cust retent

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ABSTRACT

Employee retention is one of the biggest challenges of businesses today. Attracting the best

talent is an arduous task, but retaining these employees is even more difficult. Increasing globalization

has made this even more difficult, as employees are ready to shift jobs and relocate to any part of the

world.

Surveys are an effective way of knowing about employees reasons for leaving a company.

While exit interviews are generally used, they are a delayed way of knowing an employees reasons for

leaving. Employee retention surveys are more effective in determining the exact reasons an employee

remains with or leaves a company.

Employee retention surveys aim to determine the current employee satisfaction levels.

When conducted over time, they can also track changes in the level of satisfaction, and also the reasons

for the changes. By acting on these reasons, the company can not only improve employee loyalty, but also

productivity and morale.

Thus this report seeks to utilize primary research, through an employee retention survey in

order to offer a greater understanding of the complex issues raised by staff attrition. Specific aims were

to:

Identify trends in leavers' behaviour and the reasons employees change

jobs/organizations

Identify the employers' perspective on employees' reasons for leaving

Identify retention strategies that have a positive influence on retention, or at least leave

current and former staff with a positive view of the organization

Having identified the reasons employees leave, there are a number of specific retention

strategies available to employers. This study seeks to emphasize the importance of adopting a holistic

approach to dealing with staff attrition.

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OBJECTIVES OF THE STUDY

Primary objective:

To study the level of the satisfaction and the degree of importance attached to various

aspects of the work environment in Zuari Cements Ltd, and to link them to form suitable strategy to

counteract growing attrition rate.

Secondary objective:

To ascertain the overall satisfaction of the employees working in this organization in terms of

their position, allowances, rewards, and facilities available as a part of ZCL.

To assess the impact of the level of dependency on relationship and the nature of work they do.

To highlight the link between the quality of work life and the reasons for which employees will

stay longer.

To assess the gap between what the HR thinks that employees want, and what the employees

think what they want.

To also know what the employees suggestions are towards certain area of the organization.

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LIMITATIONS OF THE STUDY

The limitations faced during the course of study are outlined as follows:

Major limitation faced in the study was to make the employees open up their honest view about

each question.

Time constraint was another disadvantage during the study.

As the study was restricted to the employees of only Zuari Cements ltd, India the findings may

lack the view of all the employees of the organization universally.

Most questions used for the collection of data were of structured form. This was a disadvantage

of not being able to penetrate deep into the respondents thought.

Questionnaire may produce errors in surveys because various meanings are attached to the same

word by different groups of people and the replies are liable for misrepresentation.

The bias on the part of the respondents cannot be ignored. The opinion collected from the

respondents may not be suitable for long run study as it is likely to change from time to time.

Unwillingness of the employees to answer the questions, with the feed back of the questions to be

of personal and intimate nature, also proved to be a major constraint.

Individual interviewing can be quite expensive in terms of time and effort and may be

intimidating to some who are not comfortable sharing details with a student.

The success of the interview is directly related to cognition, motivation and accessibility. This

might not be the case for each and every respondent.

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METHODOLOGY OF THE STUDY

Research design:

Research design is a process of deliberate anticipation directed towards bringing an unexpected

situation under control. A research model therefore enables a researcher to see the whole study structure

and also realize the place and importance of the successive steps that he will be required to take in the

total scheme.

Definition:

As Selliytz, Jahoda, Deutsch and Cook state a research design is the arrangement of conditions

for collection and the analysis of data in a manner that aims to combine relevance to the research purpose

with economy in procedure.

This is an arrangement of conditions for collection and analysis of data in a manner that aims to

combine relevance to the research purpose with economy in procedure. The research design is the

conceptual structure within which research is conducted. It constitutes the blueprint for the collection,

measurement and analysis of data.

The topic for research undertaken in this project is about A Study On Employee Retention And

Related Aspects, And Recommendation Of Suitable Strategies For Zuari Cements Ltd, Italcementi Group,

India.

Inferential Data Analysis

For the project to be really useful, the results of research should allow the researcher to

accomplish other goals such as:

Using information obtained from a small group (i.e., sample of customers) to make judgments

about a larger group (i.e., all customers)

Comparing groups to see if there is a difference in how they respond to an issue

Forecasting what may happen based on collected information

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To move beyond simply describing results requires the use of inferential data analysis where

advanced statistical techniques are used to make judgments (i.e., inferences) about some issue (e.g., is one

type of customer different from another type of customer). Using inferential data analysis requires a well-

structured research plan that follows the scientific method. Also, most (but not all) inferential data

analysis techniques require the use of quantitative data collection

Sources of data:

There are two main sources of data available to us. They are:

Primary data:

The primary data includes the various aspects surrounding the employee in the workplace such as

organizational culture, personal satisfaction, organizational environment, benefits provided by the

employer and their opinion on available/unavailable retention strategies

Secondary data:

The secondary data has been obtained from books, journals, company web sites and from internet

websites.

Sampling technique:

Sampling is that part of statistical practice concerned with the selection of individual observations

intended to yield some knowledge about a population of concern, especially for the purposes of statistical

theory are employed to guide practice. The sampling process includes the five steps:

o Specification of the sampling method for selecting items or events from the

frame.

o Determine the sample size.

o Implement the sampling plan.

o Sampling and data collecting.

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o Review of the sampling process.

Data collection sampling:

The process of selecting a sample from a population is called sampling technique. The sampling

technique adopted for this study is simple random sampling. A sampling procedure that assures that eachelement in the population has an equal chance of being selected is referred to as simple random sampling.

In a simple random sample, all elements of the frame are treated equally.

Sample design:

A sample is a definite plan for obtaining for a given population. It refers to the technique or the

procedure the researcher would adopt in selecting items for the sample. Sample design may as well lay

down the number of items to be included in the sample (i.e.) the size of the sample.

The procedure by which a few subjects are chosen from the universe to be studied in such as

way that the sample can be used to estimate the same characteristics in the total is referred to as sampling.

The advantages of using samples rather than surveying the population are that it is much less costly,

quicker, and if selected properly, gives results with known accuracy that can be calculated

mathematically. Even for relatively small samples, accuracy does not suffer even though precision or the

amount of detailed information obtained might. These are important considerations, since most research

projects have both budget and time constraints.

Sample size:

The sample size of a statistical sample is the number of repeated measurements that constitute

it. It is typically denoted n, and is a non- negative integer.

The sample size taken for this study is 27 to study the employee perspective, and an additional

5 to study the HR perspective.

Tools and methods of data collection:

Good data collection involves:

Following the defined sampling process.

Keeping the data in time order.

Noting comments and other contextual events.

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Recording non responses.

The primary source of data is obtained through schedule method, i.e. personally administered

questionnaires through structured interview method. Talking to someone one-on-one allows a researcher to cover more ground than may be covered if a respondent was completing a survey. The reason lies with

the researchers ability to dig deeper into a respondents comments to find out additional details that

might not emerge from initial responses.

Need for schedule method:

Using a questionnaire normally pursues process for a survey, but the factual conclusion of

research can be brought out in depth and detail only through the interview technique in which respondents

are given opportunity to freely express their problem, views, opinions, comments, etc beyond the finding

of the questionnaire.

Questionnaire design and wording:

The questionnaire is a formal approach to measuring characteristics, attitudes, motivations,

opinions, as well as past, present and possible future behaviors. The information produced from aquestionnaire can be used to describe, compare or predict these facts. Depending on the objectives, the

survey design must vary.

Rating scales:

For the various job related questions, the scale used was LIKERT scales.

To rate Zuari Cements Ltds efforts to retain its people, graphic rating scaling technique

was adopted.

Tools used for analysis:

In statistics, spread sheets were used in major. SPSS package was used to calculate frequencies

for each area of the questions and MS Excel was used to draw bar charts for analysis.

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SPSS package:

SPSS ( Statistical Package for the Social Sciences ) is one of the most widely available and

powerful statistical software packages. It covers a broad range of statistical procedures that allow you to

summarize data (e.g., compute means and standard deviations), determine whether there are significant

differences between groups (e.g., t-tests, analysis of variance), examine relationships among variables

(e.g., correlation, multiple regression), and graph results (e.g., bar charts, line graphs). It is a data

management system with which is an analysis product. It can carry out a range of important data an

analysis and management function that includes statistical analyses plus graphical presentation of the

data. There are around two microcomputer versions of SPSS accessible SPSS for Windows as well as

SPSS Macintosh.

MS Excel:

Microsoft Excel (full name Microsoft Office Excel) is a proprietary spreadsheet application

written and distributed by Microsoft for Microsoft Windows and Mac OS X. It features calculation,

graphing tools, pivot tables and, except for Excel 2008 for Mac OS X, a macro programming language

called VBA (Visual Basic for Applications).

It is overwhelmingly the dominant spreadsheet application available for these platforms and has

been so since version 5 in 1993, and is bundled as part of Microsoft Office. Excel is one of the most

popular microcomputer applications to date. Microsoft Excel is a full-featured spreadsheet program that

allows you to organize data, complete calculations, make decisions, graph data, and develop professional

looking reports.

The three major parts of Excel are:

Worksheets Worksheets allow you to enter, calculate, manipulate and analyze data such as

numbers and text.

Charts Charts pictorially represent data. Excel can draw two-dimensional and three

dimensional column charts, pie charts and other types of charts.

Databases Databases manage data. For example, once you enter data onto a worksheet, Excel

can sort the data, search for specific data, and select data that meets certain criteria.

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WHAT IS EMPLOYEE RETENTION?

Employee Retention involves taking measures to encourage employees to remain in the organizationfor the maximum period of time. Corporate is facing a lot of problems in employee retention these days.Hiring knowledgeable people for the job is essential for an employer. But retention is even moreimportant than hiring. There is no dearth of opportunities for a talented person. There are manyorganizations which are looking for such employees. If a person is not satisfied by the job hes doing, hemay switch over to some other job.

EMPLOYEE RETENTION AND ASPECTS

:In todays environment it becomes very important for organizations to retain their employees. The

top organizations are on the top because they value their employees and they know how to keep themglued to the organization. Employees stay and leave organizations for some reasons. The reason may bepersonal or professional, and should be understood by the employer and should be taken care of. Theorganizations are becoming aware of these reasons and adopting many strategies for employee retention.

COMPENSATION:

Compensation constitutes the largest part of the employee retention process. The employeesalways have high expectations regarding their compensation packages. Compensation packages vary fromindustry to industry. So an attractive compensation package plays a critical role in retaining theemployees.

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 mostcommon factor of comparison among employees. It includes

Basic wage

House rent allowance

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Dearness allowance

City compensatory allowance

Salary and wages represent the level of skill and experience an individual has. Time to time increase inthe salaries and wages of employees should be done. And this increase should be based on the employeesperformance and his contribution to the organization.

Bonus: Bonuses are usually given to the employees at the end of the year or on a festival.

Economic benefits: It includes paid holidays, leave travel concession, etc.

Long-term incentives: Long term incentives include stock options or stock grants. These incentives helpretain employees in the organization's startup stage.

Health insurance: Health insurance is a great benefit to the employees. It saves employees money as wellas gives them a peace of mind that they have somebody to take care of them in bad times. It also showsthe employee that the organization cares about the employee and its family.

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After retirement: It includes payments that an Employee gets after he retires like EPF (EmployeeProvident Fund) etc.

Miscellaneous compensation: It may include employee assistance programs (like psychologicalcounseling, legal assistance etc), discounts on company products, use of a company cars, etc.

GROWTH

Growth and development are the integral part of every individuals career. If an employee can notforesee his path of career development in his current organization, there are chances that hell leave theorganization as soon as he gets an opportunity.

The important factors in employee growth that an employee looks for himself are:

Work profile: The work profile on which the employee is working should be in sync with his capabilities.The profile should not be too low or too high.

Personal growth and dreams: Employees responsibilities in the organization should help him achieve hispersonal goals also. Organizations can not keep aside the individual goals of employees and foster organizations goals. Employees priority is to work for them and later on comes the organization. If hesnot satisfied with his growth, hell not be able to contribute in organization growth.

Training and development: Employees should be trained and given chance to improve and enhance their skills. Many employers fear that if the employees are well rained, theyll leave the organization for better jobs. Organization should not limit the resources on which organizations success depends. Thesetrainings can be given to improve many skills like:

Communications skillsTechnical skillsIn-house processes and procedures improvement related skills

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C or customer satisfaction related skillsSpecial project related skills

Need for such trainings can be recognized from individual performance reviews, individual meetings,employee satisfaction surveys and by being in constant touch with the employees.

SUPPORT:

Lack of support from management can sometimes serve as a reason for employee retention.Supervisor should support his subordinates in a way so that each one of them is a success. Managementshould try to focus on its employees and support them not only in their difficult times at work but alsothrough the times of personal crisis. Management can support employees by providing them recognition

and appreciation.

Employers can also provide valuable feedback to employees and make them feel valued to theorganization.

The feedback from supervisor helps the employee to feel more responsible, confident and

empowered. Top management can also support its employees in their personal crisis by providingpersonal loans during emergencies, childcare services, employee assistance programs, counselingservices, et al.

Employers can also support their employees by creating an environment of trust and inculcatingthe organizational values into employees. Thus employers can support their employees in a number of ways as follows:

By providing feedback By giving recognition and rewardsBy counseling themBy providing emotional support

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RELATIONSHIP

Sometimes the relationship with the management and the peers becomes the reason for anemployee to leave the organization. The management is sometimes not able to provide an employee asupportive work culture and environment in terms of personal or professional relationships. There aretimes when an employee starts feeling bitterness towards the management or peers. This bitterness couldbe due to many reasons. This decreases employees interest and he becomes de-motivated. It leads to lesssatisfaction and eventually attrition.

A supportive work culture helps grow employee professionally and boosts employee satisfaction.To enhance good professional relationships at work, the management should keep the following points in

mind.

Respect for the individual: Respect for the individual is the must in the organization.

Relationship with the immediate manager: A manger plays the role of a mentor and a coach. He designsands plans work for each employee. It is his duty to involve the employee in the processes of theorganization. So an organization should hire managers who can make and maintain good relations withtheir subordinates.

Relationship with colleagues: Promote team work, not only among teams but in different departments aswell. This will induce competition as well as improve the relationships among colleagues.

Recruit whole heartedly: An employee should be recruited if there is a proper place and duties for him toperform. Otherwise hell feel useless and will be dissatisfied. Employees should know what theorganization expects from them and what their expectation from the organization is. Deliver what ispromised.

Promote an employee based culture: The employee should know that the organization is there to supporthim at the time of need. Show them that the organization cares and hell show the same for theorganization. An employee based culture may include decision making authority, availability of resources, open door policy, etc.

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Individual development: Taking proper care of employees includes acknowledgement to the employeesdreams and personal goals. Create opportunities for their career growth by providing mentorshipprograms, certifications, educational courses, etc.

Induce loyalty: Organizations should be loyal as well as they should promote loyalty in the employeestoo. Try to make the current employees stay instead of recruiting new ones.

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RETENTION MYTHS

The process of retention is not as easy at it seems. There are so many tactics and strategies usedin retention of employees by the organizations. The basic purpose of these strategies should be to increaseemployee satisfaction, boost employee morale hence achieve retention. But some times these strategiesare not used properly or even worse, wrong strategies are used. Because of which these strategies fail toachieve the desired results.

There are many myths related to the employee retention process. These myths exist because thestrategies being used are either wrong or are being used from a long time. These myths prevent theemployer from successfully implementing the retention strategies.

Employees leave an organization for more pay : Money may be the motivating factor for some but for many people it is not the most important factor. Money matters more to the low-income-employees for whom its a survival issue. Money can make an employee stay in an organization but not for long. Thefactors more important than money are job satisfaction, job responsibilities, and individuals skilldevelopment. The employers should understand this and work out some other ways to make employeesfeel satisfied. When employees leave, management tries to retain them by offering more money. Butinstead they should try to figure out the main reason behind it. Issues that are mainly the cause of dissatisfaction are organizations policies and procedures, working conditions, relationship with the

supervisor and salary, etc. For such employees, achievement, growth, respect, recognition, is the mainconcern.

Incentives can increase productivity : Incentives can surely increase productivity but not for long term.Cash incentives, volume work targets and speed awards are old management beliefs. They can generatework speedily and in volumes but cant boost employee commitment. Rather speed can hamper thequality of work produced. What really glues employees to their work and organization is quality work,meaningful responsibilities, recognition, respect, growth opportunities and friendly supervisors.

Employees run away from responsibilities : It is a myth that employees run from responsibilities. In-factemployees feel more responsible if they are given extra responsibilities apart from their regular job.Employees look for variety, greater control on the processes and authority to take decisions in their

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present job. They want opportunities to learn and grow. Management can assign extra responsibilities totheir employees and appreciate them on the completion of these tasks. This will induce a sense of pride inthe employee and will improve the relationship between the management and the employee.

Loyalty is a thing of the past : Employees can be loyal but what they need is an employer for whom theycan be loyal. There is no reason for the employee to hop jobs if hes satisfied with the employer.

Taking measures to increase employee satisfaction will be expensive for the organizations : The thingsactually required to improve employee satisfaction like respect, career growth and development;appreciation, etc. cant be bought. They are free of cost. An employer or management that reacts well tothe employees ideas and suggestions is enough for the employees to be retained.

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NEED FOR EMPLOYEE RETENTION:

Employee retention is crucial to the long-term success of the business and therefore theability to retain employees is a primary measure of the health of the organization. Of significant concernis the fact that unplanned employee turnover directly impacts the bottom line of the business. Issues suchas lost intellectual capital, costly candidate searches, training time and investment, and a sense of insecurity among staff is costly to an organization.

With the current labour market conditions, employee retention strategies are also importantto ensure that organizations retain the necessary human capital resources required to profitably run their businesses when skill shortages are at an all time high. To strategically ensure increased revenue, clientsatisfaction, a committed and satisfied workforce, well embedded organizational knowledge and learning,as well as effective succession planning, organizations should be able to answer "yes" to the followingquestions:

Do employees know clearly what is expected of them each day? Continually changing expectationsminimize employees sense of internal security and create unnecessary stress. It is beneficial therefore toprovide a specific framework in which people can work.

Are employees provided with quality management and leadership? It is well documented that people

leave their managers more often than they leave the company or the job. Turnover issues that cause anemployee to feel unvalued by their managers include lack of feedback about performance, lack of clarityregarding earning potential, failure to hold scheduled meetings, and the failure to provide a framework for the employee to succeed. Ensure that the right people are in place to lead the teams, departments, businessunits and the organization as a whole towards success.

Are employees given regular opportunities to develop their skills and knowledge? A career orientedemployee must experience opportunities for growth in order to feel valued by the organization. To helpeliminate a sense of stagnation in the workforce, organizations can offer cross training, internal rolerelated skills enhancement, relevant external course or seminar attendance, succession planningprogrammes to help groom employees for promotion, opportunities for employees to sit on committeeswhere their skills will be further developed, and encouragement for staff to read relevant books or periodicals to increase their knowledge base.

Are employees talents and skills fully utilized ? Often employees could contribute far more than theycurrently are and would happily do so if management fully recognized and then utilized their skills,

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talents and experience. High performing staff often wants to contribute to areas outside the specific scopeof their individual roles and need the opportunity to do so. High performing organizations recognize thisand therefore strive to fully engage the talents of their employees.

Does the organizational culture foster a sense of fairness and equitable treatment for all staff? Theperceptions of employees regarding how they feel they are treated are important to the long-termcommitment demonstrated by staff. By ensuring internal equity organizations can increase the morale,motivation and dedication of their workforce

. Do senior managers regularly acknowledge and interact with employees? In order for employees tofeel welcome, acknowledged and valued it is imperative that senior managers take the time to interactwith staff. While the act of management entails setting objectives and monitoring progress, trueleadership requires interaction. By learning about employees various talents, skills and abilities, senior

managers are able to stay better connected to the pulse of their organization.

Are employees granted the freedom to freely speak their minds? By fostering a culture that promotesopen discussion employees can feel comfortable offering ideas or even constructive criticism, both of which are necessary for continuous improvement within an organization. Forward thinking organizationsvalue open communication and therefore they encourage or even reward staff for sharing their thoughts,ideas and suggestion

s. Do employees feel appreciated, recognized and fairly rewarded ? The act of regularly saying thank you, openly recognizing employees contributions, as well as providing gifts, bonuses and competitiveremuneration are all keys to success in retention. Organizations that place emphasis on recognizing andrewarding their staff members efforts and contributions are more likely to benefit from increasedemployee commitment. Is your organization currently doing its best to retain your top talent?

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EMPLOYEE RETENTION STATISTICS AND TRENDS :

Hiring and retention are two sides of the same coin. They complement each other, and if bothare done well they produce what every company desperately needs: first-class human assets.

But the hiring success would create another challenge: keeping those star employees on-board. Companies find themselves defensive, forced to look at their employment practices, benefits, andcompensation scheme to determine if these were unconsciously undermining bonds of loyalty betweentheir company and the great people theyve hired.

Retention is a challenge faced by many of the worlds most admired companies. Consider theexperience of many companies in the United States from 1992 to 2000. U.S. businesses enjoyedtremendous economic prosperity during this period and just about every able-bodied person who wanted ajob was enlisted in the work force. In many employment categoriesparticularly high skilled areas suchas IT, software development, electrical engineering, accounting, and financedemand outstrippedsupply, touching off what has become known as the war for talent.

Many companies recognized that a lack of human talent was a serious constraint on futuregrowth and pulled all the stops in order to retain their most valuable employees. Ernst & Young went sofar as to establish an Office of Retention with direct reporting responsibility to the CEO. Others set upwork-life balance programs to alleviate stress on the home front. Casual dress regimens, on-site childcare, and foosball tables proliferated. More than a few companies allowed employees to bring their dogsto work. Books and magazine articles on how to keep your employees happy and productive werecranked out by the score.

The Great War for talent in the United States appeared to end with the recession that hit thecountry in late 2000.The high-tech sector was the first to be hit. Even IT professionalsthe peopleformerly in greatest demandwere furloughed by the thousands. Layoffs followed in other industries asthe recession rippled through the economy. Even Charles Schwab, a pioneer in the field of employee

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development and work-life balance, was forced to downsize. Between late 2000 and early 2002 thenational unemployment rate almost doubled.

But recessions dont last forever, and most people recognized that the war for talent wouldheat up again once the economy got back on track. And in some sectors of the economy, the war never really subsided.

According to a 1999 study of 2,000 employees by Hudson Institute and Walker Information:

33 percent are high risk that is, they are not committed to their present employer and not planningto stick around for the next two years;

39 percent are trapped they arent committed to the organization but are currently planning to stayfor the next two years; and

Only 24 percent are truly loyal both committed to the organization and planning to stay on for atleast two years.

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There has been a gradual but unmistakable transformation of the economy. With manufacturingslipping, services are playing a principal role. Increased globalization, outsourcing, and the Internet haveonly hastened the trend. This transition to a knowledge-based, service-oriented economy has raised theimportance of human capital. It is forcing companies to rely on the employees, not technology to deliver on the promises they make to their customers and shareholders.

A recent Society for Human Resource Management (SHRM) press release revealed the answer to the question of what people plan to do when the job market rebounds. The majority of the HumanResource (HR) professionals and managers surveyed agreed that turnover will rise significantly once thejob market improves.

Where theres Smoke, Theres Fire

Corporate Leadership Council's research shows the real business impact of employeecommitment: By increasing employees engagement levels, organizations can expect an increase inperformance of up to 20 percentile points and an 87% reduction in employees probability of departure.In other words, engaged employees perform better and stay longer.

Progressive companies have recognized that to enter the top echelons of most admiredcompanies, they need to move beyond employee satisfaction. They need employees who are inspired andengaged. So now that engaged employees are more vital to the economy than ever before, does it meanthat they are more highly valued? Does it translate into better treatment for them?

High Cost of Low Trust

According to recent Watson Wyatt research employee trust in corporate leadersespeciallysenior managersstrongly influences turnover, productivity, and profitability. Although 72% of employees believe their immediate bosses act with honesty and integrity in their business activities, only56% believe the same about top management.

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The cost of an employee checking out (physically present but emotionally bankrupt) or actually leaving the company is very high. Unfortunately, there are no expense lines in the general ledger that directly capture or isolate this enormous expense. As a result, this cost almost always goes unnoticed.

Companies erroneously believe that by outsourcing the jobs they can outsource their HR problems too. Offshore or otherwise, the same problems plague any firm with high turnoverhigher HR management and training costs, greater quality control problems, increased chances of competitivedisruption, and more difficulty establishing a stable corporate culture.

One Size Doesnt Fit All

One size rarely fits all. Most employees dont stop caring about their jobs, or decide to quitovernight. Its a complex decision spurred by months or even years of not-so-benign neglect. There arethree myths that get in the way of finding out the reality on the ground. Most organizations already havethe needed data in their HR systems. But they need to take deliberate steps to figure out how to analyzethe data they do have to create rich and actionable information. With the right business intelligencesystem, HR organizations can mine their data to create deep, diagnostic insights.

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FRAMEWORK OF EMPLOYEE RETENTION

The present times have seen a radical change in the style of work. The basic value system of anindividual has changed. In this competitive environment the corporate body must reassert itself.The very entity called corporation is to be explicitly understood.

The organizational approach to staffing, its ethics policy, and compensation package, fringebenefits even the pathos of the organization can be turned towards its advantage. The manner inwhich a corporation portrays its image is the beginning of the talent keeping process.

The employee was once treated merely as an asset, but today he is treated as family as a uniqueindividual. His aspirations, goals, ambitions, are all given pivotal importance. This is the newemployee arrangement that governs the market of today.

This is the very ground on which both the employee & organization meet. Sound understandingof market structure, the emergence of intermediaries, their economic implications, the

government policy. This defines the very environment in which the organization functions.

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FACTORS CAUSING EMPLOYEE TURN OVER

In the new market orientation the employee is no longer in a work for lifetime mindset. This isthe pull factor. Though a survey shows that the employees give their vote to stability. The mainreason to move is the lack of interest, frustration at work, lack of communication.

The push factor is the actual culprit in employee turnover. The employee must have satisfaction

of work. Lack of proper delegation, miscommunications about nature of work lead to statemonotony. Often there is a mismatch between the work & the employee. This further escalatesthe tension.

Also we find problems between the employee & the employer. Here bad leadership leads to badmanagement. At other times there are internal problems between employee & employee. Thisresults because there is no proper coordination between various departments. The lack of bondingin the organization fosters a sense of resentment, which slowly poisons the minds of theemployee.

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MEASURING EMPLOYEE TURNOVER

It is imperative that employee turnover be quantified. This enables us to understand themagnitude of damage caused. Employee turnover then be measured by taking into account the totalnumber of employees that left the organization in a said period. This should include retirement,

redundancy, and dismissal, those who leave on their own will. Estimating the cost is also a useful factor.The costs to be taken into account are Administration costs, Recruitment costs, Selection costs, Inductioncost of new employee, Cost of covering during period of vacancy.

ATTRITION COSTS

One of the best methods for calculating the cost of turnover takes into account expenses involved toreplace 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:

Time spent on sourcing replacementTime spent on recruitment and selectionTravel expenses, if anyRe-location costs, if any n Training/ramp-up timeBackground/reference screening

B. Training and development cost

To estimate the cost of training and developing new employees, cost of new hires must be taken intoconsideration. This will mean direct and indirect costs, and can be largely classified under the following

heads:

Training materialsTechnologyEmployee benefitsTrainers Time

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C. Administration cost

They include:

Set up communication systemsAdd employees to the HR systemSet up the new hires workspaceSet up ID-cards, access cards, etc.

ATTRITION RATE

The attrition rate has always been a sensitive issue for all organizations. Calculating employeeturnover rate is not that simple as it seems to be. No common formula can be used by all theorganizations. A formula had to be devised keeping in view the nature of the business and different jobfunctions. Moreover, calculating attrition rate is not only about devising a mathematical formula. It alsohas to take into account the root of the problem by going back to the hiring stage.

There is no standard formula to calculate the attrition rate of a company, because

A)The employee base changes each month, so if a company has 1,000 employees in April 2004 and 2,000in March 2005, then they 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 whatbase we take.

B) Many firms may not include attrition of freshers who leave because of higher studies or withinthree months of joining. 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:

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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 fresher who left the organization within one year. It tellshow 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. Thisindicates the ease with which people adapt to the company.

Critical resource attrition which tell the attrition in terms of key personnel like senior executivesleaving the organization.

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ANALYSIS AND INTERPRETATION:

WORK EXPERIENCE:

TABLE 1.1 INDICATING WORK EXPERIENCE:

Work Experience(Years) Frequency Percent


29/95

POSITION:

TABLE 1.2 INDICATING HIERARCHIAL POSITION:

Position Frequency Percent

Senior management 7 30

Middle management 18 66.6

Other management cadre 2 7.4

Total 27 100

CHART 1.2 INDICATING HIERARCHIAL POSITION:

INTERPRETATION:

The maximum number of respondents interviewed fall in the middle management category.

Valid values are used to indicate the total representation; missing values if any are recorded in thepercentage section of the total values.

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EXPECTATIONS:

TABLE 1.3 SHOWING EXPECTATIONS OF PEOPLE AS TO WHY THEY WOULD LIKE TOSTAY LONGER:

CHART 1.3 SHOWING EXPECTATIONS OF PEOPLE AS TO WHY THEY WOULD LIKE TOSTAY LONGER:

INTERPRETATION:

Expectations Frequency Percent

Salary 2 7.4

Promotional opportunity 2 7.4

Meaningful professional development 18 66.7

Others-specified individually 5 18.5

Total 27 100

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The maximum number of respondents cites reason as to why they would stay longer in ZuariCements Ltd as meaningful professional development.

Other reasons include personal-work life balance, facilities provided, safe and known workingenvironment.


TASK GROUP OPPORTUNITIES

TABLE 1.4 INDICATING AGREEMENT LEVEL ON TASK GROUP OPPORTUNITIES INZCL

Task Group Opportunities Frequency Percent

Strongly disagree 5 18.5

Disagree 2 7.4

Neither agree nor disagree 5 18.5

Agree 6 22.2

Strongly agree 9 33.3

Total 27 100

CHART 1.4 INDICATING AGREEMENT LEVEL ON TASK GROUP OPPORTUNITIES IN

ZCL:

task group opportunities

5 2 5 69

2718.5

7.418.5 22.2

33.3

100

0

20

40

60

80

100

120

stronglydisagree

disagree neither agree nor disagree

agree stronglyagree

Total

level of agreement

frequen

Frequen

Percent

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INTERPRETATION

The maximum number of respondents strongly agrees to the statement that there are task groupopportunities apart from the core job responsibilities in the organization.


COMMUNICATION:

T ABLE SHOWING AGREEMENT LEVEL TOWARDS COMMUNICATION IN ZCL

Communication Frequency Percent

Strongly Disagree 2 7.4

Disagree 8 29.6

Agree 7 26

Strongly Agree 10 37

Total 27 100

CHART SHOWING AGREEMENT LEVEL TOWARDS COMMUNICATION IN ZCL

32

2 8 7 10

27

7.4

29.6 2637

100

020

40

60

80

100

120

stronglydisagree

d is ag ree ag ree s tro ng lyagree

Total

Valid

f r equency;%

agreement level

communication

com munication Frequenc

com munication Percen


33/95

INTERPRETATION

Majority of the respondents (37%) strongly agree that there is proper communicativeenvironment in Zuari Cements Ltd.

But there are 29.6% of respondents who feel that there communication is not as it should be inZuari Cements Ltd

DIVERSITY:

TABLE INDICATING EMPLOYEES RESPONSE TO DIVERSITY:

Diversity Frequency Percent

Strongly Disagree 3 11

Neither Agree Nor Disagree 3 11

Agree 3 11

Strongly Agree 18 67

Total 27 100

CHART INDICATING EMPLOYEES RESPONSE TO DIVERSITY:

33

3 3 3

1827

11 11 11

67

100

0

2040

6080

100120

stronglydisagree

neither agree nor disagree

ag ree stro ng lyagree

Total

Valid

f r equency;%

agreement level

diversity

diversity Freque ncy

diversity Percent


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INTERPRETATION

Majority of the respondents (18) strongly agree that equitable treatment is given to all, despitelanguage, gender, age, regional differences and that ZCL encourages diversity.


CAREER DEVELOPMENT PROGRAM:

TABLE SHOWING RESPONSE TO ZCLS CAREER DEVELOPMENT PROGRAM

Career Development Program Frequency Percent

Strongly Disagree 6 22.2

Disagree 5 18.6

Neither Agree Nor Disagree 12 44.4

Agree 1 3.7

Strongly Agree 3 11.1

Total 27 100

CHART SHOWING RESPONSE TO ZCLS CAREER DEVELOPMENT PROGRAM

career development program

6 512

1 3

2722.2 18.6

44.4

3.711.1

100

0

20

40

60

80

100

120

strongly

disagree

disagree

neither

agree

no

r

agree

strongly

agree

Total

Valid

level of agreement

frequ career development

program Frequency

career developmentprogram Percent

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INTERPRETATION

In response to whether there is any career development, employees opinion is neutralized i.e.12out of the 27 respondents neither agree nor disagree about the career development programprovided by the company.


FAIRNESS & RESPECT:

TABLE SHOWING AGREEMENT LEVEL OF EMPLOYEES WHETHER THEY ARETREATED WITH FAIRNESS & RESPECT :

Fairness & Respect Frequency Percent

Strongly disagree 1 3.7Agree 6 22.3

Strongly agree 20 74

Total 27 100

CHART SHOWING AGREEMENT LEVEL OF EMPLOYEES WHETHER THEY ARETREATED WITH FAIRNESS & RESPECT:

fairness & respect

1 620

27

3.7

22.3

74

100

0

20

40

60

80

100

120

stronglydisagree

agree stronglyagree

Total

Valid

level of agreement

freque fairness & respect

Frequency

fairness & respectPercent

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INTERPRETATION

Majority of the respondents (20 out of 27) strongly agree that they are given due fairness andrespect, in voicing their opinions and in treatment in the company.


HELPING TENDENCY:

TABLE INDICATING WHETHER ZCL HAS A CO-OPERATIVE JOB ENVIRONMENT

Helping Tendency Frequency Percent

Very Dissatisfied 1 3.7

Dissatisfied 2 7.4

Neither Satisfied Nor Dissatisfied 1 3.7

Satisfied 3 11.1

Very Satisfied 19 70.3

Total 27 100

CHART INDICATING WHETHER THERE ZCL HAS A CO-OPERATIVE JOBENVIRONMENT

helping tendency

1 2 1 319

1

27

3.7 7.4 3.711.1

70.3

3.7

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

satisfied

very

satisfied

6Total

Valid

satisfaction level

frequ helping tendency

Frequency

helping tendency Percent

INTERPRETATION

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37/95

19 out of the 27 respondents are very much satisfied with the working environment of thecompany, where there is a fair amount of helping tendency and co-operative workingenvironment.


JOB SECURITY

TABLE INDICTING EMPLOYEE RESPONSE TOWARDS FEELING OF JOB SECURITY:

Job Security Frequency Percent


Dissatisfied 4 14.8


Satisfied 2 7.4


Total 27 100

CHART INDICTING EMPLOYEE RESPONSE TOWARDS FEELING OF JOB SECURITY:

job security

1 4 4 216

27

3.714.8 14.8

7.4

58.3

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

nor

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ job security Frequency

job security Percent

INTERPRETATION

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Majority of the respondents (16 out of 27) are very much satisfied with the job security of thecompany.


AUTONOMY:

TABLE INDICATING EMPLOYEES RESPONSE TOWARDS AUTONOMY IN ZCL:

Autonomy Frequency Percent


Dissatisfied 4 14.8


Satisfied 10 37


Total 27 100

CHART INDICATING EMPLOYEES RESPONSE TOWARDS AUTONOMY IN ZCL:

autonomy

2 4 310 8

27

7.414.8 11.1

3729.7

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

nor

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ

autonomy Frequency

autonomy Percent

INTERPRETATION

Majority of the respondents (18 out of 27) are satisfied with the degree of autonomy in thecompany.

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SENSE OF ACCOMPLISHMENT:

TABLE INDICATING WHETHER EMPLOYEE HAS A SENSE OF ACCOMPLISHMENT:

Worthwhile Accomplishment Frequency Percent


Dissatisfied 2 7.4


Satisfied 7 26Very Satisfied 14 51.8

Total 27 100

CHART INDICATING WHETHER EMPLOYEE HAS A SENSE OF ACCOMPLISHMENT:

feeling of accomplishment

1 2 3 714

27

3.7 7.411.1

26

51.8

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ

worthwhileaccomplishmentFrequency

worthwhileaccomplishment Percent

INTERPRETATION

Majority of the respondents (14/27) have a sense of accomplishment. At the end of the day thatthey have contributed their best and its been worthwhile.

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FAIR TREATMENT-IMMEDIATE BOSS:

TABLE INDICATING WHETHER THE EMPLOYEE FEELS FAIRLY GTREATED BYHIS/HER IMMEDIATE BOSS:

Fair Treatment-Immediate Boss Frequency Percent

Dissatisfied 1 3.7

Satisfied 5 18.5

Very Satisfied 20 74

Total 27 100

CHART INDICATING WHETHER THE EMPLOYEE FEELS FAIRLY TREATED BYHIS/HER IMMEDIATE BOSS:

fair treatment

1 5 20 273.7 18.574

100

050

100150

dissatisfi

ed

satisfied

very

satisfied

Total

satisfaction level

frequenc

Frequenc

Percent

INTERPRETATION

20 out of the 27 respondents are happy with the way they are treated by their immediatesuperiors.


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INTERACTION:

TABLE INDICATING SENSE OF INTERACTION BETWEEN EMPLOYEES:

CHART INDICATING SENSE OF INTERACTION BETWEEN EMPLOYEES:

interaction

3 11 1 210

27

11

41

4 7

37

100

0

20

40

60

80

100

120

very

dissatisfied

neither

satisfied

nor

very

satisfied

satisfaction

freque

Frequency

Percent

INTERPRETATION

The respondents are of neutralized opinion (almost) wherein 11 out of the 27 employees are notsatisfied with interaction between the employees of the company, 10 out of the 27 employees arevery much satisfied with the interactions between the employees of the company.


Interaction Frequency Percent

very dissatisfied 3 11.1

Dissatisfied 11 40.7

neither satisfied nor dissatisfied 1 3.7

Satisfied 2 7.4

very satisfied 10 37.03

Total 27 100

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SAFETY/FACILITIES PROVIDED:

TABLE INDICATING EMPLOYEES COMENTS ON SAFETY AND FACILTIES PROVIDED

CHART INDICATING EMPLOYEES COMENTS ON SAFETY AND FACILTIES PROVIDED:

safety of environment

3 2 1 317

1

2711.1 7.4 3.7

11.1

62.96

3.7

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

satisfied

very

satisfied

6Total

Valid

level of satisfaction

frequ safety/facilities Frequency

safety/facilities Percent

INTERPRETATION

Majority of the respondents (63%) are very much satisfied with the safety environment in thecompany.


Safety/Facilities Frequency Percent


Dissatisfied 2 7.4


Satisfied 3 11.1


Total 27 100

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PROMOTIONAL OPPORTUNITIES:

TABLE INDICATING EMPLOYEES RESPONSE TOWARDS AVAILABILITY OFPROMOTIONAL OPPORTUNITIES:

CHART INDICATING EMPLOYEES RESPONSE TOWARDS AVAILABILITY OFPROMOTIONAL OPPORTUNITIES:

promotional opportunities

210

2 49

27

7.4

37.03

7.414.8

33.3

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ promotional opportunities

Frequency

promotional opportunities

Percent

INTERPRETATION

The majority of the respondents (37. %) are dissatisfied with the promotional opportunitiesprovided by the company.


promotional opportunities Frequency Percent




Satisfied 4 14.8


Total 27 100

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COMPENSATION PROVIDED:

TABLE INDICATING EMPLOYEES SATISFACTION TOWARDS COMPENSATIONPROVIDED:

compensation Frequency Percent


Dissatisfied 5 18.5


Satisfied 13 48.1


Total 27 100

CHART INDICATING EMPLOYEES SATISFACTION TOWARDS COMPENSATIONPROVIDED:

compensation

4 5 113

4

2714.8 18.5

3.7

48.1

14.8

100

020

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ

compensation Frequency

compensation Percent

INTERPRETATION

Majority (13) of the respondents are satisfied with the compensation given to them by thecompany.


SELECTION PROCEDURES

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TABLE INDICATING EMPLOYEES RESPONSE TOWARDS SELECTION PROCEDURES INTHE ORGANIZATION

CHART INDICATING EMPLOYEES RESPONSE TOWARDS SELECTION PROCEDURES INTHE ORGANIZATION:

selection procedures

2 7 5 5 8

27

7.4

25.918.5 18.5

29.6

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

nor

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ selection proceduresFrequency

selection proceduresPercent

INTERPRETATION

Majority of the respondents are satisfied with selection procedures (29.6%), followed by

dissatisfaction about the selection procedures (25.9%) with just a respondents opinion differencebetween the two categories.

Valid values are used to indicate the total representation, missing values if any arerecorded in the percentage section of the total values.

TRAINING OPPORTUNITIES:

selection procedures Frequency Percent


Dissatisfied 7 25.9


Satisfied 5 18.5


Total 27 100

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TABLE INDICATING EMPLOYEES RESPONSE TOWARDS TRAINING OPPORTUNITIESIN ZCL:

training opportunities Frequency Percent




Satisfied 3 11.1


Total 27 100

CHART INDICATING EMPLOYEES RESPONSE TOWARDS TRAINING OPPORTUNITIES

IN ZCL:

training opportunities

9 112 3 2

2733.340.7

7.4 11.1 7.4

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ training opportunitiesFrequency

training opportunitiesPercent

INTERPRETATION

9(very dissatisfied) and 11(dissatisfaction) out of the 27 respondents are dissatisfied with thetraining opportunities available in the company.

Valid values are used to indicate the total representation, missing values if any arerecorded in the percentage section of the total values.

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PERFORMANCE MANAGEMENT SYSTEM (PMS)

TABLE INDICATING EMPLOYEES RESPONSE TO PMS:

Performance Management System Frequency Percent


Dissatisfied 6 22.2


Satisfied 3 11.1

Very Satisfied 7 30

Total 27 100

CHART INDICATING EMPLOYEES RESPONSE TO PMS:

pms

5 6 6 3 7

2718.5 22.2 22.2

11.1

30

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

nor

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ

Frequency

Percent

INTERPRETATION

Around 30% of the respondents are very satisfied with the performance management system inthe company.


INDUCTION:

TABLE INDICATING EMPLOYEES RESPONSE TO INDUCTION PROCEDURES IN ZCL:

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49/95

Induction Frequency Percent


Dissatisfied 4 14.8


Satisfied 2 7.5


Total 27 100

CHART INDICATING EMPLOYEES RESPONSE TO INDUCTION PROCEDURES IN ZCL :

induction

5 4 3 213

2718.5 14.8 11.1 7.5

48.1

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

nor

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ

Frequency

Percent

INTERPRETATION:

Majority of the respondents are very satisfied (13) with the induction procedures in theorganization.


POLITICAL ENVIRONMENT:

TABLE INDICATING EMPLOYEES RESPONSE TO THE POLITICAL ENVIRONMENT INTHE COMPANY:

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Political Environment Frequency Percent


Dissatisfied 5 18.5


Satisfied 4 14.8


Total 27 100

CHART INDICATING EMPLOYEES RESPONSE TO THE POLITICAL ENVIRONMENT INTHE COMPANY

political environment

3 5 7 4 8

2711.1

18.525.9

14.829.6

100

0

20

40

60

80

100

120

very

dissatisfied

dissatisfied

neither

satisfied

nor

satisfied

very

satisfied

Total

Valid

satisfaction level

frequ

Frequency

Percent

INTERPRETATION:

29.6% of the respondents feel that the internal political environment is a healthy and competitiveone, and that the external politics is a dynamic situation which may affect in the long run, but notpresently.


RETIREMENT PLAN:

TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OFRETIREMENT PLAN:

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Retirement Plan Frequency Percent

Not At All Important 3 11.1

Not Very Important 6 22.2

Neutral 1 3.7

Somewhat Important 2 7.4

Very Important 15 55.6

Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OFRETIREMENT PLAN:

retirement plan

3 6 1 2 152711 22 4 8

55

100

0

50

100

150

not at allimportant

neutral veryimportant

level of importance

frequenc

Frequenc

Percent

INTERPRETATION:

Majority of the respondents (15) support that retirement plans are very important for them.

Valid values are used to indicate the total representation; missing values if any are recorded in the

percentage section of the total values.

HEALTH AND RELATED BENEFITS:

TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF HEALTHAND RELATED BENEFITS:

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Neutral 4 14.8



Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEEREFERRAL PROGRAM :

employee referral program

92 4 3

9

2733.4

7.414.8 11.1

33.3

100

0

20

40

60

80100

120

not at allimportant

not veryimportant

neutral somewhatimportant

veryimportant

Total

level of importance

frequenc

Frequen

Percent

INTERPRETATION:

The respondents have given mixed response regarding an employee referral program, which iscurrently unavailable in the company.


EMPLOYEE COUNSELING

TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEECOUNSELING

Employee Counseling Frequency Percent


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Neutral 2 7.4



Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEECOUNSELING

employee counseling

5 6 2 212

2718.5 22.2

7.4 7.4

44.4

100

0

20

40

60

80

100

120

not at all

important

not very

important

neutral

somewhat

important

very

important

Total

Valid

importance level

frequ

Frequency

Percent

INTERPRETATION:

Majority of the respondents think that employee counseling is very important.

Few of the respondents also think that it is not at all important.


EDUCATION OPPORTUNITIES:

TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OFEDUCATION OPPORTUNITIES:

Education Opportunities Frequency Percent



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56/95

Neutral 2 7.5



Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OFEDUCATION OPPORTUNITIES

education opportunities

1 3 2 417

27

3.711.1 7.5

14.8

62.9

100

0

20

40

60

80

100

120

not at all

important

not very

important

neutral

somewhat

important

very

important

Total

Valid

importance level

frequ

Frequency

Percent

INTERPRETATION:

17 out of the 27 respondents feel that education opportunities are very much important for them.



TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF TRAININGOPPORTUNITIES:

Training Opportunities-Direct Frequency Percent


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57/95



Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF TRAININGOPPORTUNITIES:

indirect training

6 18 12

2722.3

3.7

29.6

44.4

100

0

20

40

60

80

100

120

not very

important

neutral somewhat

important

very

important

Total

Valid

importance level

frequ

Frequency

Percent

Training Opportunities-Indirect Frequency Percent


Neutral 1 3.7



Total 27 100

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TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEESUGGESTION PROGRAM:

Employee Suggestion Program Frequency Percent



Neutral 4 14.8



Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEE

SUGGESTION PROGRAM:

employee suggestion program

2 6 4 411

27

7.422.2

14.8 14.8

40.7

100

0

20

40

60

80

100

120

not at all

impo

rtant

not very

impo

rtant

neutral

somewhat

important

very

impo

rtant

Total

Valid

importance level

frequ

Frequency

Percent

INTERPRETATION:

Majority of the employees (11) feel that their suggestions are very important for the companys

progress, and hence an employee suggestion program would be effective.


INCENTIVE PROGRAM:

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TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF INCENTIVEPROGRAM:

Incentive Program Frequency Percent

Neutral 6 22.2


Very Important 17 63

Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF INCENTIVEPROGRAM:

incentive program

6 4

172722.2

14.8

63

100

0

20

40

60

80

100

120

neutral somewhatimportant

very important Total

level of importance

frequen

Frequenc

Percent

INTERPRETATION:

Majority of the respondents (17) feel that incentive programs are very important for them.


INFRASTRUCTURAL FACILITIES:

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TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OFINFRASTRUCTURAL FACILITIES:

Infrastructural Facilities Frequency Percent

Not At All Important 10 37



Very Important 14 52

Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OFINFRASTRUCTURAL FACILITIES:

infrastructural facilities

10 1 2 142737 3.7 7.3

52100

050

100150

not at all

important

somewha

t

important

Total

level of importance

frequenc

Frequenc

Percent

INTERPRETATION:

14 out of the 27 respondents feel that infrastructure facilities are important for their work.


JOB ENRICHMENT

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TABLE INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF JOBENRICHMENT:

Job Enrichment Frequency Percent



Neutral 5 18.5



Total 27 100

CHART INDICATING EMPLOYEES VIEW OF THE IMPORTANCE LEVEL OF JOBENRICHMENT:

job enrichment

3 2 5 2

1527

11.1 7.418.5

7.4

55.6

100

0

20

40

60

80

100

120

not at all

important

not very

important

neutral

somewhat

important

very

important

Total

Valid

importance level

frequ

Frequency

Percent

INTERPRETATION:

Majority of the respondents (15) feel that job enrichment is very important for them.


SUMMARY OF FINDINGS

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63/95

The maximum number of respondents falls into the age group of 1-3 years of work experience, followed by 5-10 years of experience.

The maximum number of respondents interviewed fall in the middle managementcategory.

The maximum number of respondents cites reason as to why they would stay longer inZuari Cements Ltd as meaningful professional development.

The maximum number of respondents strongly agrees to the statement that there are task group opportunities apart from the core job responsibilities in the organization.

Majority of the respondents (10) strongly agree that there is proper communicativeenvironment in Zuari Cements Ltd.

Majority of the respondents (18) strongly agree that equitable treatment is given to all,despite language, gender, age, regional differences and that ZCL encourages diversity.

In response to whether there is any career development, employees opinion is neutralizedi.e.12 out of the 27 respondents neither agree nor disagree about the career developmentprogram provided by the company.

Majority of the respondents (20 out of 27) strongly agree that they are given due fairnessand respect, in voicing their opinions and in treatment in the company.

19 out of the 27 respondents are very much satisfied with the working environment of thecompany, where there is a fair amount of helping tendency and co-operative workingenvironment.

Majority of the respondents (16 out of 27) are very much satisfied with the job security of the company.

Majority of the respondents (18 out of 27) are satisfied with the degree of autonomy inthe company.

Majority of the respondents (14 out of 27) have a sense of accomplishment. At the end of the day that they have contributed their best and its been worthwhile.

20 out of the 27 respondents are happy with the way they are treated by their immediatesuperiors.

The respondents are of neutralized opinion (almost) wherein 11 out of the 27 employeesare not satisfied with interaction between the employees of the company, 10 out of the 27employees are very much satisfied with the interactions between the employees of thecompany.

Majority of the respondents (17 out of 27) are very much satisfied with the safetyenvironment in the company.

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65/95

14 out of the 27 respondents feel that infrastructure facilities are important for their work.

Majority of the respondents (15) feel that job enrichment is very important for them.

FINDINGS:-YERRAGUNTLA PLANT:

TASK GROUP OPPORTUNITIES:

Employees may feel it as a burden, though it is supposed to be initiative and out of ones owninterest.

As the time period increases, the added responsibilities are included within the job profile.

COMMUNICATION:

Not 100% sure whether the changes are communicated to the grass roots level*** Open door policy is effective. *** Communication with various functional executives is very good.

DIVERSITY:

Equitable treatment is given to all employees.

CAREER DEVELOPMENT PROGRAM: No specific comments were given.

FAIRNESS & RESPECT:

To a certain extent, theres discretion in the way two employees are treated at the samehierarchical level by the immediate superior.

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RECOGNITION:

There should be fairness and a higher degree of openness during performance appraisal. Employee of the month will be a good idea since not everybody is aware of their capabilities and

limits. ***

HELPING TENDENCY:

It is a co-operative work environment.

JOB SECURITY:

The wage board employees face insecurity due to the voluntary retirement scheme(VRS)

AUTONOMY: Not to a great extent, but there is satisfactory level of independent action.


Depends upon the workload and time constraint. This is the essential factor for many employees staying in organization.

INTERACTION:

There are regular outings organized.


The procedures are rigid, and followed in every step.


Criteria to be better defined. Redesignations provided a false image; theyve not had a huge impact on the employees

performance.

CAREER LADDERS:

It depends upon combination of factors of seniority and performance. There is no long term assurance at the organization.


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*** REFERS TO SAME RESPONSE FROM MORE THAN SIX RESPONDENTS


67/95

It is one of the factors, rather than the major factor that drives retention. ***

SELECTION PROCEDURES

There is a considerable time gap between the recruitment and selection of the person. The procedures have been diluted, earlier they were more stringent.

PERFORMANCE MANAGEMENT SYSTEM (PMS)

There should be a proper feedback session for the employee to know areas of improvement,which should be made as a formal session.

There should be transparency in the PMS.

INDUCTION:

Should be more team oriented, and start off with team building exercises.


Around 30% of the internal political environment is unhealthy.

RETIREMENT PLAN:

It was not communicated properly.


The scheme should include benefits for parents. ***

LEAVE BENEFITS:

They are beneficial to the organization and the employee too.

EMPLOYEE REFERRAL PROGRAM:

Employees are unsure about its effects and consequences. There may be a negative reaction from the employees.

EMPLOYEE COUNSELING:

The HR should take up such sessions for a fixed schedule, to make it effective.

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It is the best way to show that the company has some interest in its younger section of theworkforce.


The training needs and the budget for such activities need to be individualized.Supervisors can be consulted on such training needs.

EMPLOYEE SUGGESTION PROGRAM:

It already exists. Management should take action, but there is only 40% assurance that it might do something.

INCENTIVE PROGRAM:

It was not very effective since it put experienced and non-experienced people in the same cadre. The incentive program was communicated properly.

INFRASTRUCTURAL FACILITIES:

Toilet facilities at the factory site need immediate attention. *** The colony facilities are an important focus point too. Ambulance facilities are also based upon distinction which is a grievance amongst employees. Mineral water requirement requests have also been made. ***

JOB ENRICHMENT:

It is beneficial to the organization. At their respective levels, people get an opportunity to beremoved from the routine and monotonous tasks.

One program at least to be made mandatory in the initial stage, as the employee may be reluctantto stretch his performance limits or have a change of scene.

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69/95

FINDINGS-GROUP TECHNICAL CENTRE:

TASK GROUPS:

Employees are given the opportunity, but to certain extent only. If given, then there will be a positiveresponse from the employees.

COMMUNICATION:

There is no proper communication of HR policies. The communication should be more open, as there is afeeling of secrecy. Any kind of changes made in the policies are also not communicated.

DIVERSITY:

Issues regarding diversity do not exist.


Unaware about any kind of career development followed in the organization. Employee response can beeffective, if there is a predefined path.

FAIRNESS & RESPECT:

There is an environment that encourages employees to voice their views, there is no discrepancyregarding gender or language.

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RECOGNITION:

Employees feel that they havent contributed anything, it would be better if there is an appreciationthrough schemes such as employee of the month.

HELPING TENDENCY:

It is negligible when compared to other pressing concerns.

JOB SECURITY:

Lack of clear cut path, no career path is defined as to what is going to happen after 5 years.

AUTONOMY:

Roles and responsibilities not clearly defined. Suggestions when made regarding decision making, theoutcome is not sure. There should be an increased autonomy in decision making than the current scenario.In higher level of decision making there is no autonomy.


Employees need empowerment to feel accomplished, in which decision making plays a crucial role. Morechallenges are required for empowerment.

FAIR TREATMENT-IMMEDIATE BOSS:

It appears that many employees are not fully satisfied.

INTERACTION:

Interaction with people other than for work is nil. There are no outings organized.


Implementation to be made more forceful, in case of safety procedures. Facilities are not a problem.


Redesignation has happened because the company is afraid of retention. Also there is less room for display of skills.

CAREER LADDERS:

Do not know anything about it.


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It is one of the factors. Comparison is generally made with the industry.

SELECTION PROCEDURES:

No predefined procedures. When the candidate goes through the various levels, the time gap becomes toomuch.

TRAINING:

Training is not very often, and there is no training calendar or schedule as such.

PERFORMANCE MANAGEMENT SYSTEM (PMS):

More simplification of the procedures is required. Depends upon the individual as to how they view thefeedback sessions if any, after the PMS. The system is not very transparent.

INDUCTION:

Team orientation is necessary as nothing other than introduction is given.


The internal political environment is unhealthy. There should be integration of the CTG into thecompany.

ETIREMENT PLAN:

No communication is given.


Unaware of its effectiveness.

LEAVE BENEFITS:

Neutralized effect on employees.

EMPLOYEE REFERRAL PROGRAM:

Should be non-monetary. To prevent internal politics, the referral should be for some other department.

EMPLOYEE COUNSELING

Have taken initiative to do it themselves. Supervisors can better handle this role.


It is necessary for the younger workforce segment, with long term agreement or bond with the employee.

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72/95


73/95

FINDINGS-CORPORATE OFFICE

TASK GROUP OPPORTUNITIES:

There are opportunities provided other than the core job responsibilities-sap implementation hasbeen cited as an example.

Learning opportunity-very frequently has been provided on the job. It is based upon the interest of individual and system, where it is driven by system and not the

people. ***

COMMUNICATION:

Open door policy is effective Human resource policies are not circulated properly. *** Only when the queries arise, policies are given. But the reply is immediate Hr policy communication has been effective.

DIVERSITY:

No opportunities for talks. *** Equitable treatment given to all. ***


There is no clarity in the goals set for the organization. After 5 years where will I be?

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74/95

FAIRNESS & RESPECT:

Consideration is given to all employees.

RECOGNITION:

Once in a year at least best em

cust retent

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