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INTRODUCTION

EMPLOYEE RETENTION:

Employee retention is a process in which the employees are encouraged to remain with

the organization for the maximum period of time or until the completion of the project.

Employee retention is beneficial for the organization as well as the employee. Employees

today are different. They are not the ones who dont have good opportunities in hand. As

soon as they feel dissatisfied with the current employer or the job, they switch over to the

next job. It is the responsibility of the employer to retain their best employees. If they

dont, they would be left with no good employees. A good employer should know to

attract and retain its employees.

Most employees feel that they are worth more than they are actually paid. There is a

natural disparity between what people think they should be paid and what organizations

spend in compensation. When the difference becomes too great and another opportunity

occurs, turnover can result. Pay is defined as wages, salary, or compensation given to an

employee in exchange for services the employee performs for the organization. Pay is

more than dollars and cents; it also acknowledges the worth and value of the human

contribution. What people are paid has been shown to have a clear, reliable impact on

turnover in numerous studies. Employees comprise the most vital assets of the company.

In a work place where employees are not able to use their full potential and not heard and

valued, they are likely to leave because of stress and frustration. In a transparent

environment while employees get a sense of achievement and belongingness from a

healthy work environment, the company is benefited with a stronger, reliable work-force

harboring bright new ideas for its growth.


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For an employee, pride may be in simply knowing that they are performing to the best of

their abilities and that they are making a difference. Pride also comes from knowing that

they are constantly learning new skills.

PAY AND JOB SECURITIES:

Employees work to earn some money and buy the common luxurious of life. A job

security is of critical importance for creating a good work atmosphere. Companies should

consciously create and communication a strong sense of stability to their employees, as it

is a key factor of employees motivation and engagement.

WORK PLACE QUALITY AND WORK RELATIONSHIP:

A work place should be focused, friendly and fun. While a better compensation

may be a good way to attract talent, work place quality can be a key differentiator

for talent retention.

A work place needs to treat its employees with dignity and respect. The

supervisor needs to be responsive to employees personal concerns and treat them

as capable individuals.

Employees need to be provided with information that will enable them to execute

their job effectively and have opportunities for open exchange of communication.

The manager needs to be someone whom the employees can look up to and who

will take their concerns and ideas seriously.

With organizations willing to attract talent with whatever it takes, a key challenge for

them is to retain their precious talent. High attrition levels push up the cost of rehiring

and results in loss of organization knowledge and skill.


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JOB CHANGE:

With opportunities galore, todays employees look forward to job changes that meet their

earning or growth expectations. Organizations loyalty tends to be identified with high

performance and not tenure.

While the above are some factor that may significantly impact workplace attrition and

retentions, we need to keep in mind some difference that may come into play with factors

such as gender and seniority.

GROWTH OPPORTUNITIES:

Fairness and recognition is something that employees look forward to in a workplace.

Fairness would mean avoiding favoritism, having equal access to growth opportunities,

assigning task and schedules equitably, and being recognized for good performance. It

also means not tolerating low performance.

People value opportunities to learn new skills, often; employees intent to stay with or

leave an organization depends on their perception of growth opportunities there. Hence

an attempt has been made to study Retention Strategy Management. A Study conducted

with Gemini Communication Ltd.


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SCOPE OF THE STUDY

Employee Retention involves taking measures to encourage employees to retain in the

organization for 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 more important than hiring.

There is no dearth of opportunities for a talented person. There are many organizations

which are looking for such employees. If a person is not satisfied by the job hes doing,

he may switch over to some other more suitable job. In todays environment it becomes

very important for organization to retain their employees.

The top organizations are on the top because they value their employees and they know

how to keep them glued to the organization. Employees stay and leave organizations for

some reasons.

The reason may be personal or professional. These reasons should be understood by the

employer and should be taken care of. The organizations are becoming aware of thesereasons and adopting many strategies for employee retention. Hence the study is based on

Retention strategy management.

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RATIONALE OF THE STUDY

With opportunities galore, todays employees look forward to job changes that meet their

earning or growth expectations. Organizations loyalty tends to be identified with high

performance and not tenure. The present study aims at studying various aspects which

influence the retention strategy of employees in Gemini communication ltd,Chennai.

Although the important components of Employee retention strategy management

were comprehensively discussed, the study is based on the opinion expressed by the

employees. I have opted Gemini communication ltd, Chennai with the aim to know

the Employee retention strategy management of the employees there because

Gemini Communication, over the last 11 years has built up a reputation of being one of

the most innovative Networking companies in India and I wanted to know more about the

company and the Employee retention strategy management.


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OBJECTIVES OF STUDY

PRIMARY OBJECTIVE:

To analyze and measure the retention strategy of the workers.

SECONDARY OBJECTIVES:

To analyze the employees are recognized for their good performance.

To study whether the employee have any restriction on growth

opportunities which help them to retain in organization

To analyze the employees have a good working atmosphere.

To analyze the employees have a work life in the concern.


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RESEARCH METHODOLOGY

INTRODUCTION:

Research methodology is a way to systematically solve research problem. Research

methodology is understood as a science of studying how research is done scientifically.

The various steps adopted by a researcher in studying the research problem along with

the logic.

RESEARCH DESIGN:

The research design constitutes the blue print for the collection, measurement and

analysis of data. There are three types of research design. They are exploratory research

design, experimental research design and diagnostic research design. Here I have adopted

Descriptive for the study.

DESCRIPTIVE RESEARCH DESIGN:

Descriptive Research studies on those studies which are concerned with describing the

characteristics of a particular individual or of a group.

DATA COLLECTION:

There are two types of data. They are primary data and secondary data. For the purpose

of study I have used both primary and secondary data.


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PRIMARY DATA:

The primary data are those which are collected for the first time and a fresh, and thus

happen to by original in character. The primary data was collected through personal

interviews with structured questionnaire among the employees.

SECONDARY DATA:

The Secondary data are those which have already been collected by someone else and

which have already been passed through the statistical process. The secondary data was

collected from books, magazines and also from exiting records and files.

DESIGN OF QUESTIONNAIRE:

There are two types of questionnaire they are open ended questionnaire and closed ended

questionnaire for the purpose and convenient, I have selected the both the closed & open

ended questionnaire that is structured questions.

SAMPLE DESIGN:

A sample is a sub set from the total population. It refers to the techniques (or) the

procedure the researcher would adopt in selecting items for the sample. There are various

sampling design available among those I have selected probability sampling. In that I

have adopt simple random sampling for the purpose of collecting data.


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RANDOM SAMPLING:

The selection of items from a sample depends on chance. Each and every item of

population will have equal chance of being included in the sample. It is expected that by

allowing equal probability to all population units, the different characters that are present

in the universe a given adequate representation to make it a probability sample.

SAMPLE SIZE:

For the purpose of the study 100 employees were selected and data were collected using

the questionnaire. Among 100 respondents, 65 are males and rest of them are females.

TOOLS USED FOR ANALYSIS:

The researcher has used percentage analysis and weighted ranking method for the

purpose of analysis.

PERCENTAGE ANALYSIS:

Percentage analysis refers to a special kind of ration, percentage are used in making

comparisons between two or more series of data. Percentage reduced everything to a

common base and there by allow meaningful comparisons to be made.

Percentage= no of respondents/ total respondents * 100


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WEIGHTED SCORE AVERAGE RANKING METHOD:

This method is used to rank the various exiting groups by assigning the weighted score to

that variable. The highest weight score will be assigned as first rank and the least score

will be assigned to the last rank.

W= x1w1 / w1

CHI-SQUARE TEST:

A chi-squared test, also referred to as chi-square test or test, is any statistical

hypothesis test in which the sampling distribution of the test statistic is a chi-squared

distribution when the null hypothesis is true, or any in which this is asymptotically true,

meaning that the sampling distribution (if the null hypothesis is true) can be made to

approximate a chi-squared distribution as closely as desired by making the sample size

large enough.


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HYPOTHESES

1. H0= Growth opportunities is not an important factor which leads employees to

retain in organization

H1= Growth opportunities is one of the important factors which leads employees

to retain in organization

2. H0= The employees are not recogonised for their good performance

H1= The employees are recogonised for their good performance


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REVIEW OF LITERATURE

The literature clearly indicated that there are six keys to retaining personnel.

They are recruiting, communications, training, job satisfaction, pay, and benefits.

Recruiting

Marx (1995) The effort to retain the best personnel begins with recruiting. Attracting

and retaining the best people are not two different things, but are the same thing. Both

require creating and maintaining a positive reputation, internally as well as externally.

Employers must be honest with the recruit about the beliefs, expectations,

organizational culture, demands, and opportunities within the organization. By

representing the organization realistically, a department will attract those who will be

content working within the culture

Denton (1992) Follows this up by stating that, the better the match between recruits

and the organization the more likely you are to retain them.

Lynn (1997) believes that you must take time during the hiring process to make wise

decisions. The employer must be candid about the working conditions, responsibilities,

opportunities and other details to reduce the chances of making hiring mistakes.

Taylor and Cosenza (1997) Strengthen this thought by noting that it is imperative that

companies give prospective employees a true picture of the organization, if they hopeto

match the personality type with the climate and culture of the organization.

The literature was clear in pointing out that if departments want to increase retention

they must start with a solid recruiting process.


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Communications

Carney (1998) believes that the key to employee retention is quite simple:

communicate, communicate, communicate. Communication with the employees must

begin early on in the relationship. He believes that the imprinting period of a new

employee is probably less than two weeks. Employers must engage the employee early

on by sharing how important the job they do is. Lynn (1997) follows this up by stating

that early on an atmosphere of fairness and openness must be created by clearly laying

out company policies.

Taylor and Consenza (1997) indicate that it is important to communicate the values of

the organization to its employees in order to increase their level of consent,

participation, and motivation. Lack of communication may result in gaps between

managements perceptions of quality employment and the employees desired and

perceived quality of employment.

Carney, (1998) There must be a common purpose and trust among employees. People

want to feel as if they are a vital piece of something larger. As Denton (1992) points

out, managers must make sure employees know what they should do and why it is

important.

Lynn (1997) notes that communications must be a two way street to be effective.

Employers must listen to what employees have to say. An atmosphere must be created

in which employees feel comfortable making suggestions and trying our new ideas.

Lynn echoes this thought by pointing out that the vision of the organization must be


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shared with the employee as well as the importance the employees play in helping

fulfill it.

Training

As was noted earlier it is important that the employee feel like a valued member of the

organization.

Marx (1995) Training helps underscore this message. Training personnel is a way to

show you respect them and want them to grow. The department is making an

investment in the employee by offering training.

Lynn (1997) Good training can de-emphasize salaries and benefits, in part by building

a positive work environment and by giving employees advancement opportunities

.Lynn goes on to say that training helps strengthen employee loyalty.

Mendonsa (1998) Training can help revitalize personnel. For an increasing number of

people, the chance to learn new skills is a significant personal goal for both the career

opportunities education can provide and for the chance to do something a little different

Training emphasizes to the employee that they are valued and respected. This in turn to

increased loyalty and retention.

Job Satisfaction

Mendonsa (1998) While an organization must be competitive in terms of

compensation and benefits, it is the relationship with the supervisor that is often a

crucial factor in determining whether a person stays or goes.


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Taylor (1997) Employees want more interaction with management, more self-

satisfaction on the job, more responsibility and more control over decisions affecting

them. They want their work to make a difference and want to be part of something that

matters . Departments should encourage innovation by soliciting the advice and input

of their staff members, followed by responses to ideas, complaints or questions.

Spragins, (1992). It is difficult to keep people on the job if they have no say in how to

do it

Mendonsa, (1998)People need to be recognized for their accomplishments in the

workplace. In most organizations the feeling of under-recognition is the most pervasive

feeling in the workplace.

Carney (1998) Provide a great deal of personal and team recognition.

Lynn, (1997) Recognize achievements with memos, mentions in staff meetings or

articles in the newspapers.

Taylor (1997). To retain employees, departments must offer career advancement

opportunities. Departments failing to offer employees career opportunities, room for

advancement and enhancement of skills and knowledge may find it difficult to retain

qualified employees.

Marx (1995) concludes this by pointing out that promoting from within is one of the

proven methods of employee retention. Promoting from within shows that there is truly

room for advancement and growth within the department.

Employee involvement, recognition, importance of work, and career advancement

opportunities are all important, when dealing with employee retention.


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Pay and Benefits

Mendonsa, 1998).In general people think that money and benefits or lack thereof, are

the main reasons people leave their jobs, but this is not the case. While compensation

and benefits may be a key factor in the final decision-making process, a money

shortage is usually not what causes people to look in the first place.

Branch, 1998). Money may be the reason they give when they resign, but its like

white noise. They are conscious of it for a while but if they are bored on the job,

money alone is not going to keep them there.

Denton (1992).Although traditional benefits such as vacation and health are still

important, todays workers are also looking for more non-traditional benefits. Benefits

such as flexible work ours, availability of childcare tuition assistance programs and

discounts on services now top the list of desired benefits. The literature clearly

indicates while still factors, money and benefits are not as important as job satisfaction

in terms of employee retention.

Eskildesen & Hammer (2000). Employers have a need to keep employees from

leaving and going to work for other companies. This is true because of the great costs

associated with hiring and retraining new employees. The best way to retain employees

is by providing them with job satisfaction and opportunities for advancement in their

careers. The saying, good help is hard to find, is even truer these days than ever before

because the job market is becoming increasingly tight.

Eskildsen and Nussler (2000) suggest that employers are fighting to get talented

employees in order to maintain a prosperous business. Ray Hammer (2000) as well as


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many other researchers/authors agree. Mark Parrott (2000) believes that, there is a

straight line between employee satisfaction and customer satisfaction. He believes that

todays employees pose a complete new set of challenges, especially when businesses are

forced to confront one of the tightest labor markets in decades. Therefore, it is getting

more difficult to retain employees, as the pool of talent is becoming more-andmore

tapped-out. The research below, which focuses primarily on employee retention through

job satisfaction, supports this contention.

Hammer ; Marini; Denton (2000) Employees that are satisfied and happy in with their

jobs are more dedicated to doing a good job and taking care of customers that sustain the

operation. Job satisfaction is something that working people seek and a key element of

employee retention.

Eskildsen & Dahlgaard; Kim; Kirby; Lee; Money; Wagner (2000). Every person will

have his or her own definition of what it means to be satisfied with a job. Studies show

that employees who are satisfied with their jobs are more productive, creative and be

more likely to be retained by the company . Today, changes in technology, global

economics, trade agreements, and the like are directly affecting employee/employer

relationships. Until recently, loyalty was the cornerstone of that relationship. Employers

promised job security and a steady progression up the hierarchy in return for the

employees fitting in, performing in prescribed ways and sticking around. None of these

assumptions apply today. Restructuring and layoffs occurring today are expected to

continue far into the future. Employees are now finding that previous job skills are no


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longer valuable. They must now create new job growth possibilities, rather than waiting

on promotions to be handed out. Fostering employee commitment can have a great

impact on decreasing turnover rates.

Bishop, (1997) Research shows commitment has a positive effect on productivity,

turnover and employees willingness to help co-workers. In fact, increased employee

commitment has been shown to improve team performance and productivity and decrease

absenteeism, turnover, and intention to quit. However, companies can take action to

ensure that these increasing trends are minimized within their own individual cultures.

Therefore, strong retention strategy must be implemented.

Byrnes, (2002,) First, a corporate values system must be defined based upon the

organizations values and vision. These values must guide the company and identify

those employees desiring to move in the same direction. Next, trust must be established

within all parts of the business. Security comes from trust and trust comes from honesty

and communication. The bottom line is that employees want to know their employer will

be straightforward with them. Establish a process for sharing important information

related to your business with your employees. Third, assess employee priorities through

surveying. The answers will allow an organization to structure effective reward

programs, thus increasing employee satisfaction. Fourth, Byrnes recommends doing

industry homework. Companies need to understand competitors compensation and

benefit programs. A clearer understanding of what is expected by employees within the


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industry provides the company the opportunity to increase satisfaction. Finally, the

creation of a compensation and benefit package, supportive of company values and

employee needs, is essential.


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LIMITATIONS OF THE STUDY

The data is collected using questionnaire and the study is limited to the data

collected.

This survey is conducted only to limited number of employees.

Analysis, interpretation and findings are based on the collected information from

the respondents.

The study is conducted on limited of time.

Since we are students, money is the main factor of difficulty.


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CHAPTERISATION

CHAPTER 1- INTRODUCTION: This chapter contains the introduction, need and

importance of the study, scope and significance of the study, rationale of the study,

objectives of the study, research methodology and limitations of the study.

CHAPTER 2- LITERATURE REVIEW: This chapter will contain a critical review of

the available literature on the subject of employees retention ofstrategy management,

and will also discuss various articles related to the topic of the study.

CHAPTER 3- RESEARCH TOPIC: This chapter will contain the theories related to of

employees retention of strategy management.

CHAPTER 4- DATA ANALYSIS AND INTERPRETATION: This chapter will

contain the data analysis and the interpretation and calculation of hypothesis.

CHAPTER 5- SUMMARY AND CONCLUSION The fifth chapter consists of the

summary, findings, suggestions, and conclusion.


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COMPANY PROFILE OF GEMINI COMMUNICATION LTD

Gemini hi-tech was set-up as a partnership company in 1991 to monochrome monitors.

In 1995, Gemini Communication Ltd took over Gemini hi-tech co. with an objective to

provide IT solution in the emerging markets.

Gemini Communication, over the last 11 years has built up a reputation of being one of

the most innovative Networking companies in India. The wide spectrum of solution

offerings enables Gemini to compete against the best of breed in technology & services.

It also enables a very sound technical understanding & knowledge of the business,

customer needs & technical updating that so dynamically happens.

Gemini Communication Ltd has offices in 15 locations across the country. We achieved

a turnover of close to Rs 70 Crores. 350 people work for Gemini Communication across

all these locations. Gemini Communication Ltd is a listed public limited company in

Mumbai, Delhi and Chennai stock exchange. The company has been consistently divided

paying for the last 7 years and financially very healthy.

While all competing networking companies focus on building LAN & WAN

Infrastructure, Gemini Communication focuses its energies beyond. Gemini is the only

company that can provide compressive understanding of network performance built

already or the one getting built. We take pride in qualifying ourselves as a Network

Evaluation company and Network Installation or Integration Company.

We won the Cisco Reseller of the year award - 2000; repeated it in 2001 and was

nominated by Voice & Data Magazine as the Southern Raja Networking. We would

take pride in being amongst the Top 12 Networking companies in India.


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Gemini brings varied expertise and experience of implementing several projects in India.

Our highly motivated staff has proven expertise o deliver complex turnkey solution in

defined time frame to the utmost satisfaction of clients. Gemini offers state-of-the-art

technology solutions with partnerships from leading technology companies around the

world.

COMPANY VISION

Practice to deliver healthy and honest ways, we perform in work and life and spreading

this practice throughout our global eco-system.

Building on our intellectual property asset base, products, services and long lasting

customer relationships.

We will create innovative and flexible solutions that offer our customer a tremendous

competitive advantage and help them meet their business goals.

COMPANY QUALITY:

We have been practicing our own organizational standards for service delivery and our

activities. This also enables us to evaluate, improve and motivate our people, processes,

projects and practices. Gemini communication ltd is an ISO 9000 certified company.

QUALITY POLICY

In the world of high innovations and rapidly changing technology trends, we endeavor to

be dynamic in acquiring technical expertise, preparing ourselves to recognize and

practice novel methods which provide value for customers investments, facilitating their

business objectives thereby winning customers trust and confidence while continually

improving ourselves in all spheres of activities.


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GEMINIS CHARACTER

Customer: By delivering IT solution to improve their product and services, their

customer focus and thus their compositeness in the marker.

Alliance Partner: By working closely with them to create with situation in all business

associations.

Staff members: By creating the best work environment, providing challenging

assignment and opportunities to constantly update their technical expertise.

GEMINI TECHNOLOGY BASE

Gemini has a strong technology base to provide world-class solution to our customers.

The following is a brief of such technology areas where Gemini offers solutions:

LAN / WAN Division

Computer Technology Integration (CTI)

Network Care Services

Network Care Products

RFID


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OUR STRENGTHS:

The organizations strength is derived from

High level consultancy and Project execution experience

Our clients

Technical expertise

Experienced management team

Scalable infrastructure

Quality commitment

HIGH LEVEL CONSULTANCY AND PROJECT EXECUTION EXPERIENCE

Gemini has a high level of technical consultancy experience in Information Strategy

Planning, Network & Information Architecture, Business Process Re-engineering and

Analysis and Design of Information Systems. The Project execution experience includes

system Integration, Network design and development, project implementation and

training.


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TECHNICAL EXPERTISE

Our engineers are skilled professionals, which reflect in their profiles. They ensure

minimum downtime in IT systems. Our Engineers are certified in the following areas.

HPProcure NetworkingPremium Solution Partner

NortelBronze Partner

Commscope (Avaya)Certified Integrator and Installer

FinolexCertified Specialists

AMPNetwork Installation Specialists

Net gearNetwork Integrator, HPGold Partner

Para dyneBusiness Partner

Tasman NetworksDistributor

Net gear, Allied TelesynCertified Engineers

Watch guardSolution Partner

Sophos A VBusiness Partner

VfotressSolution Partner


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HitachiStorage Partner

EMCSales Associate

Computer AssociatesSolution Partner

Fluke NetworksDistributor

Converged AccessDistributor

Mitel NetworksDistributor

Vox SpectrumSolution Partner

Aperto NetworksDistributor

Checkpoint certified Engineers for Firewall Installation & Trouble Shooting.

Certified RF Specialists from PCOM and Wave Wireless

CCNA, CCDA, MCSE and CNE Engineers.

OUR CLIENTS

A detailed list of customer and their appreciate reference about us would be given on

request, across any industry segment and technology products.


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EXPERIENCES MANAGEMENT TEAM

Our management team of professionals with wide experience in the information

technology industry. It includes managers with excellent track record, held senior

position in multinational IT companies, specialized in international projects and global

marketing expose.

Our project manager has handled projects with man team spread across different

geographical locations. Many of our senior professionals are members of various

prestigious associations.

GEMINI CUMULATIVE EXPERIENCE IN THE FOLLOWING SECTORS

Banking

Insurance

Stock Exchange

Pharmaceuticals

Trading and Distribution

Manufacturing and Processing

Retailing

Telecommunication

Transportation

QUALITY COMMITMENT

We have been practicing our own organizational standards for service delivery and our

activities. This also enables us to evaluate, improve and motivate our people, processes,

projects and practice.


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FINANCIAL HIGHLIGHTS

The Sales Income and the profit for the last 3 years as per audited accounts would be

furnished.

(Rs in lakhs)

Particulars 200910 200809 200708

Total sales/income 36067.86 29247.12 24901.8

Total expenditure 32083.81 27724.77 21296.07

Profit before tax 3984.05 1522.35 3605.73

Provision for tax 721.37 505.28 858.08

Net profit after tax 3262.68 1017.07 2747.65

Provision for dividend 50.07 48.59 154.77

Dividend tax 8.51 8.26 26.30

Transferred to General Reserve 257.43


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ORGANIZATIONAL STRUCTURE

The business is organized in terms of 5 strategic business units, as mentioned above,

which are highly focused, empowered, self-sufficient business units, with greater

ownership for actives and results. In order to dovetail these business units with the core

competencies in the technologies, we follow a matrix structure. Technical people belong

to the core competency Group and are assigned to the SBUs on a need basis. Thus,

dynamic group are formed with the necessary expertise to implement the projects and at

the end of the projects, the group are distressed and the people are developed back to the

Core Company Group.

At Gemini, we follow the open work culture where considerable flexibility and freedom

are given to the people in order to bring out their best creativity and productivity. We

continuously have given them opportunities for their skill development and exposure to

the new technologies, through internal and external training programs. We mobility for

optimal utilization of the experience and the expertise of the people. We believe in and

practice trust and transparency among the people and the management.

In the Information Technology industry, the biggest challenge today is the selection and

retention of people. The management knows the aspirations of the young professionals

and provides a congenial atmosphere for them to work in the high technology areas and

state of the art development environment. Our HRD group plans for the career

development of our people and offer challenging overseas assignments. We are

providing not only industry standards remuneration to our people, but also plan for

productivitybased incentives, services longevity bonus and employees stock option for

the achievers.


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MILESTONES OF THE COMPANY

2010:

Implementing Mobile WiMAX network

Acquired Rosy Blue Wireless, Africa

Gemini Geoss Energy Pvt. Ltd. formed

2009:

Acquired SANAT Technologies

2008:

Gemini communication acquires Veeras Infotek

2007:

Gemini communication bags order from TNEB for BEST project towards

computerization of 1725 collection centers.

Gemini gets order worth of Rs. 57 crores from Punjab Government for supply,

install and maintain IT infrastructure for 2085 government schools across state.

Gemini Communication Ltd has partnered with the Chennai-based Midas

Communication Technologies to execute the EDWAS project (broadband

corDECT) for BSNL in Tamil Nadu, Karnataka and Haryana.

2006:

Chennai-based networking, systems integration and RFID solutions has acquired

Point Red Technologies of the US.


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2005:

Gemini turned 100crore Company with 450 people across country.

Gemini establishes foot print in more than 25 locations across country.

Traze RFID goes global. Products exported to Middle East and South Asia.

First Indian Exporter of RFID products.

2004:

Profit centre concepts gains more precision.

Management team becomes broader.

First export order received by RFID team.

Companys turnover crosses Rs. 50 crores, with more than 150 people.

2003:

The Entrepreneurship concept starts to pay dividends. A core team of 12 people

forms the Management team to decide on all Business issues.

CTI Division started.

Huge orders received from Telecom majors and Government.

2002:

Established Delhi Branch


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Focus shifts to Government Segment also and achieved 20% of business revenues

through Government Tenders alone.

Conceptualized RFID Division and started work.

2001:

Build an Entrepreneurship concept within the organization to allow Middle Level

Management to Head Business Divisions.

Won large Government orders in Kerala, stamping a firm foothold there.

2000:

Opens office in Mumbai

Diversifies into Network Security areas and launches Network CARE division to

cater to Network Security and Network Analysis needs.

Raised capital by placing shares with M/s. Birla Mutual Fund.

1999:

One of the first companies to start building Wireless Last Mile links for Internet

Service Providers.

First company to offer Network Audit Solutions.

1998:

Widens scope of product and service offering


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More Corporate Customers, like the Murugappa Group, choose Gemini for their

Network and Wireless requirements.

Enters into a Distribution Agreement with Fluke Networks, to market Network

Analyzers.

1997:

First company from South India to come out with Wireless WAN Solutions.

1996:

Quotes in Chennai and Delhi Stock Exchanges.

Gets it first large order from the TVS Group to build LAN at their factories in

Hosur and Padi, Chennai.

Starts marketing VHF based Press to talk Radios.

1992:

Gemini Communication Ltd incorporated team strength of. Gemini buys out the

Monochrome Monitor manufacturing firm Gemini Hi-tech Computer Co., which

had produced close to 10000 monitors beginning from 1991.

Successfully goes through the initial Public Offer. Opens offices across South

India, with a combined focus on selling Modems, Networking Solutions and

Monitors.


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EMPLOYEE RETENTION STRATEGY MANAGEMENT

Employee retention

Employee retention is a process in which the employees are encouraged to remain with

the organization for the maximum period of time or until the completion of the project.

Employee retention is beneficial for the organization as well as the employee.

Employees today are different. They are not the ones who dont have good opportunities

in hand. As soon as they feel dissatisfied with the current employer or the job, they

switch over to the next job. It is the responsibility of the employer to retain their best

employees. If they dont, they would be left with no good employees. A good employer

should know how to attract and retain its employees.

Retention involves five major things:

Compensation

Environment

Growth Relationship

Support

Employee retention would require a lot of efforts, energy, and resources but the results

are worth it.

Importance of employee retention

Now that so much is being done by organizations to retain its employees, why is retention

so important? Is it just to reduce the turnovercosts? Well, the answer is a definite no. Its

not only the cost incurred by a company that emphasizes the need of retaining employees

but also the need to retain talented employees from getting poached.


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The process of employee retention will benefit an organization in the following ways:

1. The Cost of Turnover:

The cost of employee turnover adds hundreds of thousands of money to a company's

expenses. While it is difficult to fully calculate the cost of turnover (including hiring

costs, training costs and productivity loss), industry experts often quote 25% of the

average employee salary as a conservative estimate.

2. Loss of Company Knowledge:

When an employee leaves, he takes with him valuable knowledge about the company,

customers, current projects and past history (sometimes to competitors). Often much time

and money has been spent on the employee in expectation of a future return. When the

employee leaves, the investment is not realized.

3. Interruption of Customer Service:

Customers and clients do business with a company in part because of the people.

Relationships are developed that encourage continued sponsorship of the business. When

an employee leaves, the relationships that employee built for the company are severed,

which could lead to potential customer loss.

4. Turnover leads to more turnovers:

When an employee terminates, the effect is felt throughout the organization. Co-workers

are often required to pick up the slack. The unspoken negativity often intensifies for the

remaining staff.

5. Regaining efficiency:

If an employee resigns, then good amount of time is lost in hiring a new employee and

then training him/her and this goes to the loss of the company directly which many a


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times goes unnoticed. And even after this you cannot assure us of the same efficiency

from the new employee.

6. Goodwill of the company:

The goodwill of a company is maintained when the attrition rates are low. Higher

retention rates motivate potential employees to join the organization.




from the new employee.

What Makes Employee Leave

Employees do not leave an organization without any significant reason. There are certain

circumstances that lead to their leaving the organization. The most common reasons can

be:

Job is not what the employee expected to be: Sometimes the job responsibilities

dont come out to be same as expected by the candidates. Unexpected job

responsibilities lead to job dissatisfaction.

Job and person mismatch: A candidate may be fit to do a certain type of job

which matches his personality. If he is given a job which mismatches his

personality, then he wont be able to perform it well and will try to find out

reasons to leave the job.

No growth opportunities: No or less learning and growth opportunities in the

current job will make candidates job and career stagnant.

Lack of appreciation: If the work is not appreciated by the supervisor, the

employee feels de-motivated and loses interest in job.


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Lack of trust and support in coworkers, seniors and management: Trust is the

most important factor that is required for an individual to stay in the job. Non-

supportive coworkers, seniors and management can make office environment

unfriendly and difficult to work in.

Stress from overwork and work life imbalance: Job stress can lead to work life

imbalance which ultimately many times lead to employee leaving the

organization.

Compensation: Better compensation packages being offered by other companies

may attract employees towards themselves.

New job offer: An attractive job offer which an employee thinks is good for him

with respect to job responsibility, compensation, growth and learning etc. can lead

an employee to leave the organization.

Employee Retention Tools

In the present scenario, world is turning into a global village and the whole globe is

reachable from any destination. In this small world even companies are reachable to the

people and vice versa. And so their jobs are also easily accessible for everyone. In this

situation, the biggest challenge for a company is to retain its workforce intact especially

the Knowledge Banks.

All the companies are planning to increase their turnover every moment of time. While in

all this workout of increasing the turnover they forget about their loss incurred by the

resignation of employees and the expenses of hiring new employees (Hiring Cost,

Training Cost, Productivity Loss etc.). This hiring of a new employee normally costs

around 35% or more of the average employee salary. For example- let us consider

average salary of an employee per year as Rs.20, 000, and then the cost of hiring a new

employee and other expenses come around Rs.7, 000. If you have 2 employees resigning

per month the cost comes to Rs.14, 000 and taking the same for 12 months comes to

around Rs.168, 000, which is a direct loss from the turnover of the company. And after


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all this there is always a risk of getting a right employee for the right position with a right

attitude.




from the new employee (He might be better and might not be). You require time to judge

his capabilities and work nature. The loss is even graver if he/she is Your Knowledge

Bank, this can bring your process to a standstill even. And above all these things, one

resignation many a times triggers a chain reaction among other employees, leading to a

negative effect.

Below are few of the tools for Employee Retention:-

1. Employee Reward Program- You can make a provision of Monthly or Quarterly

Award (depending upon the budget) for the best employee, Awarding 2 or 3 best workers

each month. The award can be in terms of gifts or money.

If it is money then it should be divided into two parts, first part to be given with the next

month salary and the remaining after 6 months. In this way he/she can be retained for 6

more months. These rewards shall be considered at the time of appraisal.

2. Career Development Program- Every individual is worried about his/her career. You

can provide them conditional assistance for certain courses which are beneficial from

your business point of view. Conditional assistance means the company will bear the

expenses only if he/she gets an aggregate of certain percentage of marks. And entrance to

that course should be on the basis of a Test and the number of seats to be limited. For

getting admitted to such program, You can propose them to sign a bond with the

company, like they cannot leave the company for 2 years or something after the

successful completion of the course.


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3. Performance based Bonus- The employee always comes to know about the profit of

the company which is of course based on the strategic planning of the top management

and the productivity of the employee. To get more work out of the employee, You can

make a provision of Bonus. By this employee will be able to relate himself with the

companys profit and hence will work hard. This bonus should be productivity based.

4. Employee Referral Plan- You can introduce Employee Referral Plan. This will

reduce your cost (charges of external consultants and searching agencies) of hiring a new

employee and up to an extent you can rely on this new resource. On every successful

referral, employee can be given a referral bonus after 6 or 9 months of continuous

working of the new employee as well as the existing employee. By this you can get a new

employee at a reduced cost as well as are retaining the existing one for a longer period of

time.

5. Loyalty Bonus- You can introduce a Loyalty Bonus Program in which you can reward

your employee after a successful completion of a specified period of time. This can be in

the form of Money or Position. This will encourage the fellow employees as well whether

they are interested in money or position, they will feel fascinated.

6. Giving a voice to the Knowledge Banks- First of all you should try to retain your

workforce intact, as they are the intellectual asset of the company. And above that you

cant afford losing yourknowledge banks. These are the people who stabilize the process.

You can involve them in some of the decisions.

7. Employee Recreation- You should also let your employees enjoy in a light mood.

You can take your employees to a trip or for an outing every year or bi-yearly. You can

make use of this trip as well. You can start this trip with an opening note about the

management views and plans, strategies etc. At the same time you can involve your top


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management into some of the fun activities as this will make feel the employees that they

are very close to the management and everybody is same.

8. Gifts at some Occasions- You can give some gifts at the time of one or two festivals

to the employees making them feel good and understand that the management is

concerned about them.

9. Accountability- You should make each employee accountable so that he can also feel

that he is as important as his manager. If he/she will be filled with this sense, he/she will

seldom think of leaving the company.

10. Making the managers effective and easily accessible- You should make the

management easily accessible so that the employee expectations can be clearly

communicated to the top management, as it is impossible for the top management to

reach each employee frequently.

11. Surveys- You should conduct regular surveys for feedbacks from employee about

their superiors as well as other issues like food, development plans and other suggestions.

This will make them feel of their importance and the caring nature of the company. Some

of the suggestions might be of real good use for the company.

For a company, the workforce is like an intellectual property, both in terms of skills and

money. A trained and content workforce can lead a company to new heights while a

opposite one can hamper it badly. So, every resignation saved is every dollar earned.


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Recruitment:

According to Dowling and Schuler Recruitment is defined as searching for and

obtaining potential job candidates in sufficient numbers and quality so that the

organization can select the most appropriate people to fill its job needs

Recruitment Methodology

Selection of right recruitment methodology is the most important aspect of the

recruitment and selection process of the organization. Employers of necessity are,

approaching recruitment more proactively as they compete to attract prime candidates to

their organizations. Most of the successful organizations are carefully weighing the

benefits and drawbacks of various recruitment sources and sometimes abandoning

traditional sources, substituting more creative techniques. Likewise the number of

employers using electronic techniques is increasing day-by-day. We should not ignore

multitude of recruitment options and resort to using same sources each time. We should

decide carefully which recruitment sources are to be used.

Sources of Recruitment

The recruitment source is nothing but the source from which the company gets its

potential employees for the available job vacancy. There is different kind of sources from

which the organization gets its required employees.


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SOURCES OF RECRUITMENT

In

ternalsources

Sou

rcesOFrecruitment

Externa

lresources

Present employees

Employee referrals

Former employees

Previous applicants

Advertisements

Employment exchanges

Campus Recruitment

Consultants

Contractors

Radio and TV

Competitors

E-recruiting


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Internal Source of recruitment

The current employees of an organization are going to be a major source of recruit for the

organization as they know everything about the organization. Hence for the purpose of

promotion or for any transfer the internal source of recruitment is going to be of great

asset to the organization. Generally the internal source of recruitment are going to be the

transfer, promotion demotion, upgrade, retired employees, retrenched employees and also

the relatives of the deceased employees. Therefore the internal source of recruitment can

be classified into two major types they are the Job-posting programs and the Departing

employees.

Job posting Programs

The basic purpose of job posting is to motivate the employees for promotion or for

transfer which they desire. But not all job openings are posted in the job posting program.

Job posting is generally done for low level jobs such as the technical level job,

supervisory position etc. Job posting is a positive step as the HR department is able to fill

the internal job vacancy with the available candidate and also has been able to fulfill the

needs of the workers. This is nothing but a self nomination of employee for the available

vacancy. Self-nomination is generally done by the workers who require transfer for

personal reasons or to broaden their skills.

Departing Employees

Another source of internal recruitment is from the departing employees of the

organization. In Buyback process plays an important role in the internal source of

recruitment. It is nothing but when the employee resigns the current job and joins a new

job the original employer outbids the new job. There are certain ethical issues in the

Buyback method as it does not to the report the original job that was taken.


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External Source of recruitment

The external source of recruitment comes into play when the internal source of

recruitment is not able to fulfill the available vacancy. In external source of recruitment

the HR department must look for applicants outside the organization. The various types

of external sources of recruitment are,

Walk-ins and Write-ins

In walk-in form of recruitment the job seeker directly contacts the HR of the firm, where

as in write-in form of recruitment the job seeker sends a written copy to the HR. In both

these methods the applicants application is taken and kept for further referring of the

individual. Interview walk-ins can be especially productive, because they might meet the

recruitments of hard-to-fill positions. These positions are generally nonexempt and walk-

ins are also cost effective.

Employee Referrals

The next method of recruitment source is the referral by the employee. The employee

referral has got many advantages so this can be a source of recruitment. The first

advantage is that the employee with hard-to-find job skills may know others who do the

same work another advantage is that the employees who are recruited from this method

try not to embarrass the person who recommended them. The last advantage is that the

newly selected employees get to know about the organization from the persons who

suggested them. The disadvantage of this method is that it may lead to lead a

development of particular race or religion in the workforce which will lead to the charges

of discrimination. Employee referral is one of the cheapest and reliable sources of

recruitment.

Advertising

Advertising is the popular way of recruiting candidate as it attracts large number of

people. The ads clearly describes the wants hence it is easy to get the best fit from the


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available applicants. There are different types of ads such as the want ads, blind ads and

writing ads. Newspaper advertisements remain the most popular, stead fast, reliable and

often effective means of attracting qualified peoples.

Professional Recruiter

Professional recruiters go by various names, including employment agencies, technical

recruiters and executive search firms/head-hunters.

If used effectively these recruiting companies can save you the time and expenses you

would otherwise expend in generating and initially screening your own pool of qualified

job candidates and in many cases they do better job of it.

Creative recruitment sources

When traditional recruitment sources dont yield the results you need in terms of quality

of candidate dot timelines, consider more creative recruitment solutions

1. Airplane banners

2. Banners and signs

3. Billboard and advertising

4. Bumper Sticker Advertisements

5. Company-sponsored social affairs

6. Movie advertisements

7. Newspaper inserts

8. On-site recruitment

9. Pre-employment training

10. Response Card

11. Sporting Events

12. Try-a-job


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The internet

This technique is the very recent technique for the recruiting purpose. Every organization

is thinking of participating in online recruitment. Many organizations are just simply

putting online advertisements and some are using whole internet database to online

recruitment. The primary advantages to recruiting online are cost, speed a reduction of

paperwork and access to a greater number of candidates from around the world.

Disadvantages include a lack of breadth of reach, attracting inappropriate or unqualified

responses, and difficulty in tracking resumes.

Educational Institutions

At present many educational institutions provide placement to the current students who

basically do not have any experience. Educational institutions recruitment is on rise in

most of the developed and developing countries where there are high standard colleges

and universities.

But in term of underdeveloped countries this technique is still new and only few

organizations have started using it in minimal level. This method is one of the most

efficient techniques as you can get access to large pool of qualified people from various

backgrounds.

State employment Security agencies

The state employment security agency is there in every state government it is also called

as the unemployment office. The work of this agency is to match the job seekers with the

job openings. This agency makes use of the job banks which has the details about the

available job vacancy.

Private Placement agencies

These agencies which are found in almost all major metropolitan areas help the

employers to recruit the candidate who has the required qualifications. Generally these

agencies match the available vacancy with the job seekers qualification and if they


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match the qualification they notify it to the job seeker. Then the organization, electricians

recruits the job seeker by following their policies.

Job Fairs

Job fairs allow organization representatives, usually over a period of two days to get in

touch face to face and take interview numerous applicants; often form a specialized field

of population. Organizations can host their own fairs or participate in those run by

others, paying flat fee to interview and subsequently hire a possible unlimited number of

qualified candidates.

Recession

Recession is termed as a period of general economic decline; specifically, a decline

in GDP for two or more consecutive quarters.

Impact of recession

The adverse impact of recession on the recruitment process of the organization is

discussed in the following chapter. The effect of recession in UAE is also discussed.

United Arab Emirates (UAE) is discussed as the projects undertaken by the organization

are mostly based on this country

Recruitment During recession

Recruitment during recession looks a strange idea hence most of the managements do not

go with this idea hence the first challenge for the recruitment personnel is to convince the

management for the recruitment during this time. He should make them understand that

freezing the hiring process is not the proper way to handle this situation rather this is a

big disadvantage to the company. After getting the nod from the management the

recruitment process must be carried out seriously as the recruiter has to consider many

other factors during this time rather than the normal time.
http://www.investorwords.com/3669/period.htmlhttp://www.investorwords.com/1639/economic.htmlhttp://www.investorwords.com/1335/decline.htmlhttp://www.investorwords.com/2153/GDP.htmlhttp://www.investorwords.com/5751/quarter.htmlhttp://www.investorwords.com/5751/quarter.htmlhttp://www.investorwords.com/2153/GDP.htmlhttp://www.investorwords.com/1335/decline.htmlhttp://www.investorwords.com/1639/economic.htmlhttp://www.investorwords.com/3669/period.html


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Employee Retention Strategies

The basic practices which should be kept in mind in the employee retention Strategies

are:

1. Hire the right people in the first place.

2. Empower the employees: Give the employees the authority to get things done.

3. Make employees realize that they are the most valuable asset of the organization.

4. Have faith in them, trust and respect them

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements.

8. Keep their morale high.

9. Create an environment where the employees want to work and have fun.

Causes for labour turnover:

Reduced quality of work because of discontinuance of business, changed

industrial process, seasonal fluctuations in relation of volume of business and

industrial depression etc.

The nature of work, low wages, poor working conditions, less opportunities for

advancement can also create the problems of labour turnover.

Bad relations of workers with the management, when the management is not

satisfied with the performance of the employee, it takes disciplinary actions

against them.

Sometimes workers involve the activities of union in many situations this union

base activities of the workers create conflict with the management.


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Labour turnover may be occurring due to the poor health of the employee,

accident, death, superannuation etc. which are the personal problems of

employees.

Some employees have always focused on getting job in any other industry due to

their unsatisfied condition in the current industrial environment. These will lead to

the labour turnover.

The bad requirement applied by the management may leads to the occurrence of

labour turnover.

Measures to control labour turnover:

Analysis of the employees records and identifications of dissatisfied categories of

employees by the measure is necessary to reduce labour turnover.

Identification of the factor or source influencing turnover and exit interviews also

helps the management to reduce the labour turnover.

Separation of controllable factors from uncontrollable will be logical to solve

reduction of labour dues.

Provision of factory policies, procedures and practices is necessary for reducing

labour turnover.

Having identified and analyzed the factors, the unit should chalk out an action

plan to remove influencing factors. This will reduce labour turnover.


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1. Respondents nature of work.

Table 5.1

S. No. Attr ibutes No of respondents Percentage

1. Fully satisfied 91 91

2. Partly satisfied 6 6

3. Dissatisfied 3 3

( Source : Primary data)

Figure 5.1

Interpretation

From the analysis we found that 91% of the respondents are fully satisfied and only few

are not satisfied with the nature of work.

0

10

20

30

40

50

60

70

80

90

100

No of respondents Percentage

Fully satisfied

Partly satisfied

Dissatisfied


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2. Respondents satisfaction of salary.

Table 5.2


1. Highly satisfied 48 48

2. Satisfied 34 34

3. Neutral 8 8

4. Dissatisfied 10 10


Figure 5.2

Interpretation

From the survey it is found that 48% of the respondents are highly satisfied about the

salary and only 10% of the respondents are highly dissatisfied.

0

10

20

30

40

50

60

No of respondants Percentage

Highly satisfied

Satisfied

Neutral

Dissatisfied


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53

3. Respondents views on recognition for performance.

Table 5.3


1. Highly recognized 16 16

2. Recognized to an

extent.

22 22

3. Equally recognized 62 62

4. Not recognized 0 0


Figure 5.3

Interpretation

From the analysis 62% of the respondents say that they are recognized equally and rest of

them says that they are highly recognized to an extent.

0

10

20

30

40

50

60

70

No of respondents

Highly Recognized

Recognized to an extent

Equally Recognized

Not recognized


54/83

54

4. Respondents good working atmosphere.

Table :5. 4


1. Good atmosphere 68 68

2. Comfortable 18 18

3. Normal 13 13

4. Bad atmosphere 1 1


Figure :5. 4

Interpretation

From the survey it is found that 68% of the respondents say that they have a very good

atmosphere and only less number of respondents says no for good working atmosphere.

0

10

20

30

40

50

60

70

80

No of respondents

Good atmosphere

Comfortable

Normal

Bad Atmosphere


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55

5. Respondents view of restrictions for growth opportunities.

Table 5.5

S. No Attr ibutes No of respondents Percentage

1. Gender 10 10

2. Seniority 45 45

3. Non recognition 8 8

4. Job change 4 4

5. Work life balance 33 33


Figure 5.5

Interpretation

From the study reveals that 45% of the respondents are seniority and 4% of the

respondents are job change says restriction for growth opportunities respectively.

Gender

Senority

Non recognition

Job change

Work life balance

0

5

10

15

20

25

30

35

40

45

No of

respondents

Gender

Senority

Non recognition

Job change

Work life balance


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56

6. Respondents employees management relationship.

Table 5.6


1. Highly satisfied 72 72

2. Satisfied 12 12

3. Neutral 11 11

4. Dissatisfied 5 5


Figure 5.6

InterpretationFrom the survey it is found that 72% of the respondents are highly satisfied and 5% of therespondents are highly dissatisfied in employee management relationship.

0

10

20

30

40

50

60

70

80

No of respondents

Highly satisfied

Satisfied

Neutral

Dissatisfied


57/83

57

7. Respondents opinion about recession towards the job.

Table 5.7


1. Fully affected 2 2

2. Partly affected 47 47

3. Not affected 36 36

4. Neutral 15 15


Figure 5.7

Interpretation

From the survey it is found that 47% of the respondents say that they are partly affecteddue to recession and the remaining 36% says that are not affected due to recession.

Fully affected

Partly Affected

Not affected

neutral

0

5

10

15

20

25

30

35

40

45

50

No of respondents

Fully affected

Partly Affected

Not affected

neutral


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58

8. Respondents protection towards retrenchment.

Table 5.8


1. Multi tasking 48 48

2. Proper training

skill upgradation

31 31

3. Labor union 7 7

4. Mobility 14 14


Figure 5.8

Interpretation

From the survey it is found 48% of respondents protect themselves by having multi

tasking, 31% by proper training skill and only very few say that they protect by havinglabor union.

No of respondents

Multi tasking

Proper planing & skill

upgradation

Labor union

Mobility


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9. Respondents training program.

Table 5.9


1. Yes 99 99

2. No 1 1


Figure 5.9

Interpretation

From the analysis it is found that 99% of the respondents are provided with proper

training.

No of respondents

Yes

NO


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60

10. Respondents type of training program

Table 5.10


1. On the job training 58 58

2. Off the job training 42 42


Figure 5.10

Interpretation

From the survey it is found that mostly 58% is on the job training and remaining is

off the job training.

0

10

20

30

40

50

60

No of respondents

On the job training

Off the job training


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12. Respondents interest towards VRS.

Table 5.11


1. Yes 30 30

2. No 42 42

3. Not sure 28 28


Figure 5.11

Interpretation

From the analysis 42% of the respondents say that it is necessary to provide voluntary

retirement service only 30% say that it is not necessary.

0

5

10

15

20

25

30

35

40

45

No of respondents

Yes

No

Not sure


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62

13. Respondents acceptance of VRS.

Table 5.12


1. Yes 36 36

2. No 26 26

3. Not sure 38 38


Figure 5.12

Interpretation

From the analysis nearly most of the respondents are ready to take up voluntaryretirement service.

0

5

10

15

20

25

30

35

40

No of respondants

Yes

no

Not sure


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14.Respondents companys clear cut policy to deal recession

Table 5.13


1. Yes 85 85

2. No 6 6

3. Cant say 9 9


Figure 5.13

Interpretation

From the analysis it is found that 85% of the respondents say that the company have clearcut policy to deal with issues of retrenchment at times of recession

0

10

20

30

40

50

60

70

80

90

No of respondents

Yes

No

Can't say


64/83

64

15. Respondents global career opportunities

Table 5.14


1. Fully satisfied 76 76

2. Partly satisfied 21 21

3. Dissatisfied 3 3


Figure 5.14

Interpretation

From the survey 76% of the respondents are fully satisfied with the global opportunityprovided through various exposure & diverse experience.

0

10

20

30

40

50

60

70

80

No of respondents

Fully satisfied

Partly satisfied

Dissastisfied


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65

16.Respondents importance to experience/ seniority

Table 5.15


1. Yes 85 85

2. No 3 3

3. Cant say 12 12


Figure 5.15

Interpretation

From the survey 85% of the respondents say yes that they are given importance for their

experience and seniority.

0

10

20

30

40

50

60

70

80

90

No of respondants

Yes

No

Can't say


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17. Respondents fringe benefits.

Table 5.16


1. Yes 69 69

2. No 3 3

3. Cant say 28 28


Figure 5.16

Interpretation

From the survey 69% of the respondents are provided fringe benefits and only few say

that they are not provided fringe benefits.

0

10

20

30

40

50

60

70

80

No of respondents

Yes

No

Can't say


67/83

67

18.Respondents career motivation

Table 5.17


1. Extra skills

developed

28 28

2. Higher

education

facilities

68 68

3. Special training 14 14


Figure 5.17

Interpretation

From the survey 28% of the respondents are motivated towards their career by extra skills

developed, 68% respondents motivated with higher education facilities.

0

10

20

30

40

50

60

70

80

No of respondents

Extra skills devoloped

Higher education facilities

Special training


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68

19.Respondents views on factors contributing towards growth opportunities

Table 5. 18

Rank by respondents

Rank

Factors

I I I I I I IV

Job security 35 26 21 18

Recognition 20 22 30 28

Salary 18 14 21 9

Good work place 17 29 20 34

Promotional prospects 10 9 8 11(source : primary data)

Table 5.19

Rank

factorsI II II I I V Total Rank

Job security 140 78 42 18 278 I

Recognition 80 66 60 28 234 II

Salary 72 42 42 9 165 IV

Good work

place68 87 40 34 229 III

Promotional

prospects40 27 16 11 94 V

Interpretation

From the survey respondents gave their,

1st

rank to job security

2nd

rank to recognition

3rd

rank to good work place

4th

rank to salary

5th

rank to promotional prospects


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CALCULATION:

JOB SECURITY:

= (35*4 + 26*3+ 21*2+ 18*1)

= (140 + 78 + 42 + 18)

= 278

RECOGNITION:

= (20*4 + 22*3 + 30*2 + 28*1)

= (80 + 66 + 60 + 28)

= 234

SALARY:

= (18*4 + 14*3 + 21*2 + 9*1)

= (72 + 42 + 42 + 9)

=165

GOOD WORK PLACE:

= (17*4 + 29*3 + 20*2 + 34*1)

= (68 + 87 + 40 + 34)

=229

PROMOTIONAL PROSPECTS:

= (10*4 + 9*3 + 8*2 + 11*1)

= (40 + 27 + 16 + 11)

= 94


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20.Growth opportunity as an important factor leading to retention ofemployees.

HYPOTHSISI

H0= Growth opportunities is not an important factor which leads employees to retain in

organization

H1= Growth opportunities is one of the important factors which leads employees to retain

in organization

Restrictions for

growth

oppurtunities(Oi)

Gender Seniority Non-

Recognition

Job change Work life

balance

10 45 8 4 33

Expected

response(Ei)

20 20 20 20 20

Calculation of Expected Frequency

E= (10+45+8+4+33)/ 5

Chi- Square Table

Oi Ei Oi-Ei (Oi-Ei) (Oi-Ei) /Ei

10 20 -10 100 5

45 20 25 625 31.25

8 20 -12 144 7.2

4 20 -16 256 12.8

33 20 13 169 8.45

TOTAL 100 100 64.7


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The calculated 2= 64.7

Degrees of freedom= n-1 = 5-1= 4

With 5% level of significance i.e. .975 for degrees of freedom 4

The table 2 = 9.49

Tabulation of Chi Square value & table value of Chi Square

Factor Degree of

freedom

Level of

significance

Table value of

Chi Square

Calculated

value of Chi

Square

Motivational

Factor 4 5% 9.49 64.7

Since, calculated 2

value (64.7) greater than table 2

value(9.49) . so we reject the null

hypothesis H0 and come to a conclusion that the growth opportunities is one of the

important factors which leads employees to retain in organization.


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21.Recognition of employees for their good performance leading to retention of

employees.

HYPOTHSISII

H0= The employees are not recogonised for their good performance

H1= The employees are recogonised for their good performance

Recognition for

performance

Highly

recognized

Recognized to

an extent

Equally

recognized

Not recognized

(Oi) 16 22 62 0

Expected Value

(Ei)

25 25 25 25

Calculation of Expected Frequency

E= (16+22+62+0) /4

Chi- Square Table

Oi Ei Oi-Ei (Oi-Ei) (Oi-Ei) /Ei

16 25 -9 81 3.24

22 25 -3 9 .36

62 25 37 1369 54.76

0 25 25 625 25

Total 100 83.36


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The calculated 2

=83.36

Degrees of freedom= n-1 = 4-1= 3

With 5% level of significance i.e. .975 for degrees of freedom 3

The table 2 = 7.81

Tabulation of Chi Square value & table value of Chi Square

Factor Degree of

freedom

Level of

significance

Table value of

Chi Square

Calculated

value of Chi

Square

Motivational

Factor 4 5% 7.81 83.36

Since, calculated 2value (83.36) greater than table

2value(7.81) . So we reject the null

hypothesis H0 and come to a conclusion that the employees are recognized for their

good performance.


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SUMMARY

The organisation has the potential to benefit from human resources programs.

The introduction of a few programs could put it in to the ballpark of being a solid

company to work for from an employee viewpoint. It covers the programs such as

(compensation, benefits, retirement, supervisor training and safety). . The findings and

suggestions of this retention strategy management to improve the Gemini

Communication Ltd based on Modern technology. Gemini communication ltd accepts

few employees spouse also to work in their premises. Designations that are divided in

Gemini communication ltd are most of them works as an technician, and few as zonal

coordinator, few as engineer and very few as senior customer coordinator. Company

members can maintain friendly relationship with employees. So those, employees can

work with great interest. But some of the practices are in the written from only and yet to

be applied in practical life and with the application of such programmes the organisation

will reach to the extent. Out of the 15 question asked almost 55% response was in yes it

means that the employees are satisfied with their policies but there is still hope for further

improvements. Time is very short for research, so this is very difficult to get the

knowledge about everything. Since the filling of questionnaire and interviews need

special attention so may be the employees are less interested in entertaining. The

information was collected through the questionnaire is subject to willingness of the

respondent to respond.


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FINDINGS

The study reveals that most of the employees who are working in Geminicommunication ltd are belonged to the male category.

The study also reveals that most of employees are very young and energetic towork because they are still at their base ages.

The employees also have the flexibility to work since most of them are not

married and due to which they take their own responsibility to work in any shift.

Gemini communication ltd accepts few employees spouse also to work in their

premises.

Designations that are divided in Gemini communication ltd are most of them

works as an technician, and few as zonal coordinator, few as engineer and very

few as senior customer coordinator.

The employees are highly satisfied with the nature of work they perform, which is

the major fact in motivating the people to work more.

Due to good job opportunity and good atmosphere, the employees work for more

years have experience more than 20 years and they have enjoyed full benefits,

which are provided by the company.

The employees are provided with their expected salary and that will be one of the

main reasons for the employees to retain in the same company and to serve thatcompany for more and more development.

Also the employees are satisfied up to their level with regard to salary. Most ofthe employees say that they have a positive reaction towards their salary level.

The employee retention main reason will be to recognize the employees to the

maximum. Only when the employees are recognized and given importance theyhave the intention to work in the same premises.

The next major event that makes the employee to retain the same company is

working atmosphere. Only when the working atmosphere is good the employeeswill be free to work.


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The major factors which are pointed out in employee retention and the employees

rank them in certain order which are job security, salary, recognition and at thelast good working place.

The employees feel that there are certain factors which affect the growthopportunity. They are gender, seniority, non recognition, job change and work lifebalance.

They major part which is played by the management in retaining the employees isto have a good and friendly relationship among the employees. In this sector

employees agree that they highly satisfied with the management relationship.

Gemini communication ltd take necessary steps to safe guard the employees fromeffect of recession through various process.

The employees also have proper measures to have protection against theretrenchment.

The employees are provided with proper training which is very helpful for themto have their job in a better way. Also its very important to train the employees

properly.

The major two types of training which are given to the employees are off the jobtraining and on the job training.

The employees feel that they dont need to have voluntary retirement service and

if they are given also they are not ready to take it.

The employees have career motivation through various aspects that is, extra skill

developed and also by providing higher education facility.


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SUGGESTIONS

The company can revise its salary and compensation in order to retain its

employees.

Promotion can offer to the employees who has experience and skill instead of

recruiting from outside.

Employees welfare is much essential in order to perform their job. So company

can concentrate on welfare facilities.

Company members can maintain friendly relationship with employees. So those,

employees can work with great interest.

Job security can be provided to employees. So, that employee can work without

any fear about their job.


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CONCLUSION

Retention of employees plays a major role in the company. This study reveals

that the company concentrating on the retaining of employees in the company, through

salary, welfare facili

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