With Reference To Crossdomain, Shimoga: Employee Retention and Turnover in It-Industry

EMPLOYEE RETENTION AND TURNOVER IN
IT- INDUSTRY
With reference to Crossdomain, Shimoga
CONTENTS
Chapter 1
INTRODUCTION
 Introduction
 Statement of the problem
 Need and Importance of the study
 Objectives of the study
 Methodology
 Limitations
Chapter 2
INDUSTRY PROFILE
 Introduction
 Strengths of Indian IT Industry
 Quality of Indian IT expertise
 Production
 Share in GDP
 Domestic Software and Services Industry
 Export of computer software / Services including ITES /
BPO
Sahyadri Arts and Commerce College, Shimoga 1

Chapter 3
COMPANY PROFILE
 Crossdomain Advantage
 Management
 Milestones
 Awards and Recognitions
Chapter 4
PRODUCT PROFILE
 Employee Turnover
 Costs of Hiring New Employees
 Employee Retention
 Importance of Employee Retention
 Retention Mechanisms
 Bond as Retention Measure
Chapter 5
DATA ANALYSIS AND INTERPRETATION
Chapter 6
FINDINGS, SUGGESTIONS AND CONCLUSION
Annexure
 Questionnaire
 Bibliography

Chapter 1
INTRODUCTION
 Introduction
 Statement of the problem
 Need and Importance of the study
 Objectives of the study
 Methodology
 Limitations

Chapter 1
INTRODUCTION
It is the intent of this project to analyze the causes of employee turnover

in organizations operating in Indian IT Industry. The organizations under
study are located in Shivamogga. It is assumed that a clear understanding
regarding the causes of employee turnover is a must for organization to
devise methods for managing the employee turnover.
The Indian IT Industry is poised for exponential growth. However, if IT

companies are to grow and prosper, they must first tackle the escalating
attrition rates, a key challenge for the industry. Attempting to garner good
growth rates, companies often poach on each other for the right talent,
thus further fuelling employee turnover. Clearly, the cause of the problem
IT companies are facing is rooted in the nature of the industry itself.
Attrition is not easy to resolve in an industry where the workforce is
young, has high growth expectations and is willing to change jobs easily
in search of professional fulfillment.
However it is not necessary that a IT worker is interested in monetary

considerations only. Employees prefer creativity, job satisfaction,
workplace atmosphere, and brand equity than monitory benefits.
Thus it is clear that to retain the young, skilled and ambitious IT

employees, there is a need to look beyond compensation. Companies
need to overhaul HR practices to reduce attrition and optimize hiring and
training costs.

With their expertise in outsourcing, some companies have learnt that
people have different career aspirations. They believe that by instilling a
sense of pride in the employees they can foster long – term ties with
them.
Experts say, it is better to retain the existing talent than to hire

continuously. A recent survey calculated that the cost of replacing a high
level employee might be as much as 150% of that departing employee’s
salary. Some reasons to why companies should focus on retaining current
employees are:
 It helps to save and reduce recruitment costs.
 It spreads the training costs over the years of employees stay in the
organization.
 It helps the HR department of the organization to concentrate on
the other important things like training apart from recruitment.
 It portrays a culture among the employees towards organization
and also that of organization towards its employees
 It helps reduce the overall cost of the organization by reducing
replacement costs (this would also include reduction of costs on
regular induction program).
Statement of the problem

The organization need to look beyond compensation to reduce the
attrition rate and implement innovative Retention strategies like creating
excellent career growth, prospects, rewards and recognition focused
training and development programs, open culture, improved work life etc.
The main problem is job satisfaction, which depends upon many

factors other than monitory benefits. If IT’s don’t implement the retention

strategies it will lead to increased attrition rate and increased cost for
organization. Therefore, IT’s cannot afford to ignore Retention initiatives
to stop loosing valued employees and generate stronger profit.
Need and Importance of the study

Indian software industry enjoyed a good growth in last decade.
Low cost has delivered the main source of competitive advantage for
Indian Software Industry. Due to the new entrants and its own soaring
costs, the suppliers in Indian Software Industry are now finding it
difficult to compete on the cost basis alone. The answer is to move up the
value chain. Rather than acting as a resource supplier, the organization in
Indian Software Industry should start owning and delivering solutions.
Though the answer is obvious, one of the key challenges for the
implementation of this strategy would be know-how retention and build-
up on constant basis. High Employee turnover could be fatal to this
strategy.
The subject of employee turnover has to be approached at a much

more exhaustive level. Rather than approaching employee turnover based
on prescriptions, the phenomenon of employee turnover should be
understood in particular organization’s context. The understanding hence
reached could serve as sound basis for designing programs to manage
employee turnover.
The research is important in following ways:
 To provide a comprehensive framework and method for the
development of HR in an organization.
 To increase the productivity and efficiency of employees .

 To create a climate that enables every employee to discover,
develop and use his/her skills and capabilities to a further extent.
Objectives of the study

The objective of this study is to explore and gain understanding of
the phenomenon of employee turnover in an Indian Software Industry. It
is assumed that with this understanding the organization would be able to
manage employee turnover much better than they are able to do now. The
purpose of the study was to examine the factors that influence turnover
intentions.
 Does company image influence employee turnover intentions?
 Does pay satisfaction influence employee turnover intentions?
 Is nature of work an important determinant of employee turnover
intentions?
 Does nature of peer group influence employee’s intentions to stay with
the
 Organization?
 Does peer-self comparison influence turnover intentions?
 Does internal career/growth opportunity provided by the organization
influence employee’s intentions to leave?
 Does outside career opportunity influence employee’s intention to stay
with the organization?
 Does the degree of match between what was expected and what was
achieved in the present job influence turnover intentions?
Methodology
The method adopted for data collection was personal interviewing. The
human resource Managers of the organization are personally visited and
interviewed with a self – administered questionnaire. In the organization
where there is no separate personnel department, the managers of those
organizations themselves are interviewed. For the data collection, there
were some constraints such as time cost and the non – response problems
for some questions.
Data collection
Primary data is collected by administering a questionnaire (both
open ended and closed ended) to the employees. The questionnaire will
be set on a four point scale.
Secondary data from manual, Exit interview records and other
sources such as Internet, magazine and newspapers.
Sample size
The research was carried out using random sampling technique. Sample
size of 100 employees was taken from different software organizations.
This sample was analyzed in terms of what was the perception of
employees in the organizations with regard to implementation of
employee retention strategies and how far these strategies are successful
in retaining the employees in Software industry. Thus the hypothesis was
proved and accepted using tables and graphs.
Sampling technique
The various steps involved in a sampling process are given below
 Identifying the target population
 Determining the sampling frame
 Resolving the differences
 Selecting the sampling procedure
 Determining the relevant sample size
 Execute Sampling

Limitations
The research was done taking into consideration the following
limitations.
 The employees were busy with their work and so discussing and
acquiring the exact information was bit difficult
 Time was the constraint factor.
 Geographical factor was another problem. The study was largely
confined to the organization in Bangalore only and hence the
interpretation is representative of opinion and view points of
organizations in Bangalore only.
 Certain limitations to certain employees for disclosing company
detail which is maintained confidential.
 The data collected were the views of only the HR heads and the
employees of the organization

Chapter 2
INDUSTRY PROFILE
 Introduction
 Strengths of Indian IT Industry
 Quality of Indian IT expertise
 Production
 Share in GDP
 Domestic Software and Services Industry
 Export of computer software / Services including ITES / BPO

Chapter 2
Industry Profile
Introduction
It was in the mid 80s that the Indian IT talent started attracting the
attention of the Indian Government and industry analysts and soon
everybody realized the potential of Indian talent in computer software and
services sector.
India has a new mantra - Information Technology (IT) - and almost

everyone has started chanting it. This IT mantra has its roots in the
"passionate and strategic infection" spread by the unrivalled success of
India’s export led software industry. This passionate infection has not
only made the software sector as one of the high value-addition and net
foreign exchange earning industry, but has created history of sorts on the
Indian stock exchanges. The potential of its high capacity to generate
wealth, foreign exchange and employment has already caught the
imagination of India’s businessmen, citizens, economists, bureaucracy
and politicians, alike.
Software driven IT industry is today at the top of India’s national agenda

as an instrument and a model, for the modernization of India’s economy.
Realizing the high potential of employment, modernization and

contribution to economy provided by the software industry the
Government of India announced the first computer software policy and
since then, computer software and services sector has been identified as a
thrust area. In the year 1998 Government of India not only put computer

software and services on its National Agenda, but also created a National
Task Force under the order of the office of Prime Minister of India.
This Task Force consisted of ministers, senior bureaucrats, scientists,

academicians and industry representatives. The task force gave path-
breaking recommendations to remove the bottlenecks and boost growth in
export. Today over 14 state governments have already announced their IT
policies and seven more have announced IT task Forces and Special
Committees. There is almost a computer software revolution in the
Country and both government and industry are getting more and more
determined to strengthen the brand equity of Indian software industry and
make the country as an IT superpower.
The software industry is not only growing exponentially, it is moving up

the value chain. It is evolving, from the initial staffing to software
development - where it is currently the worlds major supplier of
engineers - to integration and IT business consulting.
Strengths of Indian IT Industry
 One of the largest pool of technically qualified high class IT

manpower
 Enormous skilled human resource compared to developed
countries leading to lower manpower cost nearly one tenth of those
in developed nations, thus giving India a comparative advantage.
 Offers a wide range of services from support / data processing to
sophisticated software systems etc.
 Rich experience of working with large global companies and enjoy
high credibility
 Expertise on a wide variety of platforms

 Accommodating nature of Indian IT workforce
QUALITY OF INDIAN IT EXPERTISE
Today the world recognizes India as a source of high quality IT

manpower. 151 out of total 379 SEI CMM level 5 certified companies
worldwide are Indian.
The Capability Maturity Model (CMM) for Software describes the

principles and practices underlying software process maturity.
It is intended to help software organizations improve the maturity of

their software processes in terms of an evolutionary path from ad hoc,
chaotic processes to mature, disciplined software processes.
Over 300 Indian computer software and services have already

obtained ISO 9000 or CMM level 2 certification. It is because of this
high quality of Indian IT sector that the majority of multinational
companies in IT have either their software development or research
center in India. One third of the e-commerce start-ups in the Silicon
Valley continue to be lead by Indian. Over half of the Fortune 500
companies are outsourcing their software requirements to India.
PRODUCTION
Production of Computer Software and Services during the year 2012-

13 is estimated to be Rs. 222300 crore (US$ 55.22 billion) registering a
growth of 21.48 percent (30.51. in US$ terms) over the year 2012-13
when the total production of Computer software / Services was estimated
to be Rs. 183000 crore (US$ 42.31 billion).

Production of Computer Software / Services has been growing at an
annual average growth rate of 29.98 percent ( 34.86 percent in US$
terms) during the past five years.
SHARE IN GDP
Computer Software / Services production accounts for a share of 5.55

percent in India’s GDP at current prices during the year 2012-13.
DOMESTIC SOFTWARE AND SERVICES INDUSTRY.
During the year 2012-13 India’s domestic computer software /

services market is estimated to be Rs. 47300 crore (US$ 11749 million)
registering a growth of 27.84 percent (37.33 percent in US$ terms) over
the year 2011-12 when the domestic software / services industry was
estimated at Rs. 37000 crore (US$ 8555 million).
Production 2011-12 2012-13 % Growth

US$
Rs. Cr. US$ Mln. Rs. Cr. US$ Mln. Rs. Term
Term
Domestic 37000 8554.91 47300 11748.63 27.84 37.33
Software for
146000 33757.23 175000 43467.46 19.86 28.76
export
Total 183000 42312.14 222300 55216.10 21.48 30.50

EXPORT OF COMPUTER SOFTWARE / SERVICES INCLUDING
ITES / BPO
Out of the total production of computer software / services 78.72

percent is exported and only 21.28 percent is consumed by the domestic
market.
Export of Computer Software / Services (including ITES / BPO)

registered a growth of 20 percent (29 percent in US$ terms) during the
year 2012-13 over the year 2011-12. In value terms, export of this sector
during 2012-13 is estimated to be Rs. 175000 crore (US$ 43.46 billion)
up from Rs. 146000 crore (33.75 billion) estimated in the year 2011-12.
MAJOR DESTINATIONS FOR SOFTWARE AND SERVICES

EXPORTS DURING 2012-13
North America remains the top destination for India’s export of
Computer Software / Services during the year 2012-13 as well. Although
there has been a slight decline of 0.22 percent in percentage share of
computer software and services exports, there has been a growth of 19.4
percent (28.31 percent in US$ terms) in export to North America during
the year 2012-13 over the year 2011-12. In value terms, export to North
America increased from Rs. 90109 crore (US$ 20.83 billion) estimated
in 2011-12 to Rs. 107625 crore (US$ 26.73 billion) in the year 2012-13.
Export to EU Countries registered a growth of 19 percent (27 percent

in US$ terms) during the year 2012-13. In value terms, export of
software and services from India to EU countries during 2012-13 is
estimated to be Rs. 46725 crore (US$ 11.6 billion) up from Rs. 39420
(US$ 9.11 billion) estimated in the year 2011-12. With a high growth of

44.44 percent ( 55.17 percent in US$ terms) Singapore, Hong Kong and
other South Asian countries have emerged as 3 rd top destinations for
India’s software and services exports during the year 2012-13. Export to
this region increased from 4500 crore (US$ 1040 million) estimated in
2011-12 to Rs. 6500 crore (US$ 1614 million) in the year 2012-13.
Japan, Korea and other Far East countries are the 4 th top destination for
export Computer Software / Services from India during 2012-13.
Technological revolutions sometimes bring unexpected opportunities

for countries. India, a relative laggard among developing countries in
terms of economic growth, seems to have found such an opportunity in
the information technology revolution as an increasingly favored location
for customized software development. India’s success at software has led
to speculation about whether other developing countries can emulate its
example, as well as whether this constitutes a competitive challenge to
software industries in the developed world.
The Indian software industry is remarkable in a number of respects. It

is service rather than product oriented; heavily export oriented, and is
largely managed by professional and entrepreneurial managements. Also,
domestic market experience and expertise appears to have very little
benefits for successful importers. Although the industry has grown in
spectacular fashion, sustaining this performance will pose a number of
challenges. In order to counteract the widely reported shortages of skilled
software professionals and the possible competition from other low wage,
human capital rich countries, Indian firms are trying to move up the value
chain by acquiring deeper knowledge of business domains and
management capability, and to reduce costs by developing superior
methodologies and tools.

Whether and how many firms will be a key test of the management
skills and willingness to invest along a number of dimensions. From a
social perspective, the disconnect between domestic and export markets is
a major challenge, but one that the growing diffusion of computers and
the improvement of the communication infrastructure should make easier
to confront. In the end, the greatest impact the software industry is likely
to have on the Indian economy is indirect, in its role as an exemplar of the
new business organizational form and as an inspiration to other
entrepreneurs.
The Indian software industry has attracted a disproportionate amount

of interest as a source of software, given that its ~$4 billion software
revenues in revenues in 1998-99 was a tiny fraction of the estimated
world software market of over $300- 500 billion. There are some
compelling reasons, nonetheless, for the attention on India. The Indian
software industry has captured a significant portion of the world trade in
software services. One estimate suggests that India has 16% of the global
market in customized software, and that more than 100 of the Fortune
500 had outsourced to India.
Perhaps most of impressive of all, the industry has grown at over 50%
per year over the last five or six years, and if current trends persist,
software exports may account for a full quarter of Indian exports within
the next five years 6. Currently, software exports contribute to around 5
per cent of India's total exports. The industry association also indicated a
target of garnering 23 per cent of customized software market and 5 per
cent of products and packages market in the global IT economy by 2007.

Nasscom also projects that software exports will constitute about 35 per
cent of India's total exports by 2011.
IT services- IT services (excluding BPO, product development and

engineering services), contributed 57 per cent to total exports to
reach USD 26.9 billion.
These projections are likely to be excessively rise. The Indian software

industry faces a number of challenges as the labor cost advantages
diminish and competition from other countries with supplies of educated
and underutilized workers increases.
However, even if the projected goals are only partially achieved, the
Indian software industry will still have achieved a substantial role in the
world software industry, especially in customized software and software
services. If the projected trends in demand for skilled workers hold,
demographics alone should continue to ensure the survival and growth,
albeit perhaps at a reduced rate, of the Indian software services industry.
The Indian success story has, for the most part, been a combination of
resource endowments (created in part by a policy of substantial
investments in higher education), a mixture of benign neglect and active
encouragement from a normally intrusive government, and good timing.
By the late 1980s, India was graduating approximately 150,000 English-
speaking engineers and science graduates, with only a limited demand for
their services from the rest of the economy. By the late 1980s as well,
India’s economic liberalization was also well under way. Around this
time, the information technology revolution in the developed world had

begun to take root and shortages of skilled programmers and IT
professionals were beginning to develop.
By this time a number of Indians were working in very substantial

numbers in US firms. Some of them played an important, although as yet
undocumented role, in bridging the gap and matching the buyers in the
US with the suppliers in India. Responding quickly to the growing
demand, a number of Indian firms arose in quick time. Contrary to its
normal practice, the State encouraged this growth by considerably
simplifying the process for obtaining the numerous clearances and
permits that any firm in the organized sector in India typically needs.
Finally, given the many weaknesses in the Indian financial system,

Indian entrepreneurs greatly benefited from the low levels of initial
investment required to start a software services firm.
In India, there has been a gradual shift towards usage of IT in

government, public sector, private sector as well as public services and
education. However, usage of computers is yet to reach many homes in
the country. Undoubtedly, it was the computerization of railway
passenger reservation system in 1986- that brought computers closer to
masses. And, in the last two years - it is the power of internet, E-
Commerce as well as Government of India’s thrust - which is bringing
I.T. in daily life of a common person in India.
Pioneering work done by Indian software companies using the high

speed data com links brought in new paradigm of offshore software
development. In fact, Indian software industry has been recognized as
representing one of the most successful business models that can help to

sustain high growth and competitiveness. Thus, with software as the
driving engine, since early 90’s, the Indian IT industry has been growing
at a phenomenal growth rate. What’s more, India’s software industry is
torch bearer for not only India’s IT industry but even Indian economy’s
global ambitions. It is a way to build competitiveness in technology-
driven service economy.
India has many advantages to become an important player in the

global IT industry. By marshalling its vast human, industrial and
technological resources, especially with expansion of its software sector –
the engine of the IT Industry,
Ind ia can raise productivity of domestic manufacturing and services.

Obviously, this will lead to IT in governance, IT in industry and IT for
every citizen of the country. There are even talks of infusing tangible
productivity gains amongst various sectors and communities through use
of IT. The domestic opportunity is evident.
Software continues to contribute a major portion of Indian IT

Industry’s revenues. During the year 1994-05, the Indian software
industry’s revenues constituted almost 65% of Indian IT industry’s
revenues.
The major sectors which are witnessing a special thrust on adoption of

IT are Central / State Administrations, Insurance, Banks, Energy,
Financial Institutions, Defense, Public Tax System, Ports, Customs,
Telecom, Education and Small Office Home Office / Individuals.

Southern and Western states such as Andhra Pradesh, Tamil Nadu,
Maharashtra, Karnataka in their drive to emerge as coveted Silicon
Valleys in India and recognized as one around the world, contributed a
large portion to total domestic IT spending. However, at the same time,
many other states of India also announced major computerization drives.
These states included Gujarat, Kerala, Orissa, Delhi, Goa, Himachal
Pradesh, West Bengal, Uttar Pradesh, Madhya Pradesh, Rajasthan,
amongst others.
As an instance to underscore the endorsement and gravity that the IT
has acquired in India, Government of Jammu & Kashmir has drawn up
plans to promote IT in state by inviting companies to set up IT Enabled
Services units in the state as well as encouraging extensive use of IT in
the state administration as well as educational system. It also completes a
missing link in the vision of making India a world class IT user.
Top employers of Indian IT services sector for FY12-13
Company Employees
Tata Consultancy
141,642
Services
Infosys Technologies 1,03,905
Wipro Ltd 98,521
Cognizant Technology
63,700
Solutions India
HCL Technologies 54,026
MphasiS Ltd 33,810
Intelenet Global Services
27,000
Ltd
Intelenet Global Services
26,000
Ltd
Genpact India Pvt Ltd 36,000
Tech Mahindra 25,482

The men-women ratio of employed IT professionals: 76 per cent of
software professionals in software companies are men, whereas 24 per
cent are women. However, Nasscom says this ratio is likely to be 65:35
(men: women) by the year 2011. This ratio is reversed in the ITES-BPO
sector where the ratio of men to women is 31:69.
Retaining good employees has always been an issue of utmost

importance. Companies have to focus on this. In order to retain the best
of the organization’s talents the organization should follow a very
systematic process as mentioned below:
Step 1: Calculate the company’s present retention and employee duration

in a specific position.
Step 2: A survey as to why people are leaving (conducting Exit surveys is
always helpful).
Step 3: Prioritizing the causes of turnover.
Step 4: Strategies to increase the retention rate by company policies.
Step 5: Revising the strategies for retention on a timely basis.
An organization which will follow this systematic procedure would
definitely be benefited.

Chapter 3
COMPANY PROFILE
 Crossdomain Advantage
 Management
 Milestones
 Awards and Recognitions

Chapter 3
Company Profile
Crossdomain is a Business Process Management Services company

established in 2000. The company founded by professionals drawn from
different industry sectors, has relentlessly focused on knowledge intense
processes and has successfully pursued excellence in delivering services.
The company thrives on Business Excellence and leverages models such
as Six Sigma and Kaizen along with IT, to continually enhance value to
customers.
The service offerings of Crossdomain include Knowledge Services

Outsourcing in Insurance, Healthcare, HR and Accounting domains. The
company also offers Business Excellence, Market Research & Data
Analytics and IT Services. Crossdomain caters to US, UK and Indian
markets. Headquartered in Bangalore, Crossdomain has a Sales offices in
New York and London, a Center of Excellence located in Bangalore and a
satellite services delivery center in Shimoga, Karnataka, India.
Crossdomain was founded in the year 2000 by industry experts; with

characteristic zeal to meet the KPO-knowledge process outsourcing
industry requirements, globally. The objective has always been to offer
the best ROI through best practices for delivering continual value to
customers and stakeholders. The management team is a right mix of
professionals from Finance, Banking, Insurance and Technology domain,
to offer niche, value-based services to the growing list of esteemed
clientele. Crossdomain, since inception has grown significantly year on
year, achieving several milestones, with a clear strategy on pace and
timing, in alignment with its vision.

By the year 2001 our HR Operations had expanded to more than 50
clients with a team size of 60 members.
In the year 2003, we partnered with 1st Global F&A Client and by that
time our team size rose to 125 members.
2005 was the year when they partnered with US insurance major and the
team was still growing (200 members).
By 2007 they had already acquired 10 F&A and 12 Insurance Processes

and were also awarded by the Government of India for being amongst the
top two fastest growing SME Company. The team by then was already of
600 members.
Exdion was established in 2008 which is our specialized Outsourcing

Services Provider for the insurance industry, primarily for the North
American and European Insurance companies, Brokers and TPAs. Exdion
was established by professionals from the financial domain, funded by
the largest private sector financial institution in India. Exdion offers
expertise in middle and back-office processes for the insurance industry,
rendering niche services to Carriers, Brokers and TPAs, assisting them
through the entire life cycle of a policy. A satellite centre at Shimoga was
also established by this year. They also became the Centre of Excellence
for Arthur J Gallagher and Co. The team stood at 750 members.
Crossdomain is an ISO/IEC 27001:2005 and ISO 9001:2008 certified

company. Crossdomain is DNV certified, being compliant to
requirements of ISO 27001:2008, Information Security Management
System Standard and ISO 9001:2008 Quality Management System. Our
initial certification for ISO 9001: 2000 was achieved in the last week of

December 2002 from BVQI and in 2010 they achieved ISO 27001:2005
certification.
Service Delivery Center

Crossdomain Solutions Pvt. Ltd.
Kaudi Towers,
Savalanga Road,
Near Shivamurthy Circle,
Shivamoga - 577 210
India.
Tel : +91 8182 403903
Crossdomain Advantage
 Quality Excellence
Crossdomain is ISO/IEC 27001:2005 and ISO 9001:2008 certified.

Crossdomain’s commitment to service excellence stems from the
quality standards adopted, and the passion to continuously review and
raise the quality of service delivered.
Crossdomain is compliant to the requirements of ISO 27001:2008

Information Security Management System Standard and ISO
9001:2008 Quality Management System. The certification for ISO
9001: 2000 was achieved in December 2002 from BVQI and ISO
27001:2005 certification in 2010. The certification from BVQI proves
our commitment to implement, monitor and improve systems and
business processes by meeting required industry standards.
 Process Excellence

Crossdomain follows stringent processes to ensure that the quality and
delivery of the results is impeccable. Meticulous processes have been
implemented in all functions including People Management, Project
Management, Production Management and Quality Compliance,
making Crossdomain the preferred partner for a range of services.
 Certified Team
The Management Team is a right mix of professionals drawn from

various industry sectors bearing in mind niche, value-based services
offered to a growing list of esteemed clientele. Crossdomain ensures
that competent people are recruited, trained and certified before being
deployed to specific roles. A majority of the supervisory staff is
accredited with relevant Industry standard certifications.
Management
L.S Ram : President & Executive Director
Pavan Chandra : Chief Operating Officer - PeopleWorks
Hemant Tathod : Sales and Marketing
Gobinda Chandra Patra : IT and IS
Lohith Reddy : Insurance Services
Mohamed M Rehman : Insurance Services
Vijay Kumar : Accounting Services
Mini Vinod : Human Resource
V Sriraman : Finance

Milestones
Awards & Recognitions
Ranked among top two fastest growing SME companies during 2006-07
by Government of India

Chapter 4
PRODUCT PROFILE
 Employee Turnover
 Costs of Hiring New Employees
 Employee Retention
 Importance of Employee Retention
 Retention Mechanisms
 Bond as Retention Measure

Chapter 4
Product Profile
EMPLOYEE TURNOVER
Employee turnover is an enormous problem for any company and
creates negative bottom-line impacts. The costs associated with employee
turnover show up in such areas as advertising for new employees and the
time and money necessary to screen the applicants, training new
employees, lost productivity, decreased accuracy and quality of work
among the employees left behind who are upset about their colleague's
departure, using expensive contract and temporary employees to do the
work until a permanent employee is hired, and the expenses associated
with replacing lost business. Employee turnover costs can amount to
lakhs of money, annually.
It can also prevent companies from pursuing their growth

opportunities and acquiring new business. According to an article,
employee turnover in the United States averages between 25 to 30
percent per year; middle-management turnover is even higher.
Beginning 1990s, the Indian business environment has undergone

remarkable changes. Most organizations viewed the presence of a long
serving group of employees as an indication of internal efficiency.
However, with economic liberalization opening up new career horizons
for professionals in most industries and thereby tremendously enhancing
their prospects for mobility from one organization to another, turnover
has come to be understood as a negative ‘spill over’ effect of industrial

growth. This phenomenon commonly called turnover had been of
secondary interest to most researchers but increasingly more and more
attention is beginning to pour in this direction.
As the paradigm of lifetime employment becomes unrealistic, the

question ‘who stays with you?’ has assumed great importance in
organizations today. Simultaneously, there has been an increasing
tendency to ‘buy in’ the talents of professionals with cross-functional
skills in order to create a competitive advantage. One visible effect of this
has been a consistent rise in the pay packages of most organizations so as
to attract and retain the most desirable employees. Such a trend over the
last few years has resulted in an unstable labor market, especially for
industries such as marketing, advertising, finance and software where the
skills are by and large transferable, from one work environment to
another.
This project is an attempt to identify the causes of employee turnover

in Indian IT industry. As Bill Gates mentioned:“The IT industry will
create millions of new jobs in the years ahead. India more than any other
developing nation, is seizing this opportunity, and will become a huge
exporter of software expertise. In fact, India is likely to be a Software
superpower”.
India is an important player on the IT map of the world on account of

it being an important source of technically qualified and English speaking
manpower. The Indian IT sector has enlarged from US $ 1.73 billion in
2004-05 to a US $ 5...81 billion in 2012-13. One of the most distinctive
characteristics of those organizations is that they have only the expertise
of their staff as assets with which to trade. The task of a leader in such

organizations is therefore to recruit, train, empower and retain the best
and the Brightest professionals.
Calculating employee turnover cost

A general approach to calculate employee turnover cost is to use 50% to
200% of an employee's annual salary. Another more accurate method has
been developed by Price water house Coopers Saratoga Institute.
This calculation uses the cost of hiring and training new staff. We will
adjust some variables to match the needs of small business.
Total employee turnover cost = Costs of hiring new employees + Costs of

training new employees.
Costs of Hiring New Employees

The cost to your business when hiring new employees includes the
following 6 factors plus 10% for incidentals such as background
screening:
 Advertising
 Bonus signing
 Relocation pay
 Time for interviewing
 Travel expenses
 Pre-employee assessments

Costs of Training New Employees
 Training materials
 Technology
 Employee benefit set up
 Time for trainers
EMPLOYEE RETENTION
Employee retention and turnover are topics of a lot of conversations

centering on HR. in today’s competitive world, company loyalty and
a familiarity with the organization most often takes a back seat when
a talented employee gets an attractive offer from another company.
As he decides whether to take the leap or not, his predicament is
made worse by his present firm whose members decide to try every
trick in the book to persuade him to stay. If he decides to leave, the
story does not finish here. Rather, the pressurizing tactics only get
worse. Some people succumb to this pressure and stay while others
are slightly braver and enter the world of the unknown, specifically a
new company. But the question is, when do organizations go too far
in trying to keep an employee who has decided to leave? There must
be a boundary between acceptable and unacceptable behavior. And
is employee turnover really so bad? These are the questions to be
answered from here on.
IMPORTANCE OF EMPLOYEE RETENTION-

ASK ANY BUSINESS OWNER OR HUMAN RESOURCES
MANAGER what they consider to be their primary staffing objective and

they'll most likely say that they are focused on hiring only the best
employees into their organization. While this is an important objective
indeed, there is a key element of personnel management that is every bit
as important, but often overlooked - retention of current employees.
Philosophically, employee retention is important; in almost all cases, it

is senseless to allow good people to leave your organization. When they
leave, they take with them intellectual property, relationships,
investments (in both time and money), an occasional employee or two,
and a chunk of your future.
And from a more practical standpoint, retention is important for the

following reasons:
 Replacing qualified employees can be extremely difficult,

exceptionally expensive, and very often unnecessary.
 Training new employees is costly.
 Poor retention creates a "revolving door" culture within the
organization, lowering morale and confidence.
 Poor retention affects the Company’s customers (no matter what type
of business is, the customers develop important relationships with
their contacts within the organization).
 High turnover eats away at the organization's productivity, ability to
deliver, and overall efficiency. This sad reality always manages to
impact customers negatively in one way or another.
The first thing to understand about employee retention is that there is

no magic wand, no single answer as to how to retain the employees.

Many factors that the company cannot control affect retention, including
but not limited to:
 Shifting markets
 Demand for specific skills
 Business conditions
 Demographics
 Lifestyle changes
 Technology issues
 Trends in work/life decisions as employees' needs change
Employee retention is significant in theory, elusive in practice, and

never-ending as a good and noble objective.
Retention Mechanisms
When valuable workers want to quit their job, how does the
organization encourage them to reconsider their decision? How does
management convince them to work out any problems that might be
acting as a ‘push’ factor in their decision to leave; or to re-evaluate the
benefits of offers acting as a ‘pull’ factor.
Some of the retention techniques practiced by software companies today

are described below.
1. Hire only the best candidates. The interviewers and those who
make the final hiring decisions are the gatekeepers of an organization.
They should be allowing only the cream of the crop to enter — no
compromises. So often people join an organization because of the
quality of the staff already in place. It is critical that the co.
understand this point.

If you let this standard slide, you eradicate this very significant
reason for people to join your company. Great companies are, for the
most part, made up of great employees. The company should hire
only the best candidates and this is a good way to remain in that
position.
2. Work to make sure employees are satisfied with their jobs. Create
reasons for people to join the organization and to stay. See that they
enjoy their jobs, their responsibilities, and their possible career paths.
They should also have a good understanding of how their work
supports the objectives of the organization, and the company should
offer ongoing feedback so they know if they are meeting
expectations. Talk to the employees on a regular basis. Never assume
things are rosy because you have not heard otherwise.
By the time you hear bad news, things are probably far worse than
you expect. These surprises are seldom positive, and the results can be
downright disastrous. Above all, be sure to communicate with new
employees on a regular basis. Do not watch them "sink or swim." Set
goals, coach, and give them every opportunity to succeed. I suggest a
one-on-one with each new employee at least once a week. Do this for
a few months to review progress and address concerns that arise both
for the employee and/or the manager. In this way, you are being
proactive rather than reactive, and it allows you to catch minor
problems before they become major ones. The new employees will
feel valued, motivated to do their best, and will take pride in being
part of a successful organization.

3. Let it be known that the organization wants the best. It is important
that the organization informs its employees that, as a company, it is
always on the lookout for exceptional talent and not just trying to fill
open positions. But what happens if a stellar candidate arrives at your
door and there is no position for that candidate? What do you do? You
figure out a way to create a place because brilliance and ability demand a
place.
If you locate a candidate who is clearly a "must have," make room for
that candidate. Most importantly, it is more effective to change the
position to fit the person than the other way around (people don't change
all that easily). This behavior demonstrates your commitment to hiring
the best and speaks volumes about the organization's overall commitment
to seeking excellence.
4. Develop the employees. Exceptional employees want to become even

better. The co. can help by developing them in the following ways:
 Develop a comprehensive career advancement program.
 Utilize mentoring and coaching where appropriate.
 Allow employees to move in different directions within the
organization (this develops perspective).
 Always look within before you look outside to promote. The
employees who took the company to its present position deserve
the first shot at the new jobs that will in turn help the company to
get to the next level
5. Create an atmosphere where fun is valued. People want to have fun,

but the corporate culture sees very little value to this most important and
often overlooked attribute. Fun lowers blood pressure, releases tension,

eases stress, humanizes the workplace, and helps people to think. We all
know that work is tiring, stressful, competitive, and demanding. This is
all the more reason to create some diversion in the workplace.
6. Communicate often and honestly. One of the complaints I hear most

often from employees is the lack of communication from senior
management and between departments. How does an organization exist if
sales and marketing do not communicate? Set the tone at the senior
management level and work on communication. Make certain
information is disseminated among your employees. Employees kept in
the dark on news both good and bad are generally not the happiest of
employees. Regardless of the message, communicate often and
effectively. An informed workforce is more effective than an uninformed
workforce.
7. Pay your employees well. Compensation is extremely important. It

buys all the things people need, and more to the point, it buys all the
things people want. It reinforces their sense of value and worth to the
organization. Is compensation the most important element in
employment? No. Studies have shown that it is generally fourth or fifth in
terms of importance. But rest assured that order will change quickly if
employees feel they are under-compensated for their contributions; no
one wants to feel underpaid. Employees must feel good about their
compensation package. Allowing good people with track records to leave
the organization because of inappropriate compensation is indefensible.
8. Conduct exit interviews. Exit interviews are as important as

employment interviews and are invaluable to the organization. They
provide the kind of sincere insight that will allow you to craft a better

organization. In an exit interview, the employee tends to be honest since
he or she has no reason to lie or to embellish (as might be tempting in an
employment interview). This brutal honesty can evolve into an unpleasant
experience for the company. Try to make it as relaxed as possible or have
another more neutral manager from a different department conduct the
interview. The company will hear things in exit interviews that it may not
want to hear, but should. It is vital that the co. try to understand issues
from the employee's perspective and give him or her opportunity to be
heard. There is a great deal to be learned from exit interviews.
9. Make sure managers can and want to manage. How often does this
happen? Employees do well in their positions and are promoted to
managers — and then, the beginning of disaster.
People are not necessarily good managers because they are capable
employees. Some don't even want the role or the responsibility. But as
companies grow, they need more good managers, so the best contributors
are given the golden opportunity to manage. With a raise and
reassurances, they are sent out into the cruel managerial world with no
training and no real understanding that their new role will be significantly
different from the old one.
Develop a training program for first-time managers. That will sensitize
them to their new role and teach them the basics of managing people and
problems.
Make no mistake. Implementing the above mentioned ideas and

making them a part of the organization's culture is no easy task. It is not
done in a day, nor done by executive order or edict. Rather, it is a gradual

process that should be championed by the organization's leaders and led
by examples that are highly visible in an ongoing and consistent manner.
Organizational change can be a slow and arduous task, but once again,
if management is willing to lead by example, they can do virtually
anything. The commitment to employee retention is clearly worth the
effort if the company is trying to build a business.
Bond as Retention Measure

To bond or not to bond? Most companies today are forced to ask
themselves this question on an ever-increasing basis. The employer
invests a considerable amount of time, money and resources in training
and brings the new entrant to a stage where after the employer feels that
he can begin to get a decent return on investment.
It is at this point of time that the employee decides to leave the firm
for better prospects, having gained a degree of experience and expertise at
the employer’s expense. The employer is bound to feel whether the sole
purpose of recruiting people is to retain them for a better job opportunity.
After all he is not running a training institute and paying people to get
trained too. As far as the employee goes he sees no harm in accepting a
job offer if one comes his way and the prospects are better.
An employer being a businessman needs to take care of his own

interests. He cannot afford to be altruistic. If he on the other hand is too
hard-nosed about this affair, he can actually prevent the right people from
joining his company. The right part would be the middle path (Bulsara,
1997). Bonds are justified and acceptable if the company is clearly
spending significant money and/or time for training the employee and

hence expects the employee to spend a minimum prefixed period after
getting the training.
Bonds are not justified when the person is going abroad or working in
India on revenue earning assignment. Some companies claim that the
experience gained on an assignment abroad is actually training and hence
the person needs to return and work with the company in India to pass on
his knowledge to other employees. By the same argument every
employee working on assignment in India is continuously getting trained
and hence needs to continue to work and should also be required to sign a
bond.
The true HR challenge in is in retaining as is evident from our

previous discussion where the demand for a particular skill is high and
supply far short of demand. In such a scenario there is bound to be high
mobility among such professionals. Before addressing the problem of
retention one needs to seek answer to the question why do people quit?
What are the factors one weighs in deciding if one wants to be in an
organization or not?
Employee retention is more than a buzz word; it is a very real and

powerful part of doing business in today's marketplace. It is becoming
more and more difficult to find and retain top talent.
The company that recognizes and embraces the need to be competitive

in meeting the expectations of its employees is the one that will hold on
to its most valuable asset - its employees. It must be realized that attrition
will attack, damage, and even kill the most successful companies. The

company cannot achieve its long-term goals if turnover is commonplace
within the organization.

CHAPTER 5

CHAPTER 5
Results and findings are also called as Analysis and Interpretation.
This part of the report contains an allotment of tables, charts, graphs, and
narrative of the results of the survey
The object of survey was to know the “Employee retention a case
study of perfect alloy component Ltd”. Human resource management
and other related aspects.
Table no. 1 On the basis of gender factor
Gender No. of respondents Percentage

Male 45 90%
Female 05 10%
Total 50 100
Source: Primary data.

Analysis: The total 50 respondents are belongs 90% of male group and
10% of female category.

Table No.2
The married status of the respondents
Marital Status No of Respondents Percentage

Married 16 32%
Un married 34 68%
Total 50 100%
Source: Field Survey

Analysis : Out of the respondents, 16 respondents are married and the
remaining 34 respondents are unmarried.
Interpretation: The above table 2, Shows that 68% respondents are
unmarried and 32% of respondents are married.

Table No -3
The age groups of the respondents
Age group No of Respondents Percentage

Below 20 14 28%
20 to 30 26 52%
Above 30 10 20%
Total 50 100%

Analysis:
About 28% of the respondents are in the age group of Below 52% of the
Respondents are in the age group of 20 to 30, 20% of the respondents are
in the age group of above 30.

Table No. 4
Classification of respondents on the basis Income.
Income Rs No of Respondents Percentage

Less than 10,000 20 40%
10,000-15,000 12 24%
15,000-20,000 10 20%
20,000- above 8 16%
Total 50 100%

Analysis:
Out of the 40% Respondents belongs to income group less Rs.
10,000 per month, 24% Belongs to Rs 10,000 -15,000 per month. 20%
belongs to Rs. 15,000- 20,000 per month. And 16% Belongs to 20,000 &
above.

Table -5
Showing the distributors of respondents on the Basis of their
Qualification
Qualification No.of Respondents Percentage

S.S.L.C 7 14%
Degree 14 28%
Post –graduate 4 8%
Any others 25 50%
Total 50 100%
Analysis:
This table also shows that 7 of the employees are completed SSLC, 14
employees are completed degree 4 members completed post graduate and
remaining 25 employees are completed other education like ITI,
Diploma.

Table No. 6
Income of the Respondents on Monthly Basis
Income Rs. No. of Percentage

Respondents
Less than 10,000 20 40%
10,000 -15,000 12 24%
15,000 -20,000 10 20%
20,000 above 8 16%
Total 50 100%
Source Field Survey

Analysis :
Out of the 40% respondents belongs to income group less Rs.10,000 per
month, 24% Belongs to Rs 10,000 -15,000 per month. 20% belongs to Rs
15,000-20,000 per month. And 16% Belongs to 20,000 and above.

Table -7
Showing the reasons for joining this company
Particulars No. of Respondents Percentage

Learning 15 30%
Brand Name 26 52%
Others 9 18%
Total 50 100%
Source: Survey Data
Analysis:-
The above the table clearly state that 30% of the respondents
joining this company because of learning , 52% of the respondents
joining this company because of brand name and the remaining 18% of
the respondents joining this company because of other reasons.

Table -8
Showing the work pressure in your organization
Particulars No. of respondents Percentage

High 16 32%
Moderate 22 44%
Low 12 24%
Total 50 100
Source: Survey Data
Analysis:
The above table clearly state that 16 respondents opinion is high work
pressure in this organization, 22 and 12 respondents opinion is moderate
and low respectively of its work pressure in this organization.

Table -9
Showing the opportunities in interact with other employees on a
formal/ Informal level

Yes 44 88%
No 6 12%
Total 50 100%
Source: Survey Data
Analysis
The above table clearly state that out of the 50 respondents, 44
respondents are receiving various opportunities to interact with other
employees on a formal / Informal level and the remaining are not
receiving

Table -10
Showing the Do you have opportunities to learn and grow in this
organization

Yes 44 88%
No 6 12%
Total 50 100%
Analysis:
Out of the 50 respondents, 88% of the respondents are having an
opportunity to learn and grow in this organization and the remaining
respondents opinion is not having an opportunity to learn and grow in
this organization.

Table-11
Table showing is management available to discuss job related and
personal issues.
Particulars No of Respondents Percentage

Yes 45 90%
No 5 10%
Total 50 100%
Analysis:
Out of the 50 respondents, 45 respondents opinion about management is
available to discuss job related and personal issues and the remaining 5
respondents opinion about management is not available to discuss job
related and personal issues.

Table -12
Table showing do you get enough freedom in the performance of
your job
Particulars No. of Respondents `Percentage

Yes 38 76%
No 12 24%
Total 50 100%
Analysis:
Out of the 50 respondents, 38 respondents are get enough freedom in the
performance of their job and the remaining 12 respondents are not get
enough in the performance of their job.

Table -13
Table showing do you receive necessary support from management

Yes 30 60%
No 5 10%
Can’t say 15 30%
Total 50 100%
Analysis:
Out of the 50 respondents, 30 respondents are receiving necessary
support from management and the 5 employees not satisfied abiut
management and remaining 15 employees can’t say anything about
management.

Table -14
Table showing Do you have a defined career plan in your Company

Yes 38 76%
No 12 24%
Total 50 100%
Analysis:
Out of 50 respondents 38 respondents belong to yes i.e, have a
defined career plan in their company and another 12 respondents belongs
to No. i.e, have not a defined career plan in their company.

Table: 15
Following table shows the Employees response towards the Orientation and
Induction Programs provided by the Organization.
Orientation and Induction percentage
No. of Responses
programs
Fully Satisfied 9 18
Satisfied 30 60
Partially Satisfied 8 16
Not Satisfied 3 6
TOTAL 50 100
Source: Primary Data
Inference:
Employees are satisfied with the Orientation and Induction
programs provided by the organization.

Table: 16
Following table shows the Employees satisfaction level towards the
Open and free Communication Culture of the company.
Open and Free Percentage

No. of Responses
Communication Culture
Fully Satisfied 8 16
Satisfied 25 50
Partially Satisfied 12 24
Not Satisfied 5 10
TOTAL 50 100
Source: Primary Data

Inference:
Transparency creates an environment of Open and Free
Communication Culture and most of the employees are satisfied with the
open culture provided in the organization.

CHAPTER 6
FINDINGS, SUGGESTIONS AND
CONCLUSIONS

CHAPTER 6
FINDINGS, SUGGESTIONS AND CONCLUSIONS
FINDINGS
1. It is found out that, 40% of respondents are aware of HR policies and
60% of respondents are not aware of HR Policies.
2. It is found out that, 76% of respondents are getting right amount of
accurate information at right time and 24% of respondents are not
getting right amount of accurate information at right time.
3. It is found out that, 82% of respondents are able to meet superior’s
expectation and 18% respondents are not able to meet superior’s
expectation.
4. It is found out that, 57% of respondents feels that there pay is on par
with compare to employee’s handling similar responsibilities, and
39% of respondents feels that there pay is less with compare to
employee’s handling similar responsibilities.
5. It is found out that, 70% of respondents are satisfied with hygiene and
cleanliness of company infrastructure and 30% of respondents are not
satisfied with hygiene and cleanliness of company infrastructure.
6. It is found out that, 40% of respondents are satisfied with availability
of system, storage facilities of company and 60% of respondents are
not satisfied with availability of system, storage facilities of company.
7. It is found out that, 78% of respondents skills are recognized by
superiors and 22% of respondents skills are recognized by superiors.
8. It is found out that, 74% of respondents feel that superiors are taking
efforts tomotivate them and 26% of respondents feel that superior are
not taking efforts to motivate them.
9. It is found out that, 83% of respondents feel that work load is manage
able and 10% of respondents feel that work load is very hard to
manage. It is found that, 55% of respondent signature.

10.It feels that the field worker are able to get updates on internal
activities, and 45% of respondents feels that the field worker are nor
able to get updates on internal activities.
11.It is found out that, 89% of respondents feel that the superiors are
easily accessible and 11% of respondents feel that the superiors are not
easily accessible.
12.It is found out that, 451% of respondents feel that their complaints are
resolved quickly and 49% of respondents feel that their complaints are
not resolved quickly.
13.It is found that most of the respondents are satisfied with the working
hours of the organization.
14.It is found that roles & responsibilities are clearly defined by the
Reporting heads.
SUGGESTIONS
 Employee should be provided with proper training
 Employee should be appreciated for good work.
 Employee should be motivated to welcome the change.
 If any changes are brought in to software or any module is added
then proper training should be given.
 Managers should regularly analyze exit interview records of their

team. This would provide those inputs on their own strengths and
areas of improvements. The exit interviews records analysis would
throw light on how the work, its management and the manager are
perceived by the employees. These could serve as input for
improvement programs for organizations and individuals.
 Exit interview can provide useful insights into reasons for

employee turnover and a starting point for progress, but only if

conducted in a scientific manner. Organization should not only
invest resources on conducting exit interview meticulously, but
also analyze the data periodically to study patterns and trends of
employee’s turnover.
 A base level of employee turnover is inevitable. Organizations

must put management processes in place to cope with this base
level of employee turnover.
 The requirement of a specific job should be carefully studied for

the required skills and employees should be tested for requisite
qualification. A good job analysis and job description would help in
over coming this problem.
 Awards like “Employee of the year”, “Best Employee of the Year” ,

“Best Performer of the year” , “Employee of the month” in a
company newsletter or informal website can serve the purpose.

CONCLUSION
Employee turnover is a chronic disturbance that the HR Department is
exposed to. The recent times have a witnessed a steep increment in the
employee turnover. The research analysis the cause of the rising
employee dissatisfaction and hence turnover and also how successful are
the organization in implementing strategies to retain their employees.
Retention is an important concept that has been receiving considerable

attention from academicians, researchers and practicing HR managers
now a days more important has been given for retention. Early theories
are too simplistic Management believe that money is the motivating
factor. Mere knowledge about the theories of Retention will not help
Manager to retain their subordinates. They need to have certain
techniques that help them change the behavior of employees. One such
technique is reward. Reward, particularly money, is a motivator according
to need based and process theories of Retention. For the behavioral
scientists, however, money is not important as a motivator. Whatever may
be the arguments, it can be stated that money can influence some people
in certain circumstance. Being an out growth of Herzberg’s, two factor
theory of Retention, job enrichment is considered to be a powerful
motivator.
As per the survey conducted in the cross domain maximum of
employees are very happy about the facilities provided for to the worker
like working hours of the organization their superior commitment
towards etc. There for it is very necessary for every company to provide
good salary and other facilities. So that they can retain their workers.

Annexure
 Questionnaire
 Bibliography

QUESTIONNAIRE
Respected Sir/ Madam,
I am Anjali .M a student of final year B.B.M., Sahyadri Arts and

Commerce College Shimoga. As a part of BBM course, I am undertaking
a survey on “Employee retention and turnover to the IT industry”,
with special reference to Crossdomain IT company, Shimoga. I
kindly request you to fill up the following questionnaires with accurate
information as far as possible.
The information provided by you will be used only for academic purpose.
I hope you will co-operate in this regard.
Thanking you,
Yours sincerely,
Anjali .M
1. Name :
Phone No :
2. Address : ____________________
_____________________
3. Sex :
i) Male [ ]
ii) Female [ ]
4. Marital status :
i) Married [ ]
ii) Unmarried [ ]
5. Age :
i) Below 20 [ ]
ii) Between 20-30 [ ]

iii) Above 30 [ ]
6. Educational qualification
i) SSLC [ ]
ii) PUC [ ]
iii) Graduate [ ]
iv) Post graduate [ ]
v) Others specify [ ]
7. Monthly income:
i) Less than 10,000 [ ]
ii) 10,000-15,000 [ ]
iii) 15,000 -20,000 [ ]
iv) Above 20,000 [ ]
8. What were your reasons for joining this company?
i) Learning [ ]
ii) Brand Name [ ]
iii) Others [ ]
9. How is the work pressure in your organization?
i) High [ ]
ii) Moderate [ ]
iii) Low [ ]
10.Do you receive enough opportunities to interact with other employees
on a formal/ Informal level.
i) Yes [ ]
ii) No [ ]
11.Do you have opportunities to learn and grow in this organization?

i) Yes [ ]
ii) No [ ]
12.Do you get enough freedom in the performance of your job?
i) Yes [ ]
ii) No [ ]
13.Do you receive necessary support from management?
i) Yes [ ]
ii) No [ ]
14.What is your level of motivation while working in your company?
i) High [ ]
ii) Low [ ]
15.Orientation and Induction Programmes?
i) Not satisfied [ ]
ii) Partially satisfied [ ]
iii) Satisfied [ ]

iv) Fully satisfied [ ]
16.Open / Free communication culture?
i) Not satisfied [ ]
ii) partially satisfied [ ]
iii) Satisfied [ ]
iv) Fully satisfied [ ]
17.Any suggestions for the company?
--------------------------------------------------------------------
Thanks for your co – operation

Date :
Place : (Signature)

BIBLIOGRAPHY
 Elwood F. Holton II, James W. Tritt, Jr, 1996, “Trends Toward a

Closer Integration of Vocational Education and Human Resources
Development”, Journal of Vocational and Technical Education, Vol.
12. No.2,p7
 Kelly D, 2001, Dual perceptions of HRD: Issues for policy; SME’s,
Other constituencies, and the contested Definitions of Human
Resource Development
 Kelly D, 2006, Human Resource Development: For Enterprise and
Human Development
 Nadler L Ed., 1984, The Handbook of Human resources Development,
John Wiley and sons, New York. Categories: Human resource
management.
 An Analysis of Employee turnover, the costs associated with the
Phenomenon, Buoy, M T
 Social Research Methods -- Qualitative & Quantitative Approaches,
Neumann
 A Handbook on Employee Retention, Stephen Taylor
 Business Research Methods, Donald R. Cooper
Web source
www.google.com
www.crossdomain.com

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EMPLOYEE RETENTION AND TURNOVER IN

Sahyadri Arts and Commerce College, Shimoga 1

Sahyadri Arts and Commerce College, Shimoga 2

Sahyadri Arts and Commerce College, Shimoga 3

It is the intent of this project to analyze the causes of employee turnover

The Indian IT Industry is poised for exponential growth. However, if IT

However it is not necessary that a IT worker is interested in monetary

Thus it is clear that to retain the young, skilled and ambitious IT

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Experts say, it is better to retain the existing talent than to hire

Statement of the problem

The main problem is job satisfaction, which depends upon many

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Need and Importance of the study

The subject of employee turnover has to be approached at a much

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Objectives of the study

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India has a new mantra - Information Technology (IT) - and almost

Software driven IT industry is today at the top of India’s national agenda

Realizing the high potential of employment, modernization and

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This Task Force consisted of ministers, senior bureaucrats, scientists,

The software industry is not only growing exponentially, it is moving up

Strengths of Indian IT Industry

 One of the largest pool of technically qualified high class IT

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QUALITY OF INDIAN IT EXPERTISE

Today the world recognizes India as a source of high quality IT

The Capability Maturity Model (CMM) for Software describes the

It is intended to help software organizations improve the maturity of

Over 300 Indian computer software and services have already

Production of Computer Software and Services during the year 2012-

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Computer Software / Services production accounts for a share of 5.55

DOMESTIC SOFTWARE AND SERVICES INDUSTRY.

During the year 2012-13 India’s domestic computer software /

Production 2011-12 2012-13 % Growth

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Out of the total production of computer software / services 78.72

Export of Computer Software / Services (including ITES / BPO)

MAJOR DESTINATIONS FOR SOFTWARE AND SERVICES

Export to EU Countries registered a growth of 19 percent (27 percent

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Technological revolutions sometimes bring unexpected opportunities

The Indian software industry is remarkable in a number of respects. It

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The Indian software industry has attracted a disproportionate amount

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IT services- IT services (excluding BPO, product development and

These projections are likely to be excessively rise. The Indian software

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By this time a number of Indians were working in very substantial

Finally, given the many weaknesses in the Indian financial system,

In India, there has been a gradual shift towards usage of IT in

Pioneering work done by Indian software companies using the high

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India has many advantages to become an important player in the

Ind ia can raise productivity of domestic manufacturing and services.

Software continues to contribute a major portion of Indian IT