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INDEX
S.NO CONTENT
Chapter 1 INTRODUCTION
î6 § 
î6 a 
î6 ¦ 
      
î6    
î6    
î6    
î6     
î6 
î6 factors affecting attrition
î6 attrition rate
î6 how to manage attrition
î6 employees quit bosses and not organizations
î6 inadequate career opportunities
î6 how to improve retention

Chapter 2 COMPANY PROFILE

Chapter 3 OBJECTIVE OF THE STUDY

Chapter 4 INDIAN SCENARIO

Chapter 5 WHERE IS ATTRITION OCCURING

Chapter 6 ANALYSIS

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Chapter 7 FINDING AND CONCLUSIONS

Chapter 8 SUGGESTIONS AND RECOMENDATIONS

Chapter 9 BIBLIOGRAPHY

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CHAPTER.1

INTRODUCTION

In the best of worlds, employees would love their jobs, like their
coworkers, work hard for their employers, get paid well for their work,
have ample chances for advancement, and flexible schedules so they could
attend to personal or family needs when necessary. And never leave.

But then there's the real world. And in the real world, employees, do
leave, either because they want more money, hate the working conditions,
hate their coworkers, want a change, or because their spouse gets a

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dream job in another state. So, what does all that turnover cost? And
what employees are likely to have the highest turnover? Who is likely to
stay the longest?

The high attrition rate in the IT industry has always been its greatest
concern and a subject of much analysis and debate. Organisations use
different methodologies for calculating their turnover rate. It is a known
fact that turnover calculation is a grey area which does not always depict
the true picture. Further, the approach to this calculation might vary
from organisation to organisation. Disclosure of the figure not only has a
direct impact on the business but also affects employee morale and
productivity. Significantly, it might also trigger a chain reaction²a high
attrition rate will lead to more people leaving the organisation, while a
lower rate will act as a retention strategy. It is therefore not surprising
that most industry observers are sceptical when organisations µdisclose¶
their employee turnover.

:: DEFINATION ::

î6 A reduction in the number of employees through retirement,


resignation or death.
î6 A reduction or decrease in numbers, size, or strength.
î6 A wearing down or weakening of resistance, especially as a result of
continuous pressure or harassment.
î6 Attrition is also called ë ë  
    

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Attrition is one of the most serious concerns of the organisations today,
irrespective of the industry in which they are operating. Attrition is all
about people leaving organisations with the slightest provocation and
having no respect and commitment to the company in which they are
working.

WHAT IS ATTRITION ANALYSIS?

Attrition analysis is a study in which an analysis gives the data on


what is the current attrition trend in the company. Its an analysis
done by taking time, manpower strength & no. of people resigned
into consideration to derive the final outcome.

i.e., Attrition % = (No. of separations/Total employees) *100

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:: VOLONTARY VS. INVOLUNTARY


TURNOVER ::

Instances of voluntary turnover, initiated at the choice of the employee,


and involuntary instances where the employee has no choice in their
termination ( such as long term sickness, death, moving overseas, or
employer-initiated termination).
Typically, The Characteristics Of Employees:

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Who engage in involuntary turnover are no different from job stayers.
However, voluntary turnover can be predicted ( and in turn controlled)
by the construct of turnover intent.

:: KIND OF CHALLENGES FACED BY


ORGNISATION & PARADIGM SHIFT ::
THE INTERNAL CHALLENGE:
î6 Who is going to do the work ?
î6 What knowledge are we about to lose ?
î6 What skills will we lose ?
î6 What traditions will change? Is this is good ?
THE EXTERNAL CHALLENGE:
î6 The market place for good talent will be competitive.
î6 The good people will be able to pick and choose their
working environment.
î6 How do we create an organization in where people want to
stick around.

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:: A MODEL OF THE TURNOVER PROCESS ::



  


 !"#$%#


 "#&$&%



()&
'
 $&% 


$&%&


:: TOP 3 REASONS WHY TALENT SAYS I


QUIT ::


           
      
        

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:: REASON FOR EMPLOYEE ATTRITION ::

Employee attrition is a very big problem not only in India but outside
India too. Attrition rate is increasing day by day and its especially the
software industry which is affected the most. Why an Employee leaves a
company is the question asked by most of the employers. Companies even
hire Private HR professionals to study the company's work and find out
why an employee is dissatisfied.

Each and every company faces employee turn over problem whether big
or small. An employee leaves his present job for another job to get better
pay package and good working conditions.

1) EMPLOYEE AS A REASON FOR ATTRITION:

Only 8% HR professionals felt that employees leave organizations on


their own. Except in a few cases such as personal reasons, family issues,
location preference, company brand and peer relationships, employees
are not self-motivated to leave the company they are working in.

Nevertheless it is important to find out common causes for employee


initiated exits where supervisors and/or Job Profile / compensation are
not the cause.

HR Heads are worried about employees leaving their organizations. Not


only is it costly to lose trained employees but their replacements are not
easy to come by. Hence the HR strives hard to keep attrition at the
minimum.

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Reason for exit % of respondents
Employee 08.03%
Supervisor or line manager 38.15%
Compensation & Job Profile 53.82%

2) SUPERVISOR AS A REASON FOR ATTRITION:

A large majority of HR professionals polled that immediate managers are


a bigger reason for attrition. It confirms Wayne Hochwarter [an associate
professor of management in the College of Business at Florida State
University] theory that "Employees don't leave their job or company,
they leave their manager".

Meeting employees' expectations is a difficult task, and most managers


cannot do it effectively and consistently.'Satisfying employee needs' often
gets lower priority in a manager's quadrant of activities. Further

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managers do not have appropriate tools to manage employee related
tasks and this leads to further dissatisfaction.

3) COMPENSATION OR JOB PROFILE AS A REASON


FOR ATTRITION:

HR Managers voted unanimously that 'Compensation and Job Profile'


are the primary cause of attrition.

With a war for talent, disparity in the compensation packages is bound to


occur and a mis-matched job profile increases the likelihood of an exit.

Every company wants to become the 'best paying employer', but market
forces, tough competition and a slow economy dictate otherwise.

When all employees work on goals that are aligned to the company
objectives and there is a fair and transparent system to capture employee
performance, the likelihood of a satisfied and motivated workforce
increases and Compensation or Job Profile become manageable causes.

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TEN REASONS WHY ATTRITION ARISES

INADEQUATE COMPENSATION:

Inadequate compensation is by far the number one reason that


dissatisfied employees want to leave their job. It has been proven time
and again that fair pay practices benefit not only the employee, but
also the employer (by reducing unwanted and unanticipated turnover
costs). Employees who are paid competitively, relative to their specific
market, are generally much happier.

INADEQUATE OPPORTUNITIES FOR CAREER ADVANCEMENT:

Opportunity for career advancement is a major factor in retaining


employees and keeping them happy. Dissatisfied employees cited
inadequate opportunities for career advancement as the reason they want
to quit. Empty promises by upper management, such as promotions that
don't pan out, have led many employees to give up on moving up the
corporate ladder at their particular company.

INSUFFICIENT RECOGNITION OR APPRECIATION


>ë                      > The
three major portions of an employee's total rewards package are
compensation, benefits, and the work experience. The work experience
includes things like company culture, dress code, and how employees are
recognized and appreciated for individual contributions and
accomplishments. Dissatisfied employees are disgruntled because of
insufficient recognition or appreciation shows the importance of elements

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of the work experience, such as employee recognition programs. This
proves that rewarding top performers with cash or gift certificates, or
even just a pat on the back, goes a long way toward improving employee
retention rates.

BOREDOM
>                       >
20.1% of dissatisfied employees are unhappy because of boredom.
There is only so much socializing with coworkers, surfing the Internet,
or simply spacing out that an employee can do before it's time to find a
new job.

INADEQUATE BENEFITS6
>ë        >
n many instances, to adopt measures that lower employee take-home
pay. This has spurred some employees to start looking for work
elsewhere, perhaps at companies offering more generous employer
contributions towards the cost of basic medical coverage.6

INADEQUATE OPPORTUNITIES FOR PROFESSIONAL


DEVELOPMENT
6


>                  >
15.3% of dissatisfied employees feel as if they have reached the
pinnacle of their professional development at the company at which
they are currently employed. Whether they are leaving to further their
education, start their own business, or find a job that promises more

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professional growth, opportunity for professional development proves
to be an important factor in retaining and satisfying employees.

INSUFFICIENT JOB SECURITY

Insufficient job security is a result of a variety of different factors,


including outsourcing, industry decline, lack of profits, competitive
threats, and rumors that the company may be sold. Many
employees are searching for new jobs in response to the fact, or
rumor, that their company or job is going under. Many of the
11.8% of respondents who cited insufficient job security as their top
reason for leaving lack confidence in upper management's ability to
save the company.

UNDESIRABLE IMPACT ON HEALTH OR STRESS LEVEL


6
>ë                      !"  
 >

Many employees are working long, hard hours and are finally
realizing the effect that their job is having on their overall health
and stress level. Some of these employees are opting to leave the
workforce entirely, while others are in search of a job that won't
give them an ulcer.

NO INTERNAL NETWORKING OF EMPLOYEES

Internal networking of employees must be encouraged to create


team spirit across the organisation. Lack of this kind of approach
leads to attrition.

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:: FACTORS TO CONSIDER IN THE COST OF


ATTRITION ::

What You Want To Identify Are Your Organization's Costs


For:
î6 New employee recruitment, especially for recruiting the kind of diverse
staff a great organization wants?
î6 Management time for trips to job fairs & colleges, screening applications
time, interviewing, meetings to make decisions?
î6 Newspaper, journal, Internet and other ads
î6 Technology specialist time for placing recruitment and job info on the
organization web site
î6 Brochure and flyer printing, folding, addressing, and mailing
î6 Personnel staff time processing applications, answering phones, dealing
with certifications, and other inquiries, etc.
î6 New employee initial orientation
î6 New employee training during the first year or two? (both that just for
new employees and all other organization training)
î6 Reduced results when an employee leaves with what they have learned
from trial and error, and a different new employee is hired without that
hard won experience and starts over at the beginning again.
î6 Loss of work flow continuity when employees leave or are not rehired
because they are not as successful as required?

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Management time spent orienting, evaluating, coaching, developing, and
supporting new employees who are not retained?

::FACTORS AFFECTING ATTRITION::

There are various reasons why people leave their current job. These
reasons may vary from individual to individual and when data are
collected from a large number of individuals leaving or who have left an
organization, some consistencies may be observed-providing more
insights as to why people leave in large numbers. If these are controllable-
one attempts to control. If these are not within the control of the
organization, the organization should prepare itself for managing
attrition. While an employee¶s leaving the job is considered attrition by
one organization, it is looked at as talent acquisition by the new
organization and to the individual it means a career move, economic
growth and enhanced quality of life/convenience or closeness to family
etc.

Managing attrition does not mean reducing attrition only. It could also
mean bringing down the negative affects of attrition and increasing the
positive affects of attrition. To increase the positive effects of attrition and
reduce the negative affects, appropriate retention and capacity utilization
or talent utilization tactics should be used. In one of the organizations,
attrition has been used as brand building opportunity. Thus an
organization may say that we provide talent for other companies or they
may say that if you join us your brand value goes up and you get good
jobs etc.

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Today when a person leaves it causes a lot of disturbances in the
organization. If it is a small organization the disturbance is even greater.
Hence it is important to understand and manage attrition. There can be
various reasons for people leaving their current jobs.

1. AMBITIONS OR CAREER ASPIRATIONS: It is but natural in a


growing society and growing economy that employees at all levels aspire
to build their career. There are economic, professional, family aspirations
and all kinds of aspirations and ambitions that affect a persons desire to
move. It is rare not to have such career aspirations.

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2. COMPARISONS AND EQUITY CONSIDERATIONS: Comparisons
with peers or classmates from the same college, batch, age group,
organization, first job, city, etc. there are numerous dimensions on which
similarities can be picked up and compared. Individuals today are
flooded with such comparisons. Organizations in their zeal to compete
with one another in the market places commission such compensation
surveys and further fuel the situation instead of controlling it.

3. PARENTAL AND FAMILY MOBILITY; Sometimes the desire to be


with the closed ones also pushes the person to move. Although we have
largely moved away from the joint family concept, there are still strong
affiliations and affections. Need for being close with the family, spouse,
children, parents etc. at different stages of ones life to fulfill different
types of affiliation needs prompt a few people to leave their jobs and
move from one city to another.

4. PERSONALITY FACTORS: Some people have a high need for


variety. They get bored and fatigued easily. They need to change their job
or what they are doing at periodic intervals. Otherwise they are restless
and create morale problems with others working with them. They waste
others time discussing organizational politics and polluting the
atmosphere. They are highly achievement driven and want to achieve new
heights in the shortest time. They have either been socialized so or fulfill
their own power or other motives. Some may have a different motivation
or value profile which may not be matched by the current job or the
company and hence the decision to leave.

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5. JOB RELATED FACTORS: The job related factors that cause the
decision to leave are many these include the following:

a)6 Inability to use ones¶ competencies.


b)6 Lack of challenge.
c)6 Boss and his styles.
d)6 Lack of scope for growth in terms of position¶ salary, status and
other factors.
e)6 Role clarity.
f)6 Job Stress.
g)6 Lack of independence or freedom and autonomy.
h)6 Lack of learning opportunities.

6. ECONOMIC FACTORS: This deal with the aspirations in relation to


salary and perks, housing, quality of living, need for savings etc. In
addition to these there could be many other factors that affect decisions:

a)6 Mobility of partner


b)6 Fatigue
c)6 Family reasons like having to look after old parents.

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:: ATTRITION RATE ::

DEFINITION: The rate of shrinkage in size or number of employees is


known as Attrition rate. It is usually expressed in percentage.

An attrition rate, also known as a churn rate, can be a measure of two


things. It can be a measure of how many customers leave over a certain
period of time or how many employees leave over a certain period of
time. An attrition rate can also be a combination of these two factors.

Attrition rate in Indian IT industry has gone down and it has reached a
level which was there in this industry 3 years back. This dip in attrition
rate is not sudden. It happened to recent slowdown in world market.
However experts are saying that the main reasons of the downfall of
attrition rate is lesser number of new jobs in industry and companies
preferring freshers over experienced employees as freshers are very
cheaper as compared to experienced employees.

HOW TO CALCULATE ATTRITION RATE?


³Ideally, attrition should be calculated on a monthly basis for companies
that have over 50 employees for the first five years of its business.
Subsequently, a quarterly index should be applied till a company¶s 10th
anniversary. After this, annual attrition figures should be measured and
accounted for. This is the optimum within the services industry as

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companies tend to have different challenges at different stages of their
business lifecycle; also, maturity achieves stability around a company¶s
10th anniversary.´

WHAT IS THE HR ATTRITION RATE FORMULA?



The Most Commonly Used Formulae Are :

Total Number of Resigns per month (Whether voluntary or forced) X 100


-----------------------------------------------------------------------------------------
(Total Number of employees at the beginning of the month + total number of new joine
- total number of resignations)


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Number of employee separations-involuntary separations X 100


-------------------------------------------------------------------------------------
*Average employee count
(*Avg. employee count = January month strength + December month
strength

Total Terminations in a month


-------------------------------------------------------------------------------------
(Total Head Count at the beginning of the month) + (Total New
Hires)

Total No.of employee left X 100


-------------------------------------------
Total No .Of employees present

((no. Of attritions x 100) / (Actual Employees + New Joined)) /100.




EXAMPLE:-

Actual Employees=150

No. Of new Joined=25

Attritions=20

Current Headcount=155

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So according to the formula: ((20 x 100) / (150 + 25)) / 100

Which comes to 0.1142 i.e. 11%

Now as you had 150 previously and now 25 joined so it makes 150 + 25
=175

Now if you calculate 11.42% of 175 i.e. 175 x 0.1142 = 20

Which clearly shows that 175 - 20 = 155, which is your current headcount
and at the same time you can say my attrition is 11.42% that shows you
lost 20 employees of 150 and 25 more joined which makes count to 175.

Attrition = (No. of employees who left in the year / average employees in


the year) x 100



::CONSEQUENCES OF ATTRITION::

The labour turnover can have a number of serious consequences, both


negative and positive.

On The Negative Side, Turnover Can Have The Following


Consequences:

î6 significant replacement costs.

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î6 significant operational disruption.

î6 loss of key skills, knowledge and experience.

î6 employee dissatisfaction and loss of morale.

î6 further turnover may be stimulated by an increase in the workload, or


pressure on, those who remain.

î6 a service contractor¶s ability to take on new work may be impeded.

î6 productivity and creativity may diminish.

On The Positive Side, However, Turnover May Have The


Following Consequences:
î6 vacant posts provide opportunities for re-structuring sections or
departments.
î6 vacancies in key posts will increase internal promotion prospects.
î6 promotion of innovation, flexibility.
î6 reduction of paybill costs ± initial employment cost of replacement staff
may be lower.
î6 displacement of poor performers.
î6 adjustment of staffing mix to provide greater flexibility.

::DIAGONISING ATTRITION::

Commonly Used Techniques In The Industry:

î6 SURVEY: Surveys are a reasonable way of obtaining relevant


information, though response rates are often disappointing.
Questionnaires need to be designed carefully to be effective. They

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should be easy to use, anonymous and fairly brief. Questions can be
open or closed, multiple choice answers, ranking of items or
checklist format.
î6 EXIT INTERVIEWS : Exit interviews are used by the majority of
companies. They tend to be conducted just before an employee
leaves, though some firms wait until after the departure. Exit
interviews will normally to be done in the form of a questionnaire,
though one to one interviews are also used.

HOW TO MANAGE ATTRITION?

Now days with the huge demand of Software Professionals around the
world and with the company willing to pay high salary package software
professional tend to switch companies. But companies can reduce the
employee attrition rates by taking few steps.

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1. Compensation And Management: Compensation and Management
must be managed based on the KSAs (Knowledge, Skills, Attitude and
Experience) of the employees.

2. Create Opportunities For Employees: The Company has to create


growth opportunities for employees to enhance their learning experience
and earning abilities.

3. Engaging Employees: Employees must be engaged on continuous basis


and they should not get bored with their work, which can be managed
through internal transfers and training from time to time.

4. Review Recruiting Practices: Selection and Recruitment policies must


be reviewed to suit the growing needs of the organization.

5. Technology Opportunities: Leveraging technology to manage the


organization and enhancing the technical expertise of the employees will
help organization grow without much problem of attrition.

6. Career Path For Employees: Employee career path must be declared


during the recruitment process and should be explained to the recruited
people.

7. Feel Valued In Organization: Non-financial rewards, a pat on the back


in time and celebrating small achievements with great fan-fare will help
employees feel valued in the organization.

8. Contact With Senior Management: Senior Management should


address employees periodically and should make them feel like a family.

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9. Feel Part Of The Company's Mission: The Company's mission must be
reiterated from time to time to reinforce the learning and experience of
the people.

10. Attendance : Policies with regard to attendance must be creative and


flexible.

11. Educate Employees On Their Impact: Educate employees regularly


on what kind of impact they are creating on organization through their
contribution.

12. Flexibility: Immediate bosses, middle level managers must be flexible


and act as Chief Happiness Officers to avoid triggers of attrition.

13. Picnic/Outings: Too much work and stress takes a toll on the body
and smaller chunk of employee leave because of health issues, too much
stress, family pressure. Regular picnics and outing for Lunch/Dinner
makes him/her body relax and feels comfortable. Make the employee feel
that i am working from home and not from office.

14. Incentives For Extra Work Time: All the IT companies work on so
crunch time that there is limited scope for the companies and the
employee to save time. But this takes toll on the employee mental stamina
and so if the company can come up by curbing late working of the
employee during less work pressure and at the time of pressure delivery
of the product give them the confidence that working late will help them
by giving incentives.

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15. Satisfaction: All is human needs is they should be satisfied with what
they are doing. Need to counsel your employee whether they are satisfied
with their job by means of surveys etc.

:: EMPLOYEES QUIT BOSSES AND NOT


ORGANISATIONS ::

î6 Key management positions being given to younger people has given


rise to inexperienced people managers.

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î6 Don¶t look at attrition merely as a statistics. Read the story behind the
numbers.
î6 Identify the underlying issues contributing to attrition.
î6 Attrition is not only an HR issue.. Sensitize line managers towards
people issues.
î6 Equip front line and first time managers to manage talent related
issues.

³ There is a strong correlation between employee attrition and front


line management. A good manager can reduce attrition within his/her
team to near zero-level if he/she keeps sight of the touch point.´

::HOW TO
IMPROVE
RETENTION
::

1.SHOW
EMPLOYEES
THAT YOU HAVE
AN INTEREST IN
THEIR SUCCESS:
60 to 70 % of
workers do not feel
that their

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companies help them to develop their career. Managers of successful
companies are acutely aware that even the most brilliant business model
will not work without skilled individuals motivated by a culture of
management concern.

2.ALLOW EMPLOYEES THE ROOM TO DEVELOP THEIR


SKILL: Many employees find themselves trapped in a narrow job
function so mission-critical that the organisation cannot afford to move
them. Frustrated employees, unable to satisfy their need for growth,
resign, leaving holes that disrupt the company¶s workflow in the short
term. The company also loses strong performers who could have filled
other, more important, roles over the long term.

3. GIVE EMPLOYEES A CLEAR IDEA OF THE LONG TERM


GOALS OF THE COMPANY: Three quarters of unhappy employees do
not believe that their company knows where it is going. Companies
should endeavour to change their perceptions by communicating
effectively to employees the direction it wants to take. This should be
followed up with behaviour that is consistent with what they have told
employees..

4. MEASURE SOFT SKILL: Many companies say they value people


and train their management team to cope with people issues. Yet these
same managers are rewarded based on their technical skills and financial
results. Too often, people skills are not rewarded and no measure exists to
evaluate them. Employees get the message that, ³people skills don¶t
matter´ and so neither do people.

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6. DEVELOP YOUR MANAGEMENT TEAM: People see good bosses
as the wind beneath their wings, and employees who lack confidence in
their bosses will leave the organisation sooner rather than later. A key
retention strategy is to weed out marginal managers. Replace them with
managers who can craft a compelling game plan, communicate it
effectively to their teams and deploy initiatives that are consistent with
company strategy.

7. WEED OUT POOR PERFORMERS IN NON-MANAGEMENT


RANKS: Managers often under-estimate how strongly employees resent
the presence of underperformers within their work group. The
productive employee often has to take on more work to compensate for
the poor performance of others, and they can feel that management is
either turning a blind eye to unjust practices, or does not have sufficient
interest in what goes on ³below decks´ to notice any disparity in working
practices amongst employees. When the slackers are weeded out, both
morale and retention improve.

³INADEQUATE CAREER OPPORTUNITIES


CAN DRIVE YOUR EMPLOYEES OUT OF
THE DOOR´

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High Performers need to be retained; this is a universally accepted fact.
Organisations today focus a large part of their energy and resources to
retain high performers.
However the Average Performers« the so called m  #  $ are
actually the high risk group when it comes to attrition. This is a group
that feels neglected and disillusioned in our race to appease the high
performers. This group forms the bulk of the organisation, are easier
to retain, and probably a group where the company has made major
investments in terms of training and other employee costs overtime.

6
6
6
6
6
6
6
6
6

HOW TO MINIMISE ATTRITION



î6 Segment attrition data to understand who is it that you are losing
and target accordingly.

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î6 Spend time during recruitment to explain your culture and
expectations.
î6 Build a value proposition in terms of learning and career growth.
î6 Make your line managers equally responsible for attrition.
î6 Ensure that when people leave the organisation, their knowledge
doesn't leave with them.
6
ARRESTING ATTRITION

î6 Train your recruiters to find the perfect match between company's


requirement and employee aspirations keeping in mind the culture
fit of the employee.
î6 Look at and communicate career development initiatives of the
employee from the day he is taken onboard.
î6 Ensure a work environment for the employees which is truly
appreciated by them.
î6 Focus attention on equipping the front line managers with
necessary skills so that they are able to manage people issues
skillfully. Drive accountability for retention out to front-line
managers.
î6 Look at an aggregate industry wide solution in conjunction with
individual strategies.

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CHAPTER. 2

COMPANY PROFILE

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GlobalLogic is the leader in software R&D services, GlobalLogic Inc.


partners with technology and software-enabled businesses to deliver
quality products to market rapidly and cost-effectively. GlobalLogic has
created a network of global innovation hubs in the US, India, Ukraine,
China & Argentina that involve 3,000 of the brightest & most innovative
software minds. Connecting GlobalLogic¶s hubs & clients is an award-
winning platform (GlobalLogic VelocityŒ) that cultivates rapid Agile
collaboration.

The company has ongoing partnerships with more than 150 emerging and
established clients in markets such as Digital Media, Finance, Healthcare,
Infrastructure, Retail, Wireless and Telecom. GlobalLogic is also an
expert in cutting-edge tools and technologies, including Cloud
Computing, Business Intelligence, Open Source and Software-as-a-
Service.

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GlobalLogic has been ranked an Inc. 500 company and was recognized as
a top global employer by IDC and Hewitt Associates. „    
% &  ' ' ( ) ) & #(
* +,  (  

MISSIONS AND VALUES:


GlobalLogic¶s mission is to partner with the world¶s emerging and
established software leaders to help them bring great products to market
in less time and at less cost. To do this, GlobalLogic is committed to
providing:

6 World-class software engineers who partner with and extend the


capabilities of our clients¶ existing engineering teams to take on new
areas of development
6 Rigorous product engineering method and platform based on
distributed Agile software development and open source tools to
ensures complete visibility and accountability at each stage during
the product development lifecycle
6 Structured partnerships that fully incorporate client objectives
while guaranteeing quality, cost savings and time-to-market
satisfaction.

Furthermore, GlobalLogic adheres to a strict business philosophy based


on the following values:

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INTEGRITY:
We believe in treating people with respect. We believe in always doing
what we say we will and when we say we will do it. We always hold
ourselves to the highest ethical standards and take personal responsibility
for our words and actions.

OPENNESS:
We greatly value our people and seek to empower them. We believe in the
free flow of information, regardless of rank or power, so that everyone
has access to the most complete data in order to make the best decisions.
We maximize transparency to create an environment where every
individual is accessible and encouraged to contribute, and where each
thought is valued and factored into making decisions.

TEAMWORK:
We believe that a good team is stronger than the sum of its parts. True
teamwork and

true partnership assumes an intimate understanding and alignment of


each other¶s goals and requires each party to actively care for and trust
the other. We always strive to treat our clients, investors and colleagues
as partners.

INNOVATION:
We believe in always learning and innovating. We encourage and reward
those who challenge conventional wisdom, take risks and speak out. We
believe that inspiring people to grow is good for the individual, good for
our clients and good for the business.

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GLOBALLOGIC SERVICES*

GlobalLogic has created solutions designed to meet the growth stage-


specific needs of our clients, enabling them to build on their own unique
strengths while leveraging GlobalLogic¶s experienced product engineers,
delivery innovation, global engineering centres and platform for
distributed software product development.

6 GlobalLogic Product Engineering LabSM (PEL) - For technology


companies that lack a product engineering team or want to
establish a global team to support a single product or entire
product line, GlobalLogic can rapidly set up an offshore lab in
India, China or Eastern Europe.

6 GlobalLogic Product Engineering TeamSM (PET) - GlobalLogic


PET enables clients to rapidly extend product development and
support resources to a global level while building teams that
specialize in product verticals including Telecom, Healthcare,
Consumer and Enterprise.

6 GlobalLogic Product Engineering ProjectSM (PEP) - For


technology companies that already have a local software
development and support team, GlobalLogic enables clients to
quickly access and apply product engineers on a project basis.
GlobalLogic PEP enables clients to integrate talented engineers into
discrete projects that are ³time-boxed´, and require product

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vertical and technology expertise in Telecom, Healthcare,
Consumer and Enterprise, as well as J2EE, RoR, .NET or open
source.

6 GlobalLogic Professional Services SM (PS) - GlobalLogic¶s


Professional Services offering provides clients with on-site or
offshore product engineer¶s on-demand. Our award-winning HR
team works with our clients to identify the exact skill-sets needed,
sourcing candidates from GlobalLogic¶s product engineering
centers in India, Ukraine, China and the US.

6 Product Vertical & Technology Expertise - Over the years,


GlobalLogic has gained technical expertise and conceived of
methodologies in emerging technologies and domains. We have
implemented excellence centers that consistently provide innovative
solutions to our client partners.

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CHAPTER. 3

OBJECTIVE OF THE STUDY


6















î6 To fulfill the future needs and aspirations of employees in the


organization.
î6 To verify the satisfaction level of employee in the organization.

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î6 To ensure co-ordination between the employees and the
organization.
î6 To protect the interest of the employees in the organization.
î6 To bring out proper working between employees and organization
to improve the company¶s image.
î6 To make employees proud of their own company.
î6 To take efforts and measures to improve the situation and
conditions of employment.
î6 To understand the rules and policies followed by the organization.

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CHAPTER. 4

INDIAN SCENARIO

::EMPLOYEE ATTRITION IN INDIA::

Staff attrition (or turnover) represents significant costs to technology and


business process outsourcing (BPO) companies. High attrition rates drive

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up training costs, and increase human resources, recruiting, and
productivity costs. They also increase the prospect of customer service
complaints or quality problems, and create substantial continuity
problems for longer-lived projects.

There are many causes for attrition including, retirement and death.
However, most attrition is due to employee turnover. Employees leave
their jobs for a number of reasons including: wanting more money, poor
working conditions, irregular working hours, lack of advancement
opportunities, lack of job security, difficulties with coworkers, desire for
change, better opportunities, and family reasons. High wage inflation is
another major factor in job hopping.

:: ATTRITION RATES & COST IN INDIA ::

In India, the average annual attrition rate in the business process


outsourcing (BPO) sector hit a high of close to 50% a few years ago.
Better attrition management and the 2008-2009 global economic slow
down have helped reduce the figure to 24-30%, but this still has a
significant impact on costs and quality. Furthermore, attrition rates in
India¶s business process outsourcing (BPO) industry are about 8 percent
higher than the national average.

Some companies believe that the attrition rates in India²and the costs
associated with them²are so high that they can override the benefits of
lower wage costs. For example; while wages in call centers in Indian are
less than one-eighth of those in Northern Europe, it has been reported
that Hewlett-Packard have found the cost per µticket¶ (the cost of

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processing a query) was double in India ³due to the inability of the staff
to resolve customer queries efficiently because of language barriers and
inexperience´. The issue is not with the quality or education of the staff
and still less with the investment in technology. It is simply attrition²
people do not stay long enough to be taught or to learn the job.

India¶s government is acutely aware of the attrition issue and has


introduced several initiatives to create BPO jobs in rural areas of the
country.

:: MANAGING ATTRITION IN INDIA ::

To ensure that attrition rates are kept to a minimum, businesses need to


redesign their reward and recognition packages to help the industry hold
onto staff and to find the right kind of people who can keep pace with the
unique work patterns.

According to Oscar De Mello, country head of Hay Group¶s Reward


Information Services in India, adjusting pay might not automatically lead
to higher operating costs for BPO companies. By creatively designing
their total reward package towards more short-term incentives and
benefits, and linking the package to performance, companies can ensure
that they get higher productivity without hefty increases in salary costs
and minimize attrition costs and issues at the same time. Hay¶s Group
recommends providing a better balance of short- and long-term benefits
such as performance bonuses, employee stock option plans and retention
bonuses; effectively communicating details of compensation plans to
encourage employee buy-in; and promoting non-financial benefits such as

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career development, job rotation and transparent performance
management systems.

First, if you are working on a longer-term project, understand your


partner¶s attrition rates and their management practices. Some firms
manage attrition well, while others simply try to hide it. Second, review
your team structure and ensure that there is sufficient information
sharing and collaboration so that the loss of any one person does not set
you back. Finally, get to know your key team members. Not only will this
help reduce attrition, but help you minimize the down side if you do lose a
key team member

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CHAPTER. 5
WHERE IS ATTRITION OCCURING?

Is it more in males than females? What levels? Is there anything in


common among those who leave? Is it related to some disciplines or
people from a particular region or linguistic group? Is it more among

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candidates from certain colleges or institutions? Age groups? Etc. Simple
demographic analysis among those who level could reveal some insights.

For Example:
In one oil Exploration Company such an analysis revealed that
attrition is limited to those from the Drilling division and financial
services division. Those who left the drilling division were found to be
older in age and those who left Finance department younger in age. Those
who left the Drilling department left with VRS and got good jobs
elsewhere because experienced people are in demand. Those who left the
finance department left because the demand for young CAs and financial
managers had gone up in the outside environment. In both cases there
were push as well as pull factors operating simultaneously.

UPS found that they had a lot of attrition amongst its drivers who pick up
and deliver the parcel services. They were a very critical part of the
organization as they were most familiar with the routes and clients. They
then discovered that the driver's job included loading and unloading
which they hated. It then became easy for UPS to hire loaders and save
the drivers from this work. It reduced the attrition rate remarkably.

In one study by the author of an engineering services company the


attrition was found to be more among certain section of engineers who
faced the stress due to changing technologies and requirements of the
company. Until the study was conducted it was assumed that people left
because they did not like the style of their manager. The survey revealed

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that on the contrary employees stayed longer because of the task centered
but developmental style of their manager.

In another study of a software services company the root cause for


attrition was found to be the differential wage structure of the permanent
employees as compared to the temporary employees. Temporary
employees were paid on an hourly rate at double the amount of hourly
rate calculated for permanent employees by dividing the cost to the
company by 2000 hours. However they were not properly informed of
the amounts spent by the company through various benefits and the
outsourcing fee that was paid to the agency. Later the company had to
undertake a program to change the CTC structure and also to educate
the permanent employees.

Once the source/cause of attrition is identified, solving the problem


becomes relatively easy. At least the organization can then determine if
any internal interventions will help reduce attrition.

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CHAPTER. 6

ANALYSIS

:: AN OVERVIEW OF ATTRITION RATE IN


IT & ITeS SECTOR IN INDIA ::

IT COMPANIES:

î6 Infosys
î6 TCS

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î6 Wipro
î6 HCL

ITeS COMPANIES:

î6 Genpact
î6 WNS

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According to the above graph, we observed that the attrition rate in


IT Companies is increasing & so of ITeS is decreasing.











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CHAPTER. 7

FINDINGS & CONCLUSIONS

î6 The recruitment and selection through walk in interview only.


î6 They try all possible ways to retain their employee but if not
then««

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î6 Retention polices followed provides the employee both monetary
and non monetary benefits.
î6 Various other workshops conducted which helps the employee to
be motivated and keep working.
î6 Other welfare program are also conducted for them.
î6 The exit interviews were conducted as and when required by the
company.

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CHAPTER. 8

SUGGESTIONS AND RECOMMENDATIONS

î6 Companies can look into various options like good rewards,


bonding programme, flexible working hours and stronger career
path.

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î6 Management also needs to consider other aspects like secure
career, benefits, perks and communication.
î6 Making work a fun place, having education and ongoing learning
for the workforce and treating applicants and an employee in the
same way as one treats customers.

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CHAPTER. 9

BIBLIOGRAPHY

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