1.

CONCLUSIONS
Maslows needs of hierarchy are foundation and must be satisfied for any
individual to enter into any organisation. Higher order needs must be
satisfied internally and lower order must be predominantly satisfied
externally (by things such as pay etc.). But it is also true that unsatisfied
needs motivate one and satisfied need generate new one. So manager must
need to understand what level of hierarchy that person is currently on and
focus on satisfying needs at or above that level.
Manager can prepare questionnaire like for in depth analysis and use tools
like pareto analysis to knowledge enrichment:
1. Do employees enjoy their work?
2. What would make you leave?
3. What are your non-negotiable issues?
4. Feedback about the manager.
5. What change you expect from department and organisation?
6. What keeps you to work for long tenure?
7. Recognising different expectations of different age groups.

low hierarchy of needs

Mas

Moreover manager may monitor job satisfaction, prepare retention checklist

with the help of technology and can find out ways to improve their strategies
continuously by preparing retention checklist (sample bleow):
RETENTION CHECKLIST
1. Recognize that people are valuable. Think of them as a great art
collection that has taken time and money to develop. Take of them,
nurture them, and youll keep them.
2. Recognize you have a problem. Once understood and the responsibility
is identified, the costs of high turnover will motivate you into creating a
strong retention program.
3. Find out why people are leaving. The answer to this question is the first
step to realizing you have a problem and can be the basis for your
retention strategy.

4. Set goals for your retention strategy.

o Top Performer Profiling Begin at the recruitment stage by
comparing candidates to your best employees.
o Orientation and OnBoarding Well planned, post hiring fittingin plans instills long term employee confidence in the
organization.
o Performance Reviews Performance feedback on a regular basis
propels success.
o Career Pathing and The Two-Way Value Proposition Paralleling
company goals with personal goals and planning for success in
the future creates motivation to outperform in current positions.
o Communication

Listening
commands
respect
and
representation.
o Morale Boosting - Respect, value and appreciate employees does
more than financial compensation to increase retention
o Competitive Compensation 3rd party salary surveys allow you
to stay current and your employees to stay with the company.
o Non-monetary Reward and Recognition A variety of rewards will
increase employee gratification and happiness.
o Employee Surveys Let your employees be heard and listen to
their concerns.
o Exit Interviews Learn from the recently departed and change
the existing profiles and perhaps company structure.