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Employee attrition
 

Employee attrition

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    Employee attrition Employee attrition Document Transcript

    • 1 CHAPTER-1 INTRODUCTION
    • 2 1.1 INTRODUCTION TO THE TOPIC Employee attrition is one of the critical problems which are faced by an HR manager during these days. Attrition in BPO not only pushes up costs incurred on the training of employees but also affects productivity along with the ideal level of 'knowledge maturity' of the organization and the employees. The organizations having capacity to withstand its long lasting relationship with employees would survive in the market place and others would fade away in the long run. The final solutions of BPO lies in the stabilization of business operations and availability of trained and matured manpower in abundance and which may bring a long lasting solution for the high attrition the sector. More of committed of employees at all levels will help this industry to stabilize, grow and add value to the economic growth. The reason for the high rate of attrition in the BPO sector particularly call centre segment range from lack of comfort of enrichment potential in terms of career growth. The growth of BPO industry is mainly depending on the cost effectiveness and quality of the manpower. The reasons for the employees to leave his organization was endless but the reason why employees leave the organization is vary according to the nature of the business. In BPO industry the employee consider multiple comfort level while working in a office for e.g. employer's goodwill in the market, remuneration, future growth, working condition, Stress generated by nature of job and workload, co-workers, current role's scope in the market & most important future stability with the organization Retaining employees has always proved to be fruitful across many industries rather than to search for new & efficient talent. So to gain the fruit of this tree, different companies devise different strategies for retaining their employees. Hence the paper is also discussing about the various Retention strategies that can help to check the high attrition rate in an organization
    • 3 1.2 INDUSTRY PROFILE Definition - BPO “Delegation of one or more business process to an external provider who, in turn, owns, administers, and manages the selected process [together with the IT system that support it], based upon defined and measurable performance” - Gartner BPO Industry in India Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process. Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business processes to an external provider that in turn owns administers and manages the selected process based on defined and measurable performance criteria. Business Process Outsourcing (BPO) is one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry. Few of the motivation factors as to why BPO is gaining ground are:  Factor Cost Advantage  Economy of Scale  Business Risk Mitigation  Superior Competency  Utilization Improvement Generally outsourcing can be defined as - An organization entering into a contract with another organization to operate and manage one or more of its business processes.
    • 4 Different Types of Services Being Offered By BPO’s Customer Support Services: Our customer service offerings create a virtual customer service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 and 365 days basis. Technical Support Services: Our technical support offerings include round-the-clock technical support and problem resolution for OEM customers and computer hardware, software, peripherals and Internet infrastructure manufacturing companies. These include installation and product support, up & running support, troubleshooting and Usage support. Telemarketing Services: Our telesales and telemarketing outsourcing services target interaction with potential customers for 'prospecting' like either for generating interest in products and services, or to up-sell / promote and cross sell to an existing customer base or to complete the sales process online. Employee IT Help-desk Services: Our employee IT help-desk services provide technical problem resolution and support for corporate employees. Insurance Processing: Our insurance processing services provide specialized solutions to the insurance sector and support critical business processes applicable to the industry right from new business acquisition to policy maintenance to claims processing.
    • 5 Data Entry Services / Data Processing Services: Service Example: Data entry from Paper/Books with highest accuracy and fast turn around time (TAT) Data entry from Image file in any format Business Transaction Data entry like sales / purchase / payroll. Data entry of E-Books / Electronic Books Data Entry : Yellow Pages / White Pages Keying Data Entry and compilation from Web site Data Capture / Collection Business Card Data Entry into any Format Data Entry from hardcopy/Printed Material into text or required format Data Entry into Software Program and application Receipt and Bill Data Entry Catalog Data Entry. Data Entry for Mailing List/Mailing Label. Manu scripting typing in to word Taped Transcription in to word. Copy, Paste, Editing, Sorting, Indexing Data into required format etc. Scanning, OCR with Editing & Indexing Services: Service Example: High speed Image-Scanning and Data capture services High speed large volume scanning OCR Data From Scanned page / image Scan & OCR paper Book in to CD. ADOBE PDF Conversion Services. Conversion from paper or e-file to various formats
    • 6 Data Conversion Services: Service Example: Conversion of data across various databases on different platforms Data Conversion via Input / Output for various media. Data Conversion for databases, word processors, spreadsheets, and many other standard and custom-made software packages as per requirement. Conversion from Page maker to PDF format. Conversion from Ms-Word to HTML format Conversion from Text to Word to HTML and Acrobat Convert Raw Data into required MS Office formats. Text to PDF and PDF to Word / Text / Doc Data Compilation in PDF from Several Sources. E-Book Conversion etc. Book Keeping and Accounting Services: Service Example: General Ledger Accounts Receivables and Accounts Payable Financial Statements Bank Reconciliation Assets / Equipment Ledgers etc. Form Processing Services: Service Example: Insurance claim form Medical Form / Medical billing Online Form Processing Payroll Processing etc.
    • 7 Internet / Online / Web Research : Service Example: Internet Search, Product Research, Market Research, Survey, Analysis. Web and Mailing list research etc. Challenges for a HR Professional in BPO: Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the best talent. Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on skill sets, etc, there is no standard curriculum, which could be designed and followed. Benchmarks: There are hardly any benchmarks for compensation and benefits, performance or HR policies. Everyone is charting their own course. Customer-companies tend to demand better results from outsourcing partners than what they could actually expect from their own departments. "When the job is being done 10,000 miles away, demands on parameters such as quality, turn around timeliness, information security, business continuity and disaster recovery, etc, are far higher than at home. Lack of focused training and certifications Key To success The key to success in ramping up talent in a BPO environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant re- engineering.
    • 8 Business Process Outsourcing: The Top Rankers WNS has emerged as the top BPO in India, pushing Wipro Spectra mind to the second position, according to a survey done by N A S S C O M . The basis of ranking is the revenues generated by the BPO companies, as per US GAAP. A list of top fifteen BPO companies in India is given below. 1. WNS Group 2. Wipro Spectra mind 3. HCL Technologies 4. Daksh e-Services 5. Converges 6. Zenta 7. ICICI One source 8. MphasiS 9. EXL 10. Tracmail 11. GTL Ltd. 12. VCustomer 13. HTMT 14. 24/7 Customer 15. Sutherland Technologies
    • 9 1.3 COMPANY PROFILE HCL Enterprise is a 36-year-old leading Global Technology and IT enterprise, with USD 6 billion revenue, 88000 professionals and operations spanning 31 countries. The 3-decade-old enterprise, founded in 1976, is one of India's original IT garage startups. Its range of offerings spans Product Engineering, Custom & Package Applications, Business Process Outsourcing, IT Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products. Since its inception, HCL Enterprise has grown to become what it is today under the strong leadership and guidance of Shiv Nadar (Founder, Chairman and Chief Strategy Officer). HCL Enterprise comprises two companies listed in India, namely HCL Infosystems (www.hclinfosystems.in) and HCL Technologies (www.hcltech.com). HCL Infosystems deals with hardware, system integration, network and ICT distribution, solely for the Indian market. HCL Technologies on the other hand, focuses on Transformational Outsourcing, working with clients in areas that impact and re-define the core of their business. The company leverages an extensive global offshore infrastructure and its global network of offices in 29 countries to deliver solutions across select verticals including Financial Services, Retail & Consumer, Life Sciences & Healthcare, Hi-Tech & Manufacturing, Telecom and Media & Entertainment (M&E). HCL Technologies caters to the global market in areas like product engineering, research & development, enterprise & custom applications, infrastructure management, and Business Services. HCL- as India‟s largest IT conglomerate-is actively involved with the growth of the India ITES industry. As an experienced global software outsourcing enterprise, HCL has extensive and understanding of the critical issues and concerns related to offshore outsourcing. At a macro level these can be broadly categorized in to: Risk Mitigation Value Addition
    • 10 Risk Mitigation: The key components of Risk Mitigation are as follows:  Process Migration in the first phase of outsourcing, seamless and timely Process Migration is critical for building first level comfort in the outsourcing initiative.  Disaster Recovery and Business Continuity The infrastructure to effectively mitigate local and geographic disaster scenarios. The ability to ensure rapid resumption of process delivery operations.  Manpower Attrition and Cost Control Establishing business presence in prime secondary locations. Existence of management and infrastructure resources in the target locations.  Partner Profile and Provenance Demonstration ability to successfully manage cross culture partnerships. Proven track record of structuring and nurturing a wide range of collaborative enterprise models. Value addition:  Strong financials to support large contracts Strong balance sheet/nil debt company Committed $ 40 M for Contact centre and BPO businesses.  Experience of creating and managing large scale infrastructure and resource base. Demonstrated experience of managing large heterogeneous hardware/software installation base. Creating and managing multiple Offshore Development Centers. 14000+employee base.
    • 11  Access to a about 150 locations within India In two years the majority of new Customer Service Centers in India will need to be located in category B and C towns. HCL has over 20 year‟s experience in servicing these towns with locally present management and infrastructure. Capability to hire and train large work force locally.  Demonstrated capability in global development and support of It services Extensive experience of migrating complex development processes offshore. Proprietary offshore delivery methodology-„Off sourcing‟  End-to-end services delivery capability HCL‟s suite of outsourcing services span the entire life-cycle of an organization‟s IT services requirements: Concept, design, development, implementation and maintenance of applications and enterprise solutions. Systems Integration, Networking and Network management services. BPO and Multi-lingual Contact services. VISION STATEMENT "Together we create the enterprises of tomorrow" MISSION STATEMENT "To provide world-class information technology solutions and services to enable our customers to serve their customers better"
    • 12 HCL-BSERV HCL Business Services, a division of HCL Technologies Limited started its venture early in 2001 and is now a dominant player in the BPO field drawing revenue of USD 215 million with over 10,200+ professionals operating out 26 delivery centers across India, UK and USA. Transformation and innovation is core to HCL Business Services, and the company has evolved from a traditional BPO to the Next Generation BPO. World-class standards, multi-geographic delivery model with domain orientation have always been some of the doyens of HCL Business Services and offers 24X7 multi-channel multi- lingual support in eight European languages. HCL‟s Business Services business focuses on key domains such as Financial Services, Pharma & Health Services, Telecom, Energy & Utility, Mfg. , Retail & CPG, Media, Publishing, Entertainment, Government , Travel & Logistics. This apart, the company services various areas of operations that include Industry Specific Services, FAO-Finance & Accounting Outsourcing, CRM-Customer Relationship Management, HRO-Human Resource Outsourcing, SCM-Supply Chain Management & KPO-Knowledge Process Outsourcing. HCL Business Services excels at developing reliable and scalable solutions for essential business processes, consecutive with industry best practices and metric-based Quality norms. This is supported by a thriving technology infrastructure, strong human resources, a customized training program and transition framework. Also, the HCL core value of „Employee First‟ has inspired employees to deliver world class service and continuously create value for our customers.
    • 13 HCL BPO Services: The Right Staff Business Process Outsourcing (BPO) has the potential enabling power to vitalize Businesses and energize Economic growth. BPO benefits are significant, sustainable and strategic-or rather, they can be. To ensure that customer expectations are consistently met and often exceeded requires a BPO Service Provider with the Right Stuff- starting off with: HCL BPO Services: The Right Parentage HCL BPO Services represents HCL Technologies‟ most significant strategic business extension and investment to date. HCL BPO Services currently operates out of various locations in India, Malaysia and Northern Ireland. The focus on and commitment to BPO is based on the following assets and attributes: Global Client Base & Relationships - HCL-T‟s global relationship base consists of approximately 454 clients, including 61 Fortune 500 organizations, in such high propensity to and potential of outsourcing Sectors as IT / I.S / Insurance/ Financial Services / Retail. Global Presence & Reach - HCL-T operates in 15 Countries across 20 locations between U.S.A, Europe and Asia-Pacific, deploying over 100 Customer Relationship Managers (over 70 of whom are located in the U.S.A). This network ensures effective and responsive Client Relationship Management. Related Technology Domain Expertise - HCL-T has developed extensive expertise in a wide range of emergent and mainstream Technology Domains. Some of these Domains bear a direct relationship to a wide range of B.P.O services - e.g. CRM/ ERP/ SCM/ Imaging & Workflow etc.
    • 14 Relevant Industry Practices - In addition to Technology Domain expertise, HCL-T has also developed a number of Industry Practices, including Banking / Funds Management / Insurance / Retail Funding & Scalability - HCL‟s BPO Services operations have been totally funded from internally generated resources, enabling the rapid ramp-up of delivery infrastructure in diverse locations and countries as well as significant enhancements in delivery Reliability, Security and Quality Alliances: The BT Connection: In October 2001, HCL Technologies entered into a strategic alliance with British Telecom by acquiring a 90% stake in BT's award winning Apollo Contact Center, located in Belfast, Northern Ireland. Now operating as HCL Technologies BPO Services, the Belfast facility is a four-year-old purpose built Contact Center. In this relatively short span of time, the Center has built an enviable reputation for Quality and Innovation - attributes that are recognized by a number of prestigious awards as well as kudos from Clients and Industry Experts. British Telecom continues to be active in a range of collaborative initiatives with HCL in both India as well as Northern Ireland. Sento Corporation provides the latest in Web-enabled CRM (Customer Relations Management) solutions for a diversified portfolio of organizations. These services include self- help, live chat, Web collaboration, e-mail, and telephone. These solutions give customers access to customer service at anytime using any media. Sento deploys skills-based routing; customer- data screen pops, and customer-centric applications to provide the best in customer care and support. HCL BPO Services works closely with Sento to deliver a wide range of Voice and Web- enabled services in both U.S.A and Europe.
    • 15 D&B Receivable Management Services: D&B Receivable Management Services is headquartered in Bethlehem, Pennsylvania, in the United States, with offices throughout the US, Canada, Mexico and Hong Kong. They are a leading global supplier of receivable management services, offering their customers a full continuum of services including electronic bill presentment, receivable outsourcing, traditional collections, and bankruptcy services and deductions management. Under the terms of the alliance, D & B RMS will be HCL‟s preferred provider of receivable management services for accounts located in the United States, Canada, Mexico and Hong Kong. HCL, in turn, will be the exclusive provider of D&B RMS call center services from India. QUALITY: Consistently deliver value to our stakeholders and innovate to continually improve our services by review of processes, people and performance. QUALITY FRAMEWORK: ISO 9001:2000 23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent training, Marketing, Legal, Procurement, Transportation and Management documented and certified. External evaluation and certification conducted by the British Standards Institution against BS EN ISO 9001:2000 and certified as ISO compliant for BPO & Contact Center Services.
    • 16 Purdue Benchmark HCL BPO Services is positioned in the upper right hand quadrant of the Effectiveness- Efficiency grid and ranked 2nd in the Global Peer group. Major observations:  Excellent SLA performance tracking, improvement and management methodologies at all levels  Team Leader to Top Management  Very low rate of manpower attrition  Strong organizational capability to attain and maintain high levels of manpower motivation COPC Certification HCL BPO Services – has been awarded the prestigious COPC Certification. Globally, COPC is considered to be the most coveted certification in the CSP (Customer Service Provider) industry. It is based on COPC-2000 CSP standard, which was developed in 1996 by buyers, providers and senior managers responsible for operational management of customer centric service operations. HCL BPO Services is amongst the very few Indian BPO Service Providers to have been awarded this certification. HCL BPO Services is the First Indian CSP and possibly the third worldwide to have been certified for Collections. HCL BPO Services raises the bar yet another notch for customer service and delivery excellence.
    • 17 Six Sigma A Six Sigma Master Black Belt leads HCL BPO Services Process Improvement Program. The Six Sigma methodology for continues improvement of its processes and performance. Tools like Fishbone analysis, Design of Experiments, Detailed Process mapping, Histograms, Pareto Charts, Control charts and many others are effectively used for such analysis. BS 7799 Certification Information is the lifeblood of all organizations and can exist in many forms. Recent high-profile information security breaches and the value of information are highlighting the ever- increasing need for organizations to protect their data.BS7799 is the British standard for the “protection of an organizations information asset”. The road cannot be justified, but it can be quantified by the benefits to your business. The certification is not a one-off task; an external assessor must periodically review it. BS7799 is being tracked as an international standard HCL BPO Services is one of India‟s leading Business process outsourcing (BPO) service providers. The Chennai center of HCL BPO Services has been certified to the British security standard BS7799. HCL BPO Services is among the leading BPO firms in India to achieve this third-party certification for its quality management system. The certification is an endorsement of the processes that the Chennai center has in place to safeguard the security of data, and also as mechanism in place for issues relating to business continuity and disaster recovery. The certification is valid for a period of 3years. HCL BPO Services, with a committed top-level management and dedicated experienced employees made the certification possible within a short span of five months.
    • 18 Clients: Top Ten Client Profiles: Global Telecom Major – U.K Fortune 500 Retail Conglomerate – U.S.A Fortune 500 Retail Chain – U.S.A Property Services & Insurance Major – U.K Global E-integration Solution Provider – U.S.A Global Retail/ Financial Automation Systems – U.S.A Global Telecom Major – U.S.A Global Network Security Solution Provider – U.S.A Global Insurance Major – U.K Global Media & education Company – U.S.A
    • 19 1.4 OBJECTIVES OF THE STUDY Primary Objective: To study the Employee attrition in HCL - BSERV. Secondary Objectives: To find out the reasons for attrition in HCL - BSERV To find out the satisfaction level of employees in different aspects of job To analyze the various retention strategies followed in the organization. To study the various costs incurs due to the attrition of employees To study the way and means to check the employee attrition in the organization
    • 20 1.5 NEED OF THE STUDY  This study helps the company to understand more on the attrition rate in the company, helping them to reduce the employee turnover.  The study educates the causes for attrition of employees in an organization.  The study also helps to find the drawbacks of the current retention strategies.  This study will also help the organization to know about the satisfaction level of the employees on different aspects of the job in order to satisfy them and to retain them
    • 21 1.6 LIMITATION OF THE STUDY  The respondents where in a hurry to fill the questionnaire, some of them where not interested to fill the questionnaire.  Few of the respondents hesitated to give the correct information.  Some of the respondents discussed among themselves before answering.
    • 22 CHAPTER-2 REVIEW OF LITERATURE
    • 23 REVIEW OF LITERATURE EMPLOYEE ATTRITION DEFINITION: Attrition can be defined as “The reduction in the number of employees through retirement, resignation or death". In broad term, attrition is a situation which employer face when employee left the organization due to job dissatisfaction, new opportunity in the market, retirement & natural cause (death/illness). Attrition rate can be defined as "the rate of shrinkage in size or number". Attrition can be classified into two types, Drive Attrition" which is caused due to the employer and "Drag Attrition" which is caused due to the employee. The reasons for Drive Attrition are due to employer's policies of Terminating the employee at the end of the contract period for employment. Drag Attrition is basically due to the host of insecurities and vulnerabilities associated with the taking up a career with a BPO company. The formula and correct logic behind calculation of attrition rate ((No. Of attritions x 100) / (Actual Employees + New Joined)) /100. ASSOCIATED COST WITH HIGH ATTRITION: 1. Talent loss: It includes the cost of lost knowledge, skills and contacts that the person who is leaving is taking with them out of your door. 2. Recruitment cost: The cost of advertisements, agency costs, employee referral costs, internet posting costs. cost of the various candidate pre-employment tests to help assess candidates' skills, abilities, aptitude, attitude, values and behaviors.
    • 24 3. Training cost: It includes the cost of orientation in terms of the new person's salary and the cost of the person who conducts the orientation. The cost of various training materials needed including company product manuals, computer or other technology equipment used in the delivery of the training. 4. Motivational cost: It refers to the cost arises because of motivating the other employees to retain them in the organization in terms of increasing their salary and time. 5. Lost Productivity Costs: As the new employee is learning the new job, the company policies and practices, etc. they are not fully productive. Use the following guidelines to calculate the cost of this lost productivity. REASON FOR LEAVING: A recent Hewitt 'Attrition & Retention' survey shows one of the top reasons for talent attrition to be "external inequity in compensation". They also show that 27% of the employees in their EXIT interview mentioned compensation as the primary reason. It comes no surprise to many that money is an important factor but what besides this, there are several factors that influence an employee's decision to leave. According to a survey there are three main reasons that are followed by other common reason:  In equity in compensation  Limited career opportunities  Role stagnation
    • 25 Common reasons experienced by HR manager are discussed here:  Mismatch of job profile.  Job stress and work-life imbalances  Odd working hours/Early morning-night shifts  Job hopping  Lack of authority provided to accomplish ones task  Monotony of job Retention strategies: Retaining employees has always proved to be fruitful across many industries rather than to search for new & efficient talent. So to gain the fruit of this tree, different companies devise different strategies for retaining their employees Employee Benefits Provided By Majority of the BPO Companies A part from the legal and mandatory benefits such as provident-fund and gratuity, below is a list of other benefits…BPO professionals are entitled to the following: 1. Group Medi-claim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months 2. Personal Accident Insurance Scheme: This scheme is to provide adequate insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. This covers total / partial disablement / death due to accident and due to accidents. 3. Subsidized Food and Transportation: The organizations provide transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized.
    • 26 4. Company Leased Accommodation: Some of the companies provides shared accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance. 5. Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities. 6. Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc 7. Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset. 8. Personal Health Care (Regular medical check-ups): Some of the BPO'S provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year. 9. Loans: Many BPO companies provide loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are also provided with financial assistance at the time of their wedding. And, the new recruits are provided with interest free loans to assist them in their initial settlement at the work location. 10. Educational Benefits: Many BPO companies have this policy to develop the personality and knowledge level of their employees and hence reimburses the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools.
    • 27 11. Performance based incentives: In many BPO companies they have plans for, performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary. 12. Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program 13. Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance 14. Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges. 15. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization.
    • 28 CHAPTER-3 RESEARCH METHODOLOGY
    • 29 3. RESEARCH METHODOLOGY 3.1. DATA COLLECTION: PRIMARY DATA: Primary data was collected through survey and personal interview. A structured questionnaire was prepared to collect relevant primary data from employees and customers SECONDARY DATA: Secondary data was collected from various published books, journals, company web sites and company brochure. 3.2. AREA OF STUDY The study was conducted in HCL B-SERVE, Greams Road, Chennai. 3.3. SAMPLING METHODOLOGY Sample size and sampling method: Sample size means the number of sampling units selected from the organization for investigation. The total sample size taken for this study was 200. 3.4. FRAMEWORK OF ANALYSIS: The methods followed for the analysis and interpretation of data are: Percentage Weighted mean method Chi-square test
    • 30 PERCENTAGE METHOD: Percentage refers to a special kind of ratio. It is used to make comparison between two or more series of data. They can be used to compare the relative items, the distribution of two or more series of data, since the percentages reduces every thing to a common base and there by allow meaningful comparisons to be made. PERCENTAGE FORMULA = X 100 WEIGHTED AVERAGE METHOD: This method is a used when the relative importance of the different items is not the same. The term weighted stands for the relative importance of the different items. It is assumed that inventory costs should be assigned on the basis of average costs of identical units. An average cost unit is determined by dividing the total costs of the units by the number of units. The weighted average method is logical when assigning costs to units that become mixed together, there by making separate identification difficult or impossible. The formula is: X = NO OF RESPONDENTS TOTAL RESPONDENT WX W
    • 31 CHI -SQUARE TEST Chi square test is used to determine if there is any association between two opinions. It is also used to find out the effectiveness of any opinion or preference. Chi square is a non parametric test used by marketing researcher to test hypothesis. This test is employed for testing hypothesis when distribution of population is not known and when nominal data is to be analyzed. If the calculated value is greater than the table value then the alternative hypotheses (HI) is accepted. If the calculated value is less than table value null hypothesis (H0) is accepted. 2 = ∑ [(Oi - Ei) 2 /Ei] Oi = Observed value Ei = Expected value Degree of freedom = (Row - 1) x (Column -1) Ho = Null hypothesis H1 = Alternative hypothesis If calculated value > Table value (Reject Ho) & If calculated value < Table value (Accept Ho). Ei = (Observed Row Total x Observed Column Total) /Aggregate total
    • 32 CHAPTER-4 DATA ANALYSIS AND INTERPRETATION
    • 33 4.1 ANALYSIS USING PERCENTAGE METHOD Table -4.1.1: Table representing Genders of the Employees Gender No. of Respondents Percentage of Respondents Female 85 42.5 Male 115 57.5 Chart -4.1.1: Chart representing Genders of the Employees Inference: The above mentioned table and chart shows that 60% of the respondents are Male and 40% of the respondents are Female. Female 42% Male 58%
    • 34 Table -4.1.2: Table representing Marital Status of the Employees. Marital Status No. of Respondents Percentage of Respondents Married 90 45 Single 110 55 Chart -4.1.2: Chart representing Marital Status of the Employees. Inference: Above mention table and chart shows that 45% of respondents are married and 55% of respondents are Single. Married 45% Single 55%
    • 35 Table -4.1.3: Table representing process of the Employees Process No. of Respondents Percentage of Respondents Voice 120 60 Non Voice 80 40 Chart -4.1.3: Chart representing process of the Employees Inference: Above mention table and chart shows that 60% of respondents are from voice process and 60% of respondents are non voice process. voice Non voice
    • 36 Table -4.1.4: Table representing experience of the employees in the HCL BSERV. Experience in FVRIL No. of Respondents Percentage of Respondents Below 1yr 78 39 1-2yrs 67 33.5 2-3yrs 35 17.5 3-4yrs 20 10 Above 4yrs 0 0 Chart -4.1.4: Chart representing experience of the employees in the HCL BSERV. Inference: Above mentioned table and chart shows that 39% of the employees have their experience of below 1yr, 33.5% of the employees have experience of 1-2yrs, 17.5% of people have experience of 2-3yrs, 10% of people have experience of 3-4yrs, 0% of people have experience of 4yrs. 0 10 20 30 40 50 60 70 80 90 Below 1yr 1-2yrs 2-3yrs 3-4yrs Above 4yrs
    • 37 Table -4.1.5: Table representing the important reason for attrition in HCL - BSERV. Reasons No. of Respondents Percentage of Respondents Due to health issues 32 16 Job shift timing 36 18 Compensation and other benefits 45 22.5 Stress 34 17 Personal issues 18 9 Pursuing new opportunities 22 11 Desire to relocate 8 4 Others 5 2.5 Chart -4.1.5: Chart representing the important reason for attrition in HCL - BSERV. Inference: Above mentioned table and chart shows the responds of the employees for the important reason for attrition in HCL – BSERV as 16% responds as health issues, 18% responds as job shift timing, 22.5% responds as compensation, 17% responds as stress, 9% responds as personal issues, 11% responds as new opportunities, 4% responds as desire to relocate and 2.5% responds as other reasons. 0 5 10 15 20 25 16 18 22.5 17 9 11 4 2.5
    • 38 Table -4.1.6: Table representing the mismatch between employees and their job profile. Retention Measure No. of Respondents Percentage of Respondents Yes 38 19 No 162 81 Chart -4.1.6: Chart representing the mismatch between employees and their job profile.. Inference: Above mentioned table and chart shows that 19% of the employees said that they feel mismatch between their job and their profile and 81% of the employees said that they doesn‟t feel mismatch between their job and their profile 0 50 100 150 200 Yes No
    • 39 Table -4.1.7: Table representing comfort level on the job nature of the employees. Job Nature No. of Respondents Percentage of Respondents Highly Comfortable 30 15 Comfortable 40 20 Neutral 96 48 Uncomfortable 34 17 Highly Uncomfortable 0 0 Chart -4.1.7: Chart representing comfort level on the job nature of the employees. Inference: Above mentioned table and chart shows that 15% of the employees are highly comfortable with job nature, 20% of the employees are comfortable with the job nature, 48% of the employees are neutral and 17% of the employees are uncomfortable with the job nature. 0 5 10 15 20 25 30 35 40 45 50 Highly Comfortable Comfortable Neutral Uncomfortable Highly Uncomfortable
    • 40 Table -4.1.8: Table representing the type of stress the employees experience in their job. Stress types No. of Respondents Percentage of Respondents Physical stress 81 40.5 Mental stress 64 32 Psychological stress 55 27.5 Chart -4.1.8: Chart representing the type of stress the employees experience in their job. Inference: Above mentioned table and chart shows that 40.5% of the employees said they experience physical stress, 32% responds as mental stress and 27.5% responds as psychological stress 0 5 10 15 20 25 30 35 40 45 Physical stress Mental stress Psychological stress
    • 41 Table -4.1.9: Table representing the Expectations of the employees from the organization apart from compensation. Expectations No. of Respondents Percentage of Respondents Recognition 62 31 Self Respect 41 20.5 Freedom to implement 35 17.5 Job security 36 18 Moral support 26 13 Chart -4.1.9: Chart representing the Expectations of the employees from the organization apart from compensation. Inference: Above mentioned table and chart shows that 31% of the employees expect recognition from the organization, 20.5% of the employees expect self respect, 17.5% of the employees expect freedom to implement, 18% of the employees expect job security and 13% of the employees expect moral support from the organization. 0 5 10 15 20 25 30 35 Recognition Self Respect Freedom to implement Job security Moral support
    • 42 Table -4.1.10: Table representing the working condition provided by HCL - BSERV Satisfaction level No. of Respondents Percentage of Respondents Highly satisfied 14 7 Satisfied 62 31 Neutral 78 39 Dissatisfied 38 19 Highly dissatisfied 8 4 Chart -4.1.10: Chart representing the working condition provided by HCL - BSERV Inference: Above mentioned table and chart shows that 7% of the employees are highly satisfied with working condition , 31% of the employees are satisfied with the working condition , 39% of the employees are neutral in their jab nature, 19% of the employees are dissatisfied with the working condition and 4% of the employees are highly dissatisfied with the working condition. 0 5 10 15 20 25 30 35 40 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
    • 43 Table -4.1.11 Table representing the counseling program conducted by the management. Counseling Program No. of Respondents Percentage of Respondents Always 12 6 Usually 41 20.5 Sometimes 115 57.5 Rarely 32 16 Not at all 0 0 Chart -4.1.11: Charts representing the counseling program conducted by the management. Inference: Above mentioned table and chart shows that 6% of the employees have said that management conduct counseling program always, 20.5% of the employees have said that management conduct counseling program usually, 57.5% of the employees have said that sometimes management has conduct the counseling program, 16% of the employees have said that management program rarely conduct the counseling program and 0% of the employees have said that there is no such counseling program. 0 10 20 30 40 50 60 Always Usually Sometimes Rarely Not at all
    • 44 Table -4.1.12: Table representing willingness of employees to work after two years. Level of Willingness No. of Respondents Percentage of Respondents Like very much 10 5 Like 50 25 Neutral 85 42.5 Dislike 45 22.5 Dislike very much 10 5 Chart -4.1.12: Chart indicating the level of willingness to work after two years. Inference: Above mentioned chart shows that 5% of employees are like very much, 25% of employees are like to work, 42.5% of employees are neutral in their view, 22.5% of the employees are dislike to work and 5% of the employees are dislike veru much to work after two years. 0 5 10 15 20 25 30 35 40 45 Like very much Like Neutral Dislike Dislike very much
    • 45 Table -4.1.13: Table representing Welfare provisions in the organization. Statutory Welfare No. of Respondents Percentage of Respondents Yes 169 84.5 No 31 15.5 Chart -4.1.13: Chart representing Welfare provisions in the organization. Inference: Above mentioned table shows that 84.5% of the employees said they are provided with all statutory welfares and 15.5% of the employees said they are not provided with such welfares. 0 10 20 30 40 50 60 70 80 90 Yes No
    • 46 Table -4.1.14: Table representing the reward system preference of employees Rewards No. of Respondents Percentage of Respondents Monetary rewards 55 27.5 Holiday vouchers 36 18 Medals & trophies 8 4 special training 16 8 Special scholarship 18 9 Promotion 67 33.5 Chart -4.1.14: Chart representing the reward system preference of employees. Inference: Above mentioned table shows that 57.5% of the employees said they prefer monetary rewards, 18% of the employees said they prefer holiday vouchers, 4% of the employees said they prefer medals & trophies, 8% of the employees said they prefer special training, 9% of the employees said they prefer scholarship and 33.5% of the employees said they prefer promotion. 0 5 10 15 20 25 30 35 Monetary rewards Holiday vouchers Medals & trophies special training Special scholarship Promotion
    • 47 Table -4.1.15: Table representing Importance level given to the employees by the management. Importance to Employee No. of Respondents Percentage of Respondents Yes 115 57.5 No 85 42.5 Chart -4.1.15: Chart representing Importance level given to the employees by the management. Inference: Above mentioned table and chart shows that 57.5% of the employees respond that management aware that employees are as an Asset of an organization, 42.5% of employees respond no to this statement. 0 10 20 30 40 50 60 Yes No
    • 48 Table -4.1.16: Table representing work – life balance of employees Satisfaction level No. of Respondents Percentage of Respondents Highly satisfied 32 16 Satisfied 78 39 Neutral 58 29 Dissatisfied 28 14 Highly dissatisfied 4 2 Chart -4.1.16: Chart representing work – life balance of employees. Inference: Above mentioned table and chart shows that 16% of the employees are highly satisfied with work – life balance, 39% of the employees are satisfied with the work – life balance, 29% of the employees are neutral in their work – life balance, 14% of the employees are dissatisfied with the working condition and 2% of the employees are highly dissatisfied with the work – life balance. 0 5 10 15 20 25 30 35 40 45 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
    • 49 Table -4.1.17: Table representing the management‟s help to overcome personal barriers. Management Help No. of Respondents Percentage of Respondents Always 0 0 Usually 14 7 Sometimes 32 16 Rarely 66 33 Not at all 88 44 Chart -4.1.17: Charts representing the management‟s help to overcome personal barriers. Inference: Above mentioned table and chart shows that 7% of the employees have said that management help them usually, 16% of the employees have said management help them sometimes, 33% of the employees have said that rarely they are helped by management and 44% of the employees have said that there is no help given by the management to overcome their personal barriers. 0 5 10 15 20 25 30 35 40 45 Always Usually Sometimes Rarely Not at all
    • 50 Table -4.1.18: Table representing the Presence of retention measure in HCL - BSERV. Retention Measure No. of Respondents Percentage of Respondents Yes 108 54 No 92 46 Chart -4.1.18: Chart representing the Presence of retention measure in HCL - BSERV. Inference: Above mentioned table and chart shows that 46% of the employees said that organization takes necessary measures to retain them in the organization and 54% of the employees said there are no such measures. Yes No
    • 51 Table -4.1.19: Table representing Retention strategy in the organization. Retention Strategy No. of Respondents Percentage of Respondents Recognition 15 7.5 Training 67 33.5 Support 21 10.5 Promotion 83 41.5 Motivation 14 7 Chart -4.1.19: Chart representing Retention strategy in the organization. Inference: Above mentioned table and chart shows that 7.5% of the employees said recognition is the retention strategy used by organization, 33.5% of the employees said training as a retention strategy, 10.5% of employees said support as a retention strategy, 41.5% of the employees said promotion as a retention strategy, 7% of the employees said motivation as a retention strategy. 0 5 10 15 20 25 30 35 40 45 Recognition Training Support Promotion Motivation
    • 52 Table -4.1.20: Table representing Career development of the Employees in the HCL - BSERV. Career Development No. of Respondents Percentage of Respondents Rapid Growth 44 22 Medium 102 51 Slow 36 18 Not at all 18 9 Chart -4.1.20: Chart representing Career development of the Employees in HCL - BSERV. Inference: Above mentioned table and chart shows that 22% of the employees have rapid growth in their career, 49% of the employees have medium growth, 18% of employees have slow growth and 9% of employees have said they have no career development in HCL - BSERV. 0 10 20 30 40 50 60 Rapid Growth Medium Slow Not at all
    • 53 Table -4.1.21: Table representing the recreational facility in the organization Recreational Facility No. of Respondents Percentage of Respondents To great extent 65 32.5 To some extent 69 34.5 Not at all 66 33 Chart -4.1.21: Chart representing the recreational facility in the organization Inference: Above mentioned table and chart shows that 32.5% of the employees have said that they are satisfied with the recreational facilities, 34.5% of the employees have said that to some extent, and 33% employees have said that they are not satisfied with the recreational facilities 31.5 32 32.5 33 33.5 34 34.5 35 To great extent To some extent Not at all
    • 54 Table -4.1.22: Table representing the work place attributes that satisfy the employees. Attributes No. of Respondents Percentage of Respondents Recognition 52 26 Chance to innovative 6 3 Appropriate workload 18 9 Working relationship 28 14 Remuneration 46 23 Career development 50 25 Chart -4.1.22: Chart representing the work place attributes that satisfy the employees. Inference: Above mentioned table shows that 21% of the employees said recognition , 5.5% of the employees said Chance to innovative, 11% of the employees said they Appropriate workload, 15.5% of the employees said they Working relationship, 26% of the employees said Remuneration and 33.5% of the employees said Career development. 0 5 10 15 20 25 30
    • 55 Table -4.1.23: Table representing Group harmony and inter-relation among employees. Group harmony No. of Respondents Percentage of Respondents To great extent 70 35 To some extent 105 52.5 Not at all 25 16 Chart -4.1.23: Chart representing Group harmony and inter-relation among employees. Inference: Above mentioned table shows that 55% of the employees said that there is group harmony and inter-relationship among the team members to great extent to achieve organization goal, 35% of the employees said to some extent and 10% of the employees said that there is no group harmony between the employees. 0 10 20 30 40 50 60 To great extent To some extent Not at all
    • 56 Table -4.1.24: Table representing employee‟s opinion on open flow of communication in the organization. Options No. of Respondents Percentage of Respondents Yes 117 58.5 No 83 41.5 Chart -4.1.24: Chart representing employees opinion on open flow of communication in the organization Inference: Above mentioned table and chart shows that 57.5% of the employees respond that there is open flow of communication in the organization and 42.5% of employees respond that there is no open flow of communication in the organization Yes No
    • 57 Table -4.1.25: Table representing fair and equal treatment provided to the employees. Options No. of Respondents Percentage of Respondents Strongly agree 11 5.5 Agree 24 12 Neutral 62 31 Disagree 63 31.5 Strongly disagree 40 20 Chart -4.1.25: Chart representing fair and equal treatment provided to the employees. Inference: Above mentioned table and chart shows that 5.5% of respondents strongly agrees, 12% of respondents agrees, 31% of respondents neutral, 31.5% of respondents disagrees and 20% of respondents strongly disagrees that fair and equal treatment provided to the employees 0 5 10 15 20 25 30 35 Strongly agree Agree Neutral Disagree Strongly disagree
    • 58 Table -4.1.26: Table representing measures adopted for Career Development FACTORS No. of Respondents Percentage of Respondents Training 89 44.5 Motivation 19 9.5 Higher Responsibility 58 29 All the above 34 17 Chart -4.1.26: Chart representing measures adopted for Career Development Inference: Above mentioned table and chart shows that 44.5% of respondents as training, 9.5% of respondents as motivation, 29% of respondents as higher responsibility and 17% of respondents as all the above measures adopted for the career development. Training Motivation Higher Responsibility All the above
    • 59 4.2 ANALYSIS USING WEIGHTED MEAN METHOD Table -4.2.1: Table representing satisfaction Level of Employees on different aspect of the job. Parameters Highly Satisfied Satisfied Average Dissatisfied Highly Dissatisfied Working Hours 5 18 75 92 10 Compensation 0 65 95 32 8 Org Culture 34 57 86 13 10 HR team 24 64 86 21 5 Co- Employee 49 81 45 21 4 Rank 1 2 3 4 5 Total weighted score Weighted mean Weight Allotted 100% 75% 50% 25% 0% Working Hours 5 18 75 92 10 79.00 39.5% Compensation 0 65 95 32 8 104.25 52.13% Org Culture 34 57 86 13 10 123 61.5% HR team 24 64 86 21 5 120.25 60.13% Co- Employee 49 81 45 21 4 137.50 68.75% Chart -4.2.1: Chart representing satisfaction level of employees on the working hours 0 20 40 60 80 100 Highly Satisfied Satisfied Average Dissatisfied Highly Dissatisfied Working Hours
    • 60 Chart -4.2.2: Chart representing satisfaction level of employees on the compensation Chart -4.2.3: Chart representing satisfaction level of employees on the organization culture 0 20 40 60 80 100 Highly Satisfied Satisfied Average Dissatisfied Highly Dissatisfied Compensation 0 10 20 30 40 50 60 70 80 90 Highly Satisfied Satisfied Average Dissatisfied Highly Dissatisfied Organization Culture
    • 61 Chart -4.2.4: Chart representing satisfaction level of employees on the HR team Chart -4.2.5: Chart representing satisfaction level of employees on the Co- Employee Inference: Above mentioned table and charts shows satisfaction Level of Employees on various aspect of their job as 39.5% for working hours, 52.13% for compensation, 61.5% for organization culture and 60.13% for HR team, 68.75% for co-employee relation. 0 20 40 60 80 100 Highly Satisfied Satisfied Average Dissatisfied Highly Dissatisfied HR team 0 20 40 60 80 100 Highly Satisfied Satisfied Average Dissatisfied Highly Dissatisfied Co- Employee
    • 62 Table: 4.2.2 Table representing the employee’s opinion about appraisal mechanism of HCL – BSERV Total weighted score = (19 * 100%) + (58 * 75%) + (79 * 50%) + (35 * 25%) + (9 * 0%) = 19 + 43.5 + 39.5 + 8.75 + 0 = 110.75 Weighted mean = = 110.75 / 200 = 0.5538 = 55.38% Inference: The table and the calculation shows that the appraisal mechanism is 55.38% clear to the employees in HCL – BSERV. Appraisal mechanism Respondents Weight Allotted (Clear) 1 2 3 4 (Ambiguous) 5 19 58 79 35 9 100% 75% 50% 25% 0% Total weighted score Total no of respondents
    • 63 Table: 4.2.3 Table representing the employee‟s level of satisfaction with employment in HCL – BSERV Total weighted score = (10 * 100%) + (48 * 75%) + (117 * 50%) + (19 * 25%) + (6 * 0%) = 10 + 36 + 58.5 + 4.75 + 0 = 109.25 Weighted mean = = 109.25 / 200 = 0.5462 = 54.62% Inference: The table and the calculation shows that the employee‟s level of satisfaction with employment in HCL – BSERV is 54.62% Satisfaction level with employment Respondents Weight Allotted Highly Satisfied) 1 2 3 4 ( Highly Dissatisfied ) 5 10 48 117 19 6 100% 75% 50% 25% 0% Total weighted score Total no of respondents
    • 64 4.3 ANALYSIS USING CHI-SQUARE TEST 4.3.1. Distribution of respondents based on the process and the type of stress they experience Physical stress Mental stress Psychological stress TOTAL Voice process 30 43 47 120 Non voice process 51 21 8 80 TOTAL 81 64 55 200 Hypothesis: Null Hypothesis (Ho): There is no significant relation between the process and the type of stress they experience Alternative Hypothesis (H1): There is a significant relation between the process and the type of stress they experience Significance Level (α): 0.05 Test Statistic: Observed Expected (RT*CT/GT) (O – E) (O-E)^2 Ψ2 = (O-E)^2 / E 30 48.6 18.60 345.96 7.119 43 38.4 4.60 21.16 0.551 47 33 14.00 196.00 5.939 51 32.4 18.60 345.96 10.678 21 25.6 4.60 21.16 0.827 8 22 14.00 196.00 8.909 TOTAL 34.022 Calculated Value: Ψ2 = 34.203
    • 65 Table Value: D.O.F = (r-1)(c-1) = (2-1)(3-1) = 2 α = 0.05 Ψ2 = 5.99 Conclusion: | Ψ2 table | < | Ψ2 calculated | Calculated value is greater than table value. Thus Alternative hypothesis is accepted and Null hypothesis is rejected. Therefore there is a significant relation between the process and the type of stress they experience INFERENCE: 63.75% of non voice employees responded that they experience physical stress, 26.25% responded as mental stress and 10% responded as psychological stress. Where as in the case of voice process 25% responded as mental stress, 35.83% responded as physical stress and 39.17% responded as psychological stress.
    • 66 4.3.2 Distribution of respondents based on the Gender and their satisfaction towards the recreational facilities. GENDER To great extent To some extent Not at all TOTAL MALE 48 36 31 115 FEMALE 17 33 35 85 TOTAL 65 69 66 200 Hypothesis: Null Hypothesis (Ho): There is no significant relation between Gender and their satisfaction towards the recreational facilities. Alternative Hypothesis (H1): There is a significant relation between Gender and their satisfaction towards the recreational facilities. Significance Level (α): 0.05 Test Statistic: Observed Expected (RT*CT/GT) (O – E) (O-E)^2 Ψ2 = (O-E)^2 / E 48 37.375 10.63 112.89 3.020 36 39.675 3.68 13.51 0.340 31 37.95 6.95 48.30 1.273 17 27.625 10.63 112.89 4.086 33 29.325 3.68 13.51 0.460 35 28.05 6.95 48.30 1.722 TOTAL 10.902 Calculated Value: Ψ2 = 10.902
    • 67 Table Value: D.O.F = (r-1)(c-1) = (2-1)(3-1) = 2 α = 0.05 Ψ2 = 5.99 Conclusion: | Ψ2 table | < | Ψ2 calculated | Calculated value is greater than table value. Thus Alternative hypothesis is accepted and Null hypothesis is rejected. Therefore there is a significant relation between Gender and their satisfaction towards the recreational facilities. INFERENCE: The male employees were satisfied with the recreational facilities up to 41.75% where as the female employees were only 20% satisfied with the recreational facilities provided by the HCL – BSERV.
    • 68 CHAPTER-5 FINDINGS, SUGGESTION & CONCLUSION
    • 69 5.1 SUMMARY OF FINDINGS 1. 22.5% & 18%of respondents feel that compensation and health issues are the important reason for attrition in HCL - BSERV. 2. 17% & 16% of respondents respectively feel that Job shift timing and Stress are the important reason for attrition in HCL – BSERV. 3. 81% of the employees said that they doesn‟t feel mismatch between their job and their profile 4. 31% of respondents expect recognition, 20.5% expect self respect and 18% expects job security from the organization to render apart from compensation. 5. 35% of respondents say that they are comfortable and 48% says that they are some what ok with the nature of the job 6. 42.5% of employees respond that they might or might not work after two years and more than 27% respondent says that they are not likely to work after two years in HCL – BSERV. 7. 57.5% of employees respond that sometimes management provide counseling program to reduce work stress. 8. 31% of employees respond that they are satisfied & 39% of employees respond that they are neither satisfied nor dissatisfied with the working condition. 9. 84.5% of the employees said they are provided with all statutory welfares. 10. 33.5% of the employees respond that they prefer promotion & 27.5% prefers monetary rewards as the reward for their performance. 11. 57.5% of employees respond that management is treating employees as an asset of an organization. 12. 55% of the employees respond that work-life balance was satisfied 13. 44% of the employees respond that there is no help given by the management to overcome their personal barriers. 14. 54% of the employees said that organization takes necessary measures to retain them in the organization. 15. 41.5% of the employees respond that the promotion is the retention strategy using in the organization.
    • 70 16. 51% of the employees respond that there is only a medium growth of career development in HCL-BSERV. 17. 26% of the employees respond as recognition, 25% as career development and 23% respond as remuneration are some of the factors that have an impact over the satisfaction of the job. 18. 55% of the employees said that there is group harmony and inter-relationship among the team members to great extent to achieve organization goal. 19. 58.5% of employee responds that there is an open flow of communication prevailing in the organization. 20. 44.5% of employees respond that training was one of the measures adopted for the career development in HCL-BSERV. 21. 31.5% of employees respond that employees were not provided fair and equal treatment in HCL-BSERV. 22. The satisfaction level of employees towards working hours and the compensation is only 39.5% and 52.13% respectively. 23. The satisfaction level of employees towards organization culture and HR team is 61.5% and 60.13% respectively. 24. The satisfaction level of employees towards co-employee relation and recreational facilities is 68.75% and 63.13%. 25. The appraisal mechanism is 55.38% clear to the employees in HCL-BSERV. 26. The satisfaction level with employment in HCL-BSERV is 54.62% 27. The non voice employees respond that they suffer mostly from physical stress. 28. The voice process employees respond that they suffer more from mental and psychological stress. 29. 41.75% of male respondents are satisfied with the recreational facilities but only 20% of the female respondents are satisfied with recreational facilities provided by the HCL- BSERV. 30. Many of the employees have suggested that management can organize many more recreational facilities and employee engagement activities so that employees can enjoy in their work place in order to check the attrition rate in HCL-BSERV
    • 71 31. Most of the employees have responded that management is asking the employees suggestion but they are not implemented and this was thing which they dislike about the company. 32. Most of the employees have responded that the admin and the colleagues are some of the important aspect that they like about the company.
    • 72 5.2 SUGGESTIONS 1. Employees performance can be recognized as most of the employees expect it from the organization to render apart from compensation. 2. The compensation package can be revised as it was considered as the important reason for attrition in the company 3. Management should be able to find the people who have intention to leave the organization and has to enquire about the reason and try to meet their expectation in order to retain them. 4. Promotion and the monetary rewards can be considered more as the reward for the performance the employees as those are preferred by most of the employees. 5. Management should help the employees to overcome their personal barriers helping him to perform well in his work and in his personal life. 6. The management should provide training and other measures for the career development of the employees in the organization as most of the employees have responded that there is only a slow growth. 7. Each and every employee should be treated equally without any bias because most of the employee had responded that employees were not provided fair and equal treatment. 8. Most of the employees were not satisfied with the working hours, the management can try to reduce the working hours as possible it could. 9. The non voice process employees can be given some training like some simple exercise to reduce physical stress as most of them have responded that they suffer form physical stress. 10. The voice process employees have responded that they suffer more from mental and psychological stress. Hence management can provided meditation training programs to them which will help to reduce stress. 11. Management can organize many more recreational facilities and employee engagement activities so that employees can enjoy their work place. 12. Management should consider employees valuable suggestions and should be able to implement it.
    • 73 CONCLUSION It is HR's job, though not HR's job alone, to champion and shepherd effective human resource management practices at both the strategic and day-to-day levels. That is, to be effective, human resource management practices must be grounded in two ways. First, they must reflect company wide commitments as to how it will manage and relate to its employees. Secondly, HR must implement these commitments so that the ideals of the enterprise and deeds of its agents are congruent. In order to ensure a consistent flow of trained manpower in the future, the industry needs to work with the government to introduce courses at a school and college level, which are in line with the requirements of the BPO industry. India has one of the largest pool of English speaking graduate workforce. The challenge for the industry is not in employment but employability. To ensure organization's growth, HR manager should give close attention to why attrition is occurring in the present. To ignore why people are leaving the organization is to ignore the organization greatest assets – its people. People in organization are needed to perform the task; but they are not just machine but more than that. They are organization dreams, hopes, ambitions, creativity and innovation. And to retain these valuable assets is one of the surest ways to build an organization rather than just to go in global markets. And this is the only way an organization can lower its attrition rate.
    • 74 CHAPTER-6 BIBLIOGRAPHY
    • 75 Bibliography  Human Resources Management – Ashwathappa  Arundhuti Dasgupta (2002), "Global Call" Indian Management.  Shelley Singh (2003), "Keeping 'em from straying," Business World.  Kothari C.R., Research Methodology, New Delhi: Wishwa Prakashan.  Donald R Cooper and Pamela S Schindler – Business Research Methodologies Websites:  w w w . h c l . c o m  w w w . h c l b p o . i n  w w w . c i t e h r . c o m  w w w . b p o i n d i a . o r g / r e s e a r c h / r e t e n t i o n - s t r a t e g i e s - c a l l - c e n t e r - i n d u s t r y . s h t m l  w w w . a r t i c l e s b a s e . c o m / h u m a n - r e s o u r c e s - a r t i c l e s / a t t r i t i o n .  w w w . c o o l a v e n u e s . c o m / k n o w / h r / i n d e x . p h p 3
    • 76
    • 77 CHAPTER-7 APPENDICES
    • 78 QUESTIONNAIRE Section - A 1. PERSONAL DETAILS a. Name : b. Designation : c. Process : Voice process Non voice process d. Gender : Male Female e. Martial status : Single Married Section - B 2. How long have you been working for HCL- BSERV? □Above 4 yrs □3-4 yrs □2-3 yr □1-2 yr □Below 1 yr 3. What according to you is the most important reason for attrition in HCL – BSERV? □Due to health issues □Job shift timing □Compensation and other benefits □Stress due to nature of job □Personal issues □Pursuing new opportunities □Desire to relocate □ others (please specify) 4. Do you feel mismatch between you and your job profile? □Yes □No 5. How far you were comfortable with your nature of job? □Highly comfortable □Comfortable □Neutral □Uncomfortable □Highly Uncomfortable 6. Do you feel stressed in doing your work? □To great extent □To some extent □Not at all
    • 79 7. Please rate your satisfaction levels on the following parameters(Put a tick mark) Highly Satisfactory Satisfactory Average Dissatisfactory Highly Dissatisfactory Working hours Compensation package Organization culture HR team Co-Employee 8. What do you expect from your organization to render your service apart from compensation? □Recognition □Job security □Moral support □Self respect □Recreational facilities 9. Are you satisfied with the working condition provided by the HCL-BSERV? □Highly satisfied □Satisfied □Neither satisfied nor dissatisfied □Dissatisfied □Highly dissatisfied 10. Whether HCL-BSERV is providing any counseling program to reduce the work stress? □ Always □Usually □Sometimes □Rarely □Not at all 11. How likely are you to be working in this organization two years from now? □like Very much □Like □Neutral □Dislike □Dislike Very much 12. Does your organization provide all statutory welfares to the employees? □Yes □No 13. Which of the following type of rewards that you prefer as reward for your performance? Monetary rewards Holiday vouchers Medals and trophies Special trainings Special scholarships Promotion
    • 80 14. Do you believe that HCL-BSERV is treating its employees as an important „Asset‟ of the organization? □Yes □No 15. Considering your work and life priorities, how satisfied are you with the work-life balance in your current job? □Highly satisfied □Satisfied □Neither satisfied nor dissatisfied □Dissatisfied □Highly dissatisfied 16. Whether the Management helps you to overcome personal barriers to achieve organization goals? □Always □Usually □Sometimes □Rarely □Not at all 17. Rate the appraisal mechanism of the HCL - BSERV Clear Ambiguous 18. What measures are adopted for “Career Development” in your organization? □Training □Motivation □Higher responsibility □All the above 19. Does your Organization takes necessary measures to retain you? □Yes □No 20. What type of retention strategies is HCL-BSERV implementing? □ Recognition □ Training □ Support □ Promotion □ Motivation 21. Please mention your career development views in HCL- BSERV? □Rapid growth □Medium □Slow □Not at all 22. Considering everything, how would you rate your level of satisfaction with your employment here? Very Very Dissatisfied Satisfied 1 2 3 4 5 1 2 3 4 5
    • 81 23. Are you satisfied with the recreational facilities provided by the HCL-BSERV? □To great extent □To some extent □Not at all 24. Which workplace attributes have the most impact on your satisfaction with your current job? □Recognition for effort □Chance to be innovative □Appropriate workload □Good working relationships □Remuneration package □Opportunities for career development 25. Do you think there is an open flow of communication within HCL-BSERV? □Yes □No 26. Whether there is group harmony and inter-relationship exist among team member to achieve organizational goal? □Yes □No 27. The HCL-BSERV management is giving fair and equal treatment to all its employees? □Strongly disagree □Disagree □Neutral □Agree □Strongly agree SECTION-C 28. What did you dislike about the company? 29. What did you like about the company? 30. What is your suggestion to check the attrition rate in HCL-BSERV?