BY: MOLLSHREENIILM-CMS

STUDY ON ATTRITION AND RETENTION STRATEGIES

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Outline of The Presentation

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Introduction to Attrition and Retention Literature Review Objective of the Study Research Methodology Causes of Attrition at Moser Baer India Limited Retention Strategies being Used By MBIL Satisfaction Level Survey: Results Conclusion Limitations and Future Roadmap Practical Implications Additional Responsibilities My Learnings

ATTRITION AND ITS TYPES Good AttritionBad AttritionMarket Driven AttritionWorkload or Stress Driven AttritionProcess Driven Attrition

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"Over 70% of people leave their

jobs because of the way they are

led.“---Norman Drummond,

Motivational Speaker

RETENTIONEXECUTIVE SUPPORT

SUPERVISOR SKILL &

ACCOUNTABILITY

A HIGH RETENTION

ORGANISATION

TEAM MEMBERINVOLVEMENT

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“OUR ASSEST WALK OUT OF THE DOOR EACH EVENING.WE

HAVE TO MAKE SURE THAT THEY COME BACK THE NEXT

MORNING “ --- NARAYAN A MURTHY

Literature Review

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Lockwood (2006):“Retention is the execution of incorporated strategies

or systems designed to enhance workplace

productivity by extending improved processes for attracting, developing, retaining, and utilizing

people with the requisite skills and aptitude to meet

up existing and future business needs”

Abbassi and Hollman (2000): It was found that excessive turnover gave rise to far reaching consequences, even to the extent that undermine efforts to achieve organizational goals. Also when an organization loses a critical employee, there is a negative impact on innovation and long delays in delivering services to customers, thus affecting the profitability of the organization

Literature Review

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Blankertz and Robinson (1996): Employees with high job satisfaction are highly motivated and have little desire to leave their jobs. The productivity of staff motivation and retention of staff performance can be attributed to factors such as wages and competitive benefits, good working conditions, advancement and growth opportunities, etc.

Understanding the various aspects of the work, which may increase the satisfaction, or at least reduce the discontent is the first step towards developing a strategy for retaining qualified staff.

Mercer Human resources consulting (2004): Mercer’s 5 key factors influencing commitment and motivation were: Being treated with respect - 85%, Work/life balance - 79%, Providing good service to others - 74%, Quality of work colleagues - 74%, Type of work - 73%

RESEARCH OBJECTIVES

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To analyse the various causes of Attrition at Moser Baer India Limited

To study the effectiveness of Retention Strategies being used at Moser Baer India Limited

To examine the satisfaction level of employees at Moser Baer India Limited

RESEARCH METHODOLOGY

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Sampling: Simple Random Sampling

Mode of Survey: Questionnaire (Open & Close Ended Questions)

Selection of Variables: Those which directly or indirectly affect the Rate of

Attrition and Satisfaction Level of Employees

Sample Size: 60

RESEARCH METHODOLOGY

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Variables to understand the satisfaction level of existing employees in MBIL were primary, and statistical data provided by MBIL employees and were divided into three basic areas: 1) Designation (Up to Sr. Engg and AM & above) 2) Age (25-33 years and 34- 54 years) 3) Work Experience at MBIL (1-2 years and >3 years)

Variables to understand the causes of attrition and exit in MBIL were secondary and statistical data provided by MBIL were divided into three basic areas: 1) Designation 2) Tenure 3) Departmental

Causes of Attrition at MBIL Monetary factors

Stress From Overwork and Work -Life Imbalance

No Flexible work schedule

Increase in favoritisms

Too Little Coaching and Feedback

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BOM

Month Nos Attrition %

Mar-1137 1.29

Apr-1131 1.09

May-1129 1.03

Jun-1132 1.15

Jul-1130 1.08

Aug-1124 0.8

Sep-1120 0.73

Oct-1125 0.91

Nov-1115 0.55

Dec-1115 0.55

Jan-1221 0.77

Feb-1217 0.63

Mar-1226 0.97

Mar/11

Apr/11

May/11

Jun/11

Jul/11 Aug/11

Sep/11

Oct/11

Nov/11

Dec/11

Jan/12

Feb/12

Mar/12

0

5

10

15

20

25

30

35

40

0

0.2

0.4

0.6

0.8

1

1.2

1.4

37

31

29

32

3024

20

25

15

15

21

17

26

1.29

1.09

1.03

1.15

1.08

0.80.73

0.91

0.55 0.55

0.77

0.63

0.97

Nos Attrition %

Retention Strategies at MBIL

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Key Resources Scheme Fast Track Schemes Internal Job Postings Rewards and Recognition

Schemes Happy/Sad occasions Wedding Gifts with Congratulations

letterFamily Visit to Plants Family Health Check Up Camps Family Get- Together

Data Interpretations and Analysis

STRONGLY AGREE46%AGREE

47%

NEUTRAL5%

DISAGREE2%

PHYSICAL WORKING CON-DITIONS

STRONGLY AGREE28%

AGREE46%

NEUTRAL25%

DISAGREE1%

INDIVIDUAL DIFFRENCES

STRONGLY AGREE38%

AGREE50%

NEUTRAL10%

DISAGREE2%

JOB SECURITY

STRONGLY AGREE

34%

AGREE47%

NEUTRAL19%

IMPORTANT ASSET

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Data Interpretations and Analysis

STRONGLY AGREE

38%

AGREE43%

NEUTRAL17%

DISAGREE2%PROFESSIONAL CODE OF

CONDUCT

STRONGLY AGREE52%

AGREE40%

NEUTRAL7%

DISAGREE2%

PRIDE IN WORK

STRONGLY AGREE28%

AGREE53%

NEUTRAL17%

DISAGREE2%

INNOVATION

STRONGLY AGREE33%

AGREE59%

NEUTRAL9%

TRANSPARENCY

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Data Interpretations and Analysis

STRONGLY AGREE33%

AGREE59%

NEUTRAL9%

ENOUGH R & R

STRONGLY AGREE41%

AGREE53%

NEUTRAL7%

FAMILIARITY WITH JOB

STRONGLY AGREE

26%

AGREE50%

NEUTRAL22%

DISAGREE2%

REJOIN THE COMPANY

STRONGLY AGREE29%

AGREE52%

NEUTRAL16%

DISAGREE3%

T & D

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Data Interpretations and Analysis

STRONGLY AGREE42%

AGREE44%

NEUTRAL

10%

DISAGREE3%

ACCESSIBILITY

YES, AL-

WAYS70%

SOMETIMES29%

NO, NEVER2%

MANAGEMENT RESPONSE

Your Team

Leader32%

Work Environment 35%

Your Colleagues8%

Nature of Work15%

Interactions with your top management

10%

MOTIVATIONAL FACTOR

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Data Analysis and Findings

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0%

20%

40%

60%

80%

100%

46%

28%38% 34% 38%

51%

28% 33%41%

26% 29%42% 46%

47%

46%

50%47% 43%

40%

53%

58%52%

50%52%

44%47%

5%

25%10% 19% 17%

7%17%

9% 7%

22% 16% 10%5%

2% 1% 2% 0% 2% 2% 2% 0% 2% 3% 4% 2%

Series6

STRONGLY DISAGREE

DISAGREE

NEUTRAL

AGREE

CONCLUSION

To increase the satisfaction, or at least reduce the discontent

Likes and Dislikes of the employees and their working conditions

Improve employee satisfaction in tandem with personnel problems

Satisfaction leading to “RETENTION”

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The study can be further extended to the industries in vicinity The study can be extended to more time duration to get the pattern of changes in employees behavior The study can focus on demographics like gender to get more clarity

Limitations and Future Road Map

01/05/2023

Subjected to bias and prejudice of the respondents

Area of the study is confined to the employees of Moser Baer Greater Noida plant only

Time factor can be considered as a main limitation

Practical Implications

The main purpose of this Satisfaction Survey was to further improve upon the areas in which the

company was lacking.My Study contributed to the organization in

following ways: More focus on Individual Training & Development for the growth of the Employee More Transparency in the performance Appraisal Process is required It also helped MBIL to continue with the same strategies in terms of facilities, support and work environment

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RECOMMENDATIONS Give regular feedbacks on employee performance

Flexibility in terms of WORK-LIFE Balance

Behavioural Training for Shop Floor Workers

Interactions with Top Management

Knowledge Sharing Meeting by respective departments and their HOD’s

Stay interviews and Informal Exit interviews28-09-2012

Additional Responsibilities

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Handled the Summer Training MIS at MBIL for two months Compiled the Training Feedback Forms after conduction of the Training Programs Assisted in the process of Joining of Apprentices Procedure of Grievance Handling and Misconduct

LEARNINGS

•Patience•Self Discipline•Commitment and Enthusiasm •Importance of Each Work

PERSONAL

•Professional Code of Conduct•Punctuality and Sincerity •Clarity and Transparency in Work Done

PROFESSIONAL

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Critical FindingIt Costs Much More to Replace Employees Than to Keep Them

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