The document discusses various strategies and practices organizations can implement to enhance employee retention, highlighting efforts from companies like Airtel, HDFC Bank, Yes Bank, Google, Whirlpool, Apple, and Oracle. Key strategies include effective recruitment, transparent communication, recognition of employee contributions, and proactive management of employee needs and satisfaction. It also contrasts personal and general opinions on retention strategies, emphasizing the importance of creating a supportive work environment.

1. Employee Retention
Arunava Purkayastha (20161003)
Basil Issac (20161005)
Harsh Gandhi (20161017)
Kunal Mittal (20161026)
Rinkesh Modi (20161040)
Saurabhkumar Agarwal (20161048)
Shivam Agarwal (20161051)
Shrushti Joshi (20161054)
Vijay Thumbar (20161059)

3. Why Professionals Leave Their JOB??

6. • The management of airtel is doing lots of activities to
retain their customers
• The activities are far more difficult in a sense that the
employees who are involved in retention activities have
to work hard to get the customers back in the airtel
service again.
• But it is not easy to winback the customers who have
already left airtel service for different issues.
• The activities include follow up activities, properly make
the customers learn the packages they are using and the
benefits of it.
• Package conversion is also done based on customers’
requirements
Retention Management

7. • There is a proactive retention team leader under
retention management where all the subordinates are
supervised by the team leader
• The subordinates are proactive retention executives.
• The main purpose of this management system is to
retain the existing customers so that they don’t stop
continuing using airtel number.

8. Organizational Structure of Retention

9. • Basically all the employees of Collection & Retention
department maintain a chain of command which starts
from CSD (Customer Service Department)
• Then the command goes to HCE(Head of Customer
Experience).
• Manager follows the commands of HCE.
• Then the team leaders follow the direction of Manager.
• Team leader direct the tasks among the executive
officers and management trainee in airtel.
Organizational Structure of Retention

10. • To know the problem faced by customers & solve it
• To let the customers know the product in details
• To offer customers(post paid) prepaid package if
they are not satisfied with postpaid
• To find out zero usage customers in a value steamed
ways
• To follow up the activities
Functions of Retention management

11. • In airtel customers have access to something called My
Airtel, My Offer.
• Driven by sophisticated predictive analytics and Bharti
Airtel’s precise segmentation of its customer base, My
Airtel My Offer predicts the best possible plan for each
customer
• As per Bharti airtel , they have managed to reduce the
churn rate from 3% to 2%
• Today they can predict with 80% which customers will
churn

12. Banking Sector

13. Major Causes Of Attrition
• Employees not satisfied with the working hours in
the sector
• Increased competition leading to stringent targets
• Increase in the number of banks leading to
poaching for best employees

14. HDFC Bank
• Transparent work culture
• Quality of work
• Communication between employer &
employees

15. Retention Strategies
• Appreciating and recognizing the performing employees.
• Providing adequate salary and other perks to keep
employee motivated and satisfied.
• Occupational stress relives through implementing WLB
strategy.
• Employee support, greater work autonomy and
encouragement to participate in decision-making.
• Hire the right employee from the beginning.

16. Effective Performance
Management
The three keys of the PMS at HDFC Life
• Effective - Ensures people have the right capabilities to
perform
• Strategic - Ensures broad objectives and long term goals
are always in sight
• Integrated - Ensures linkages between all aspects of
business, people and process

17. Learning And Development
• HDFC provides training in association with the Manipal
School Of Banking.
• Designs, develops and deploys organisation wide
knowledge, skill and capability improvement programs .
• Provides a unique learning environment to each employee.
• Enables assessments & certifications of the employees and
distributors on domain and functional knowledge and skills.

18. YES Bank
• Recruiting the right people
• Training and Development
• Yes Bank - Manager - Employee Engagement
• 5-C Employee Engagement

19. Hiring In Yes Bank
• UNIVERSITY SCHOOL RELATIONSHIP
MANAGEMENT (USRM)
• YES Professional Entrepreneurship Program (Y-
PEP)
• Talent Management & Leadership Development
Program

20. Training And Development
• YSB Internal and Knowledge
Trainers
• Online Learning Solutions
• My Learning@YES

21. 5 C’s Employee Engagement Model
Culture
Communication
Career
Connect
Care.

22. Employee Manger Relation
• YES MENTOR
• Design and administer relevant Internal
engagement surveys viz. New Joinee
Survey and Exit Survey
• Attrition Analysis / Exit Interview Analysis

24. • The employee satisfaction is much higher in case of
Yes Bank.
• Higher Employee Engagement.
• Innovative practices like Facebook Workplace.
• Recreational Facilities.
• Rapid Growth for High Potential Employees.
• Regular Training To Employees.
• Cohesion and Cooperation among employees.

26. GOOGLE
• Google has some of the best perks in the country -- free
five-star food, five months of paid maternity leave, great
insurance, free yoga -- but its employees only last about a
year.(84% satisfaction rate)
• Google has grown from 9,500 to 28,500 employees since
2007, and the median age is 29.

27. Google’s HRM: Recruitment,
Selection, Retention
• Google’s success is based on its high quality human resources.
The company generally emphasizes smartness and excellence
among its employees.
• The retention programs at Google are designed to retain
excellent employees. These programs also attract employees
to the firm.
Google’s Recruitment Practices:
• Google’s human resource management uses a mixture of
internal and external recruitment sources to maintain the
adequacy of its human resources.

28. Google’s Employee Retention
Programs
• Google’s compensation packages are the main HRM tool that
the company uses for retaining high-quality human resources.
• The company’s compensation packages are competitive and
above average. For example, Google provides high salaries
and wages.
• In addition, employees get free meals and other incentives
and benefits.
• The typical design of the company’s offices emphasizes fun
and creativity, which attract and retain creative and innovative
workers.
• Google’s human resource management uses coaching and
mentoring to retain and develop employees with leadership
potential.

30. Whirlpool
• Whirlpool is an American MNC and a
leading manufacturer of home appliances.
• Recognition of a problem in talent
retention.
• Change in their approach and change in
technology
• Retention Risk Assessment Toolkit (RRAT)

31. What is RRAT?
• An operating system developed based on the
analytics gathered.
• The phases are,
1. Impact Whirlpool would face if employee
leaves
2. Likelihood that an employee will leave
3. Action plans to prevent regrettable loss
• After this, checking of the model.

32. First phase
• Whirlpool targeted a pilot group of 65 employees at the senior
managers. They were trained on the toolkit and were provided with a
“Retention Risk Manager Guide” and a “Stay Interview Manager
Reference Guide.”
• To assess the impact on Whirlpool if an employee should leave,
managers were asked to answer each of the following yes or no
questions:
1. If this employee left Whirlpool, in the current business environment
would we sustain a significant revenue loss or increased risk?
2. If this employee left Whirlpool, would we lose significant intellectual
capital?
3. Is this employee in a critical role or on a Succession Plan for a critical
role?
4. Is there a weak or non-existent contingency plan for if this role were
vacant?
5. Would this role be difficult to fill both internally and
externally?

33. • The risk retention assessment includes 25 yes or no questions
managers were asked to answer about their employees and their
relationship to those employees. Questions are grouped into four
areas: job/role, development and alignment to career goals,
manager/employee relationship and external support system.
Answers are then calculated to measure that employee’s level of
“retention risk.”
• Whirlpool quickly discovered that many managers had difficulty
answering a significant number of questions about their
employees. Understanding the importance of the
manager/employee relationship to retaining talent, Whirlpool
created a template for stay interviews as a way to help managers
answer those questions, and to create dialogue between
managers and employees. This approach directly impacted the
level of interaction between the diverse talent and their individual
supervisors.

34. • After the first round of interviews was completed, both
managers and employees were given a survey about the
process. The two major findings from that survey were:
• Managers assessed their relationship with their
employees as being stronger than the employees’
assessment.
• There were some engagement factors that were
specifically called out by employees as important to
them that were missed by managers.

35. • Managers were able to reference the “Retention Risk Manager Guide”
throughout the process. In the action planning section of the guide, for
instance, managers could find concrete examples of actions they may
take with their employees like:
• Have the employee complete their Development Plan / Career Compass.
Gain alignment on the plan.
• Ensure you are recognizing your employees for their contribution either
publically or privately.
• Recommend that the employee get involved with WHR Employee
Resource Groups (Diversity Networks) or in the local community; foster
these connections
• Identify 1 developmental opportunity for the employee to attend in the
next 90 days; commit to supporting with time, resources etc.
• Ensure regular 1-1 check-ins to discuss work progress and any
issues/concerns with achieving the employee's objectives. Ensure at
least one discussion per month focuses in on longer-term development
as well. This could be a supervisor, a manager once
removed or a functional leader.

36. • As an extra layer of support during the pilot process,
Whirlpool created focus groups for both the
managers and employees to discuss the process.
These quarterly meetings have been particularly
valuable for the managers who have appreciated the
opportunity to share their experiences with their
peers and to learn from each other.

45. APPLE
• The Wall Street Journal reports Apple CEO Tim
Cook just started exploring the world of
employee benefits, such as product discounts
and matching charitable donations.
• As Apple works to satisfy employees’ needs to
better control their jobs by making project
assignments more flexible, he also shows his
appreciation by “gushing” about employees to
the media.
• This is a positive, smart move by Cook, but if
done wrong, Apple can experience hazardous
pitfalls completely detrimental to employee
motivation.

46. The Positive.
• Apple’s employment brand has all of its, well, apples in
one basket: you are cool if you work here.
• We are successful, and as an employee, so are
you…which makes you cool.
The Pitfall.
• Apple has built a strong workforce despite
a lackadaisical demonstration of its value of
employees. Why? Because going above and beyond to
reach a goal elicits the “justification effect.”
• These excuses become part of the internal dialogue
and justify, for employees, putting up with long hours
and tough bosses.
• If there wasn’t a good reason for running the gauntlet,
they’d just be stupid for taking the abuse – and no
one likes to feel stupid.

47. Finding the Balance.
• Cook and Apple’s HR are on the right path–they need
to proactively manage the risk of employee flight
should the company face challenges in the future.
• Apple’s tricky task is to give employees signals that
they are valued without dousing the flame of intrinsic
motivation.
• Hiring the right people helps. Apple's current brand of
“successful cool” attracts employees who value high
performance and being on the cutting-edge. Their
career site says, “You’ll be challenged. You’ll be
inspired. And you’ll be proud. Because whatever your
job is here, you’ll be part of something big.”

48. • Apple is also flirting with giving employees more
choice in assignments. If managed perhaps by a
combination of high past performance and
tenure, the option to be able to choose the
sexiest projects might just convince people to stay
as they rack of the tenure needed to have more
control over their jobs.
• Think frequent flier miles: the more experienced
you are, the more perks you get. Using this
approach, the employee retention isn't based on
vesting stock, a strategy that will keep people
until, of course, the stock vests.

51. Oracle-an American multi national computer technology corporation, the
second largest software maker by technology.
How it manages employee retention?
Follows 6 key practices:
Recruit the right people in the first place.
Improve line manager’s ability to manage.
Give employees constant feedback about clear, meaningful goals.
Empower employees to manage their own careers.
Proactively drive talent mobility.
Continuously measure and improve retention strategies.

52. Ensure an accurate match between role and
candidate.
• Automated skills-based matching
Speed up the recruitment process to secure top
candidates.
• Automate workflow of recruitment process
Proactively build talent pools of suitable candidates.
• Build and mine talent pool database
Ensure new hires are productive as soon as possible.
• Coordinate all onboarding activities
Retention Recipe: Recruit Right

53. Manage people based on facts and data.
• Single system for all aspects of talent management
Provide intuitive, useful talent management systems
designed for the line manager.
• Web 2.0/consumer internet usability
Provide relevant data to support decision-making.
• Context-based analytics
Prompt everyday interaction with talent management
tasks.
Integrate talent tools with business tools like Microsoft
Outlook
Retention Recipe: Manager
Excellence

54. Clear line of sight from employee goals to
unit/company goals.
• Cascading goals management
Gather feedback from a broad, relevant audience.
• Establish networks of reviewers
Capture feedback on a regular basis.
• Easy logging of feedback from e-mail correspondence
like Microsoft Outlook
Facilitate regular reviews of progress.
• Intuitive goals monitoring systems
Retention Recipe: Clear Goals…
Frequent Feedback

55. Goals are linked with best-practice
performance management process

56. Enable employees to define and analyze
career preferences.
• Self-service career planning tools
Base career paths on actual career histories.
• Analyze role change data for career paths
Empower employees to find and engage
mentors.
• Intelligent internal networking capabilities
Retention Recipe: Career Planning

57. Clear visibility into internal job opportunities.
• Online promotion of open roles
Approach internal candidates with relevant
opportunities.
• Matching of employees to open roles based on talent
profile
Extend succession planning to broader set of roles.
• Automated search and easy-to-use succession planning
systems
Maximize fill rate from succession plans.
• Integrate succession planning and recruiting systems
Retention Recipe: Talent Mobility

58. Capture metrics across all aspects of retention
strategy.
• Unified reporting and data warehouse
Explore issues to understand underlying causes.
• Analytics and drill down on talent data
Adapt strategies to improve retention
performance.
• Flexibility to reconfigure talent management systems
quickly and easily
Retention Recipe: Metrics and
Analytics

59. In your opinion what should companies do to
retain employees and difference between your
and general opinion??
Class Opinion
Lucrative remuneration.
Giving roles according to competency.
Unbiased promotions.
Salary increment on annual basis.
Employee engagement program in
activities other than work.
Recognition for work.
Working hours should be defined and
overtime incentives should be given.
Cross Domain knowledge in different
departments/technologies.
Compensation for family members on
a quarterly basis.
IT- On shore opportunity in a short
duration.
General Opinion(as per Internet)
Offer a competitive benefits package that fits
your employees’ needs.
Provide some small perks.
Use contests and incentives to help keep
workers motivated and feeling rewarded.
Conduct “stay” interviews.
Foster employee development.
Create open communication between
employees and management.
Create an environment that makes your
employees feel like an asset to your company.
Make expectations and goals of the
company clear.
Create an open and honest work
environment.
Recognize and reward good work.

60. Where is the difference between the two
opinions?
Conducting “stay” interviews: In addition to performing exit interviews
to learn why employees are leaving, consider asking longer-tenured
employees why they stay.
Make expectations of the company clear: Be sure you have job
descriptions so your employees know what is required of them.
Create and open and honest work environment: Give feedback on
work performed and be willing to listen, really listen, to the concerns of your
employees.
Provide opportunities to grow and learn, and let your employees
know there is room for advancement in your company: Provide
tuition for continuing education classes. Give challenging and stimulating
work.
Create an environment that makes your employees feel like an
asset to your company: Don’t make them feel like overhead. Allow
them to feel secure in their job.
Offer work-from-home options for your current employees.

62. That’s Magic of
EMPLOYEE RETENTION