ON Employee Retention Techniques AT Iti LTD, Mankapur: A Digital City of India

ON
EMPLOYEE RETENTION TECHNIQUES
AT
ITI LTD, MANKAPUR
A DIGITAL CITY OF INDIA
Under the guidance of
Company’s Guide Faculty Guide
Submitted in partial fulfilment for the award of Master’s Degree in

Business Administration from U.P Technical University
BY
MBA 3rd Sem
ACKNOWLEDGEMENT
I feel immense pleasure in expressing my gratitude to ITI Limited
Mankapur, a prestigious organization.for providing me an
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opportunity to undergo summer training for project work as a part of
my MBA programme.
My heartfelt gratitude is extent towards who helped me a great deal
in preparing this project& inculcating in the depth knowledge of HR
working in the organization. I as well extent my thanks to whole ITI
family, who treated me as one of them & facilitated me to learn
more & more about HR function.
I am highly thankful and indebted to Manager (HRD) for their
effective, valuable and constant support for successful completion of
the training programme without which this project would not have
seen the light of the day.
I am also thankful to Director and Head of MBA deptt. who have
been very supportive through out the preparation of my summer
training report
PREFACE
Summer training plays a vital role in understanding working culture
& climate of industry. This training has been misinterpreted by most
of us as a platform for only performing projects. Industrial training in
the true sense has been included in the curriculum to make the
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student well versed with the technical procedure, management &its
practical approaches, which is very different from theoretical
aspects.
The educational institutions role aim by industrial training is to
improve the knowledge about the organization and to have a hand
on experience. The terms and procedures, which we learn, are of no
use until and unless we do bring them in practical operation and
start dealing with them in real life. For becoming a good professional
it is very much required that what ever the knowledge and skills one
has adopted during this training has to increase with his knowledge
and day to day experienced from his own life.
At last but not the least this training is very much important in
shaping ones bright future and carrier as it provides all basic
information a new professional wants before completion of his
degree.
MBA-3rd Sem
TABLE OF CONTENT
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I. TITLE PAGE
II. CERTIFICATE FROM COLLEGE
III. CERTIFICATE FROM ORGANISATION
IV. ACKNOWLEDGEMENT
V. PREFACE
6 EXECUTIVE SUMMARY
VI. COMPANY’S PROFILE
VII. PROJECT PROFILE
VIII. RESEARCH METHODOLOGY
IX. ANALYSIS
X. BIBLIOGRAPHY
XI. QUESTIONNAIRES
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TOPIC
“ EMPLOYEE RETENTION TECHNIQUE AT ITI Ltd MANKAPUR”.
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OBJECTIVE
a) To study the rate of attrition or stability of the employee at ITI
Mankapur.
b) To carryout the studies for the existing retention strategies &
policies of ITI Mankapur.
c) To carryout the study for effective implementation &
effectiveness of strategies relating to retention of employees.
d) Comparative study between implementation & the set
standard
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RESEARCH STATEMENT
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Research in common parlance refers to a search for knowledge.
Research as a scientific and systematic search for pertinent
information on a specific topic.
My research statement is to carryout the study for effective
implementation & effectiveness of stategies relating to retention of
employees.
POPULATION
I have taken employees of only managerial level & middle levels as
the population for my report.
 Sample Size:
The report was made on the basis of analysis & presented with
findings and suggestions. Information is collected through primary
data.
I have taken a batch of 100 employees from every department in
order to conduct my survey.
 Sample Unit:
Department No. of employees
Purchase 10
Finance 20
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SEA Plant 20
Computer Division 10
Component 20
PCB Plant 20
% of employees taken = ( 100/2144 ) = 4.7 %
Research findings is drawn from the survey conducted among 4.7 %
of employees.
DATA COLLECTION TECHNIQUES
There are two types of data :-
Primary Data:- Primary data are those data which you are freshly
generated for a specific purpose.
Secondary Data :- Secondary data are those data which you are
already existing and you are just extracting the data from it .
Data collection is a key for activity of social research. The design of
data collection method is the backbone of research design. There
are two type of data collection method i.e.
A) Survey Method:
It is also known as primary source. These source are generally of
three types:
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 Personal collection of data through face to face interview.
 Online interview in industries countries.
 Survey through questionnaire.
B) Observation Method:
It is secondary source. In this method the data is personally
collected by the researcher or his agent. It can be structured or
unstructured, formal or informal, participant or non- participant
and controlled or uncontrolled.
FINDINGS AND SUGGESTIONS
The survey asked respondents to rate the degree of Importance or
level of agreement with a number of statements related to:
 BENEFITS
 RETENTION STRATEGIES
 ORGANIZATIONAL CULTURE
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 PERSONAL & JOB SATISFACTION
SUGGESTIONS :-
Following are my suggestions:
 The HR Manager should conduct the Exit Interview.
 ITI Mankapur should create the Employee Retention Cell.
 Manager should improve the advancement in this Industry.
 Once in a year, suggestions from the employees should be
collected in the form of FEEDBACK.
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COMPANY PROFILE
ITI LTD is India’s first public sector enterprise.
Established in 1948 as Indian Telephone Industries Ltd.’ a
departmental undertaking under the ministry of post and telegraph,
it was envisaged as an indigenous manufacturing facility in the
beginning.
 ITI LTD. Has since emerged with its own corporate identity, as
a leading telecom company manufacturing the entire range of
telecom equipment, which includes telephones, large digital
switches, transmission systems ,digital microwave, fibre optic
systems and satellite communication systems.
 Vibrant R&D supports striving for excellence in quality cost
effectiveness in its products and services, with talented
engineers, state of art.
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 A dedicated network system unit provides value added
services such a shared hub VSAT services and MRTS and
Turnkey solutions
BOARD OF DIRECTORS
 Mr. S.K Chatterjee Chairman &MD
 Mr. K.K Khurana General manager(HR)
 Mr. B.P Gupta Director-finance
 Mr. Tejbeer Singh Director-marketing
 Mr. Ravi Agarwal Director-production
MANUFACTURING UNITS
KARNATAKA
BANGALORE
HOSSUR
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(DOORVANI NAGAR)
UTTAR PRADESH
ALLAHABAD RAEVARELI
MANKAPUR
OTHER UNITS
SRINAGAR PALAKKAD
INFRASTRUCTURE
ITI has seven manufacturing units spread in different parts of the
country. Three of them are in Uttar Pradesh.
 BANGALORE COMPLEX,(KARNATAKA)
Established 1948
ISO Certificate ISO 9001
Products Switching comp,
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Defence
product also
Telephone parts
 ELECTRONIC CITY UNIT,(BANGALORE)
Establised 1987
ISO Certificate ISO 9002
Product Digital
exchange
Parts
 NAINI UNIT,ALLAHABAD,(U.P)
Establised 1968
ISO Certification ISO 9001
Product Wireless Local
100TS
 RAIBAREILY UNIT,(U.P)
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Establised 1970
Product Electromechanical
Excha
nge parts,
Digital
exchange
parts
 PALAKKAD UNIT,(KERALA)
Establised 1976
Product Digital exchange
Automatic exchange,
O.C.B-283 Switching
Products
 SRINAGAR UNIT,(JAMMU &KASHMIR)
Establised 1976
Product LJU &Telephone set
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 MANKAPUR UNIT,(U.P)
Establised 1982
ISO Certification ISO 900I:2000
Product E-10B exchange
Also O.C.B-283
Exchange
 ITI HAS SIX REGIONAL OFFICES
Mumbai, Kolkatta, Chennai, New Delhi, lucknow & Bangalore.
The corporate office of ITI LTD is situated at Bangalore.The ITI
product is of good quality of International market standards
approved by ISO. It has various sales offices with in India
MISSION OF ITI LIMITED
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The mission of the company is to be the leader in the domestic
market and an important global player in voice, data and image
communication by providing total solution to customers, to build on
core competencies to enter into the new business area.
The company manufactures entire range of telecommunication
system. ITI is in involved in design, development, manufacturing and
installation and commissioning of telecommunication system to
meet specific need of customers.
OBJECTIVES OF ITI LIMITED
 To generate demand for telecom product through innovation.
 To maintain an overall growth rate of 30% per year. For each
existing business it should match at least the industry growth
rate.
 To become a strong service provider with major business thrust
in telecom network and operation and value added services.
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 To strengthen technology scanning capabilities to benchmark the
organizational product/services against global standards, to
identify the potential partners. To achieve global quality
standards in all the products in the shortest time.
 To introduce effective production planning and control systems
for achieving delivery schedules, streaming production over the
whole year and better inventory control.
OBLIGATION
 TOWARDS THE
CITIZENS OF INDIA:-
Ass an autonomous government company, functioning under
the Indian companies act and its memorandum and articles of
association of the company subject to the auditor general of
India, it is accountable to the people of India, the tax payers
through the parliament and the government, for running a
highly sophisticated technically oriented company, engaging in
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the manufacture of all types of telecommunication equipment
and allied products and incidentally carry out applied research
and development to meet the needs of the country as well as
world market in the field of telecommunications.
 TOWARDS EMPLOYEES:-
The company will seek to the model employer by:
• Attracting competent technical personnel and by developing
their optimum skills and capabilities in a congenial working
environment providing employment opportunities for
advancement and other incentives.
• Developing and sustaining a favourable employee attitude and
motivations and obtaining maximum contribution by the
employees through stable and standing employment
opportunities, adequate wages keeping in view the “REGION
CUM INDUSTRY” basis of remuneration and commensurate
with the capacity to pay and connected with the production
,good working conditions and job satisfaction.
• Establishing a system for readdress of employee’s grievances
in the shortest possible time at various levels including the
lowest level.
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• Providing attaining facilities and other opportunities for self
development in their current job and for advancement.
 TOWARDS CUSTOMERS:-
• To serve the post and telegraphs department and other
government, quasi and semi government departments
requiring telecommunication equipment by providing prompt
courteous, dependable and sophisticated services, adopting
sound business and commercial practices.
• To sell products of high quality at prices fixed and determined
in the best interest of the nation, the company and the
consumer, keeping in view that the customers are charged
prices comparable to landed costs of similar components.
 TOWARDS SUPPLIERS:-
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• Ensuring prompt dealings based on integrity, impartiality and
courtesy.
• Making available to them the benefits of research skills and
information in order to promote indigenous services.
 TOWARDS THE COMMUNITY :-
The company accepts its social obligations to the communities
and villages contiguous to the factory and on whose land and on
whose land the factory is located
AWARDS AND ACHIEVEMENTS
 Safety award for Rae Bareli, Palakkad and Bangalore
Three plants of ITI have won the national safety award for
outstanding performance in industry. Safety during the year 2004,
which were presented at a function, held in New Delhi recently.
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Rae Bareli and Palakkad plant received the award for achievement
based on longest accident free year. The runner up award based on
longest accident free year was awarded to Bangalore and Rae
Bareily respectively.
 Energy Conservation award to Mankapur
ITI Mankapur plant, which saved energy to the tone of 384 lakh
during the last 3 years, has won the National Energy Conservation
Award in 2004.
 First prize for best prize productivity in 1990 by National
Productivity Council
SALIENT FEATURES OF MANKAPUR PLANT
 Establised 1982
 Start of construction 31-05-1983
 Start of production April 1985
 Annual Capacity 500KL(E-10B)
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500 KL(CSN
-OCB283)
 Capital cost of E-10B Rs.219.00 Cr
CSN Rs.31.41 Cr
MAX-L Rs.3.30 Cr
 Land 352 Acres
 Factory covered area
77,500 sq m
 Air conditioned area 44,300 sq m
 FDV space in factory 2000 sq m
Compressed air 7000 sq m
 Installed capacity of 16000 KVA
Power station from UPSEB &
5800KVA
Captiv
e power Generation
 Water storage capacity 50 lakh litres
 Total manpower 2358 Nos.
 Annual capacity of 18,00,000
Component plant Connectors
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1000000 Relay
1400000 C&T
15,000 MDF
 Mechanical Rack-3500
Hybrids-1800000
PCBS-26000 sq m
 ISO Certification
9001:2000
ABOUT THE MANKAPUR UNIT
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Mankapur was established in1982 with technical collaboration with
CIT ALCATEL France to manufacture E10B type of digital switching
system.
It manufactures MAX-L & MAX-XL exchanges based on C-DOT
technology which replaced the E10B Exchanges. The unit is also
manufacturing CSN-MM racks used in exchange.
ITI LTD. Mankapur as made a significant place in the electronic map
of India and has earned the distinction of DIGITAL CITY OF INDIA.
ITI LTD. Mankapur has also entered into the non- communication
field with its note counting machine, note bundling machine,
inverter etc.
It is the first unit in India which got opportunity to manufacture BTS.
It started manufacturing BTS manufacturing in the year 2005.
MAIN DIVISION
• MOBILE PROJECT DIVISION
• SWITCHING EXCHANGE ASSEMBLY PLANT
• COMPONENT DIVISION
• CIRCUIT DIVISION
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• CENTRAL SERVICES DIVISION
PRODUCT OF ITI MANKAPUR
• E10B exchange
• CSN –MA exchange
• CSN –MM exchange
• C-DOT exchange
• Base transmission station
The above products are the telecom products. The non-telecom
products are:
• Note counting machine.(NCM)
• Fake notes detection machine.
• Inverters
• UPS
• Note bundling machine
CUSTOMERS
 INDIAN CUSTOMERS
• Defence
• Railways
• Department of Telephone
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• Oil sector
• Banks/Factories/Offices
 GLOBAL CUSTOMERS
• Afghanistan
• Malaysia
• Nepal
• Switzerland
ISO
ISO stands for International Organization for Standardisation. ISO is
a worldwide federation of national standard bodies. The work of
preparing international standards is normally carried out through
ISO technical committee. Each member body interested in a subject
for whom a technical committee has been established has the right
to be represented on that committee.
Standards are the level of excellence in everything that we can
do,so it was felt that there should be a global system of standards
and hence ISO came into existence.Its office is located in
Geneva(Switzerland).
ISO STRUCTURE
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• 100 or more countries
• 9000 standards.
• 200 technical committees.
• 800 sub committees
• 2500 engineers.
TYPES OF ISO DOCUMENTS
• Specification
• Guidance
• Guides/tools
• Technical reports
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BENEFITS OF ISO
• Customer loyalty
• Repeated business & Referral
• Reduction cost &Cycle time
• Self esteem
• Recognition
• Confidence of interested party
ISO: 9000
ISO 9000 describes fundamental of quality management systems &
specifies the terminology for quality management systems.
ISO:9001
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ISO 9001 specifies requirements for QMS where an organization
needs to demonstrate its ability to provide products that meet
customer & applicable regulatory requirements & aims to enhance
customer satisfaction.
ISO: 9004
The ISO 9004 provides guidelines that consider both the
effectiveness & the efficiency of the QMS. The aim of this standard is
improvement of the performance of the organization &satisfaction of
customers &other interested parties.
ISO: 19011
ISO 19011 provides guidance on auditing quality.
ISO:14000
The growth of human civilization is marked by rapid
industrialization. The rapid & blind growth of industries without
paying heed to the environment has wrecked havoc on earth.
ISO 14000 Standards are known as environment management
system.
ISO 14000 lays stress on
• System efficiency
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• Scrap and waste reduction
• Pollution prevention
• Improved environment performance
PHILIPS, Austria was the first company in the world to take ISO
14000 certificate.
MAJOR DIFFERENCES
ISO 9000:1994 ISO 9001:2000

Put stress on documentation. Put less stress on documentation but
more on objective clarity.

Continuous growth phenomenon. Continual growth phenomenon.
More oriented to manufacturing. Generic nature to suit any sector.
Not addressing the improvement. Measuring approach and objectives
with strong customer
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Focus.
PARAMETRES OF ISO
 QUALITY : It is total characteristics of any thing which bears
the abilities to satisfy the stated or any implied needs.
 OBJECTIVES : Objectives of any organization reflect the
goals which it aims to achieve and the priorities required. ISO
standards lay stress on ‘SMART’ objectives.
S - SIMPLE
M - MEASURABLE
A - ACHIEVABLE
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R - REALISTIC
T - TIME BOUND
 QUALITY PRINCIPLES :
• Costumer focus
• Leadership
• Involvement of people
• System approach to management
• Process approach
• Continual improvement
• Factual approach to decision making
• Mutual beneficial supplier relationship
 PDCA CYCLE : This is a methodology to achieve the goals
set by the objectives.
P : PLAN
D : DO
C : CHECK
A : ACT
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SIX SIGMA
“SIX SIGMA IS THE MOST IMPORTANT TRAINING THING WE HAVE
EVER HAD. IT’S BETTER THAN GOING TO HARVARD BUSINESS
SCHOOL; IT TEACHES YOU HOW TO THINK DIFFERENTLY.”
Jack Welch
(in April 1999
interview)
DEFINITION
Six sigma is a measure of quality that strives for near perfection.
It is a rigorous and systematic methodology that utilizes information
verified by facts and statistics to measure and improve an
organizations operational performance ,practice and system by
identifying and preventing defects in manufacturing and service
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related processes in order to anticipate and exceed expectation of
all public stakeholders to accomplish effectiveness.
Six sigma is a process which talks about the ultimate quality.
Six sigma can be described as TQMS (Total quality management
system) that is it is a series of steps which involve statistical
measurement that tells us how good our product ,services and
processes really are.
HISTORY OF SIX SIGMA
The roots of six sigma as a measurement standard can be traced
back to Carl Frederick Gauss (1777-1855) who introduced the
concept of the normal curve. Six sigma as a measurement standard
in product variation can be traced back to the 1920’s when Walter
Shewhart showed that three sigma from the mean is the point
where a process requires correction. Many measurement standards
(Cpk, Zero Defects, etc.) later came on the scene but credit for
coining the term “ Six Sigma” goes to a Motorola engineer named
Bill Smith. (Incidentally, “ Six Sigma” is a federally registered
trademark of Motorola).
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In the early and mid-1980s with Chairman Bob Galvin at the helm,
Motorola engineers decided that the traditional quality levels --in
measuring defects thousands of opportunities --didn’t provide
enough granularity. Instead, they wanted to measure the defects
per million opportunities. Motorola developed this new standard and
created the methodology and needed cultural change associated
with it . Six Sigma helped Motorola realize powerful bottom – line
results in their organization – in fact, they documented more than
$16 Billion in savings as a result of our Six Sigma efforts.
Since then, hundreds of companies around the world have adopted
Six Sigma as a way of doing business. This is a direct result of many
of America’s leaders openly praising the benefits of Six Sigma.
Leaders such as Larry Bossidy of Allied Signal (now Honeywell ), and
Jak Welch of General Electric Company. Rumor has it that Larry and
Jock were playing golf one day and Jack bet Larry that he could
implement Six Sigma faster and with greater results at GE than
Larry did at Allied Signal . The results speak for themselves.
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SIX SIGMA CHRONOLOGICAL ORDER
 Enlightenment
 Acceptance
 Tools
 Deployments
 Results
 Renewal
HIGHLIGHTS
 Propounded by Motorola.
 Stress on proactive steps.
 Talks all stakeholders involved in a firm, not only customers.
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 Six sigma standards achieved when a process does not yield
more than 3-4 defects per million opportunities.
 Most of the Fortune 500 companies have achieved six sigma.
SIX SIGMA CHAIN
Chief executive
Champion 1 Champion 2 Champion 3
(To provide leadership for process management and project
championing)
Master Black belter 1 MBB 2 MBB3
(Trainers, coach, quality controllers to facilitate improvement
projects, statistical analysis of data)
Black belter1 BB2 BB3
(To lead the project teams, fully responsible for technicalities involve
in a project, general process control and improvement)
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Green belter 1 GB 2 GB3
(Project work, general process, control for particular assigned
project& head of the project control team)
Team of individually selected team members under each green
belter. The green belter is allowed to select his own team for an
assigned project.
SIX SIGMA SCALE
SCALE REJECTED PPM YIELD
SCALE
1.0 690000 30.29%
2.0 308530 69.20%
3.0 66800 93.31%
3.6 17800 98.22%
4.0 6210 99.38%
5.0 233 99.977%
5.9 5.0 99.9995%
6.0 3.4 99.9997%
SOME COMPANIES TO ACHIEVE SIX SIGMA
 MOTOROLA
 NOKIA
 GE
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 WHIRLPOOL
 BHARTI TELECOM
 TATA MOTORS
 IBM
METHODS TO APPLY SIX SIGMA
 DMAIC PROCESS :
This process is a applied where the line has already established.
D - DEFINE
M - MEASURE
A - ANALYSE
I - IMPROVE
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C - CONTROL
 DMADV PROCESS :
D - DEFINE
M - MEASURE
A - ANALYSE
D - DESIGN
V - VERIFY
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ERP USED IN ITI LIMITED
• ERP means “enterprise resource planning”.
• The ERP used ITI LIMITED is BaaN
BaaN:-
• Founded by Jan Baan in 1978 in the Netherlands.
• BaaN manufacturing control system waste first package
developed by Baan for MRP1, CRP & MRP2.
• The company BaaN has become one of the world’s biggest
software group & expects to remain on a fast track for the
foreseeable future.
• BaaN solutions are used to achieve streamline the planning
process by integrating diverse information , ensuring smooth
planning with the help of BaaN we get better decisions support .
BaaN IV
Version: B40 C.72
• BaaN was implemented in 2001 in ITI LIMITED.
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• There are basically four modules of BaaN which are used in ITI
LIMITED:-
 BaaN IV finance
 BaaN IV Manufacturing
 BaaN IV Distribution
 Baan IV Services
SAP:-
• SAP is the world’s leading providers of collaboration e-business
solutions. SAP ranks the world’s 3rd independent software
provider.
• It has been in the business of e-business for 35 years. Founded in
1972 by 5 former IBM engineers.
• Through this people in business around the globe are improving
relationships with the customer & partners, streamlining
operations & achieving significant efficiencies through there
supply chain.
• Unique core processes like from aerospace to utilities, are
supported effectively by SAP’s 23 industries solution.
• Visibility through the business processor.
• Work flow management.
• Empowered users.
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• Informed management decisions.
WHY ITI HAS GONE FOR BaaN :-
SL.NO. BaaN SAP
1. Very strong for discrete Very strong for process
manufacturing industries. industries & finance companies.
2. Long relationship with CMC for CMC was implementation
hardware maintenance. partner of SAP.
3. License fee is comparatively License fee is comparatively
cheap. large.
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TOPIC
The topic of my report is “ Employee Retention Techniques At ITI
Ltd”.
Why I have choosen the topic employee retention
The key to any industry is its employees. They are crucial, they are
by far the most important, most challenging factor here. The
employees of an organisation also play a vital role in taking the
brand value forward. So, it’s very challenging to retain employees
who fit the requirements & criterion of the organisation. Key to
success in any industry is getting the right people on board, but
training them & retaining them is even more crucial.
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What is Employee Retention ?
The picture states the latest statement that corporate believes in

“Love them or Lose them”
Employee Retention involves taking measures to encourage
employees to remain in the organisation for the maximum period of
time . Corporate is facing a lot of problems in employee retention
these days. Hiring knowledgeable people for the job is essential for
an employer . But retention is more important than hiring . There is
no dearth of opportunites for talented person. There are many
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organisations which are looking for such employees. If a person is
not satisfied by the job he is doing , he may switch over to some
other more suitable job.
In today’s environment it becomes very important for organisation
to retain their employees. The top organisations are on the top
because they value their employees and they know how to keep
them glued to the organisation. Employees stay and leave
organisation for some reasons. The reason may be personal or
professional. These reasons should be understood by the employer
and should be taken care of. The organisations are becoming aware
of these reasons and adopting many strategies for employee
retention.
In this section we are going to study various topics related to
employee retention, why is it needed, basic practices, myths, etc. in
detail.
Employee retention is a process in which the employees are
encouraged to remain with the organisation for the maximum period
of time or until the completion of the project.
Employee retention is beneficial for the organisation as well as the
employee.
Employees today are different. They are not the ones who don’t
have good opportunities in hand. As soon they feel dissatisfied with
the current employer or the job, they switch over to the next job. It
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is the responsibility of the employer to would be left with no good
employees. A good employer should know how to attract and retain
its employees.
Retention involves five major things:-
 Compensation
 Environment
 Growth
 Relationship
 Support
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Compensation Environment Growth
Relationship Support
4 WAYS TO KEEP GOOD EMPLOYEES :
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A Simple Retention Framework
Keeping good people is never easy. Employment is about
relationships : specifically the relationship between an individual
with changing needs, increasing experience, growing knowledge,
and intellectual capital and an organisation that exists in a changing
market place with ever evolving needs. To maintain the
employement relationship, employers have a huge responsibility.
First of all, they need to clerly know how their best employees are.
They also need to keep their employees informed, help them
maintain and develop skills, and encourage them to build networks
& internal relationships.
None of these things cost much when compared to the cost of
recruiting and developing new employees, and none of these are
really hard to do. But to put them into place does require a change
of mindset and a willingness to break ( or at least stretch ) the usual
policies and rules that exist in many organisations. Good HR and
good recruiting is, after all, about treating people fairly – but not
necessarily the same .
Here are those four requirements for building lasting loyality

and strong employee- employer relationship :-
 Have a performance management system that

works.
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Let employees know where they stand and how they are performing.
Offer the opportunity to move within the company to jobs that may
fit their skills and interests better. Keep the bureaucracy to a
minimum and remove time constrictions. A major reason for
employee unease and anger is insecurity over how their
performance will be assessed. Very few employees have strategic
performance objectives or spend time periodically reviewing their
achievements with their boss.
Many employee , unfortunately, have goals and objectives that are
not strategic and lead to fear and self doubt. For example, a
colleague told me about a recant lay off she was part of. While the
employee who was being let go had an excellent performance
rating, so did almost every other employee in the organisation. The
way performance was assessed provided no meaningful information
to either the organisation or the individual.
 Keep employees informed
Silence is the greatest enemy of retention. When management does not update the
employees on the financial and business state of the company and when rumours can
be counted by minute, turnover goes up and productivity goes down. While some
people (usually “B” and “ C” players ) hunker down and hide, the best ones start
looking. I can’t tell you how many excellent employees who are highly valued have
left their employers because of business uncertainty. No one expects assurances or
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guarantees; what they hope for is an understanding of trends. Are things better, the
same , or worse ? Are customers leaving ? How is sales volume ?
Relationships thrive on the exchange of information. The oganisation also needs
conduits for employees to let them know about changes in their development, classes
taken, and new slkills acquired. Employees want the employers to use this information
to help them find promotions or new positions within the organisation that will offer
them a greater challenge or more financial incentive. The two-way communication
between employer & employees is as critical as performance management.
 Educate employees all the time
In bad times, employees have time to soak up new information.
Education and development are the cheapest retention tools in your
arsenal. We are in a talent war ( even if that’s hard to see right
now ) and everything has to be tried. Locking people into degree or
certificate programs is almost a guarantee that they will remain with
your firm until they complete the program. Most will be loyal and
thankful. And all of them will be better educated and hopefully more
productive employees. This is a big plus for large organisation, and
you should be capitalizing on this right now.
But development can also occur through on-the-job development
and through many informal networks and conversations. Every
employer should encourage employees to transfer to different
positions frequently and institute rewards for managers who let their
56
people go to other departments and who focus on developing their
staff.
Many employees who leave organisation are simply looking for a
bigger challenge or the opportunity to use a new skills or degree.
Smart organisations will encourage this and motivate managers to
source and hire internally whenever possible- even if it will require a
bit of training.
 Help every employee build a social network.
Employees are frequently devoted to fellow employees and feel
strong attachments to them. This is what keeps many people from
job hoping. We all know how powerful networks are, and companies
that actively promote employee interaction and teamwork have less
discontent and less turnover than those that keep employees apart
or at odds.
57
I recommend starting clubs and social groups wihin the company
that work and play together. Some companies form college clubs for
new college grads that help them become oriented to the firm and
meet other new hires. This trends to raise the level of commitment
they have to the organisation and reduces turnover.
Internal networks are powerful binding devices. Encouraging internal
blogging, the use of virtual communications tols like SMS or IM, the
use of video conferencing. These can be strengthen networks and
extent them globally. Knowledge is a powerful retention tool, and
naivety and ignorance can best be combated by sharing of ideas
and experiences between people from many firms.
There us nothing that I have written here that is new. Employee
retention is about applying the golden rule; do for employees what
you want done for yourself. It is 90% common sense.
THE IMPORTANCE OF EMPLOYEE RETENTION
Why is retention so important? Is it just to reduce the turnover
costs? Well, the answer is a definite no. It’s not only the cost
58
incurred by a company or industry emphasises the need of retaining
employees but also the need to retain talented employees from
getting poached. The process of employee retention will benefit an
organisation in the following ways:-
The cost of turnover:
The cost of employee turnover adds hundreds of thousands of
money to a company’s expenses. While it is difficult to fully
calculate the cost of turnover( including hiring costs, training costs,
and productivity loss ) , industry experts often quote 25% of the
average employee salary as a conservative estimate.
Loss of company
When an employee leaves, he takes with him valuable knowledge
about the company, customers, current projects and past
history( sometimes to competitors), often much time and money has
been spent on the employee in expectation of a future return. When
the employee leaves, the investment is not realized.
Interruption of customer service:
Customers and clients do business with a company in part because
of the people. Relationships are developed that encourage
59
continued sponsorship of the business. When an employee leaves,
the employee built for the company are severed, which could lead to
potential customer loss.
Turnover leads to more turnovers:
When an employee terminates, the effect is felt throughout the
organisation. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.
Goodwill of the company:
The goodwill of a company is maintained when the attrition rates are
low. Higher retention rates motivate potential employees to join the
organisation.
Regaining efficiency:
If an employee resigns, then good amount of time is lost in hiring a
new employee and training him/her and this goes to the loss of the
company directly which
60
EMPLOYEE RETENTION STRATEGIES
The basic practices which should be kept in mind in the employee
retention strategies are:
 Hire the right people in the right place.
 Empower the employees: Give the employees the authority to
get things done.
 Make employees realize that they are the most valuable assets of
the organisation.
 Have faith in them, trust them & respect them.
 Provide them information & knowledge.
 Keep providing them feedback on their performance.
 Recognize & appreciate their achievements.
61
 Keep their morale high.
HOW TO INCREASE EMPLOYEE RETENTION
Companies have now realized the importance of retaining their
quality workforce. Retaining quality performers contributes to
productivity of the organisation and increases morale among
employees.
Four basic factors that play an important role in increasing
employee retention include salary and remuneration, providing
recognition, benefits and opportunities for individual growth. But are
they really positively contributing to the retention rates of a
company? Basic salary, these days, hardly reduces turnover. Today,
employees look beyond the money factor.
62
Employee retention can be increase by inculcating the following
practices:-
 Open communication:- A culture of open communication
enforces loyalty among employees. Open communication
tends to keep employees informed on key issues. Most
importantly, they need to know that their opinions matter and
that management is 100% interested in their input.
 Employee reward program:- A positive recognition for
work boosts the motivational levels of employees. Recognition
can be made by providing awards like best employees. Of the
63
month or punctuality award. Project based recognition also
has great significance. The award can de in terms of money.
 Career Development Program:- Every individual is worried
about his/her career. He is always keen to know his career
path in the company. Organisations can offer various technical
certification courses which will helps employee in enhancing
his knowledge.
 Recreation facilities:- Recreational facilities help in keeping
employees away from stress factors. Various recreational
should be arranged. They may include taking employees to
trips annually or bi-annually. Celebrating anniversaries, sports
activities, etc.
 Performance Based Bonus:- A provision of performance
linked bonus can be made wherein an employee is able to
relate his performance with the company profits and hence
will work hard. This bonus should strictly be productivity
based.
Gifts at some occasions:- Giving out some gifts at the time of
one or two festivals to the employees making them feel good and
understand that the management is concerned about them.
64
THE RETENTION DIAGNOSIS
The typical reasons why employee wish to leave organisation for
another are the same: better compensation, better opportunities,
the nature of the job, health problems. At all levels of management,
the pattern remains the same across manufacturing, marketing, and
service companies: junior managers cite compensation as the
primary reason for leaving; managers at all other levels choose
career opportunities; and health and the nature of the job are
relevant only for senior-level and top managers.
THE RETENTION TECHNIQUES:-
Organisations now adopt more than one technique to create an
internal environment that wills employees. As per the survey, the
most popular retention-oriented initiatives include:
65
Increasing the Organisation’s Level of Professionalism
Employees leave companies where intra-organisational interactions
are unstructured, and decisions, ad-hoc and driven more by
personal prejudice rather than professional consideration. By
adopting systems that introduce an element of objectivity into its
internal operations, a company can create a better workplace.
Moving from Family to Professional Management
In most family-managed organisations, professional managers leave
because they cannot see themselves holding key positions, or
functioning with the level of independence that their designations
merit. By inducting professionals into senior management positions,
a company can lower its attritions-rate
Making Performance appraisals objective
Employees like to know how, when, and by whom their performance
is going to be measured. An appraisal process that lists objectives
and measurable criteria for performance appraisal removes the
66
uncertainty in the minds of employees that their superiors can rate
their performance any which way they please.
Involving Employees in the Decision- Making process
People like top work in those organisations where their opinions
count. The higher an employee’s involvement in decision-making,
the higher the organisation’s retention-level. A participative
decision-making process is good; total empowerment, better.
Ensuring a match between Authority & Accountability
Most companies fall into the trap of holding an employee
accountable for a specific activity without empowering her with the
authority to perform it well. Often the situation is exacerbated by
the fact that they vest another employee with the same authority,
but do not hold him accountable.
Measuring Employee Satisfaction
Obsessed with catering to the demands of their external customers,
companies ignore their internal customers. Periodic employee
satisfaction surveys can highlight the potential flash-points, and
enable the company to take corrective action.
67
Designing a compensation package
Money isn’t a motivator, but it is an effective de-motivator. While
organisations that pay best-in-industry salaries may find themselves
unable to use that fact to motivate their employees, those that do
not could find their best employees leaving.
Increasing Organisational Transparency
People do not like to work in black-box like organisations, where
information is rationed out on a need-to-know basis. They prefer a
transparent organisation that is willing to share every aspect of its
functioning with its employees.
Promoting Employees from within
A company that constantly fills vacancies by hiring from outside is
certain to face retention problem. Employees who realize that they
are unlikely to be promoted to fill the fill the vacancies will leave the
organization. Growing your own is a sound retention strategy.
68
Helping Employees acquire new skills
As the job-profiles and desired skill-sets for a particular job change,
companies may feel the need to hire employees with new skills, or
retain their existing employees. Companies that choose to do the
latter will find it easier to retain their people since the training
signals that the organisation values their contribution, and is willing
to invest in upgrading their skills.
Focusing on welfare measures
Employees are not just warm bodies ; they are individuals with
families and lives of their own outside the workplace. Organizations
that recognize this, and help employees achieve a better balance
between life and works are likely to face fewer problems than those
that do not.
Across industry-types, increasing the organization’s level of
professionalism, instituting an objective performance appraisal
system, and ensuring a match between responsibility and authority
are the 3 most- used techniques to improve retention.
SUPPORTING EMPLOYEES
69
Organizations these days want to protect their biggest and most
valuable asset and they want to do this in a best suits their
organizational culture. Retaining employees is a difficult task
Providing support to the employees acts as a mantra for retaining
them. Employers can also support their employees by creating an
environment of trust and inculcating the organizational values into
employees.
The management can support employees directly or indirectly.
Directly, they provide support in terms of personal crises, managing
stress and personal development. Management can support
employees, indirectly, in a no. of ways as follows:
 Manage employee turnover:
Employee turnover affects the whole organization in terms of
productivity. Managing the turnover, hence, becomes an
important task. A proactive approach can be adopted to reduce
attrition. Strategies should be framed in advance and
implemented when the times arrives. Turnover costs should also
be taken into consideration while framing those strategies.
70
 Become employer of choice:
What makes a company an company an employer of choice? Is the
benefit it offers or the compensation packages it gives away to its
employees? Or is it measured in terms of how they value their
employees or in terms of customer satisfaction? Becoming of choice
involves following a road map which tells where to go as a brand.
 Encourage the new recruits:
The newly hired employees are said to be least engaged in the
organization. Keeping them engaged is an important task. The fresh
talent should be utilized to maximum before they start feeling bored
in the organization.
 Optimize employee engagement:
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An organization’s productivity is measured not only in terms of
employee satisfaction but by employee engagement. Employees are
said to be engaged when they show a positive attitude towards the
organization and express a commitment to remain with the
organization. Employee satisfaction also comes with engagement
level so, organizations should aim to maximize the engagement
among employees.
Coaching and mentoring: Employees whose work performance
suffers due to poor interpersonal relationships or because of lack of
interpersonal skills should be provided proper coaching by their
superiors. Planned coaching sessions help an individual to work
through issues, maximize his potential and return to peak
performance.
MANAGER ROLE IN RETENTION
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When asked about why employees leave, low salary comes out to be
a common excuse. However research has shown that people join
companies, but leave because of hat their managers’ do or don’t do.
It is seen that managers who respect and value employees’
competency, pay attention to their aspirations, assure challenging
work, value the quality of work life and provided chances for
learning have loyal and engaged employees. Therefore, managers
and team leaders play an active and vital role in employee
retention. Managers and team leaders can reduce the attrition levels
considerably by creating a motivating team culture and improving
the relationships between team members. This can be done in a
following way:-
 Creating a motivating Environment:-
Team leaders who create motivating environment are likely to keep
their team members together for a longer period of time. Motivation
does not necessarily have to come through fun events such as
parties, celebrations, team outings etc. They can also come through
serious events e.g. arranging a talk by the VP of quality on career
opportunities in the field of quality. Employees who look forward to
those events and are likely to remain more engaged.
73
 Standing up for the team:
Team leaders are closest to their team members. While they need to
ensure smooth functioning of their teams by implementing
management decisions, they also need to educate their managers
about the realities on the ground. When agents see the team leader
standing up for them, they will have one more reason to stay in the
team.
 Providing Coaching:
Everyone wants to be successful in his or her current job. However,
not everyone knows how. Therefore, one of the key responsibilities
will be providing coaching that is intended to improve the
performance of employees. Managers often tend to escape this role
by just coaching their employee. However, coaching is followed by
monitoring performance and providing feedback on the same.
 Delegation:
Many team leaders and managers feel that they are the only people who
can do a particular task or job. Therefore, they do not delegate their jobs
as much as they should. Delegation is a great way to develop
competencies.
 Extra Responsibility:
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Giving extra responsibility to employees is another way to get them
engaged with the company. However, just giving the extra responsibility
does not help. The manager must spend good time teaching the
employees of how to manage responsibilities given to them so that they
don’t feel over burdened.
 Focus on future career:
Employees are always concerned about their future career. A manager
should focus on showing employees his career ladder. If an employee sees
that his current job offers a path towards their future career aspirations,
then they are likely to stay longer in the company. Therefore, managers
should play the role of career counsellors as well.
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RESEARCH METHODOLOGY
Research Statement:-
Research in common parlance refers to a search for knowledge.
Research as a scientific and systematic search for pertinent
information on a specific topic.
76
My research statement is to carryout the study for effective
implementation & effectiveness of strategies relating to retention of
employees.
RESEARCH METHOOLOGY :-
Research methodology is a way to systematically solve the research
problem. It may be understood as a science of studying how
research is done scientifically. It means the various steps that are
adopted by a researcher in studying his problem along with logic
behind them.
 Research Design:-
A research Design is the arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure. Research Design
is the conceptual structure within which research is conducted; it
constitutes the blueprint for the collection, measurement and
analysis of data.
There are different type of research design :-
 EXPLORATORY DESIGN :- It is done to gain familiarity with an
unfamiliar problem , about which researcher has little or no
knowledge.It is similar to a doctors intial investigation of a
patient suffering from an unknown disease for getting for
clues for identifying it.
77
 DESCRIPTIVE DESIGN:- It is a fact finding investigation which
adequate interpretation. It is more specific than an exploratory
study as it focuses on particular aspect of the problem
studied.
 DIAGNOSTIC DESIGN:- It is directed towards to discoverig
what is happening, why it is happening & what can be done
about. It aims at identifying the causes of the problem & the
possible solution for them .
 EXPERIMENTAL DESIGN: - It is designed to assess the effect of
particular variable on a phenomenon by keeping the other
variable constant. It aims at determining whether and in what
manner variable are related to each other.
I have used descriptive design as my research design.
 Sampling design :
A sample design is a definite plan for obtaining a sample from a
given population. It refers to the technique or the procedure the
researcher would adopt in selecting items for the sample. Sample
design may lay down the number of items to be included in the
sample.
STEPS IN SAMPLE DESIGN :-
 Type of universe:- The first step in developing any sample
design is to clearly define the set of objects, technically called
the Universe, to the studied. The universe can be finite or
78
infinite. In finite universe the number of items is certain, but
in case of an infinite universe the number of items is infinite.
 Sampling unit: - A decision has t be taken concerning a
sampling unit before selecting sample. Sampling unit may be
geographical one such as state, district, village, etc.
Purchase 10
Finance 20
SEA Plant 20
Component 20
PCB Plant 20
% of employees taken = (100/2144) = 4.7 %
Research findings are drawn from the survey conducted among 4.7
% of employees.
 Source list :- It is also known as ‘SAMPLING FRAME” from
which sampleis tobe drawn. It contains the names of all items
of a universe (in case of finite universe only)
 Sample size:- It refers to the number of items to be selected
from the universe to constitute a sample.
79
I have taken a batch of 100 employees from every department
in order to conduct my survey.
 Parameters of interest:- In determining the sample design,
one must consider the question of the specific population
parameters which are of interest.
 Budgetary Constraint:- Cost considerations, from practical
point of view, have a major impact upon decisions relating to
not only the size of the sample but also to the type of sample.
 Sampling Procedure:- Finally, the researcher must decide
the type of sample he will use i.e ,he must decide about the
technique to be used in selecting the items for the sample.
My sampling technique :- Simple random sampling
 Data Collection:
Data collection is a key for activity of social research. The design of
data collection method is the backbone of research design. There
are two type of data collection method i.e.
C) Survey Method:
It is also known as primary source. These source are generally of
three types:
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D) Observation Method:
It is secondary source. In this method the data is personally
collected by the researcher or his agent. It can be structured or
unstructured, formal or informal, participant or non- participant
and controlled or uncontrolled.
ANALYTICAL TOOL
A structured non-disguised employee response form was
developed as a research instrument. All type of question are
included in the questionnaire.
 Questionnaire:
This is the most popular tool for data collection. A questionnaire
contains questions that the researcher wishes to ask his
respondents which is always guided by the objectives of the
study.
81
82
EMPLOYEE RETENTION SURVEY SUMMARY
The survey asked respondents to rate the degree of importance or
level of agreement with a number with a number of statements
related to:
 Benefits
 Retention Strategies
 Organizational Culture
 Personal & Job Satisfaction
83
RESEARCH FINDINGS:
Why do you stay with Government ?
Participants shared similar sentiments that reflect the positive
attitudes most public servants have about their job. Comments
commonly heard from all groups included :
 “I like my job”.
 “I want to make a difference”.
 “I believe in the mission of the agency”.
 “I work for the money / benefits”.
What makes you think about leaving government?
Employees shared similar negative sentiments that reflect the
obstacles most public servants encounter throughout their career.
Comments commonly heard from all groups included:
 Low salaries
 Too much time in between tests
84
 Career mobility issues
 Takes too long to earn a promotion
 Too much bureaucracy that prevents me from getting the job
done
 BENEFITS
The first section of the survey asked respondents to rate the
benefits of employment on a scale from 1 to 5, where 1= not very
important.
For human resource professionals, the retirement plan and health
and related benefits were rated as most important, followed by
leave benefits and salary / compensation. The items rated as least
important by this group, were the lifework’s resource and referral
program and the Employee Assistance Program.
For other employees, salary/ compensation and health and related
benefits were ranked the most important, followed by leave benefits
and retirement plan. Items of least importance were the lifework’s
resource and referral program and the Employee Assistance
Program, respectively. The lowest rated benefits were the Employee
Assistance Program and the Lifework’s resource and referral
program.
 STRATEGIES
85
The next section of the survey asked respondents to indicate what
retention strategies were being used in their agencies, and how
important each strategy was to them, whether or not
It was available.
Human resource professionals rated training opportunities – job
related, alternative work schedules, and wellness programs as the
three most important retention strategies, annual performance
appraisals and the Employee Suggestion Program were the lowest
ranked retention strategies for this group.
For other employees, job rotations and new assignments, training
opportunities- job related, were rated as the most important
retention strategies, followed in a tie by alternative work schedules,
wellness program, Voluntary Reduction in Work schedules, and
rewards and recognition. The strategies rated as least important by
this group are the Employee Suggestion Program.
This section asked respondents to rate their level of agreement or
disagreement with a number of statements related to organizational
culture on a scale of 1 to 5, where 1= strongly disagree and 5= strongly
agree.
86
73% of employees agreed or strongly agreed that employees are often
given the opportunity to be part of task groups and assignments outside of
their core job responsibilities. Only 39% of the human resource
professionals agreed with this statement.
69% agreed or strongly agreed that their agency has a culture that
recognizes and value diversity, while another 23% disagreed or strongly
disagreed with that statement.
54% of HR professionals strongly disagreed or disagreed that
supervisors in their agencies discussed development plans with
employees at least every six months. 46% of HR professionals
strongly disagreed or disagreed that agency has a career
development program that help people become more aware of and
responsible for their own career development.
46% OF HR professional strongly agreed or agreed that working on a
new project was an open process with few barriers; however, 31%
disagreed strongly or disagreed with this statement.
69% of HR professionals agreed or strongly agreed that their agency
had a culture that recognizes &value diversity. 62% also agreed or
strongly agreed that employees in their agency are treated with
fairness and respect.
PERSONAL SATISFACTION
87
The three groups were asked to rate how satisfied they were with
various elements of the job on a scale from 1 to 5, where 1= not at
all satisfied and 5= very satisfied. The highest ranked items for each
group are noted in the table below:
Human Resource Other Employees
Professionals
The amount of job security I have The chance to help other people
. while at work.
The degree of respect and fair The amount of job security I
treatment I receive from my have.
boss.
How secure things look for me in The amount of pay and fringe
the future of my organization. benefits I receive.

The chance to help other people The amount of independent
while at work. thought and action I can exercise
in my job.
21% of employees indicated they were very or somewhat
dissatisfied with the existence of established career ladders. 62%
Of human resource professionals were very or somewhat dissatisfied
with the availability of promotional opportunities.
88
RECOMMENDATIONS:
Following are my suggestions to increase the retention level of
employees:
 The HR manager should conducts the exit interview so that
they can use this interview as feedback received from the
employees which is used as an input for improvement and
future planning. Exit interview are an ideal way of recording
and analyzing the factors that have led employees to leave
the organization. They allow an organization to understand the
reasons for leaving and underlying issues.
 ITI Mankapur should create the Employee Retention Cell (ERC).
It is specifically constituted to understand any aspirations,
grievances of the employer which did not meet his/her
expectation in the industry.
 Manager should improve the career advancement in this
industry. Employee, who had performed outstandingly, must
be promoted instantly. By this employee would get the
impression that promotion being done on the basis of
89
performance and not on the basis of seniority. Promotion
should not be done on timely basis.
 Once in a year, suggestions from the employees should be
collected in the form of “FEEDBACK”. Applicable suggestions
must be implemented and name of the employee, who has
given the suggestions, should be announced. By this,
employee will feel that are being involved in the decision
making process of the management.
CONCLUSION
In conclusion, the Management of Organizations could use this piece of
advice :
Take good care of your precious Human Resource.
Only then will they be contented and work with
absolute force.
Watch out for the industry and its completion
Where there are opportunities galore and
abundance of temptation”
90
BIBLIOGRAPHY
1) Current Annual Report of ITI. Mankapur
2) Reference from the HR department
3) Library of ITI Mankapur
4) Profile of ITI Ltd. By ITI Ltd. Manual
5) Internet
91
 www.itiltd-india.com
 www.businessworld.in
 www.allbusiness.com
EMPLOYEE RETENTION SURVEY
92
As part of this data gathering, I request you kindly to complete this
survey so that I can find out your perception about various aspects
of employment. All responses will be kept confidential and reported
in the aggregate only.
Benefits
Not at Not Neutral Somewh Very
all very at Importa
Impor- Importa Importa nt
Tant nt nt
Salary/
Compensatio
n
Leave
benefits(inclu
ding sick,
vacation,
personal,
paid
holidays)
Retirement
Plan
Health and
related
benefits(heal
93
th insurance,
vision,
dental,
prescription)
Long-term
care
insurance
Tuition
Reimbursem
ent
Deferred
Compensatio
n
Employee
Assistance
Program(EAP
)
Lifeworks(res
ource and
referral)
Please rate the following benefits of employment on a scale of 1 to
5, where 1= not at all important and 5= very important.
94
Salary Compensation
Not at all important

Not very important
Neutral
Somewhat important
Very important
95
Retirement plan

Not very important
Neutral
Somewhat important
Very important
96
Health related benefits

Not very important
Neutral
Somewhat important
Very important
97
Leave benefits

Not very important
Neutral
Somewhat important
Very important
98
Lifeworks Resource

Not very important
Neutral
Somewhat important
Very important
99
Referral programme

Not very important
Neutral
Somewhat important
Very important
100
Employee Assistance Programme

Not very important
Neutral
Somewhat important
Very important
101
Strategies
Please indicate if any of the following strategies are available in tour
industry. Then rate how important each item is to you, whether its
available or not, on a scale from 1 to 5 where 1= not at all important
and 5= very important.
Availabl Not at Not Neutr Some- Very
e? YES All very al What Impo-
NO Importa Import Import rtant
nt ant ant
Alternative
Work
Schedule(AW
S)
Wellness
Programs
Telecommuti
ng/Work
At Home
Mentoring/Co
aching
Job Rotation
102
and New
Assignments
Help with
career
planning
Alternative work schedule

Not very important
Neutral
Somewhat important
Very important
103
Job related opportunity

Not very important
Neutral
Somewhat important
Very important
104
Wellness programme

Not very important
Neutral
Somewhat important
Very important
105
Coaching

Not very important
Neutral
Somewhat important
Very important
106
Annual performance appraisals

Not very important
Neutral
Somewhat important
Very important
107
Alternative work schedule

Not very important
Neutral
Somewhat important
Very important
108
Organizational Culture
Please rate the following statements on a scale of 1to 5, where 1=
strongly disagree and 5= strongly agree
Strongl Disagre Neither Agree Strongl
y e agree y
Disagre Nor Agree
e Disagre
e
Supervisors
in our
industry sit
down with
employees
and discuss
their
development
plans at least
every 6
months.
Employees
are often
given the
109
opportunity
to be part of
task groups
and
assignments
outside their
core job
responsibilitie
s.
Our industry
has a career
development
program that
helps people
become more
aware of and
responsible
for their own
career
development.
Working on a
new project
or
assignment is
an open
110
process with
few barriers.
Supervisors
communicate
effectively
with
employees.
Our industry
has a culture
that
recognizes
and values
diversity.
There is an
environment
of openness
and trust in
our industry.
Employees in
our industry
are treated
with fairness
and respect.
Supervisors
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spend a good
deal of time
listening to
employee’s
ideas.
Supervisors
have a style
that
empowers
people to
take
responsibility
and
authority.
Opportunity for growth
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
112
Assignments outside of their core job responsbility
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
113
Recognition of value diversity
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
114
Development plans
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
115
Work on new project
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
116
Fair treatment
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
117
Personal Satisfaction
Please rate the following statements on a scale of 1 to 5, where 1=
very dissatisfied and very satisfied
Very Somewh Neither Somewh Very
Dissatisf at Dissatisf at Satisfie
ied dissatisf ied or Satisfie d
ied Satisfied d
Opportunitie
s for
personal
growth and
development
in my job.
The feeling
of
worthwhile
accomplishm
ent I get
from doing
my job.
The amount
of
118
independent
thought and
action I can
exercise in
my job.
The amount
of challenge
in my job.
The amount
of job
security I
have.
How secure
things look
for me in the
future of my
organization.
The amount
of pay and
fringe
benefits I
receive.
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The degree
to which I am
fairly paid for
what I
contribute to
my
organization.
The people I
talk to and
work with on
my job.
The chance
to get to
know other
people while
on the job.
The chance
to help other
people while
at work.
The degree
of respect
and fair
120
treatment I
receive from
boss.
The amount
of support
and
guidance I
receive from
my
supervisor.
The overall
quality of the
supervisor I
receive in
my work
.
The safety of
my work
environment.
The
availability of
promotional
opportunities
.
Opportunitie
s to learn
new things
121
from my
work.
Opportunity for personal growth
Very dissatisfied
Somewhat dissatisfied
Neutral
Somewhat satisfied
Very satisfied
122
Quality of supervisors
Very dissatisfied
Neutral
Somewhat satisfied
Very satisfied
123
Independency
Very dissatisfied
Neutral
Somewhat satisfied
Very satisfied
124
Challenging job
Very dissatisfied
Neutral
Somewhat satisfied
Very satisfied
125
Fringe benefits
Very dissatisfied
Neutral
Somewhat satisfied
Very satisfied
126
Fair payment and treatement
Very dissatisfied
Neutral
Somewhat satisfied
Very satisfied
127
Amount of support
Very dissatisfied
Neutral
Somewhat satisfied
Very satisfied
128
Career Plans
As you thing to the future, which of the following best describes your
career plans at this time?
 Retire or leave employment within 1-2 years
 Retire or leave employment within3-5 years
129
 No plans to retire or leave employment in the
Foreseeable future
Retire or leave employment
Within 1-2 year

Within 3-5 year
Within 6-10 year
No plans
130
Thankyou
for
Completing the survey!
131
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TOPIC
My Topic of report is” EMPLOYEE RETENTION TECHNIQUE AT

ITI Ltd MANKAPUR”.
OBJECTIVE
The survey wanted to explore:
 Will employee stay? Why or why not?

 How do they feel about their organization’s their organization’s
direction?
 How they feel about their jobs ?
 What can most improve their satisfaction & performance?
 What do they think about their relationship with their manager?
133
Research Methodology is a common parlance search for new knowledge

of a certain topic.
Research Methodology is basically giving the description of the methods

of data collection& Analytical Tools.
In my report, we use primary data as well as secondary data also. For data
collection, I have taken use of Survey Method & Observation Method .
For Analysis, I have used Questionnaire as the Analytical Tool.
FINDINGS AND SUGGESTIONS
The survey asked respondents to rate the degree of Importance or level of

agreement with a number of statements related to:
134
 BENEFITS
 RETENTION STRATEGIES
 PERSONAL & JOB SATISFACTION
Following are my suggestions:
 The HR Manager should conducts the Exit Interview.

 ITI Mankapur should create the Employee Retention Cell.
 Manager should improve the advancement in this Industry.
 Once in a year, suggestions from the employees should be collected
in the form of FEEDBACK.
135
TOPIC
The topic of my report is “ Employee Retention Techniques At ITI Ltd”.
Why I have choosen the topic employee retention
The key to any industry is its employees. They are crucial , they are by far
the most important , most challenging factor here . The employees of an
organisation also play a vital role in taking the brand value forward . So,
its very challenging to retain employees who fit the requirements &
criterion of the organisation. Key to success in any industry is getting the
right people on board, but training them & retaining them is even more
crucial .
136
137
What is Employee Retention ?
The picture states the latest statement that corporate believes in

“Love them or Lose them”
Employee Retention involves taking measures to encourage employees to

remain in the organisation for the maximum period of time . Corporate is
facing a lot of problems in employee retention these days. Hiring
knowledgeable people for the job is essential for an employer . But
retention is more important than hiring . There is no dearth of
opportunites for talented person. There are many organisations which are
looking for such employees. If a person is not satisfied by the job he is
doing , he may switch over to some other more suitable job.
138
In today’s environment it becomes very important for organisation to
retain their employees. The top organisations are on the top because they
value their employees and they know how to keep themglued to the
organisation. Employees stay and leave organisation for some reasons.
The reason may be personal or professional. These reasons should be
understood by the employer and should be taken care of. The
organisations are becoming awre of these reasons and adopting many
strategies for employee retention.
In this section we are going to study various topics related to employee

retention, why is it needed, basic practices , myths , etc . in detail .
Employee retention is a process in which the employees are encouraged

to remain with the organisation for the maximum period of time or until
the completion of the project.
Employee retention is beneficial for the organisation as well as the
employee.
Employees today are different. They are not the ones who don’t have
good opportunities in hand. As soon they feel dissatisfied with the current
employer or the job, they switch over to the next job. It is the
responsibility of the employer to would be left with no good employees.
A good employer should know how to attract and retain its employees.
Retention involves five major things:-
 Compensation
 Environment
 Growth
 Relationship
 Support
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Compensation Environment Growth
Relationship Support
4 WAYS TO KEEP GOOD EMPLOYEES :
A Simple Retention Framework
Keeping good people is never easy. Employment is about relationships :

specifically the relationship between an individual with changing needs,
increasing experience, growing knowledge, and intellectual capital and an
organisation that exists in a changing market place with ever evolving
needs. To maintain the employement relationship, employers have a huge
responsibility. First of all, they need to clerly know how their best
employees are. They also need to keep their employees informed, help
them maintain and develop skills, and encourage them to build networks
& internal relationships.
None of these things cost much when compared to the cost of recruiting
and developing new employees, and none of these are really hard to do.
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But to put them into place does require a change of mindset and a
willingness to break ( or at least stretch ) the usual policies and rules that
exist in many organisations. Good HR and good recruiting is, after all,
about treating people fairly – but not necessarily the same .
Here are those four requirements for building lasting loyality and
strong employee- employer relationship :-
 Have a performance management system that works.
Let employees know where they stand and how they are performing.
Offer the opportunity to move within the company to jobs that may fit
their skills and interests better. Keep the bureaucracy to a minimum and
remove time constrictions. A major reason for employee unease and
anger is insecurity over how their performance will be assessed. Very few
employees have strategic performance objectives or spend time
periodically reviewing their achievements with their boss.
Many employee , unfortunately, have goals and objectives that are not
strategic and lead to fear and self doubt. For example, a colleague told me
about a recant lay off she was part of. While the employee who was being
let go had an excellent performance rating, so did almost every other
employee in the organisation. The way performance was assessed
provided no meaningful information to either the organisation or the
individual.
 Keep employees informed
Silence is the greatest enemy of retention. When management does not

update the employees on the financial and business state of the company
and when rumours can be counted by minute, turnover goes up and
productivity goes down. While some people (usually “B” and “ C”
players ) hunker down and hide, the best ones start looking. I can’t tell
you how many excellent employees who are highly valued have left their
employers because of business uncertainty. No one expects assurances or
guarantees; what they hope for is an understanding of trends. Are things
better, the same , or worse ? Are customers leaving ? How is sales volume
?
Relationships thrive on the exchange of information. The oganisation also

needs conduits for employees to let them know about changes in their
development, classes taken, and new slkills acquired. Employees want the
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employers to use this information to help them find promotions or new
positions within the organisation that will offer them a greater challenge
or more financial incentive. The two-way communication between
employer & employees is as critical as performance management.
 Educate employees all the time
In bad times, employees have time to soak up new information. Education

and development are the cheapest retention tools in your arsenal. We are
in a talent war ( even if that’s hard to see right now ) and everything has
to be tried. Locking people into degree or certificate programs is almost a
guarantee that they will remain with your firm until they complete the
program. Most will be loyal and thankful. And all of them will be better
educated and hopefully more productive employees. This is a big plus for
large organisation, and you should be capitalizing on this right now.
But development can also occur through on-the-job development and

through many informal networks and conversations. Every employer
should encourage employees to transfer to different positions frequently
and institute rewards for managers who let their people go to other
departments and who focus on developing their staff.
Many employees who leave organisation are simply looking for a bigger
challenge or the opportunity to use a new skills or degree. Smart
organisations will encourage this and motivate managers to source and
hire internally whenever possible- even if it will require a bit of training.
 Help every employee build a social network.
Employees are frequently devoted to fellow employees and feel strong

attachments to them. This is what keeps many people from job hoping.
We all know how powerful networks are, and companies that actively
promote employee interaction and teamwork have less discontent and less
turnover than those that keep employees apart or at odds.
I recommend starting clubs and social groups wihin the company that
work and play together. Some companies form college clubs for new
college grads that help them become oriented to the firm and meet other
new hires. This trends to raise the level of commitment they have to the
organisation and reduces turnover.
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Internal networks are powerful binding devices. Encouraging internal
blogging, the use of virtual communications tols like SMS or IM, the use
of video conferencing. These can be strengthen networks and extent them
globally. Knowledge is a powerful retention tool, and naivety and
ignorance can best be combated by sharing of ideas and experiences
between people from many firms.
There us nothing that I have written here that is new. Employee retention
is about applying the golden rule; do for employees what you want done
for yourself. It is 90% common sense.
THE IMPORTANCE OF EMPLOYEE RETENTION
Why is retention so important? Is it just to reduce the turnover costs?

Well, the answer is a definite no. It’s not only the cost incurred by a
company or industry emphasises the need of retaining employees but also
the need to retain talented employees from getting poached. The process
of employee retention will benefit an organisation in the following ways:-
The cost of turnover:
The cost of employee turnover adds hundreds of thousands of money to a

company’s expenses. While it is difficult to fully calculate the cost of
turnover( including hiring costs, training costs, and productivity loss ) ,
industry experts often quote 25% of the average employee salary as a
conservative estimate.
Loss of company
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When an employee leaves, he takes with him valuable knowledge about
the company, customers, current projects and past history( sometimes to
competitors), often much time and money has been spent on the employee
in expectation of a future return. When the employee leaves, the
investment is not realized.
Interruption of customer service:
Customers and clients do business with a company in part because of the

people. Relationships are developed that encourage continued
sponsorship of the business. When an employee leaves, the employee
built for the company are severed, which could lead to potential customer
loss.
Turnover leads to more turnovers:
When an employee terminates, the effect is felt throughout the

organisation. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.
Goodwill of the company:
The goodwill of a company is maintained when the attrition rates are low.
Higher retention rates motivate potential employees to join the
organisation.
Regaining efficiency:
If an employee resigns, then good amount of time is lost in hiring a new

employee and training him/her and this goes to the loss of the company
directly which
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EMPLOYEE RETENTION STRATEGIES
The basic practices which should be kept in mind in the employee

retention strategies are:
 Hire the right people in the right place.
 Empower the employees: Give the employees the authority to get

things done.
 Make employees realize that they are the most valuable assets of the
organisation.
 Have faith in them, trust them & respect them.
 Provide them information & knowledge.
 Keep providing them feedback on their performance.
 Recognize & appreciate their achievements.
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 Keep their morale high.
 Create an environment where the employees want to work & have fun.
HOW TO INCREASE EMPLOYEE RETENTION
Companies have now realized the importance of retaining their quality

workforce. Retaining quality performers contributes to productivity of the
organisation and increases morale among employees.
Four basic factors that play an important role in increasing employee

retention include salary and remuneration, providing recognition, benefits
and opportunities for individual growth. But are they really positively
contributing to the retention rates of a company? Basic salary, these days,
hardly reduces turnover. Today, employees look beyond the money
factor.
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Employee retention can be increase by inculcating the following
practices:-
 Open communication:- A culture of open communication

enforces loyalty among employees. Open communication tends to
keep employees informed on key issues. Most importantly, they
need to know that their opinions matter and that management is
100% interested in their input.
 Employee reward program:- A positive recognition for work
boosts the motivational levels of employees. Recognition can be
made by providing awards like best employees. Of the month or
punctuality award. Project based recognition also has great
significance. The award can de in terms of money.
 Career Development Program:- Every individual is worried

about his/her career. He is always keen to know his career path in
the company. Organisations can offer various technical certification
courses which will helps employee in enhancing his knowledge.
147
 Recreation facilities:- Recreational facilities help in keeping
employees away from stress factors. Various recreational should be
arranged. They may include taking employees to trips annually or
bi-annually. Celebrating anniversaries, sports activities, etc.
 Performance Based Bonus:- A provision of performance linked

bonus can be made wherein an employee is able to relate his
performance with the company profits and hence will work hard.
This bonus should strictly be productivity based.
Gifts at some occasions:- Giving out some gifts at the time of one or
two festivals to the employees making them feel good and understand
that the management is concerned about them.
THE RETENTION DIAGNOSIS
The typical reasons why employee wish to leave organisation for another
are the same: better compensation, better opportunities, the nature of the
job, health problems. At all levels of management, the pattern remains the
same across manufacturing, marketing, and service companies: junior
managers cite compensation as the primary reason for leaving; managers
at all other levels choose career opportunities; and health and the nature
of the job are relevant only for senior-level and top managers.
THE RETENTION TECHNIQUES:-
Organisations now adopt more than one technique to create an internal

environment that wills employees. As per the survey, the most popular
retention-oriented initiatives include:
Increasing the Organisation’s Level of Professionalism
148
Employees leave companies where intra-organisational interactions are
unstructured, and decisions, ad-hoc and driven more by personal
prejudice rather than professional consideration. By adopting systems that
introduce an element of objectivity into its internal operations, a company
can create a better workplace.
Moving from Family to Professional Management
In most family-managed organisations, professional managers leave

because they cannot see themselves holding key positions, or functioning
with the level of independence that their designations merit. By inducting
professionals into senior management positions, a company can lower its
attritions-rate
Making Performance appraisals objective
Employees like to know how, when, and by whom their performance is

going to be measured. An appraisal process that lists objectives and
measurable criteria for performance appraisal removes the uncertainty in
the minds of employees that their superiors can rate their performance
any which way they please.
Involving Employees in the Decision- Making process
People like top work in those organisations where their opinions count.
The higher an employee’s involvement in decision-making, the higher the
organisation’s retention-level. A participative decision-making process is
good; total empowerment, better.
Ensuring a match between Authority & Accountability
Most companies fall into the trap of holding an employee accountable for
a specific activity without empowering her with the authority to perform
it well. Often the situation is exacerbated by the fact that they vest another
employee with the same authority, but do not hold him accountable.
Measuring Employee Satisfaction
Obsessed with catering to the demands of their external customers,

companies ignore their internal customers. Periodic employee satisfaction
surveys can highlight the potential flash-points, and enable the company
to take corrective action.
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Designing a compensation package
Money isn’t a motivator, but it is an effective de-motivator. While

organisations that pay best-in-industry salaries may find themselves
unable to use that fact to motivate their employees, those that do not
could find their best employees leaving.
Increasing Organisational Transparency
People do not like to work in black-box like organisations, where

information is rationed out on a need-to-know basis. They prefer a
transparent organisation that is willing to share every aspect of its
functioning with its employees.
Promoting Employees from within
A company that constantly fills vacancies by hiring from outside is

certain to face retention problem. Employees who realize that they are
unlikely to be promoted to fill the fill the vacancies will leave the
organization. Growing your own is a sound retention strategy.
Helping Employees acquire new skills
As the job-profiles and desired skill-sets for a particular job change,

companies may feel the need to hire employees with new skills, or retain
their existing employees. Companies that choose to do the latter will find
it easier to retain their people since the training signals that the
organisation values their contribution, and is willing to invest in
upgrading their skills.
Focusing on welfare measures
Employees are not just warm bodies ; they are individuals with families
and lives of their own outside the workplace. Organizations that
recognize this, and help employees achieve a better balance between life
and works are likely to face fewer problems than those that do not.
Across industry-types, increasing the organization’s level of
professionalism, instituting an objective performance appraisal system,
and ensuring a match between responsibility and authority are the 3 most-
used techniques to improve retention.
150
SUPPORTING EMPLOYEES
Organizations these days want to protect their biggest and most valuable
asset and they want to do this in a best suits their organizational culture.
Retaining employees is a difficult task Providing support to the
employees acts as a mantra for retaining them. Employers can also
support their employees by creating an environment of trust and
inculcating the organizational values into employees.
The management can support employees directly or indirectly. Directly,

they provide support in terms of personal crises, managing stress and
personal development. Management can support employees, indirectly, in
a no. of ways as follows:
 Manage employee turnover:
Employee turnover affects the whole organization in terms of

productivity. Managing the turnover, hence, becomes an important
task. A proactive approach can be adopted to reduce attrition.
Strategies should be framed in advance and implemented when the
151
times arrives. Turnover costs should also be taken into consideration
while framing those strategies.
 Become employer of choice:
What makes a company an company an employer of choice? Is the

benefit it offers or the compensation packages it gives away to its
employees? Or is it measured in terms of how they value their employees
or in terms of customer satisfaction? Becoming of choice involves
following a road map which tells where to go as a brand.
 Encourage the new recruits:
The newly hired employees are said to be least engaged in the

organization. Keeping them engaged is an important task. The fresh talent
should be utilized to maximum before they start feeling boredin the
organization.
 Optimize employee engagement:
An organization’s productivity is measured not only in terms of employee

satisfaction but by employee engagement. Employees are said to be
engaged when they show a positive attitude towards the organization and
express a commitment to remain with the organization. Employee
152
satisfaction also comes with engagement level so, organizations should
aim to maximize the engagement among employees.
Coaching and mentoring: Employees whose work performance suffers

due to poor interpersonal relationships or because of lack of interpersonal
skills should be provided proper coaching by their superiors. Planned
coaching sessions help an individual to work through issues, maximize
his potential and return to peak performance.
MANAGER ROLE IN RETENTION
When asked about why employees leave, low salary comes out to be a
common excuse. However research has shown that people join
companies, but leave because of hat their managers’ do or don’t do. It is
seen that managers who respect and value employees’ competency, pay
attention to their aspirations, assure challenging work, value the quality of
work life and provided chances for learning have loyal and engaged
employees. Therefore, managers and team leaders play an active and vital
role in employee retention. Managers and team leaders can reduce the
attrition levels considerably by creating a motivating team culture and
improving the relationships between team members. This can be done in a
following way:-
 Creating a motivating Environment:-
Team leaders who create motivating environment are likely to keep their
team members together for a longer period of time. Motivation does not
necessarily have to come through fun events such as parties, celebrations,
team outings etc. They can also come through serious events e.g.
153
arranging a talk by the VP of quality on career opportunities in the field
of quality. Employees who look forward to those events and are likely to
remain more engaged.
 Standing up for the team:
Team leaders are closest to their team members. While they need to
ensure smooth functioning of their teams by implementing management
decisions, they also need to educate their managers about the realities on
the ground. When agents see the team leader standing up for them, they
will have one more reason to stay in the team.
 Providing Coaching:
Everyone wants to be successful in his or her current job. However, not

everyone knows how. Therefore, one of the key responsibilities will be
providing coaching that is intended to improve the performance of
employees. Managers often tend to escape this role by just coaching their
employee. However, coaching is followed by monitoring performance
and providing feedback on the same.
 Delegation:
Many team leaders and managers feel that they are the only people who
can do a particular task or job. Therefore, they do not delegate their jobs
as much as they should. Delegation is a great way to develop
competencies.
 Extra Responsibility:
Giving extra responsibility to employees is another way to get them

engaged with the company.However, just giving the extra responsibility
does not help. The manager must spend good time teaching the
employees of how to manage responsibilities given to them so that they
don’t feel over burdened.
 Focus on future career:
Employees are always concerned about their future career. A manager

should focus on showing employees his career ladder. If an employee
sees that his current job offers a path towards their future career
aspirations, then they are likely to stay longer in the company. Therefore,
managers should play the role of career counsellors as well.
154
 Universe of study:
I have taken ITI Limited company at Mankapur for my reaserch report.
 Sample Size:
The report was made on the basis of analysis & presented with findings
and suggestions. Imformation is collected through primary data.
I have taken a batch of 100 employees from every department in order to
conduct my survey.
Purchase 10
Finance 20
SEA Plant 20
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Component 20
PCB Plant 20
% of employees taken = ( 100/2144 ) = 4.7 %

Research findings is drawn from the survey conducted among 4.7 % of
employees.
 Data Collection:
Data collection is a key for activity of social research. The design of data
collection method is the backbone of research design. There are two type
of data collection method i.e.
E) Survey Method:
It is also known as primary source. These source are generally of three

types:

F) Observation Method:
It is secondary source. In this method the data is personally collected

by the researcher or his agent. It can be structured or unstructured,
formal or informal, participant or non- participant and controlled or
uncontrolled.
ANALYTICAL TOOL
A structured non-disguised employee response form was developed as

a research instrument. All type of question are included in the
questionnaire.
156
 Questionnaire:
This is the most popular tool for data collection. A questionnaire

contains questions that the researcher wishes to ask his respondents
which is always guided by the objectives of the study.
157
EMPLOYEE RETENTION SURVEY SUMMARY
The survey asked respondents to rate the degree of importance or level of

agreement with a number with a number of statements related to:
 Benefits
 Retention Strategies
 Organizational Culture
 Personal & Job Satisfaction
RESEARCH FINDINGS:
Why do you stay with Government ?
Participants shared similar sentiments that reflect the positive attitudes

most public servants have about their job. Comments commonly heard
from all groups included :
 “I like my job”.
 “I want to make a difference”.
158
 “I believe in the mission of the agency”.
 “I work for the money / benefits”.
What makes you think about leaving government?
Employees shared similar negative sentiments that reflect the obstacles

most public servants encounter throughout their career. Comments
commonly heard from all groups included:
 Low salaries
 Too much time in between tests
 Career mobility issues
 Takes too long to earn a promotion
 Too much bureaucracy that prevents me from getting the job done
 BENEFITS
The first section of the survey asked respondents to rate the benefits of
employment on a scale from 1 to 5, where 1= not very important.
For human resource professionals, the retirement plan and health and
related benefits were rated as most important, followed by leave benefits
and salary / compensation. The items rated as least important by this
group, were the lifework’s resource and referral program and the
Employee Assistance Program.
For other employees, salary/ compensation and health and related benefits
were ranked the most important, followed by leave benefits and
retirement plan. Items of least importance were the lifework’s resource
and referral program and the Employee Assistance Program, respectively.
The lowest rated benefits were the Employee Assistance Program and the
Lifework’s resource and referral program.
 STRATEGIES
The next section of the survey asked respondents to indicate what

retention strategies were being used in their agencies, and how important
each strategy was to them, whether or not
It was available.
Human resource professionals rated training opportunities – job related,
alternative work schedules, and wellness programs as the three most
important retention strategies, annual performance appraisals and the
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Employee Suggestion Program were the lowest ranked retention
strategies for this group.
For other employees, job rotations and new assignments, training
opportunities- job related, were rated as the most important retention
strategies, followed in a tie by alternative work schedules, wellness
program, Voluntary Reduction in Work schedules, and rewards and
recognition. The strategies rated as least important by this group are the
Employee Suggestion Program.
This section asked respondents to rate their level of agreement or

disagreement with a number of statements related to organizational
culture on a scale of 1 to 5, where 1= strongly disagree and 5= strongly
agree.
73% of employees agreed or strongly agreed that employees are often

given the opportunity to be part of task groups and assignments outside of
their core job responsibilities. Only 39% of the human resource
professionals agreed with this statement.
69% agreed or strongly agreed that their agency has a culture that
recognizes and value diversity, while another 23% disagreed or strongly
disagreed with that statement.
54% of HR professionals strongly disagreed or disagreed that supervisors

in their agencies discussed development plans with employees at least
every six months. 46% of HR professionals strongly disagreed or
disagreed that agency has a career development program that help people
become more aware of and responsible for their own career development.
46% OF HR professional strongly agreed or agreed that working on a
new project was an open process with few barriers; however, 31%
disagreed strongly or disagreed with this statement.
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69% of HR professionals agreed or strongly agreed that their agency had
a culture that recognizes &value diversity. 62% also agreed or strongly
agreed that employees in their agency are treated with fairness and
respect.
PERSONAL SATISFACTION
The three groups were asked to rate how satisfied they were with various
elements of the job on a scale from 1 to 5, where 1= not at all satisfied
and 5= very satisfied. The highest ranked items for each group are noted
in the table below:
Human Resource Professionals Other Employees

The amount of job security I have .
The chance to help other people
while at work.
The degree of respect and fair The amount of job security I have.
treatment I receive from my boss.
How secure things look for me in The amount of pay and fringe
the future of my organization. benefits I receive.
The chance to help other people The amount of independent thought
while at work. and action I can exercise in my job.
21% of employees indicated they were very or somewhat dissatisfied with

the existence of established career ladders. 62%
Of human resource professionals were very or somewhat dissatisfied with
the availability of promotional opportunities.
161
RECOMMENDATIONS:
Following are my suggestions to increase the retention level of

employees:
 The HR manager should conducts the exit interview so that they

can use this interview as feedback received from the employees
which is used as an input for improvement and future planning.
Exit interview are an ideal way of recording and analyzing the
factors that have led employees to leave the organization. They
allow an organization to understand the reasons for leaving and
underlying issues.
 ITI Mankapur should create the Employee Retention Cell (ERC). It

is specifically constituted to understand any aspirations, grievances
of the employer which did not meet his/her expectation in the
industry.
 Manager should improve the career advancement in this industry.

Employee, who had performed outstandingly, must be promoted
instantly. By this employee would get the impression that
promotion being done on the basis of performance and not on the
basis of seniority. Promotion should not be done on timely basis.
162
 Once in a year, suggestions from the employees should be collected
in the form of “FEEDBACK”. Applicable suggestions must be
implemented and name of the employee, who has given the
suggestions, should be announced. By this, employee will feel that
are being involved in the decision making process of the
management.
CONCLUSION
In conclusion, the Management of Organizations could use this piece of

advice :
Take good care of your precious Human Resource.

Only then will they be contented and work with absolute force.
Watch out for the industry and its completion
Where there are opportunities galore and abundance of temptation”
163
BIBLIOGRAPHY
6) Current Annual Report of ITI. Mankapur
7) Reference from the HR department
8) Library of ITI Mankapur
9) Profile of ITI Ltd. By ITI Ltd. Manual
10) Internet
 www.itiltd-india.com
 www.businessworld.in
 www.allbusiness.com
164
EMPLOYEE RETENTION SURVEY
As part of this data gathering, I request you kindly to complete this survey
so that I can find out your perception about various aspects of
employment. All responses will be kept confidential and reported in the
aggregate only.
Benefits
Not at Not very Neutral Somewhat Very

all Important Important Important
Impor-
Tant
Salary/
Compensation
Leave
benefits(including
sick, vacation,
personal, paid
holidays)
Retirement Plan
Health and related
benefits(health
insurance, vision,
dental,
prescription)
165
Long-term care
insurance
Tuition
Reimbursement
Deferred
Compensation
Employee
Assistance
Program(EAP)
Lifeworks(resource
and referral)
Please rate the following benefits of employment on a scale of 1 to 5,

where 1= not at all important and 5= very important.
Strategies
Please indicate if any of the following strategies are available in tour

industry. Then rate how important each item is to you, whether its
available or not, on a scale from 1 to 5 where 1= not at all important and
5= very important.
Available? Not at Not very Neutral Some- Very

YES NO All Importan What Impo-
Important t Importan rtant
t
Alternative
Work
Schedule(AWS)
Wellness
Programs
Telecommuting/
Work
At Home
Mentoring/Coac
hing
Job Rotation
and New
Assignments
Help with
career planning
166
Organizational Culture
Please rate the following statements on a scale of 1to 5, where 1=

strongly disagree and 5= strongly agree
Strongly Disagree Neither Agree Strongly

Disagree agree Agree
Nor
Disagree
Supervisors in
our industry sit
down with
employees and
discuss their
development
plans at least
every 6 months.
Employees are
often given the
opportunity to
be part of task
groups and
assignments
outside their
core job
responsibilities.
167
Our industry
has a career
development
program that
helps people
become more
aware of and
responsible for
their own
career
development.
Working on a
new project or
assignment is an
open process
with few
barriers.
Supervisors
communicate
effectively with
employees.
Our industry
has a culture
that recognizes
and values
diversity.
There is an
environment of
openness and
trust in our
industry.
Employees in
our industry are
treated with
fairness and
respect.
Supervisors
spend a good
deal of time
listening to
employee’s
ideas.
Supervisors
have a style that
empowers
people to take
168
responsibility
and authority.
Personal Satisfaction
Please rate the following statements on a scale of 1 to 5, where 1= very

dissatisfied and very satisfied
Very Somewhat Neither Somewhat Very

Dissatisfied dissatisfied Dissatisfied Satisfied Satisfied
or Satisfied
Opportunities
for personal
growth and
development in
my job.
The feeling of
worthwhile
accomplishment
I get from doing
my job.
The amount of
independent
thought and
action I can
exercise in my
job.
The amount of
challenge in my
job.
169
The amount of
job security I
have.
How secure
things look for
me in the future
of my
organization.
The amount of
pay and fringe
benefits I
receive.
The degree to
which I am
fairly paid for
what I
contribute to
my
organization.
The people I
talk to and
work with on
my job.
The chance to
get to know
other people
while on the
job.
The chance to
help other
people while at
work.
The degree of
respect and fair
treatment I
receive from
boss.
170
The amount of
support and
guidance I
receive from my
supervisor.
The overall
quality of the
supervisor I
receive in my
work
.
The safety of
my work
environment.
The availability
of promotional
opportunities.
Opportunities
to learn new
things from my
work.
Career Plans
As you thing to the future, which of the following best describes your
career plans at this time?
 Retire or leave employment within3-5 years
171
 No plans to retire or leave employment in the
Foreseeable future
Thankyou
for
Completing the survey!
172
173
174
175
176

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ON

EMPLOYEE RETENTION TECHNIQUES

ITI LTD, MANKAPUR

A DIGITAL CITY OF INDIA

Under the guidance of

Company’s Guide Faculty Guide

Submitted in partial fulfilment for the award of Master’s Degree in

MBA 3rd Sem

I feel immense pleasure in expressing my gratitude to ITI Limited

Mankapur, a prestigious organization.for providing me an

My heartfelt gratitude is extent towards who helped me a great deal

in preparing this project& inculcating in the depth knowledge of HR

working in the organization. I as well extent my thanks to whole ITI

family, who treated me as one of them & facilitated me to learn

more & more about HR function.

I am highly thankful and indebted to Manager (HRD) for their

effective, valuable and constant support for successful completion of

seen the light of the day.

I am also thankful to Director and Head of MBA deptt. who have

been very supportive through out the preparation of my summer

Summer training plays a vital role in understanding working culture

& climate of industry. This training has been misinterpreted by most

of us as a platform for only performing projects. Industrial training in

practical approaches, which is very different from theoretical

The educational institutions role aim by industrial training is to

improve the knowledge about the organization and to have a hand

on experience. The terms and procedures, which we learn, are of no

use until and unless we do bring them in practical operation and

and day to day experienced from his own life.

shaping ones bright future and carrier as it provides all basic

information a new professional wants before completion of his

II. CERTIFICATE FROM COLLEGE

III. CERTIFICATE FROM ORGANISATION

VI. COMPANY’S PROFILE

VII. PROJECT PROFILE

VIII. RESEARCH METHODOLOGY

“ EMPLOYEE RETENTION TECHNIQUE AT ITI Ltd MANKAPUR”.

a) To study the rate of attrition or stability of the employee at ITI

b) To carryout the studies for the existing retention strategies &

policies of ITI Mankapur.

c) To carryout the study for effective implementation &

effectiveness of strategies relating to retention of employees.

d) Comparative study between implementation & the set

Research as a scientific and systematic search for pertinent

information on a specific topic.

My research statement is to carryout the study for effective

implementation & effectiveness of stategies relating to retention of

I have taken employees of only managerial level & middle levels as

the population for my report.

findings and suggestions. Information is collected through primary

I have taken a batch of 100 employees from every department in

order to conduct my survey.

Department No. of employees

% of employees taken = ( 100/2144 ) = 4.7 %

Research findings is drawn from the survey conducted among 4.7 %

DATA COLLECTION TECHNIQUES

There are two types of data :-

generated for a specific purpose.

Data collection is a key for activity of social research. The design of

data collection method is the backbone of research design. There

are two type of data collection method i.e.

It is also known as primary source. These source are generally of