attritin an retention gunjan

8/14/2019 Attritin an Retention Gunjan

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A

PROJECT REPORT

ON

ATTRITION AND RETENTION

AT

Jodhana Heritage Resorts Pvt.

Ltd.

FOR THE PARTIAL FULFILLMENT OF THE DEGREE MASTER OF

BUSINESS ADMINISTRATION

JODHPUR INSTITUTE OF MANAGEMENT, JODHPUR

Submitted To: Submitted By:

Prof. Sonal Chouhan Gunjan

Shukla

MBA II Sem

JIM


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Declaration

I, hereby declare that this Project Report titled To study the Reason for

Attrition and suggesting a Retention Framework is the result of my own study

from 26th July 2009 to 11th August 2009 at Jodhana Heritage Pvt Ltd,

Jodhpur.

I submit this report to Jodhpur Institute of Management for the partial

completion of my Masters. Of Business Administration.

I assure that this report has never been presented by anyone, for any purpose

to any university or institution.

GUNJAN SHUKLA

MBA

II

Semester

JIM


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Preface

A preface seems generally to be considered as a kind of closet prologue.

It is a matter of great pleasure that I am undertaking writing report at Post

Graduate Diploma in Management. It is a challenging career, which requires

an adept and practical knowledge of business affairs and accounts. For this

purpose practical training is most helpful.

Summer training is a step to bridge up the gap between the theoretical studies

and its practical problems. As a part of the curriculum of MBA by JIM, I did my

summer project at Jodhana Heritage Pvt Ltd, Jodhpur.

In this project, I am presenting the report on To study the Reason for Attrition

and suggesting a Retention Framework. I have tried my best to present this

report.

This training helped me in understanding various practical aspects of Human

Resource Management Department, which I have studied in books during our

classroom training.


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Acknowledgement

I take this opportunity to express my gratitude towards all those, who have

helped me in my project work and preparation of this report.

I thank Mr. Mangilal Jain for allowing me to do my summer training in JHPL,

Jodhpur.

I thank Mr. Raj kumar who has guided me and constantly inspired during

training period, without his support it would have not been possible for me to

prepare such an effective project report. I am very much grateful to him for his

kind help, constant encouragement and for the precious time, which he

devoted for me.

I am also thankful to Dr Swati Lodha, Director, and Prof. Sonal Chouhan for

their valuable help to encourage me to do well in my summer training.

Words cannot adequately express my gratitude to the people mentioned

above, I am really thankful to all who directly or indirectly supported me in

completing my summer training, I will remain ever grateful to them.


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Table Content

Chapter Topic Page1 Introduction

2 Company Profile

3 Work Structure

4 Literature Review

5 Data collection6 Data Analysis

7 Recommendations8 Conclusion

9 Bibliography


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Jodhana Heritage Pvt. Ltd


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Jodhana Heritage Resorts is a new joint venture between H.H. Maharaja

Gaj Singh II of Jodhpur, and a leading tourism management company

whose principals have all held senior positions with Indias major hotel

chains. Jodhanas Royal Jodhpur Retreats and Royal Jodhpur Camps

include an 18th century summer palace set in 300 acres of beautifully

landscaped gardens, a magnificent 1933 hunting lodge palace, a charming

orchard retreat, a traditional English country cottage, a gloriously luxurious

tented resort in a royal pleasure garden, and the nomadic Jodhpur royal

tents that blend the romance of the early 20th century safari camps of the

Jodhpur Maharajas with contemporary comfort.

The Jodhana properties are all personal vacation homes of the Jodhpur

royal family, who insure that the ambience is authentic, the comfort level

grand, and the experience truly royal.


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Balsamand lake palace


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A stone's throw away from the ancient capital of Marwar, Mandore, and only 8

km from the city-center of Jodhpur, Bal Samand is a world away from the

hustle and bustle of modern life. The lake was engineered in the 12th Century

but the exquisite red sand-stone palace came later; it was built by Maharaja

Jaswant Singh I of Jodhpur in the 17th Century, at the very zenith of Rathore

Rule under the umbrella of the Mughal Empire. Set in a private estate of over

60 Acres, with sprawling orchards of lime and pomegranate and landscaped

gardens criss-crossed by elegant waterways and even a aqueduct, the palace

with its lovely promenade on the lake, was always more than just a residence;

a pleasure palace in the finest Mughal tradition of the picnic. In more recenttimes a tradition has developed with the Royal Family celebrating the first rains


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in Bal Samand; a custom that has led to the palace being referred to as a

Monsoon Palace. But today, after the successful completion of an ambitious

restoration and modernization program Bal Samand is the palace for all

seasons; a world class Heritage Hotel with modern amenities and an Health

Spa of renown.

The palace houses ten exclusive suits in all, and suites alone. Each is

tastefully and luxuriously appointed in authentic Jodhpur style, with traditional

seating, dining alcoves, chaise lounges by the window and enormous Jacuzzi

baths. The gracious interiors are matched only by the spectacular views of the

pristine lake and the splendid gardens.

Down in the gardens, surrounded by acres of manicured lawn, are twenty

six tastefully designed Garden Rooms with their own Rose Garden, croquet

lawn and restaurant

The Connaught house


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Maharani Bagh Orchard, Ranakpur

The Maharani Bagh, Queen's Garden, was gifted to his Maharani by

Maharaja Takhat Singh of Jodhpur in the 19th Century. Beautifully located at

the foot of the thickly forested Aravalli Hills that divided the former kingdoms

of Jodhpur and Udaipur, Maharani Bagh remains essentially a fruit orchard.

Acres and acres of mango, lime, and pomegranate... give way to clusters of

lovely little cottages and intimate gardens in full bloom. There is a machaan

with a spectacular view of the hills and the central dining area is a charming"village" courtyard complete with thatched roofs and delicious Rajasthani

cuisine.

There are sixteen air-conditioned rooms, and with most of them on a twin

plan in a "cottage", Maharani Bagh is an idyllic family retreat, as indeed it

remains for the Royal Family of Jodhpur. Some of the rooms look on to the

swimming pool and the badminton and tennis courts are a short walk away.


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The hills and forests around the royal estate abound with wild-life. Wild-

Boar, Sambhar and the Sloth Bear are commonly sighted and the fortunate

may get a glimpse of the elusive Leopard.

Maharani Bagh is only 3 km away from the fabulous Jain Temples of

Ranakpur. One of the five sacred pilgrimages for the Jains the Ranakpur

Temple is perhaps the most beautiful.

ROYAL TENTS


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Only 135 km north of Jodhpur, Nagaur was once situated on the important

trade routes from the Arabian Sea ports to Delhi, and is one of Rajasthan's

most historic cities. A medieval prize Nagaur has borne witness to almost

every northern Indian dynasty of significance, including the mighty Mughals,

and was an integral part of Marwar from the 17th Century.

The Royal Camp at Nagaur is pitched on an old polo ground within the

historic walls of the Ahichattragarh Fort, a spectacular Rajput-Mughal

bastion that dates as far back as the 5th Century. The tents themselves are

stylish and luxurious, with attached baths, and the surroundings; auniquecomplex of magnificent palaces, airy pavilions and intricate waterways; truly

magical. The Emperor Akbar visited Ahichattragarh more than once and to

dine at his Akbari Mahal with candlelight and live music is an experience

rare even for Rajasthan.

The Fair The best time to camp in Nagaur is during the famous annual live-

stock fair, second only to the Pushkar Fair; in fact, perhaps in some ways

superior to Pushkar because it is as yet "unspoilt". Thousands of camels

and horses, and the famed Nagori Bull, which of all the Indian strains most

resembles the one on the Mohenjodaro Seal, camp around the city which

becomes a veritable market those few days. It is Rajasthan at its best and

brightest.

The fair takes place sometime in January/February, the exact date

ascertained by the Indian lunar calendar (see table below).

Monuments Nagaur is an extremely interesting little township with

innumerable monuments tucked away in its charming streets and lanes.

There are some lovely old Mughal mosques and the cenotaph of Amar

Singh Rathore, who lived in Ahichattragarh and dared to defy the Emperor

Shah Jahan himself, is a must see.

The Country The Royal Camp in Ahichattragarh makes an ideal base toexplore the surrounding country. It is a land best seen on camel; rolling


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scrub, the occasional group of sand dunes and the rarer little lake, brilliant

yellow mustard fields, herds of wild Chinkara (Indian Gazelle) and Black-

Buck (Indian Antelope), glorious sun-sets...

Royal camp pushkar


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The Nag Pahar, the Snake Mountain, separates Pushkar from Ajmer, only 11

km to the north-west. It is an enchanting little town on the banks of a sacred

lake which, together with its extremely rare Lord Bramha Temple, makes it one

of the most important pilgrimages in Rajasthan. The Royal Camp at Pushkar

takes place during the famous Pushkar Horse and Camel Fair and Festival of

Brahma in October/November every year, the exact date ascertained

according to the Indian lunar calendar. The traditional 'shikar' style camp

consists of elegant and luxurious twin bedded tents with verandahs with deck-

chairs in front and attached bathrooms withrunning hot water at the back; aspacious Mughal design Dining Tent; a charming Recreation Tent which

serves as a lounge; and a huge bonfire every evening. It is located in large

private grounds, flanked by rolling mustard fields in flower and rocky hills, and

overlooking the bustling fair, only a short walk or camel ride away.


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Balsamand Lake Palace

Company Profile: - Thereare ten departments in this hotel industry.

Front office department

Food and Beverage service

Food and Beverage Production

House Keeping

HR

Finance

Engineering department

Security departement

Material Department

Administration and general department

Horticulture department

FRONT OFFICE: - it has four sub- departments;

Reservation department

Reception department

Telephone department

Health and Recreation department


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Reservation Department deals with booking and reserving the rooms for the

customers in pretty advance to facilitate the customers.

Reception Department deals with customer convenience and any services that

customer needs.

Telephone Department deals with intercom service so that a customer can

connect with all the departments of hotel.

Health and recreation department takes care that customer is satisfy with

recreational activity.

F & B Department:- it deals with service such as delivering or serving foodand cocktails and all the restaurant related services.

F & B Production Department looks after the kitchen and cafeteria and the

hygiene.

House Keeping Department deals with the cleanliness of the rooms and the

hotel. It also looks after the laundry services for the guests and the uniforms of

the department.

H R Department deals with the welfare of the employees, performance

appraisal recruitment, selection, confirmation leaves salaries etc.

Finance Department has four sub departments:-

Income department

Expenditure department

F & B Controller

Store department

Engineering Department deals with the maintenance and repairing of rooms

and electronic equipment.


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In JHPL the prospective employees are selected from colleges via campus

selection consultancies job websites on internet and through the applications

submitted by other competent people.

The employees are 1st sent a letter of interview mentioning the date time and

venue of the interview and also the essential documents to be carried along.

After that an interview is conducted by the management in which the

employee is judged on various parameters whether the candidate is best

suitable for the job or not.

Recruitment process has a very vital role. In order too retain the employees in

any organization it is very important that the Right man is at right place which

is the basic function of HR.

Recruitment of an inefficient person leads to dissatisfaction on the employees

part and it eventually leads to attrition.

After the employee has cleared the interview and found to be efficient for the

post than the candidate is given the letter of intent which mentions the date of

joining and the pay scale etc.

Once the employee joins then he is given the appointment letter. The

employee may be appointed on 3 ways

Offer of training

On Probation

FTC (Fixed term contract)

The period of training is fixed by the management.

After the completion of the training if his/her work is found to be satisfactory

then a letter of probation is issued and after that employee is given the letter of


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Leave structure

Leave structure of this organization comprise of 35 leaves yearly which are

categories as follows.

Earned Leave (EL) 18

Casual Leave (CL) 12

Sick Leave(SL) 15

Earned leaves as the name suggests are those leaves for which the

employee has payed.

Sick Leave is given to the employee when he is medically unfit.

Casual leave is granted to the employees in case there is any urgent

requirement of the leave or any casualty occurs.

Each employee whose income is 10000 or below is given ESI (Employee

Service Insurance) as per the Government norms.

Provident Fund, Gratuity, Bonus etc is given to all employees.


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LITERATURE REVIEW

The greatest challenge faced today by the organizations the world over is

retaining talented employees in the organization. A debate raging since many

decades has been as to whether to retain them is more important than finding

a successor to the vacant position. Whist the argument continues, let usexamine the causes, consequences and control of employee turnover, we

mean that employees of an organization cease to remain in the services of

that organization and leave for reasons best known to them.

Some of the causes/consequences could be classified as:

Dissatisfaction parameter

Employees are dissatisfied with the salaries, perks and benefits offered by the

organizations they are currently in. They may also be dissatisfaction with their

bosses or find their jobs meaningless and unimportant as a result of which

their job satisfaction levels are very low. Further they may be dissatisfied with

career opportunities in the organization or even its personnel policies in

general As a consequence of the above employees leave to join other

organization, which satisfy their need. As the wheel of time moves along, they

find a third organization which offers to satisfy them even more. Thus they

change again i.e. they are perennially job-hopping from one organization to

another.

Alternatives Parameter:


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Here the employee leaves the organization in search of greener pastures

such as starting his own business joining the family business joining an

organization in a foreign country or even availing of the Voluntary retirement

Scheme of the organization and relaxing at home living off the interest

generated from fixed deposits and investment. An Interesting trend in recent

years has been that many managers leave industry to become consultants or

even faculty in management institutes or go abroad to complete their Ph.D. or

further studies. It is important to note here that the separation here was not

because of the dissatisfaction with respect to the present organization but

because of the other available alternatives and inclinations in that direction by

the employees. The consequence her is that the organizations some of these

employees are consultants on a retainer ship basis from time to time. This is

possible if and only if the separated employees are not always in a competitive

area of work.

Personal parameter:

In this case, the employee choose to separate himself from the organization

because of the personal reasons such as ill-health, desire to return to the

native place for family reasons, the spouse is transferred and the current

organization has no branch in the new location and so on. In the Indian

context, women may have to give up their jobs post marriage to resettle

elsewhere in the country or even post- pregnancy. As some of the above

problems are more common with the women employees. many organizations

have an unwritten policy which is widely practiced i.e. to minimize employment

of women. This is a very unfair and biased policy and unfortunately many

competent and well-qualified women have had to suffer. But companies argue

that many women executives, even in todays Indian context have to quit jobs

after marriage or pregnancy. It is best therefore not to generalize and treat

such cases on their respective merits


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Organization initiated parameter:

Sometimes employees have to separate from an organization as they have

not completed their probation periods successfully or they are being laid off for

want of work or their appointment was only on a temporary basis. In fact it is

this aspect of separation that is most unpleasant since the earlier ones

discussed were cases of separation which were employee initiated. Caremust taken by the organizations to ensure that the above be carried out

smoothly as possible else, this could create a lot of negative impression about

the company which could be detrimental for the organizations image in the

long run. One major consequence of this type of separation is that it affects

the morale of the employees at large and creates feelings of insecurity in

general.

Let us realize that today recruitment has become both a highly specialized are

and a costly exercise too. Once an individual joins and organization, costs

incurred on him include Acquisition cost i.e. cost of recruitment, selection and

placement & Training costs i.e. induction, specialized training and on the job

training. Besides when he separates from the organization, the company

faces the cost of his position lying vacant besides having to pay his separation

pay and such dues.

Hence organization today is focusing on minimizing employee turnover with

great gusto. Some of the control measures taken are:

Having a well-designed and dynamic Compensation and

Benefits System which is highly competitive.


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Proving opportunities for further growth in the organization via

career planning/succession planning.

Develop a highly conduci8ve and pro-active work culture in the

organization where openness, creativity and commitment are valued.

In many organizations today, Exit interviews are conducted to obtain feedback

from separated employees about their stint in the organization.


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Exit Interview

This exit interviews is conducted in two phases

Phase I

Is conducted as soon as the employees boss receives his resignation letter.

The objective of this meeting is to ascertain reasons as to why the employee

wishes to leave the organization. If the employee is really worth retaining,

attempts are made to eliminate dissatisfies is and retain his services for the

organization. This decision has to be taken very judiciously else the

employee. Despite all the attempts made, if the employee still decides to

separate then we move on

Phase II

Usually the second phase of the exit interviews should be conducted after the

employee who has separated has been paid all his dues and his accounts with

the company have been paid all hid dues and his accounts with the company

have been settled. This ensures that the separated employee provides candidand unbi8ased feedback about the organizations procedures, poli8ci8es and

problem areas. All such feedback should be recorded on paper and circulated

to the top management. In order to ensure that a good discussion is possible.

The exit interview should be held in privacy and conducted by a senior

employee of the organization who is not there boss or departmental head 0f

the separated employee. If the feedback duly obtained by this method is

looked into seriously, this serves as a good raw data base through which

various irritants and lacunae in the organization could be eliminated.


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In fact, the exit interview also has one more spin-off. If the employee parts

with a good feeling, he has a tendency to keep in touch with the separated

organization. Perhaps pavers a period of time, he would even like to comeback to his old organization. Some management is conservative and brands

the separated employee as a traitor but many other organizations welcome

him back.

Whilst critics argue that a continuous inflow and outflow of people into any

organizations keeps it healthy, care should be taken to ensure that the outflow

does not exceed the inflow. Further good employees should be retained a

developed to assume higher levels of responsibility in the organization. One

needs to remember that employee turnover is not a malady which exists in the

organizations. Hence necessary steps should be taken by an organization to

identify the causes and keep this turnover at an acceptable level, Retaining

talent and creativity is conducive work culture to facilitate performance to

ensure the organizations health & success.


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attrition accentuates the loss, stated Nair, The cost of hiring is

sometimes not less than two to three times the salary of the employee,

the impact on work progress is tremendous, particularly if a project is

underway and one of the key people leaves. It leads to dip in entire

organizational efficiency, and a lot depends on how it is able to cover

the setback.

Organizations should execute top of the line retention policies in the

right earnest and consistency. They should e more employee-c

entered and look for further ways to bond employees to their

companies. Company performance is optimally aligned to the skills its

employees possess. High attrition implies that certain necessary skills

are vulnerable or are not preset due to employees being lost. If the

skills are constantly not available, the situation gets compounded into

a crisis with key projects, revenues, etc., getting affected. Business is

then reduced to just managing crisis. For example, a 2 percent attrition

difference can make a significant difference in the ultimate business

impact.


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Managing the problems of Attrition

There is no sure-fire solution to control attrition. The only way out is to

manage it well. This can be done by having cautious hiring with proper

systems and processes in place to ensure that only the right talent are indicted

into the company. Those found lacking in particular skills or competence

should be informed of the expectations from them and put through a training

process. Continuous skills up gradation opportunities should also be provided

to good employees for their growth and development. Career management,

ESOPs, increments, rewards and ambience are significant retention

measures, reminding that both kinds of attrition are unhealthy for business.

When productive people leave it is understandable bad, but even desirable

attrition happens (after crossing six to seven months), it definitely impacts the

business. It is loss of opportunity and investment gone badly.

Consequently organizations have tried their best to ensure that attrition is kept

below the industry average. Today an employee is clear on his needs and

what he wants out of the job. This makes the function of employee life cycle

management more critical and one that requires more attention and focus. By

carefully tuning and aligning employee aspirations with the companys overall

objectives, to a large extent, attrition can be substantially reduced, StatedNair

Curbing the problem from the root stage; the top management should

continuously focus on the issue and implement effective recruitment and

retention measures


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DATA COLLECTION

We studied the exit forms and captured the data from them to analyze the

major reasons of attrition in the organization. Thought we were not allowed toconduct any climate survey in the organization, we interviewed the HR

professionals of various divisions. A specimen of the exit forms is attached in

the Annexure.

We studied 34 exit interview forms.

DATA ANALYSIS

Present Attrition Rate of the Organization

The present attrition rate for the financial year 2008-09 is calculated from the

date provided the organization. The data is attached in the Annexure. We

have taken in account only the employees in Transmission Line, Distribution

and Bio Mass division.

The rate of attrition comes out to be:

Quarter1- 2.5%

Quarter2- 4.0%

Quarter3- 3.5%

Quarter4- 3.0%

This is quite below the industry average. However, the management at JHPL

is still worried as it is much higher when compared to the rate of attrition of

past few years. The increase in sudden movement of valuable employees out

of the organization has led the management to look into this issue

.


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Major Factors Responsible for Attrition

Amongst the reasons mentioned in the exit forms, following are the reasons

that occurred with maximum frequency:

1. Family/personal Reasons

2. Better Job Opportunities

3. Position

4. Career Change

5. Relocation

6. Salary/Bonus/Benefits

7. Work Culture

8. Health

9. Organizational Issues

10. Types of work/job skills

Family and Personal Reasons:

Most of the organizations workforces deployed at the organisation locations

which are usually locations. Thus family reasons such as health of parent,

marriage, childrens education etc. are factors that cause attrition. Though, the

locations cannot b changed, the organization can invest in making the

employees family; of amid day to day activities easier at the hotel. Also,

before assigning someone to any task, his/her fitment to the job and location

should be checked.


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Career Change:

The propensity to change the line of job is found in the line of job is found in

the employees leaving he organization. This may be because the job is very

demanding and hazardous. It is also considered to be difficult due to the

remote locations.

Better Job Opportunities

A major issue that came up after studying the exit form was the non-clarity of

the job description and profile. A Finance manager, for example, was

assigned a job in Human Resource department with a promise of transfer to

the suitable profile later. The promise however wasnt fulfilled. This is one of

the major causes of dissatisfaction among the employees. Also the profile

keeps on changing and there is no proper communication to the employee, all

this leads the employee to change the job for a similar but better opportunity.

Moreover JHPL is a small unit and is not a chain of hotels or a very big group

so the employees in order to get a good career growth also leave JHPL in

case they get a better opportunity. For Eg Oberoi groups, Tata group etc.


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Organizational Issues

For any organization to flourish and to run smoothly it is important that good

relation is maintained between the superiors and the subordinates. In everyorganizations some or the other organizational issues occur which results into

discontentment as a result of which the employee feel difficult to work with the

same boss and therefore leave the job.

Job Satisfaction

While recruitment process is the duty of the management to keenly observe

the employee that he /she is capable of executing that particular responsibility

or is qualified as per the requirement of the job.

They should make sure that they have appointed the right man at right place.

People often are not satisfied with their job and therefore are not able to work

efficiently and leave the job.

Location of the Work Place

Location of the place of work is another important factor responsible for the

employees for leaving their job. People prefer that their place of work should

be located near to their residence. Moreover people prefer to work in an

organization which provides the accommodation facility.

Transfer

People leave the job if they are transferred to a place which is not suitable to

them. Transfer also leads to a complete change in the working atmosphere.

Change in any thing at once is resisted by all. This resistance to change

sometimes leads to attrition.


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Salary

Money is the most essential thing for everybody in todays scenario. People

leave for greener pastures. If the people are offered higher packages than

they leave the current job. However, it is not a major reason and the

organizations pay philosophy is very much clear to the management and the

employees. JHPL does revise its pay structures regularly though.

These are the major reasons for the employees leaving their job at JHPL

Employees are an asset to an organization so we need to retain these

employees.

Various measures and policies should be adopted in order to retain the

employees.


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Retention of the employees

It is important to maintain the efficient employees in the organization because

they bring success to the organization and it is because of their efforts theorganizations can reach the heights of success

Retention means to maintain the employees in the organization. It is very

Why Do an Employee retain in any organization.

Career Growth.

Liberal company policies

Good relation with the superiors.

Healthy working environment

Direct communication

Desirable location of the working place.

Motivation by the bosses.

Special care of employee welfare

Regular and fair appraisal.


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RECOMMENDATION

Keeping good people is never easy, Employment is about relationships-specifically the relationship between an individual with changing needs,

increasing experience, growing knowledge, and intellectual capital and an

organization that exists in a changing marketplace with ever evolving needs, to

maintain the employment relationship, and employers have a huge

responsibility. First of all, they need to clearly know who their best employees

are. They also need to keep their employees informed, help them maintain

and develop skills, and encourage them to build networks and internalrelationships, None of these things casts much when compared to the cost of

recruiting and developing new employees, and none of these are really very

hard to do, But to put them into place does require a change of mindset and a

willingness to break (or at least stretch) the usual policies and rules that exist

in JHPL, Good HR and good recruiting is, after all, about treating people fairly

- but not necessarily the same Raising the bar through talent acquirement

Here are those few requirements for building lasting loyalty and a strong

employee-employer relationship:

Have a performance management system that works.

Let employees know where they stand and how they are performing, Offer the

opportunity to move within the company to jobs that may fit their skills and

interests better, Keep the bureaucracy to a minimum and remove time

constrictions. A major reason for employee .unease and anger is insecurity

over how their performance will be assessed; Very few employees have

strategic performance objectives or spend time periodically reviewing their

achievements with their boss.


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Keep employees informed.

Silence is the greatest enemy of retention, when management does not

update the employees on the financial and business state of the company and

when rumors can be counted by the minute, turnover goes up and productivity

goes down. While some people (usually the "B'1 and "C" players) hunker down

and hide, the best ones start looking. We can't tell you how many excellent

employees who are highly valued have left their employers because of

business uncertainty. No one expects assurances or guarantees; what they

hope for is an understanding of trends. Are things better, the same, or worse?

Are customers leaving? How is sales volume?

Relationships thrive on the exchange of information, the organization also

needs conduits for employees to let them know about changes in their

development, classes taken, and new skills acquired, Employees want the

employers to use this information to help them find promotions or new

positions within the organization that will offer them a greater challenge or

more financial incentive. The two-way communication between employer and

employees is as critical as performance management.

Educate employees all the time.

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

development are the cheapest retention tools in your arsenal. We are in a

talent war (even if that's hard to see right now) and everything has to be tried,

Locking people into degree or certificate programs is almost a guarantee that

they will remain with your firm until they complete the program, Most will be

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

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

should be capitalizing on this right now. But development can also occur

through on-the-job development and through many informal networks and

conversations. Every employer should encourage employees to transfer to

different positions frequently and institute rewards for managers who let their

people go to other departments and who focus on developing their staff. Many

employees who leave organizations are simply looking for a bigger challenge


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or the opportunity to use a new skills or degree, Smart organizations will

encourage this and motivate managers to source and hire internally whenever

possible - even if it will require a bit of training.

Help every employee build a social network.

Employees are frequently devoted to fellow employees and feel strong

attachments to them. This is what keeps many people from job hopping, We

all know how powerful networks are, and companies that actively promote

employee interaction and teamwork have less discontent and less turnover

than those that keep employees apart or at odds,

We recommend starting clubs and social groups within the company that work

and play together, some companies form college clubs for new college grads

that help them become oriented to the firm and meet other new hires. This

tends to raise the level of commitment they have to the organization and

reduces turnover,

Internal networks are powerful binding devices, Encouraging internal bogging,

the use of virtual communications tools like SMS or IM, and the use of video

conferencing. These can strengthen networks and extend them globally,

Knowledge is a powerful retention tool, and naivety and ignorance can best be

combated by sharing of ideas and experiences between people from many

different firms,

There us nothing that we have written here that is new, Employee retention is

about applying the Golden Rule: do for employees what you want done for

yourself, it is 90% common sense.

Accommodation for the employees


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Many employees leave the job due to the location of the job or due to

the family being at far place so in order to retain such employees the

organization should provide the employees with the accommodation

facility so that the employees can live with their family. Medical facility

should also be provided to the employees to ensure their better health.

Factors Influencing Employee Engagement


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Thus for building up high engagement levels in the organization, HR

department should first try to determine the current level of employee

engagement. The best tool to determine this is a comprehensive employee

engagement survey. A well administered engagement survey lets an

organization know at what level of engagement its employees are operating, a

customizable employee survey provides it with a starting point towards the

efforts to optimize employee engagement, the key to successful employee

engagement surveys is to pay close attention to the feedback from the staff.

However, it is equally important to take actions to improve Employee

Engagement, Taking action starts with listening to employee feedback. Then

the data needs to be analyzed. Next, a definitive action plan will need to be put

in place and finally, change will be implemented, It is important that employee

engagement is not viewed as a one time action. Employee engagement

should be a continuous process of measuring, analyzing, defining and

implementing. Even the smallest actions taken to address concerns will let the

employees know that their input is valued, Feeling valued will boost morale,

motivate and encourage future input. These efforts in turn would work towards

higher satisfaction and loyalty of employees which in turn would reduce

turnover, in such manner; employee engagement can act as an important

retention measure in JHPL.

Conclusion


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As the study conducted I found that my topic attrition which I measure is not

high but ratio of leaving the people is increasing. People are leaving due to

better job opportunities, better allowances and culture. More formal retentionstrategy or methods are needed to be developed to stop the exit of valuable

employees from JHPL Company should focus more on retaining the

employees.

Most business owners and managers think retention is based on

compensation issues-wage and salary levels, incentives, and golden

handcuffswhen in reality the drivers go much deeper into the human psyche

to the actions and attitudes that make employees successful, secure and

appreciate. As a result, a sound retention strategies should focus on and

tactically address four key elements-performance, communication, loyalty and

competitive advantage.

1. Performance: - The benefit of having measurable objectives for

employees fairly obvious to most business owners and managers, but

this perception usually stops short of relating performance metrics to

employee retention. Study after study confirms that people have a

deep desire to feel they are succeeding and that their talents and

capabilities are being used in a way that makes a difference to the

business. When people sense their actions are fulfilling this desire,

they begin to develop a sense of belonging and a feeling that our

company is their company.

2. Communication: - The second essential element in a retention

strategy is communication, especially a communications process thats


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structured to inform, emphasize and reaffirm to employees that their

workplace contributions are having an impact. Since we are dealing

very directly with how employees feel about their performance, the

company and their work environment, the question becomes, how do

you know how they feel about these matters?

Properly done, communication with your staff will provide you with the

insights you need in order to know how your employees feel about

working for your business. An effective and sensitive communications

plan can provide you with insight on exactly whats riving employee

morale and how your staff members feel about your company.

3. Loyalty: - The third element in a successful employee retention

strategy is employee loyalty. True loyalty is not an enforced

requirement but an earned response to the trust, respect and

commitment shown to the individuals in your company. When you

demonstrate loyalty to your employees, theyll begin their employment

with you as loyal employees, but will develop loyalty over time as

theyre trusted, respected and appreciated by you.

4. Competitive advantage: -The fourth and final element in your

strategy to retain employees to do with your competitive advantage.While that may seem odd at first, think about it: People want to work


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for a winner. What sets your company apart from your competition?

How are you- and as a result, your employees- making a difference in

your industry, in your community, and for your customers? Take the

time to identify and inform your clients and your employees about your

unique competitive advantage. If product is similar to others in the

marketplace, your service can be what distinguishes you (probably

should in any case). People want to be with a winner. And that

includes employees.

Together, these four elements can provide you with a retention strategy

capable of producing amazing results. You may even have some of them

already in place, such as performance metrics and a communications process.

The key is to make sure youve integrated all four elements into a strategy for

retaining employees thats grounded in a genuine commitment to serving your

customers and employees well over the long haul


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What are the primary reasons for leaving

17%

15%

12%7%10%

27%

12%

Salary 17% Family and Personal Reasons 15%

Job Satisfaction 12% Career Change 7%

Transfer 10% Better Job Opportunities 27%

Organizational Issues 12%


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Is your job and duty clearly specified?

57%

43%

Yes 57% No 43%


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opportunities that appear to be most attractive

and satisfying working at JHPL

14%

22%

10%28%

17%

9%

. Working Atmosphere14% Career Growth 22%

Location 10% Salary Package 28%

Employee welfare 17% Any Other 9%


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Did you receive adequate training whil your stay

at JHPL

64%

36%

Yes 64% No 36%


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Were there any company policies or procedures

that made your work more difficult?

59%

41%

Yes 59% No 41%


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How do you see your opportunities to advance

within the company?

26%

36%

32%

6%

Excellent 26% Very good 36% Good 32% Poor 6%


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How did you feel about your workload? Was your

workload fair?

65%

35%

Yes 65% No 35%


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Did you feel discipline was fair in your

department?

86%

14%

Yes 86% No 14%


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Would you consider returning to this company in

the future?

47%

53%

Yes 47% No 53%


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What should be company's endeavour to retain

employees

12%

10%

34%16%

15%

13%

P A 12% Promotion 10%

compensation 34% worker's partic ipation 16%

Grievance handling 15% any other 13%


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Jodhana Heritage Pvt Limited

Exit Interview

HR Department

Employee Number: _____________ Employee Name: _________________

Designation : ______________ Grade : _________________

Department : ______________ Reporting Authority: _____________

Date of Joining : ______________ Date of Leaving: ________________

Contact Number:

______________ e- mail

Address:

_________________

As you leave us we would like to ask you to share your respective on your

world work experiences at JPHL. We hope this information will not only help

JPHL to build on strengths, but also become more conscious of its needs for

improvements in specific areas. We commit to holding all of your responses in

strict confidence and will only use details gathered in summary report to study

trends.


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Q1. What are your primary reasons for leaving?

a. Family and Personal Reasons: b. Job Satisfaction

c. Career Change d. Salary

e. Transfer f. Better Job Opportunities

g.. Organizational Issues

Q2. . Is your job and duty clearly specified?

a. Yes b. No

Q3. If No then specify any change or improvement required in your job

description, if any?

Ans __________________________________________________________

Q4. . Mention opportunities that appear to be most attractive and satisfying

working at JHPL

a. Working Atmosphere b. Career Growth

c. Location d. Salary Package

e. Employee welfare

f Any Other (Please Specify)________________________________

Q5. Mention the factors that appear to be least attractive about your job?

a. Location b. Salary Package

c. Working standards d. Company policy

e. Any Other (Please Specify)________________________________

Q6. Did you receive adequate training while your stay with the company?

a . Yes b. No


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Q7. Were there any company policies or procedures that made your work

more difficult?

a. Yes b. No

Q8. How do you see your opportunities to advance within the company?

a. Excellent ( )

b. Very Good ( )

c. Good ( )

d. Bad ( )

Q9. How did you feel about your workload? Was your workload fair?

a. Yes b. No

Q10. . Did you feel discipline was fair in your department?

a. Yes b No

Comments & Recommendations for improvement: _______________

Q 11. Were there any company policies or procedures that made your work

more difficult?

________________________________________________________

Q12. Would you consider returning to this company in the future?

a. Yes b. No


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Q13. What should be the companys endeavour to retain the employees?

a. Performance appraisal b. Promotions

c. Compensation d. Workers participation

e. Grievance Handling f. Any other

Q14 Would you recommend this company to a friend as a good place to work?

a. Yes b. No


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BIBLIOGRAPHY

Books:

1. Retaining Your Employee - Barb Winfield

- Janice Barry

2. Attrition Analytics (white paper) - Survo Raychhaudhuri

3. Reducing Panel Attrition - Daniel H. Wills

Website:

www.jodhpurheritage.com/[email protected]

www.CiteHR.com

www.towersperrin.com
http://www.jodhpurheritage.com/[email protected]://www.citehr.com/http://www.towersperrin.com/http://www.jodhpurheritage.com/[email protected]://www.citehr.com/http://www.towersperrin.com/

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