take on the next

position, the top hierarchy has a contingency plan laid firm. It is the

group which is lower down the ranks for whom there is no succession

planning strategy in place, and who comprise the volatile lot. They are

easy targets of poaching in the competitive talent market.

ORGANISATION PROFILE -

IBM has been well known through most of its recent history as one of

the world's largest computer companies and systems integrators. With

over 388,000 employees worldwide, IBM is one of the largest and most

profitable information technology employers in the world. IBM holds

more patents than any other U.S. based technology company and haseight research laboratories worldwide. The company has scientists,

engineers, consultants, and sales professionals in over 170 countries

SCOPE OF THE STUDY -

1) This research has scope in developing policy and strategy of the

organization.

2) It has also scope to create awareness among employees.

3) This study will be helpful to the researcher who want to extend

their further research.

OBJECTIVE OF THE STUDY -

1. To find the employees awareness in IBM about

various activities to retain employee.

2. To asses satisfaction/dissatisf action level inemployee after exit interview.


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3. To know the impact of various activities on the

productivity of IBM.

RESEARCH METHODOLOGY -

DATA SOURCE -

There are two type data source of data collection is used.

Primary data -

I collected through following method.

1) Questionnaire : In this I made near about 21

questions. I get it filled from respondents

(employees of IBM Company Pune.)

2) I met to Head Of Department and conducted

Personal Interview and collected valuable

information.

Secondary data -

Secondary data collected from internet website, books, magazines,

,journals, newspapers.

SAMPLING -

Sample size :- Sample size is 50 respondents.

Sample Unit :- Employees of IBM Company, Pune..

Sampling techniques :- Simple random technique

is used.

RESEARCH DESIGN -

For this study EXPLORATORY RESEARCH DESIGN is used.


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RECOMMENDATION -

1) IBM Co. should provide challenging works to their

employees so that the employees get chance to utilize

their skill and knowledge to perform better.

2) The company should give chances to other age group

also as they may be more experienced than age group of

18-30 yrs. The company should provide a good pay scale

to retain the employees in company.

3) The companies staff members who are the part of rude

area should help their employees and understand the

problem area of their collegues.

CONCLUSIONS -

The following conclusions are made from the data collected from the

structured questionnaire.:

1) The company is giving chance to not only to Post

Graduates candidates but also to Graduates andUnder Graduated candidates.

2) The monthly income to most of the employees is

above 30000 which seems to be the satisfaction

level of the candidates.

3) The company is treating equally with the

employees by which many employees are not

facing the problem of gender discrimination.

4) The company is providing challenging work which

is very helpful to grow the employees future further.


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INTRODUCTION

Introduction to study -

Employee retention is beneficial for the organization as well as theemployee.Employees today are different. They are not the ones whodont have good opportunities in hand. As soon as 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 retain their best employees.

Retaining talent has never been so important in the Indian scenario;

however, things have changed in recent years. In prominent Indian

metros at least, there is no dearth of opportunities for the best in thebusiness , or even for the second or the third best. Retention of key

employees and treating attrition troubles has never been so important to

companies. In an intensely competitive environment , where HR

managers are poaching from each other , organizations can either hold

on to their employees tight or lose them to competition. For gone are

the days , when employees would stick to an employer for years for

want of a better choice. Now, opportunities abound. In addition to

globalization and unprecedented competition , organizations are facing

issues related to employee retention. Company spends a lot of money

in retaining their top talent and is pretty conscious of the loss incurred

by the resignation of an employee and the expenses for hiring a new

employee. Hiring them normally cost around 35% or more of the

average employees salary. It is a fact that, retention of key employees

is critical to the long-term health and success of any organization. The

performance of employees is often linked directly to quality work,

customer satisfaction increased product sales and even to the image of

a company. Whereas the same is often indirectly linked to, satisfied

colleagues and reporting staff, effective succession planning and deeply

embedded organizational talent and knowledge. Employee retention.

Many of us are facing difficulties to retain our best employees due to

one or other reasons; I hope my understanding on the issue would help

you to emerge from the above specified problem.


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Employee retention -

Is it just to keep employees associated with the organization as long as

possible, or to keep them active at the work place indeed!! The best

way to improve employee retention is to understand what employees

want and need from the workplace and provide it. But we should not

deny that the employee demands are within limits, of course.

Management can not just dish out indiscriminate amounts of money to

employees or them a four day work week in many cases. Studies show

that many employees leave for reasons that have nothing to do with

money or benefits, but rather with issues such as feeling they have a

very limited chance for advancement. Other complaints include not

enough honest feedback, the actual job does not match with what they

were told in initial interviews, and/or there is a lack of

challenge/learning/training. Employers can resolve these sorts of issues

in cash-free ways to help increase their employee retention rates.

Companies can be competitive in these areas and still stay within

budget constraints. Staying competitive in wages is an excellent

employee retention practice as it helps one get and keep the topemployees in their fields. These employees are likely to stay if they

would get less money in similar firms of the same size. Companies are

increasingly engaging in retention strategies which are gaining

prominence, and are as important as recruitment and training.

Retention plans need to be phased out bearing in mind not only the job

requisites of an individual, but the surrounding environment as also

gaining an insight into an individuals personal life. Ajit Kamath,Chairman and Managing Director , Arch Pharmalabs, mentions,

Perks, promotions, increments, etc., have their own importance in

ensuring employee loyalty. However, these are a given wherein

employees try to always look at improving their socio-economic status.

Our observations, in the manufacturing world, has been a high degree

of aversion to lateral movements in the same organization. Alok

Saxena, Director (International), Elder Pharmaceuticals, points out

the areas where companies have to tread with caution:


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Exhaustive recruitment and selection process

Flexible compensation package

Creating bonding among the employees

What employees need and demand , and companies are increasingly

trying to adopt are innovative ways to not only make employee life

easier but also to enhance it. Since there are increasing health

concerns even from a very young age, medical benefits are of utmost

importance. Similarly, in an age where commuting eats up a

considerable amount of a persons time, any arrangement to reduce

the travelling woes act as a major attraction.

ATTRITION RATE -

The attrition rate has always been a sensitive issue for all organizations.

Calculating employee turnover rate is not that simple as it seems to be.

No common formula can be used by all the organizations. A formula

had to be devised keeping in view the nature of the business and

different job functions. Moreover, calculating attrition rate is not onlyabout devising a mathematical formula. It also has to take into account

the root of the problem by going back to the hiring stage.

Attrition rate: There is no standard formula to calculate the attrition

rate of a company. This is because of certain factors as:

The employee base changes each month. So if a company has

1,000 employees in April 2004 and 2,000 in March 2005, thenthey may take their base as 2,000 or as 1,500 (average for the

year). If the number of employees who left is 300, then the

attrition figure could be 15 percent or 20 percent depending on

what base you take.

Many firms may not include attrition of freshers who leave

because of higher studies or within three months of joining.


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In some cases, attrition of poor performers may also not be

treated as attrition. Calculating attrition rate:

Attrition rates can be calculated using a simple formula:

Attrition =(No. of employees who left in the year / average

employees in the year) x 100

Thus, if the company had 1,000 employees in April 2004, 2,000 in

March 2005, and 300 quit in the year, then the average employee

strength is 1,500 and attrition is 100 x (300/1500) = 20 percent. Besides

this, there are various other types of attrition that should be taken into

account.

These are -

Fresher attrition that tells the number of freshers who left the

organization within one year. It tells how many are using the

company as a springboard or a launch pad.

Infant mortality that is the percentage of people who left the

organization within one year. This indicates the ease with which

people adapt to the company.

Critical resource attrition which tell the attrition in terms of key

personnel like senior executives leaving the organization.

Low performance attrition: It tells the attrition of those who left

due to poor performance.

Attrition Costs -

One of the best methods for calculating the cost of turnover takes

into account expenses involved to replace an employee leaving an

organization. These expenses are:

A. Recruitment cost

The cost to the business when hiring new employees includes the

following six factors plus 10 percent for incidentals such as

background screening:


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Time spent on sourcing replacement

Time spent on recruitment and selection

Travel expenses, if any

Re-location costs, if any n Training/ramp-up time

Background/reference screening

B. Training and development cost

To estimate the cost of training and developing new employees, cost of

new hires must be taken into consideration. This will mean direct and

indirect costs, and can be largely classified under the following heads:

Training materials

Technology

Employee benefits

Trainers Time

C. Administration cost

They include:

Set up communication systems

Add employees to the HR system

Set up the new hires workspace

Set up ID-cards, access cards, etc.

The Following graph describes the Attrition Rates in Different

Sectors In India


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Table Attrition rates in different sectors(2007)

All the sectors are facing attrition. But the reasons and effects of

attrition in every sector are different. Let us discuss the attrition rates of

these sectors in detail:

FMCG Sector

Manufacturing Sector

Capital Goods Sector

Construction Sector

Non-voice BPO Sector

IT ITES Sector

Attrition Rates Of Wipro, TCS, Satyam and Infosys

Telecom Sector
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Pharmaceuticals Sector

Biotechnology Sector

Services Sector

Financial Sector

Aviation Sector

Retail Sector

Voice-based BPO Sector

The basic practices which should be kept in mind in the

employee retention strategies are:

1. Hire the right people in the first place.

2. Empower the employees: Give the employees the

authority to get things done. Make employees realize that

they are the most valuable asset of the organization.

3. Have faith in them, trust them and respect them.

4. Provide them information and knowledge.

5. Keep providing them feedback on their performance.

6. Recognize and appreciate their achievements.

7. Keep their morale high.

8. Create an environment where the employees want to work

and have fun.

.
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These practices can be categorized in 3 levels: Low, medium and high

level.

Causes of employee turnover

In order to know the cause of excessive employee turnover, the causes

of dysfunctional and avoidable turnover should be known. Few reasons

for dysfunctional turnover may be:

Compensation package differences

Job and employee skill mismatch: the job may be less or more

satisfying and challenging according o the employee.

Inferior facilities, tools, etc

Less recognition

Less or no appreciation for work done

Less growth opportunities
http://retention.naukrihub.com/low-level.htmlhttp://retention.naukrihub.com/medium-level.htmlhttp://retention.naukrihub.com/high-level.htmlhttp://retention.naukrihub.com/high-level.htmlhttp://retention.naukrihub.com/medium-level.htmlhttp://retention.naukrihub.com/low-level.html


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Poor training

Poor supervision

Less work and life balance practices


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RESEARCH METHODOLOGY

As we already defined objective of study in research process so going

ahead I have gone through data collection process. Here we collect

both types of data like primary data and secondary data.

PRIMARY DATA -

Here we did survey through preparing questionnaire and observation. I

selected the 50 respondents in IBM Company ,Pune city and asked

them about 20 question regarding Retention Strategy and Its

Effectiveness, which are filled by the respondents in person regarding

awareness of the Retention Strategy.

SECONDARY DATA -

I collected secondary data from websites related to Retention

Strategy, books, and articles in magazine.

RESEARCH DESIGN -

I used exploratory research method and conducted the research in IBM

Company Pune and I has used 50 respondents as a sample.

EXPLORATORY RESEARCH -

In exploratory research the focus is on gaining insights and familiarity

with the subject area for more rigorous investigation later.

SAMPLING UNIT -

50 respondents were the sampling unit

SAMPLING AREA -

IBM Company was the sampling area of research


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DEFINATION OF THE PROBLEM -

Increasing competition among the corporates for the right talent seems

to have made the process of attracting and retaining talent, a Herculean

task more than ever before. As the highly talented workforce in

organizations enhance their skills and job-hop from one company to

another, managers seem to be feeling the heat in battling abnormally

high attrition rates. Motivating employees and retaining them in the

current scenario is altogether a different ball game as compared to

about five years ago so much so that employee retention has almost

become synonymous with employee motivation. A motivated employee

is satisfied with his job, more productive and more likely to stay with the

organization. Therefore, a key issue to address while handling

employee retention is the ways and means of motivating them. As is

often said, employees do not leave an organization because it is bad;

they leave with a hope to get a better set of people in another

organization. If there is somebody who can make the difference, it is

undoubtedly the leaders with adequate backup from the HR team and

the management. The main objective of the book is to provide useful

insights into various aspects of employee motivation and how

motivation can be successfully used as a means to retain employees in

an organization. The book also provides experiences in various

industries/sectors as to how motivation can be helpful in enhancing the

employee productivity and in retaining talent which, in turn, would

improve the overall performance of an organization. This book attempts

to capture those aspects of motivation which play a pivotal role inkeeping the employee morale high, which will help mangers keep him

bonded with the organization. An attempt has been made to explore

various tools for motivating employees, which may be handy for the

practising managers in dealing with attrition. The theme of the proposed

book focuses on the well-established fact that motivated employees are

not only productive but also committed to staying on with an

organization.


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OBJECTIVE OF STUDY

1. To identify the Retention Strategy in IBM.

2. To understand the impact of Retention Strategy

on the performance of employee of IBM.

3. To find the employees awareness in IBM about

various activities to retain employee.

4. To asses satisfaction/dissatisf action level in

employee after exit interview.

5. To know the impact of various activities on the

productivity of IBM.


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SCOPE OF THE STUDY

1) This research has scope in developing policy and strategy of the

organization.

2) It has also scope to create awareness among employees.

3) This study will be helpful to the researcher who want to extend

their further research


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COMPANY PROFILE

IBM Company, Pune.

PUNCH LINE :

ON DEMAND BUSINESS,IN DEMAND PEOPLE

I THINK,THEREFORE IBM

International Business Machines Corporation, abbreviated IBM and

nicknamed "Big Blue" (for its official corporate color), is a multinational

computer technology and IT consulting corporation headquartered in

Armonk, New York, United States. The company is one of the few

information technology companies with a continuous history dating back

to the 19th century. IBM manufactures and sells computer hardware

and software (with a focus on the latter), and offers infrastructure

services, hosting services, and consulting services in areas ranging

from mainframe computers to nanotechnology.

IBM has been well known through most of its recent history as one of

the world's largest computer companies and systems integrators. With

over 388,000 employees worldwide, IBM is one of the largest and most
http://en.wikipedia.org/wiki/International_Business_Machines_Corporationhttp://en.wikipedia.org/wiki/International_Business_Machines_Corporationhttp://en.wikipedia.org/wiki/Mainframe_computerhttp://en.wikipedia.org/wiki/Nanotechnologyhttp://en.wikipedia.org/wiki/Nanotechnologyhttp://en.wikipedia.org/wiki/Mainframe_computerhttp://en.wikipedia.org/wiki/International_Business_Machines_Corporation


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profitable information technology employers in the world. IBM holds

more patents than any other U.S. based technology company and has

eight research laboratories worldwide. The company has scientists,

engineers, consultants, and sales professionals in over 170 countries

IBM employees have earned Five Nobel Prizes, fourTuring Awards,

five National Medals of Technology, and five National Medals of

Science. The roots of IBM date back the 1880s, decades before the

development of electronic computers. The company was formed

through a mergerof three different companies: the Tabulating Machine

Company (with origins in Washington, D.C. in the 1880s), the

International Time Recording Company (founded 1900 in Endicott), and

the Computing Scale Corporation (founded 1901 in Dayton, Ohio, USA)

The merger was engineered by noted financier Charles Flint, and the

new company was called the Computing Tabulating Recording (CTR)

Corporation. CTR was incorporated on June 16, 1911 in Endicott, New

York, U.S.A.. Flint remained a member of the board of CTR until his

retirement in 1930

The companies that merged to form CTR manufactured a wide range of

products, including employee time-keeping systems, weighing

scales,automatic meat slicers, coffee grinders, and most importantly for

the development of the computer, punched card equipment. The

product lines were very different, but Flint believed that since they all

focused on equipment that made businesses more efficient, there were

synergies and cross selling opportunities to be had. Based in New York

City, the new company had 1,300 employees and offices and plants in

Endicott and Binghamton, New York; Dayton, Ohio; Detroit, Michigan;

Washington, D.C.; and Toronto, Ontario.

Of the companies merged to form CTR, the most technologically

significant was the Tabulating Machine Company, founded by Herman

Hollerith, and specialized in the development of punched card data

processing equipment. Hollerith's series of patents on tabulatingmachine technology, first applied for in 1884, drew on his work at the
http://en.wikipedia.org/wiki/Nobel_Prizeshttp://en.wikipedia.org/wiki/Nobel_Prizeshttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/National_Medal_of_Technologyhttp://en.wikipedia.org/wiki/National_Medal_of_Technologyhttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/Mergerhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Time_clockhttp://en.wikipedia.org/wiki/1900http://en.wikipedia.org/wiki/1901http://en.wikipedia.org/wiki/Dayton,_Ohiohttp://en.wikipedia.org/wiki/Charles_Ranlett_Flinthttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/1930http://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/History_of_computing_hardwarehttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Punch_cardhttp://en.wikipedia.org/wiki/Punch_cardhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/History_of_computing_hardwarehttp://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/1930http://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Charles_Ranlett_Flinthttp://en.wikipedia.org/wiki/Dayton,_Ohiohttp://en.wikipedia.org/wiki/1901http://en.wikipedia.org/wiki/1900http://en.wikipedia.org/wiki/Time_clockhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Mergerhttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Technologyhttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/Nobel_Prizes


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U.S. Census Bureau from 187982. Hollerith was initially trying to

reduce the time and complexity needed to tabulate the 1890 Census.

His development of punch cards in 1886 set the industry standard for

the next 80 years of tabulating and computing data input.

The Tabulating Machine Company originally sold some machines to a

railway company but quickly focused on the challenges of the largest

statistical endeavor of its day - the 1900 US Census. After winning the

government contract, and completing the project with amazing speed,

Hollerith was faced with the challenge of sustaining the company in

non-Census years He returned to targeting private businesses both in

the United States and abroad, attempting to identify industry

applications for his automatic punching, tabulating and sorting

machines. But creating markets for the new technology was a struggle,

and by 1911 Hollerith, now 51 and in failing health, was looking to rest

on his laurels. He sold the business to Flint for $2.3 million (of which

Hollerith got $1.2 million), who then created C-T-R. Hollerith remained

involved with C-T-R for some years as a consultant, but his involvement

waned as time went on.

When the diversified businesses of C-T-R proved difficult to manage,

Flint turned for help to the former No. 2 executive at the National Cash

Register Company, Thomas J. Watson Sr.. Watson became General

Manager of C-T-R in 1914 and President in 1915. By Drawing upon his

managerial experience at NCR, Watson quickly implemented a series of

effective business tactics: generous sales incentives, a focus on

customer service, an insistence on well-groomed, dark-suited

salesmen, and an evangelical fervor for instilling company pride and

loyalty in every worker. As the sales force grew into a highly

professional and knowledgeable arm of the company, Watson focused

their attention on providing large-scale, custom-built tabulating solutions

for businesses, leaving the market for small office products to others.

He also stressed the importance of the customer, a lasting IBM tenet.

The strategy proved successful, as during Watsons first four years,
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revenues doubled to $2 million, and company operations expanded to

Europe, South America, Asia and Australia.

At the helm during this period, Watson played a central role in

establishing what would become the IBM organization and culture. He

launched a number of initiatives that collectively demonstrated an

unwavering faith in his workers: he hired the companys first disabled

worker in 1914, he formed the companys first employee education

department in 1916, and in 1915 he introduced his favorite slogan,

"THINK," which quickly became a corporate mantra. Watson boosted

company spirit by encouraging any employee with a complaint to

approach him or any other company executive his famed Open Door

policy. He also sponsored employee sports teams, family outings and a

company band, believing that employees were most productive when

they were supported by healthy and supportive families and

communities. These initiatives each deeply rooted in Watsons

personal values system - became core aspects of IBM culture for the

remainder of the century.

Given the companys geographic growth (including the completion of

three manufacturing facilities in Europe), and his own expansive vision,

Watson found the C-T-R name too limiting,. A name of a publication

from C-T-Rs Canadian operation caught his eye, and on February 14,

1924, the C-T-R name was formally changed to International Business

Machines Corporation, later to be abbreviated IBM.


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IBM 7090 installation

Boca Corporate Center & Campus was originally one of IBM's research

labs where the IBM PC was created
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The original IBM PC (ca. 1981)

IBM has been present in India since 1992. Since inception,

IBM in India has expanded its operations considerably with

regional headquarters in Bangalore and offices in 14 cities

including regional offices in New Delhi, Mumbai, Kolkata and

Chennai. Today, the company has established itself as one

of the leaders in the Indian Information Technology (IT)

Industry.

IBM India Limited, a subsidiary of IBM Inc. (International Business

Machines Corporation), was set up in September 1999. Before that IBM

was present in India since 1992, through a joint venture. Today, the

company has established itself as one of the leaders in the Indian

Information Technology (IT) Industry.

IBM Solution Partnership Centre, Bangalore: (One among 10 facilities

worldwide) Independent Software Vendors are encouraged to port theirsolutions on IBM platforms at this centre and develop Web based

applications for Indian customers.

Linux Solution Centre, Bangalore: (One among 7 facilities worldwide)

The centre supports Business Partners and Independent Service

vendors across the ASEAN / South Asia region.

India Software Labs at Bangalore and Pune: The two labs develop,

enhance and support key IBM products & technologies in collaboration

with other IBM labs across the globe.
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India Research Laboratory, Delhi: (One among 8 facilities worldwide)

This laboratory located in the sprawling campus of Indian Institute of

Technology - Delhi, has research initiatives underway covering areas

like e-Commerce, Knowledge Management, Bio-Informatics, Grid

Computing, Autonomic Computing etc.

Global e-business Software Centre, Gurgaon: This state-of-the-art

center combines IBM's global experience and technology expertise to

deliver e-business solutions for Indian organisations and also the

government through the e-Governance Centre.

Manufacturing Facility, Pondicherry: Set up in 1999, the plant currently

manufactures commercial desktops, low and mid-range servers. Local

manufacturing has helped in reaching products to customers faster,

besides giving the flexibility to configure the systems to specific

customer requirements.

BM has set the agenda for the industry with 'on demand business' - a

kind of transformation where an organisation changes the way it

operates and reduces costs; serving customers better, reducing risks

and improving speed and agility in the marketplace. IBM is alreadyworking with customers to transform them into 'on demand' businesses.

IBM is the only company in the world that offers end-to-end solutions to

the customers from hardware to software, services and consulting.

Linux support further enhances IBM's e-business infrastructure enabler

capability offerings: IBM is the only IT company in the world and also in

India that offers end-to-end solutions to customers from hardware to

software, services and consulting.

IBM Global Services is the world's and also India's largest information

technology services and consulting provider. IGS provides the entire

spectrum of customers' e-business needs -- from the business

transformation and industry expertise of IBM Business Consulting

Services to hosting, infrastructure, technology design and training

services. IGS delivers integrated, flexible and resilient processes --

across companies and through business partners -- that enable

customers to maximise the opportunities of an on-demand business


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environment.

In 2005, IBM announced the acquisition of Network Solutions Ltd., a

leading infrastructure services company in India. This strategic

investment will enable IBM to augment it's networking and managed

services portfolio of offerings in India and broaden its reach across the

country.

Software Group the largest provider of middleware and the second-

largest software business in the world offers its customers

comprehensive solutions to meet their e-business requirements. IBM

Software provides best-of-breed solutions for financial services,

manufacturing, process, distribution, government, infrastructure and

small & medium business sectors.

IBM Software portfolio consists of:

- Transformation and integration solutions that are built on the IBM

WebSphere middleware platform. - Information leveraging solutions that

are built on a portfolio of Data management (DB2) tools. - Lotus product

line to help organisations leverage collective know-how. - Tivoli range of

products to enable organisations to manage complex technology

infrastructure. - Rational range of Application Development Tools to

help software development houses develop applications in a structured

and systematic way. Profile

IBM strives to lead in the creation, development and manufacture of the

industry's most advanced information technologies, including computer

systems, software, networking systems, storage devices and

microelectronics. IBM brings its products and services through IBM

India and IBM Global Services.

IBM India's product portfolio includes the IBM PC, Aptiva home

computer , ThinkPad portables, RS/6000, AS/400e, S/390 and Netfinity

servers, network computers, printers, networking and storage products.

IBM's software offerings include DB2, Lotus, Tivoli, MQ Series and a

range of Internet software like WebSphere and SecureWay.

India is also home to two select IBM centers - the IBM Solutions

Research Centerat New Delhi and the Solutions Partnership Center(SPC) at Bangalore. The SRC (only the eighth of its kind across the
http://www.vyomworld.com/placementpapers/ibmprofile.asphttp://www.vyomworld.com/placementpapers/ibmprofile.asphttp://www.vyomworld.com/placementpapers/ibmprofile.asphttp://www.vyomworld.com/placementpapers/ibmprofile.asphttp://www.vyomworld.com/placementpapers/ibmprofile.asphttp://www.vyomworld.com/placementpapers/ibmprofile.asp


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globe) is an extended arm of IBM Research activities. As part of IBM's

global research infrastructure, the SRC participates in path breaking

research projects for IBM worldwide. The Solutions Partnership Center

at Bangalore is a part of IBM's developer relations focus for India. The

SPC is a showcase of IBM technology and a testing and porting lab for

application software developers.


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MAIN TEXT AND MAIN TOPIC

Increasing competition among the corporates for the right talent seems

to have made the process of attracting and retaining talent, a Herculean

task more than ever before. As the highly talented workforce in

organizations enhance their skills and job-hop from one company to

another, managers seem to be feeling the heat in battling abnormally

high attrition rates. Motivating employees and retaining them in the

current scenario is altogether a different ball game as compared to

about five years ago so much so that employee retention has almost

become synonymous with employee motivation. A motivated employee

is satisfied with his job, more productive and more likely to stay with the

organization. Therefore, a key issue to address while handling

employee retention is the ways and means of motivating them. As is

often said, employees do not leave an organization because it is bad;

they leave with a hope to get a better set of people in another

organization. If there is somebody who can make the difference, it is

undoubtedly the leaders with adequate backup from the HR team and

the management. The main objective of the book is to provide useful

insights into various aspects of employee motivation and how

motivation can be successfully used as a means to retain employees in

an organization. The book also provides experiences in various

industries/sectors as to how motivation can be helpful in enhancing the

employee productivity and in retaining talent which, in turn, would

improve the overall performance of an organization. This book attempts

to capture those aspects of motivation which play a pivotal role inkeeping the employee morale high, which will help mangers keep him

bonded with the organization. An attempt has been made to explore

various tools for motivating employees, which may be handy for the

practising managers in dealing with attrition. The theme of the proposed

book focuses on the well-established fact that motivated employees are

not only productive but also committed to staying on with an

organization.


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REVIEW OF LITERATURE -

Ajit Kamath, Chairman and Managing Director, Arch

Pharmalabs, mentions, "Perks, promotions, increments, etc,

have their own importance in ensuring employee loyalty.

However, these are a given wherein employees try to always

look at improving their socio-economic status. Our

observation, in the manufacturing world, has been a high

degree of aversion to lateral movements in the same

organization. Job rotation has not been accepted by people

at middle level and sometimes serves as a demotivator and

a signal for an employee to consider an exit. Training

programs are however appreciated but again the choice of

the program is very critical since a majority of the times

such programs tend to deviate from the stated theme."

BPO EMPLOYEE RETENTION -

Attrition is the biggest problem faced by BPOs these days. Attrition

rate in BPOs is more than the attrition rate in any other sector. It is

very important to control this attrition rate. Many retention schemes

are applied in BPOs for retention.

A single tool like training alone is not sufficient for employee retention.

The best results for employee retention can be achieved by applying

different tools strategically. Let us now learn about various strategies

which can boost successful employee retention in BPOs.

1. First know the cost. This is the most basic and initial part of the

retention process. A good retention plan needs all the facts.

The turnover cost includes cost of selection process, hiring,

induction, training, lost productivity, etc.

2. Hire from known sources like employee referrals through

trustworthy employees.


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3. Hire the right people. Retention starts with recruitment itself.

Identify the characteristics of the people you want to hire who fit

in organizations culture. To retain employees, the people who

are productive and are likely to stay for a longer time should be

hired.

4. Focus on employee orientation. It is the first impression that the

employee takes home with him. A proper welcome form the

management will encourage the employee to stay with the

organization.

5. Individual development. Develop career plans for employees.

Initiate mentorship and higher education programs to keep the

learning and development moving.

6. Training for managers. An important factor that keeps the

employee in the organization is the manager. Employees need

a manager who manages them well. A manager should be a

good listener and motivator. Proper training should be given to

the managers.

7. Find the reason why employees are leaving. Conduct exit

interviews with the employees after 3-4 months of leaving the

job. This is because most of the employees would not like to

reveal the true reason of quitting the job as long as they are in

the organization and are associated with the job. The exit

interviews can be conducted online. Then the employees can

talk straight-from-the-shoulder.

8. Employee recognition. Star of the month, top performer, picture

on bulletin boards, appreciation cards and certificates, etc,

increase employee moral and confidence. This is a great way to

retain employees of a call center.


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COMMUNICATION BETWEEN EMPLOYEE AND

EMPLOYER -

Communication is a process in which a message is conveyed to the

receiver by the sender. The message may be or may not be in a

common format or language that both the sender and receiver

understand. So there is a need to encode and decode the message

in the process. Encoding and decoding also helps in the security of

the message. The process of communication is incomplete without

feedback.

Communication is the solution to almost everything in this world.

Same applies to employee retention also. Straight-from-the-shoulder

communication is what the employees need from their employers.

Employees look for organizations where communication and process

are transparent. Nothing is hidden and shared with the employees.


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There are 3 categories of employees:

A: Who will leave their current employer in 3 years of theiremployment

B: Who have a probability of leaving their current employer in

next 3 years

C: Who will stay with their current employer in the next 3 years

Category A: These are the employees who lack communication with

their employers.

Category B: These are the employees who have proper, well

structured communication with their employers.

Communication is also the way to win the employees trust in the

organization. Employees trust the employers who are friendly and

open to them. This trust leads to employee loyalty and finally

retention. Employers also feel that the immediate supervisors are the

most authenticated and trusted source of information for them. So

the organizations should hire managers who are active

communicators.

COMMUNICATION MEDIUMS -

Open door policy: Organizations should support open door

policies so that the employees feel comfortable and are able

to express their doubts and feeling to their employers.

Frequent meetings and Social gatherings

Emails, Newsletters, Intranet and many more

So there should be effective communication across the organization

and this communication should be two-way. Communication alone

can lead to unimaginable heights ofemployee retention.


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COMPENSATION -

Compensation constitutes the largest part of the employee

retention process. The employees always have high

expectations regarding their compensation packages.

Compensation packages vary from industry to industry. So an

attractive compensation package plays a critical role in

retaining the employees in the organization for long period..

Compensation includes salary and wages, bonuses, benefits,

prerequisites, stock options, bonuses, vacations, etc. While

setting up the packages, the following components should be

kept in mind:

SALARY AND MONTHLY WAGE -

It is the biggest component of the compensation package. It is also

the most common factor of comparison among employees. It

includes

o Basic wage

o House rent allowance

o Dearness allowance

o City compensatory allowance
http://retention.naukrihub.com/http://retention.naukrihub.com/http://retention.naukrihub.com/http://retention.naukrihub.com/


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Salary and wages represent the level of skill and experience an

individual has. Time to time increase in the salaries and wages of

employees should be done. And this increase should be based on

the employees performance and his contribution to the organization.

Bonus: Bonuses are usually given to the employees at the end of

the year or on festival to retain employee in the organization .

Economic benefits: It includes paid holidays, leave travel

concession..

Long-term incentives: Long term incentives include stock options

or stock grants. These incentives help retain employees in the

organization's start up stage.

Health insurance: Health insurance is a great benefit to the

employees. It saves employees money as well as gives them a

peace of mind that they have somebody to take care of them in bad

times. It also shows the employee that the organization cares about

the employee and its family.

After retirement: It includes payments that an Employee gets after

he retires like EPF (Employee Provident Fund) etc.

Miscellaneous compensation: It may include employee assistance

programs (like psychological counseling, legal assistance etc),


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discounts on company products, use of a company cars, etc.

EMPLOYEE ENGAGEMENT -

An engaged employee is the one who:

Is enthusiastic and is inspired by his/her work

Is committed and is fascinated by his/her work

Cares about the future of the organization

Shares a strong emotional bond with the organization

Is loyal to the organization and the customers

Makes more money for the organization by putting in his

100% efforts

Is productive , ethical, accountable and dependable


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According to a study, the percentage of employees in an

organization who are actively engaged, not engaged and actively

disengaged in their jobs are 30%, 55%, 15% respectively.

Engaged employees need less focus and attention from managers as

they know their duties and perform their tasks efficiently. They set their

aim and meet the expectations. But sometimes, due to some reasons,

it hardly takes time for engaged employees to turn into disengaged

employees. At this point of time the managers need to identify the

symptoms of budding employee disengagement and take preventive

measures to limit it from growing further. This problem can be solved

by having a conversation with the employee and discussing the

problem that the employee is facing.

We are in the middle of a branding renaissance where the strategies

and tracks of the past no longer guarantee your companys future.

Success will favor organizations and business that integrate

annovation and their creativity into their corporate culture, their

product and services, and how they connect with their employees and

new recruits.

ISIs employee retention strategies are developed to assist HR


35/56



managers by combining creative solutions with HR objectives. ISI can

enhance your companys brand experience in the eye of current and

potential employees and design an emotive bond between all parties.

At the end of the day, we all want to achieve grater harmony and more

happiness in the workplace and in our lives.

The major consequence for a company is loss of groomed talent and

the spectre of replacement which is a huge task, as a human asset

walks away with years of training, experience and the unique company

culture"


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ANALYSIS AND INTERPRETATION OF DATA

The research done on The Study Of Employee Retention

Strategies And Effectiveness At IBM, Pune. for that I select the 50

respondents in Pune city and asked them about 20 question regarding

Retention Strategy the questionnaires, which are filled by the

respondents in person.

Table No1:- Age of respondents

Sr. No. Age of

respondents

No. of

respondent

In

Percentage

1 18-30 yrs. 31 62%

2 30-45 yrs. 15 30%

3 45-60 yrs 4 8%

Graph No. 1 :- Age of respondents

INTERPRETATION -

It is observed that 62% of employees are under 18-30 yrs , 30% of

employees are under 30-45 yrs, and 8% of employees are under 45-60

yrs.of age.

SUGGESTION -

The company should give chances to other age group also as the

may be more experienced than age group of 18-30 yrs.

62%

30%

8%

0%

10%

20%

30%

40%

50%

60%

70%

18-30 yrs 30-45 yrs 45-60 yrs

Age

18-30 yrs

30-45 yrs

45-60 yrs


37/56



Table No. 2 : No. of respondents of monthly income:

Sr. No. Income No. of

respondent

In

Percentage

1 5000-10000 3 6%

2 10000-20000 6 12%

3 20000-30000 9 18%

4 Above 30000 32 64%

Graph No. 2 : No. of respondents of monthly income

INTERPRETATION -

It is observed that 6% of employees income is between 5000-10000 ,

12% of employees income is between 10000-20000, 18% of employees

income is between 20000-30000 and 64% of employees income ismore than 30000

SUGGESTIONS -

The company should provide a good pay scale to retain the employees

in company.

.

0%

10%

20%

30%

40%

50%

60%

70%

6%12%

18%

64%

Income Group

5000-10000

10000-20000

20000-30000

More than 30000


38/56



Table No.3: No. of respondents who faces gender discrimination:

Sr. No. Gender

Discrimination

No. of

respondent

In

Percentage

1 Yes 39 78%

2 No 11 22%

Graph No. 3 : No. of respondents who faces gender discrimination

INTERPRETATION -

It is observed that 78% of employees faces gender discrimination and

22% of employees does not faces gender discrimination regarding

male/female

SUGGESTION -

The company should treat every employee equally so that the

employees may not face gender discrimination.

0%

20%

40%

60%

80%

Yes No

78%

22%

Discrimination On The Basis Of

Gender

Yes

No


39/56



Table No.4: No. of respondents who are satisfied with their jobs:

Graph No. 4 :- No. of respondents who are satisfied with their jobs:

INTERPRETATION -

It is observed that 76% of employees are satisfied with their job and

24% of employees are not satisfied their job.

SUGGESTION -

The area where the employees are not satisfied should be given

Training and Motivation so that they can also be satisfied.

76%

24%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Yes No

Job Satisfaction

Yes

No

Sr. No. Satisfied No. of

respondent

In

Percentage

1 Yes 38 76%

2 No 12 24%


40/56



Table No.5: No.of respondents regarding the staff members

behavior:

Graph No. 5 : No.of respondents regarding the staff members

behavior:

INTERPRETATION -

It is observed that 28% of staff members are very helpful , 46% of staff

members are helpful to moderate,4% of staff members are rude and

22% of staff members are upto some extent

SUGGESTIONS -

The companies staff members who are the part of rude area should

help their employees and understand the problem area of their

collegues.

28%

46%

4%

22%

0%

5%

10%

15%

20%25%

30%

35%

40%

45%

50%

Very Helpful Helpful To

Moderate

Rude Some extent

Behaviour Of Staff Members

Very Helpful

Helpful To Moderate

Rude

Some extent

Sr. No. Staff Behaviour No. of

respondent

In

Percentage

1 Very Helpful 14 28%

2 Helpful To

Moderate

23 46%

3 Rude 2 4%

4 Some Extent 11 22%


41/56



Table No 6:. No.of respondents for reasons of attrition rate:

Graph No. 6.:- No.of respondents for reasons of attrition rate

INTERPRETATION

It is observed that 20% of employees had left the company because of

pay-package,18 % of employees had left the company because of workload,16% of employees had left the company because of carrer

planning 30% of employees had left the company because of

organization culture and 16% of employees had left the organization

because of other reason

SUGGESTION - As many employees are leaving the organization

because of organization culture so most attention must be paid to that

area as well as other area also.

20%

18%

16%

30%

16%

Reasons for Attrition

Pay Package

Work Load

Career planning

Organisation Culture

Others

Sr. No. Attrition Reason No. of

respondent

In

Percentage

1 Pay Package 10 20%

2 Work Load 9 18%

3 Career Planning 8 16%

4 Organization

Culture

15 30%

5 Other 8 16%


42/56



.Table No.7 No.of respondents regarding the employees left in last

3 years:

. Graph No. 7:

No.of respondents regarding the employees left in last 3 years:

INTERPRETATION -

It is observed that 8% of employees who left the company in last 3 yrs

is less than 25, 12% is less than 50.,4% is less than 100 and 76% are

more than 250

SUGGESTIONS -

Various activities such as Yoga Training, Motivation should be provided

to employees so that the employees must retain in the company forlong period.

8%12%

4%

76%

-10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0 1 2 3 4 5

No.of employees left in last 3 yrs.

Less than 25

Less than 50

Less than 100

More than 250

Sr. No. Employees left No. of

respondent

In

Percentage

1 Less than 25 4 8%

2 Less than 50 6 12%

3 Less than 100 2 4%

4 More than 250 38 76%


43/56



Table No.8 No. of respondents regarding the preventive measures

taken By IBM to retain the employees:

Graph No. 8:- No. of respondents regarding the preventive

measures taken By IBM to retain the employees

INTERPRETATION -

It is observed that to retain the employees for long time the company

has adopted 20% part of Training & Development activity,38% part of

Pay Package, 12% part of Promotion, and 30% part of Reward System.

SUGGESTIONS -

The above mentioned Preventive Measures should be taken to retain

the employees.

20%

38%12%

30%

Preventive Measures

Training &

Development

Increase Pay-Package

Promotion

Reward System

Sr. No. PreventiveMeasures

No. ofrespondent

InPercentage

1 Training and

Development

10 20%

2 Increase Pay-

Package

19 38%

3 Promotion 6 12%

4 Reward System 15 30%


44/56



Table No. 9:. No . of respondents about their literacy

.

Graph No. 9:- No . of respondents about their literacy

INTERPRETATION -

It is observed that the employees in IBM Co. are 12% Undergraduate,

68% are Graduate, and 20% are Post graduate

SUGGESTION -

IBM CO should give opportunities to Post Graduates persons also.

Series 1

0%

20%

40%

60%

80%

12%

68%

20%

Series 1

Undergraduate

Graduate

Post graduate

Sr. No. Employees are No. of

respondent

In

Percentage1 Undergraduate 6 12%

2 Graduate 34 68%

3 Post Graduate 10 20%


45/56



Table No. 10: No . of respondents about challenging work :

.

Graph No. 10 :- No . of respondents about challenging work

INTERPRETATION -

It is observed from the above that 68% employees work is challenging

and 32% employees work is not challenging

SUGGESTION -

IBM Co. should provide challenging works to their employees so that the

employees get chance to utilize their skill and knowledge to perform

better.

68%

32%

CHALLENGE WORK

YES

NO

Sr. No. Challenges No. ofrespondent

InPercentage

1 Yes 34 68%

2 No 16 32%


46/56



Table No. 11: No . of respondents about aspiring young

generation :

Graph No. 11:- No . of respondents about aspiring young

generation :

INTERPRETATION:

From the above it is observed that IBM aspires young generation onlyat 90%.

SUGGESTION:

IBM Co. should aspire young generation candidates as well as

experienced ones also.

90%

10%

Aspire Young

Generation

Yes

No

Sr. No. Aspire Young

Generation

No. of

respondent

In

Percentage

1 Yes 45 90%

2 No 5 10%


47/56



Table No. 12: No . of respondents who conducts exit interviews :

Graph No.12:- No . of respondents who conducts exit interviews

INTERPRETATION -

From the above it is observed that the company conducts exit interview

but only at 52%.

SUGGESTIONS -

IBM Co. should conduct exit interviews for every employees to know the

reason of leaving the company.

Sr. No. Conduct Exit

Interviews

No. of

respondent

In

Percentage1 Yes 26 52%

2 No 24 48%

46%

47%

48%

49%

50%

51%

52%

YES NO

52%

48%

CONDUCT EXIT INTERVIEW

YES

NO


48/56



Table No. 13: No . of respondents who thinks which area should

be improved :

Graph No.13:- No . of respondents who thinks which area should

be improved :

INTERPRETATION -

From the above table it is clear that the area which should be improved

for improvement of employees are 64% of work culture,24% treatment

with female employees and 12% other area.

SUGESSTION -

The area of work culture should be improved in IBM.

64%

24%

12%

0%

10%

20%

30%

40%

50%

60%

70%

Wok culturetreatment with femaleother

Area needs to be improve

Wok culture

treatment with

female

other

Sr. No. Area needs to be

improved

No. of

respondent

In

Percentage

1 Work Culture 32 64%

2 Treatment with

female

employees

12 24%

3 Other 6 12%


49/56



Table No. 14:. No . of respondents regarding work culture boost

confidence :

Graph No. 14:- No . of respondents regarding work culture boost

confidence :

INTERPRETATION -

It is observed from the above that 60% employees feels that the work

culture is strong and 40% of employees thinks that their work culture isnot strong.

SUGGESTION -

IBM Co. must have familiar work culture so that the employees must

work freely and not under depression.

0%

20%

40%

60%

80%

0 0.5 1 1.5 2 2.5

Work Culture Boosts

Confidence

Yes

No

Sr. No. Work culture

boost

confidence

No. of

respondent

In

Percentage

1 Yes 30 60%

2 No 20 40%


50/56



FINDINGS & CONCLUSIONS.

The research done on the A STUDY OF EMPLOYEE RETENTION

STRATEGIES AND EFFECTIVENESS AT IBM , PUNE. All these

findings and conclusions are basically drawn from the questionnaires,

which are filled by the respondents in person.

1) The number of employees working age is between 18-30 yrs. ,

which is high rate rather than age group then between 30-60

yrs.

2) Most of the employees monthly income is above 30000

3) Most of the employees faces gender discrimination.

4) Most of the employees are satisfied with their job.

5) The staff members of IBM are helpful to moderate.

6) The high rate of reason of attrition is organization culture.

7) More than 250 employees have left the company in last 3 yrs.

8) Various types of preventive measures are taken to motivate

the employees.

9) Most of the employees are graduates.

10) Most of the employees thinks that their work is challenging.11) IBM is eager to aspire young generation.


51/56



CONCLUSIONS

The following conclusions are made from the data collected from the

structured questionnaire.:

1) The company is giving chance to not only to Post

Graduates candidates but also to Graduates and

Under Graduated candidates.

2) The monthly income to most of the employees is

above 30000 which seems to be the satisfaction

level of the candidates.

3) The company is treating equally with the

employees by which many employees are not

facing the problem of gender discrimination.

4) The company is providing challenging work which

is very helpful to grow the employees future further.

5) Most of the employees are satisfied with their job.

6) The healthy work culture of the company boosts

the employees confidence.

7) The staff members are helpful in the organization.


52/56



SUGGESTIONS / RECOMMENDATIONS -

After analyzing the findings, the following suggestions have been

prepared. Great care has been taken in making these suggestions forthe improvement of employeess opinion. Company should focus on

following points

1) IBM Co. must have familiar work culture so that the

employees must work freely and not under depression.

2) The area of work culture should be improved in IBM.

3) IBM Co. should conduct exit interviews for every

employees to know the reason of leaving the company.

4) IBM Co. should aspire young generation candidates as

well as experienced ones also

5) IBM Co. should provide challenging works to their

employees so that the employees get chance to utilize

their skill and knowledge to perform better.

6) The company should give chances to other age group

also as they may be more experienced than age group of18-30 yrs. The company should provide a good pay scale

to retain the employees in company.

7) The companies staff members who are the part of rude

area should help their employees and understand the

problem area of their collegues.


53/56



BIBLIOGRAPHY

A ) Reference Books :

K.ASHWATHAPPA , Human Resource Management , revised edition

combining part I and II, New Delhi , Published by :P Sharma

DIPAK KUMAR BHATACHARYA,2ND Edition Research

Methodology New Delhi , Published by Anurag Jain

B ) WEBSITES :

http/www.citehr.com

http/www.employeeretention.com


54/56



ANNEXURE

QUESTIONNAIRE

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MANAGEMENT INSTITUTE, AMRAVATI. I have been given the

dissertation project as curriculum part & my topic is as follows:-

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bb)) MMoorree tthhaann 1100000000 && lleessss tthhaann 2200000000

cc)) MMoorree tthhaann 2200000000 && lleessss tthhaann 3300000000

dd)) MMoorree tthhaann 3300000000


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66)) AArree yyoouu mmaarrrriieedd

aa)) YYeess bb)) NNoo

7) Do you face discrimination on the basis of gender at your work

place?

a) Yes b) No

8) Is there any biasness in promotion

a) Yes b) No

9) What is the criterion for holding top position

a) Male/Female b) Knowledge/Skill

c) Seniority

10) Is your work challenging

a) Yes b) No

11)Are you satisfied with your job?

a) Yes b) No

12) Does the healthy work culture of your organization boost your

confidence

a) Yes b) No

13) Do you face any kind of problems being male/female in this

organization

a) Yes b) No

14) Would you like to aspire young generation in your company

a) Yes b) No


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15) How are the staff members/bosses/management

a) Very helpful c) Rude

b) Helpful to moderate d) Some extent

16) Which area at your workplace needs to be improved

a) Work culture

b) Treatment with female employees

c) Mention if other

17) Do you conduct exit interview

a) Yes b) No

18) What are the reasons of attrition employees in your organization

during last year

a) Pay-package b) Work load

c) Career planning

d) Organization culture e ) Others

19) Number of people/employee left in last 3 years

a) Less than 25 c) Less than 50

b) Less than 100 d) More than 250

20) What preventive measure had been taken

a) Training & Development c) Increase pay-package

b) Promotion d) Reward system

21) What you would like to suggest retaining employee If any

..

Documents

“A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.”