Divya Project

download Divya Project

of 75

Transcript of Divya Project

  • 7/30/2019 Divya Project

    1/75

    EXECUTIVE SUMMARY

    I have done training in Escorts Pvt Ltd on the topic A STUDY ON EMPLOYEE

    SATISFACTION LEVELIN ESCORTs .I had also conducted survey to find out

    the feedback of the employees related to the satisfaction whether they are satisfied

    or not.

    I was under the guidance of Mr.Namit Suri. For conducting survey I had

    prepared questionnaire, as questionnaire is now days the most famous method for

    evaluating the performance and taking the feedback. In our questionnaire there are

    questions and I went to the different employees of the escorts and collect the

    feedbacks.

    By doing this project I came to know about the different policies followed

    by the Escorts and also the different services given to employees for their

    satisfaction.

    I felt very good while doing this project as it enhanced my knowledge, I met

    with different employees who helped me to develop a good relationship with them,

    came to know about the different policies and services adopted by Escorts.

    1

  • 7/30/2019 Divya Project

    2/75

    INTRODUCTION TO THE PROJECT

    Escorts is pioneer of tractor industry in India. Established in 1948 it was in

    monopoly for a very long time. It was in 1988 that it faced competition from other

    companies. It was this time that flee of talent from the company had started. Such flee

    of talent has been there since that time.

    The company has not had any employee satisfaction survey since last five

    years. Nevertheless the company has been working on to improve the conditions.

    Many formats and strategies have been prepared by middle management. But top

    management support needs to be more active. Some of factors that need to be looked

    into are:

    1. Lack of change management

    2. Outdated work culture

    3. Old system

    4. Functional processes not updated as per present environment

    5. Generation gap

    Companies like Hay Management were engaged as a part of employee retention

    strategy. The organization has been a bit negligent to track employee satisfaction.

    It is the TBM (Territory Business Manager) position that is pivotal in total sales

    achieved and exit at this level causes considerable losses to the organization in terms

    of talent loss and training exercises. And the number of separations is also the

    maximum at this level.

    The exits rise in the month of February to April and then in the month of August. This

    exit is directly linked to appraisal process. Wherein employees decide to change the

    2

  • 7/30/2019 Divya Project

    3/75

    organization rather than being axed or taxed by allotment of tougher targets .They

    also thus avoid performing under scanner:

    3

  • 7/30/2019 Divya Project

    4/75

    COMPANY PROFILE

    Escorts came into being a vision that led two brothers Yudi Nanda and

    Hari Nanda to branch out their familys prospering transport s business and institute

    ventures that were to become the foundations of escorts Ltd. Escorts Agents Limited

    was born at Lahore on 17th October 1944 with Yudi Nanda as Managing Director and

    Hari Nanda as Chairman. After the owing to opportunity lying in the Indian village,

    Escorts (Agricultural Machinery) Ltd. was launched in 1948 with Yudi Nanda as

    Director. Tragically Yudi Nanda died in an accident in 1952. Then Escorts agent Ltd.

    And Escorts (Agricultural Machine) Ltd. Was merged in 1953 to create single Escorts

    agents Pvt Ltd.

    SOME MILESTONES

    1948 Pioneered farm mechanization in the country by launching Escorts Agricultural Machines Ltd.

    With a franchise from a U.S. based MINNEAPOLIS MOLINE, WISCONCIN, for marketing

    tractors, implements, engines and other equipments.

    1958 Started importing MF tractor from Yugoslavia for marketing the same in India.

    4

  • 7/30/2019 Divya Project

    5/75

    1960 A manufacturing plant was set up at Faridabad

    1965 Got industrial license to manufacture URSUS/ ESCORT tractors.

    1969 Escorts signed a contract with FORD MOTOR COMPANY to manufacture Ford 3000 model

    tractors. Escorts Institute of Farm Mechanization (EIFM) was established at Bangalore. This

    training Institute is one of its kind.

    1971 1st February, the first tractor FORD 3000 rolled out of the factory. The same year the

    turnover touched the Rs.53 million mark.

    1973 Escorts Tractors Limited (ETL) declared a healthy Profit Before Tax of Rs.4.725 million.

    1974 Export of 400 tractors to Afghanistan - perhaps the worlds largest ever airlift of such

    equipment.

    1975 Turnover crossed the Rs. 200 million mark for ETL. Profit After Tax Rs. 8.7 million. Maiden

    dividend of 10% declared.

    1976

    1976 FORD 3600, advancement in Farm Mechanization, was launched with fanfare to a

    tremendous reception. Trial production of in-plant manufacturing of engine parts (Block &

    Head).

    1977

    5

  • 7/30/2019 Divya Project

    6/75

    1977 Escorts Scientific Research Centre marked its beginning at Faridabad by developing its own

    Engines for E-27 and E-37. Due to constant technology absorption, indigenization level

    touched 72% for FORD tractors, which was a result of relentless effort in that direction.

    1979 Turnover crossed the Rs. 50 crores mark. In plant facility for machining centre housing and

    case transmission, on built-in line concept, installed

    1983 Escorts Tractors Limited (ETL) established a state-of-the-art research and development

    centre to spearhead newer breakthroughs in Farm Mechanization and to maintain industry

    leadership. Line concept introduced for engine block machining.

    1984 75000th tractor rolled out. A great occasion for the large family that worked for ETL. Newer

    challenges and frontiers were set.

    1985 In keeping with the stupendous financial success, Escorts Tractors Limited (ETL) offered its

    first Bonus Issue (1:1).

    1987 50hp FORD 3610 was launched, another leap for the Indian Farm Mechanization Industry, the

    farmers and the people of the land.

    1988

    1988 ETLs annualized turnover crossed Rs. 100 crores. Dividend: 45% for 15 months.

    1989 A MOU with CLAAS was signed for manufacturing &

    1990-

    91

    First Public Issue (February91) over-subscribed four times. Shares listed on Delhi and Bombay

    Stock Exchanges.

    1991- The Crop Tiger range of Combine Harvesters was launched by Escorts Claas Ltd.

    6

  • 7/30/2019 Divya Project

    7/75

    92

    1993 FORD 3620 tractor launched

    1996 Disengagement of joint venture collaboration with New Holland and launch of FARMTRAC

    Tractor.

    1997 A Joint Venture with Italian company CARRARO was finalized to establish a company in India

    for manufacturing and marketing of transmission and axles.

    1998 POWERTRAC series of tractors were launched. A MOU was signed with Long Manufacturing

    Company, USA for setting up a Joint Venture in USA.

    1999 A MOU for Joint Venture with a Polish Company POL-MOT was signed for assembly,

    manufacturing and marketing of Farm Machinery.

    1.C.1 STATEMENT TO THE PROBLEM

    The problem is of high attrition levels of the young talent in Agriculture Machinery

    Marketing Division (AMMD) of Escorts India Ltd.(AMMD is a department of the

    Agri Machinery Group (AMG) segment of Escorts India Ltd.). Flee of talent has to

    cease. The area to be focused on is the domestic sales team covering pan India. It is

    the Executive Director and Chief Executive Officer Mr.Rohtash Mal who will decide

    about the implementation of the solution offered. The purpose of project is to carry

    7

  • 7/30/2019 Divya Project

    8/75

    out a research on the basis of primary and secondary data and offer the best possible

    solution.

    1.C.2 NEED OF THE PROJECT

    1) Although employees in Escorts are satisfied with the work culture but they still

    feel that the company is not paying them their full worth. But when compared

    with the industry data it was found that Escorts was at par or above in regard to

    the grade of managers who are in focus of our research. So it is imperative to

    make employees aware of the strength of the organization and get hold of the

    weaknesses and work on it.

    In Escorts employees have a misconception that others are paying much better

    salaries to their employees. This grapevine and misinformation is a considerable

    drawback in the system.

    2) The Gallup organization will be conducting the employee satisfaction survey pan

    organization but not involving past employees whose opinions have not been

    captured till date. Thus we need to have an initiative in this regard and need to

    stop the flow of talent.

    3) Also the past employees have shown their willingness to come back to the

    organization only if certain practices and factors prevalent in the organization are

    changed and worked on for enhancing performance.

    4) Distrust among employees that has crept in organization might no be able to

    survive for long. So we need to make them aware of the strengths of the

    organization.

    8

  • 7/30/2019 Divya Project

    9/75

    Such distrust can be done away with only by constant communication with the

    employees and making them aware of the strengths of the organization.

    Strengths thus have to be known and strategies to advertise them have to be taken

    up.

    OBJECTIVES OF THE PROJECT

    To find the employees satisfaction level in the organization.

    To find the strengths of the organization as employees perceive it.

    To find the employee dissatisfaction factors that need to be improved on.

    To construct a basic framework towards improvement of employee

    dissatisfaction factors.

    9

  • 7/30/2019 Divya Project

    10/75

    To construct a basic framework towards making employees aware of the

    strength of the organization.

    To conduct and Employee Satisfaction Survey

    RESEARCH METHODOLOGY

    RESEARCH DESIGN

    4.A TYPE OF RESEARCH DESIGN:

    Descriptive Research DesignIt was chosen because of the following reasons:

    10

  • 7/30/2019 Divya Project

    11/75

    In our survey we have to describe the status quo of the

    satisfaction levels of the population chosen.

    We have to find out the current status of the employee

    satisfaction with respect to various attributes.

    4.B INFORMATION NEEDS:

    Completed Exit Interview Forms:

    It is necessary to find out:

    What all factors have been rated highly or poorly by the ex employees of the

    organization?

    Ex employees here include only those who have separated from the

    organization between the periods April1, 2008 to March 31, 2009.

    Questionnaire:

    It is needed:

    To know from the past employees what employee performance factors they

    rate highly and which one they rate poorly.

    This can be found out by devising a questionnaire.

    To judge the engagement levels of the past performing employees*. This

    can again be found out by devising a questionnaire.

    * Past performing employees refer to the ex employees of Escorts who were rated as

    performers by the company. It was desirable to keep them with the company as there

    services were profitable.

    4.C DATA COLLECTION FROM SECONDARY RESOURCES:

    Exit Interview Form:

    o A total of 24 Exit Interview Forms were available.

    o Total employee satisfaction factors covered in Exit Interview

    Form are 17.

    o Employee rating for each of the 17 factors was collected.

    o There were three subjective sections in the Exit Interview Form

    from which data was collected. These were :

    Three things I like about Escorts.

    Three things I want to improve in Escorts.

    Three suggestions for improvement in Escorts.

    4.D DATA COLLECTION FROM PRIMARY RESOURCES:

    Questionnaire

    o Questionnaire was divided into three parts:

    11

  • 7/30/2019 Divya Project

    12/75

    1. Part 1 clarified the goal and objective of the survey

    2. Part 2 was used to collect the personal information of

    the respondent.

    3. Part 3 comprised of 40 questions.

    o

    A total of 40 attributes were covered in it.o Rating for each of the 40 attributes was obtained.

    o According to the rating it was possible to judge the employee

    satisfaction attributes as strong or weak

    o Engagement levels of the past employees were also known.

    4.E SCALING TECHNIQUES

    Yes/ No scale

    It was chosen because for the questions covering following attributes:

    Image of the company

    Justification:

    Because the image of the company has to hold either a positive force or a negative

    force and so there is no in between in the same.

    Escorts believe that it has a great company image. This belief has been

    corroborated by the employee response in the Exit Interview Questionnaire.

    Credit theft

    Justification:

    It was decided to let the employee confirm that he has had any credit theft or not.

    The confirmation will reduce the tendency to mark the central value.

    The issue of credit theft is so sensitive that even small negligence by respondents

    can lead to distortion of results.

    Ordinal scale

    It was chosen for Q33 wherein it had to be directly asked that what employees

    want to be improved in training.

    JustificationThis question was one that has been incorporated after Exit Interview form

    analysis.

    Training needs were marked by 52 respondents to be either Poor or OK.

    20% respondents filled up technical training in the subjective section of Exit

    Interview Form ,Three things I want to get better in Escorts.

    So it was imperative to know what actually their dissent about the training

    incorporated was. Was it that it should be made more rigorous or eased?

    4.F QUESTIONNAIRE DEVELOPMENT AND PRETESTING

    12

  • 7/30/2019 Divya Project

    13/75

    Questionnaire development had following stages:

    1. Factors to be given importance were analyzed from EIF

    (Exit Interview Form).

    2. Secondary research to collect all the possible attributes of employee

    satisfaction. Internet and Books were used for the same.3. Brainstorming on attributes to be selected.

    4. Incorporation of The Gallup Q12 Employee Engagement Survey

    Questionnaire in the list of proposed questions.

    5. Finalization of the questionnaire

    Pretesting:

    Questionnaire was given for pretesting to 5 ex employees.

    Their suggestions were solicited.

    The inputs that were provided were:

    1) The questionnaire is too long with 49 parameters

    2) Some of the statements were a little difficult to understand

    3) There were a few grammatical errors.

    Consequent to such survey the questionnaire was presented to Project guide:

    The manager in charge Mr. Saurabh Kapoor has a 6 year long experience in the

    industry. He has been handling the employees who belong to the populationchosen since lat five years. Thus that gives him a clear insight to the psyche of the

    employees. Thus the questionnaire presented to him was scrutinized by him and

    thus he used his expertise to judge the questions as employees would perceive it.

    Appropriate changes were then made and final VCS Questionnaire was made

    ready.

    Justification

    This method because the below listed factors are representative of the population

    the company is interested in retaining.

    The table given below shows the total number of exits belonging to a category and

    the corresponding number in the sample chosen.

    The following was the basis on which judgment for the sampling was made:

    Table 4

    Serial

    No.

    Attribute Category

    13

  • 7/30/2019 Divya Project

    14/75

    1 Grade G2

    2 Rating A,B & B+

    3 Years of service in Escorts Less than 4 years

    4 Reason for leaving o For better career opportunity

    o For higher studies

    o Family problem

    26 employees sere selected from separations from the year April 1, 2008 to 31

    March, 2009.

    8 employees were chosen from employees who had separated after March 31,

    2009.

    Of the 24 respondents

    18 were from last year exit list

    6 were from present year exit.Sample size was 34

    24 respondents equal 14.54% of the total TBM in AMMD

    34 respondents equal 20.60% of the total TBM in AMMD

    Also 24 respondents equal 45.28% of the total TBM separations last year.

    Also 34 respondents equal 64.15% of the total TBM separations last year.

    Population size (Total number of separation) according to the category:-

    Table 5

    Serial

    No.

    ATTRIBUTE Population

    size

    Sample

    size

    1 Grade G2 52

    34

    2 Rating A

    40B

    B+

    3 Years of service Less than 4

    years

    64

    4 Reason for

    leaving

    For better

    career

    opportunit

    y44

    For higher

    studies

    Personal

    problem

    Sample size was 34

    14

  • 7/30/2019 Divya Project

    15/75

    4.H FIELDWORK:

    A. Field work process was that of calling up the sample chosen and follows up ofthe same.

    B. Telephonic interview was the process of introduction to our questionnaire.

    C. Interview was conducted by the team working on the project.

    D. When telephonic interview was done and affirmative answer obtained the

    questionnaire was sent via email

    E. Then again follow up of the mailed questionnaire was done by the telephonic

    method only.

    4.I JUSTIFICATION OF THE SPECIFIC METHOD SELECTED:

    E mail method was used to send the questionnaire was doe because of he

    following reasons :

    High speed of transmittal of the questionnaire

    Internet can be easily accessed at any location(even if

    the person is in movement)

    Information that is sent is received in the uncorrupted

    form.

    Information can be kept as a secret.

    Pen in hand method could not be used because

    employees were scattered at far distant locations.

    It could no be outsourced because of lack of reliable

    network

    Sending by post was not feasible because its

    disadvantages are covered by the advantages of e mail

    method.

    Telephone method for introduction was chosen because of the following

    reasons:

    It can be short and clear

    It is more assertive than the e mail method

    It is comfortable than the personal approach method

    The urgency and the significance of the project can be

    properly conveyed.

    An immediate response of the respondent as to hisinterest can be elicited.

    15

  • 7/30/2019 Divya Project

    16/75

    Follow up by telephone method was done was done:

    To meet the deadline and

    Keep in touch with the respondent so

    That he remains aware of his commitment and also

    Does not take his participation in our endeavor lightly.

    Follow up by internet method was done so that:

    Even if the person missed the mail or forgot about it he

    will be reminded of the same.

    It will convey the sense of urgency that we had

    It will convey that he is really important for the

    fulfillment of the objective of the project.

    Technical details in the appendix

    16

  • 7/30/2019 Divya Project

    17/75

    DATA ANALYSIS AND INTERPRETATION

    5.A EXIT ANALYSIS

    5.A.1 Objectives To determine the pattern of exit

    To determine the attributes and category critical towards retention

    To find out the employees who would form the sample size for employee

    opinion (and engagement) questionnaire (Voice Capturing Survey)

    administration.

    5.A.2 Assumptions

    Reasons given for exit are true and complete

    Performance rating have not been biased against separating employees

    The exit pattern has not been influenced by some abnormal factor like

    1. Inflationary trends in the market

    2. Recession in the world and Indian economy

    3. Sudden downturn or upturn in the tractor market

    The findings reflect true picture of the exit trend in the company

    5.A.3 Limitations

    Only financial year 2008-09 data of exit was made available for analysis

    Trends from past years could not be found because of unavailability of data.

    For determining focus group for questionnaire sample the following had to be

    ignored :

    1. Region : Because of the limited number of employee separations ( 20 separations

    only) in regions found to be critical.

    Constraint of the sample size as employees common to the regions found

    to be critical (Secunderabad , Bangalore and Chandigarh) and other critical categories

    of various attributes(exception to attributes are Month of exit and Reason of Exit)

    Would be 2 only.

    2. Month : Because of the limited number of the employee separations in the monthfound to be critical (Month of August with 13 separations only)

    .

    Constraint of the sample size as employees common to the month found

    to be critical (Month of august) and and other critical categories of various

    attributes(exception to attributes are Month of exit and Reason of Exit)

    would be three only.

    3. According to reason of Exit : Although Critical areas were found out but

    a) Employees asked to resign

    b) Employees terminatedhave to be ignored

    17

  • 7/30/2019 Divya Project

    18/75

    Employees falling in all the other reasons of exit have to be counted up

    for

    Questionnaire sampling.

    5.A.4 Methodology

    Collection of secondary data from the company database

    Identification of key attributes.

    7 key attributes identified are :

    Table 6

    Serial

    Number

    Attribute

    1 Grade

    2 Region

    3 Function

    4 Designation

    5 Rating

    6 Month

    7 Years of

    Service

    8 Reason of Exit

    Tabulate and represent graphically the data for each attribute

    Observe the skewness of exit in each attribute Analyze the reasons for the skewness observed in each of the attribute.

    Method adopted for analysis was direct talks with the HR Manager handling

    the AMMD team.(Mr. Saurabh Kapoor)

    Determine the critical category in each attribute based on the

    a) Skewness observed.

    b) Analysis of the data.

    Critical categories identified are :

    Table 7

    Serial

    Number

    Attribute Critical category

    1 Grade G2

    2 Region Secunderabad

    Chandigarh

    Bangalore

    3 Function Sales

    4 Designation TBM

    5 Rating B

    B+6 Month August

    18

  • 7/30/2019 Divya Project

    19/75

    7 Years of

    Service

    Within first 4 years

    8 Reason of Exit Asked to resign

    Better career opportunity

    Determine the relevance of each category in regard to the sampling for

    questionnaire

    Following attributes were ignored while forming the sample:

    a) Region

    b) Month of separation

    (For reason refer to the Limitations section of the Exit Analysis)

    Following critical category was ignored while forming the sample for the

    questionnaire:

    a) Employees who were asked to resign

    b) Employees who were terminated

    (For reason refer to the Limitations section of the Exit Analysis)

    19

  • 7/30/2019 Divya Project

    20/75

    DATA ANALYSIS AND INTERPRETATION

    1. Do you think everybody in escorts is treated with fairness?

    Table 1

    Response No. of respondents

    Strongly disagree 1

    Cannot say 2

    Agree 24

    Strongly agree 5

    Disagree 2

    Chart 1

    INTERPRETATION:

    83% of the employees agree that they are treated with fairness in Escorts and only 3%

    of the respondents are stongly disagree with this point.

    How would you rate the co-ordination of efforts within your department?

    Table 2

    Response No. of respondents

    20

  • 7/30/2019 Divya Project

    21/75

    Poor 1

    Below Average 2

    Average 8

    Good 18

    Excellent 5

    Chart 2

    INTERPRETATION:

    53% of the respondents rate the coordination of efforts with the department is good,

    15% agrees that it is excellent while 3% respondents think that it is poor.

    .How much do you think your immediate superior trusts you?

    (Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest)

    Response No. of respondents

    Scale 1 2

    21

  • 7/30/2019 Divya Project

    22/75

    Scale2 1

    Scale 3 4

    Scale 4 9

    Scale5 16

    INTERPRETATION:

    50% of the respondents agrees that their superior trusted them, 28% respondents

    give it the rating of 4.

    Do you feel valued as a member of the staff with whom you work?

    a) Strongly Disagreeb) Disagree

    c) Cannot say

    d) Agree

    e) Strongly Agree

    Response No. of respondents

    Strongly disagree 1

    Cannot say 3

    22

  • 7/30/2019 Divya Project

    23/75

    Agree 14

    Strongly agree 14

    Disagree 2

    INTERPRETATION:

    41% agrees to the point that they valued as a member with the staff they worked with

    while only 3% is disagrees by this point.

    Did you receive recognition or praise for doing good work?

    Table 3

    Strongly disagree 2

    Disagree 3

    Cannot say 1

    Agree 5

    Strongly agree 23

    Chart 3

    23

  • 7/30/2019 Divya Project

    24/75

    Interpretation

    67% agrees strongly that they get the recognition for the work done by

    them,and only 9% disagrees by this point.

    Do you think Escorts honor commitment towards employees?

    Table 4

    Response No. of respondents

    Strongly disagree 3Cannot say 2

    Agree 14

    Strongly agree 13

    Disagree 2

    24

  • 7/30/2019 Divya Project

    25/75

    INTERPRETATION:

    41% respondents strongly agreed to the point that escorts honoured

    commitment towards employees, while only 6% disagrees with this point

    Do you feel ease in approaching your seniors for your problems?

    Response No. of respondents

    Strongly disagree 1

    Cannot say 1

    Agree 10

    Strongly agree 19

    Disagree 3

    25

  • 7/30/2019 Divya Project

    26/75

    INTERPRETATION:

    5.6% of the respondents feels ease in the approaching their seniors with their

    problems,while only 3% disagrees with it

    Do you have opportunities at work to learn and grow?

    Response No. of respondents

    Strongly disagree 3

    Cannot say 2

    Agree 14Strongly agree 13

    Disagree 2

    26

  • 7/30/2019 Divya Project

    27/75

    INTERPRETATION:

    79% respondents agrees that they got the opportunities to grow in escorts

    and only 6%disagrees with it.

    Do you feel that Escorts had provided you with enough leadership

    Opportunities?

    Response No. of respondents

    Strongly disagree 1

    Cannot say 1

    Agree 10

    Strongly agree 19

    Disagree 3

    27

  • 7/30/2019 Divya Project

    28/75

    INTERPRETATION:

    56% agrees that escorts provided them with enough opportunities to learn

    leadership skills.

    How would you rate Escorts in regard to opportunities it provided to

    enhance each of the following skills?

    Technical:

    Response No. of respondents

    Scale 1 2

    Scale2 1

    Scale 3 4

    Scale 4 9

    Scale5 16

    28

  • 7/30/2019 Divya Project

    29/75

    50% respondents thinks that escorts help them in enhancing their technical

    skills.

    Soft skill:

    Response No. of respondents

    Scale 1 1

    Scale2 2

    Scale 3 8

    Scale 4 18Scale5 5

    29

  • 7/30/2019 Divya Project

    30/75

    INTERPRETATION:

    73% respondents believes that escorts helps in enhancing their soft skills.

    Persuasion skill:

    Response No. of respondents

    Scale 1 1

    Scale2 3Scale 3 1

    Scale 4 10

    Scale5 19

    30

  • 7/30/2019 Divya Project

    31/75

    INTERPRETATION:

    56% respondents agrees to the point that escorts help them in enhancing their

    persuasion skills.

    Rate the working environment in Escorts in regard to professionalism:

    Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest:

    Response No. of respondents

    Scale 1 0

    Scale 2 0

    Scale 3 1Scale 4 7

    Scale 5 25

    31

  • 7/30/2019 Divya Project

    32/75

    INTERPRETATION:

    76% of the respondents ranks to scale 5 to the working enviourment of the

    escorts.

    Are you satisfied with the area / location you are assigned?

    (Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest)

    32

  • 7/30/2019 Divya Project

    33/75

    Response No. of respondents

    Scale 1 0

    Scale 2 0

    Scale 3 5

    Scale 4 12

    Scale 5 17

    INTERPRETATION:

    15% of the respondents are not satisfied with the location of the company.

    Are you satisfied with the status you enjoyed in the company?

    Response No. of respondents

    Scale 1 1

    Scale 2 2

    Scale 3 5

    Scale 4 7

    Scale 5 19

    33

  • 7/30/2019 Divya Project

    34/75

    INTERPRETATION:

    76% of the respondents are satisfied with the status they got in the company.

    While only 3% are dissatisfied with it.

    What do you feel about the rigorousness of training in Escorts?

    a) I find it satisfactory

    b) Should be made more rigorous

    c) Should be made less rigorous

    Response No. of respondents

    Satisfactory 19

    More rigorous 7

    Less rigorous 8

    34

  • 7/30/2019 Divya Project

    35/75

    INTERPRETATION:

    56% of the respondents are satisfied with the rigorousness in the company 23%

    suggests that it should be less, and 21% suggests that it should be more.

    At Escorts did you have the opportunity to do what you could do best every day?

    Response No. of respondents

    Strongly disagree 1

    Cannot say 1

    Agree 4Strongly agree 27

    Disagree 1

    35

  • 7/30/2019 Divya Project

    36/75

    INTERPRETATION:

    79% respondents agrees with the point that everyday they got the chance to do their

    best.

    Is there someone at work who encourages you for your development?

    Response No. of respondents

    Strongly disagree 1

    Cannot say 1Agree 4

    Strongly agree 27

    Disagree 1

    36

  • 7/30/2019 Divya Project

    37/75

    INTERPRETATION:

    79% respondent agrees with this point that someone at work that encourage for

    development and 3% disagrees with this.

    Do you think your associates (fellow employees) are committed to quality work?

    Response No. of respondents

    Strongly disagree 1

    Cannot say 1

    Agree 29

    Disagree 3

    37

  • 7/30/2019 Divya Project

    38/75

    INTERPRETATION:

    85% respondent agrees that associated committed to the quality work.

    How beneficial do you find the training and development procedures of the

    company?

    Response No. of respondents

    Scale 1 1

    Scale 2 1

    Scale 3 1

    Scale 4 24

    Scale 5 7

    38

  • 7/30/2019 Divya Project

    39/75

    INTERPRETATION:

    70% respondents gives it the rating of scale 5 to the training and development

    programmes of the company.

    FINDINGS AND INFERENCES

    There is good coordination among the employees towards the work within the

    department.

    Employees are satisfied because they received recognition for good work.

    The employees are having opportunity to learn and grow at work.

    Employees are less satisfied with rigorousness of training in escorts.

    39

  • 7/30/2019 Divya Project

    40/75

    Employees arelesss satisfied with the various benefits being provided to them in the

    company.

    CHAPTER 6

    FRAMEWORK FOR RETENTION

    6.A

    40

  • 7/30/2019 Divya Project

    41/75

    RETENTION STRATEGIES

    S.No ATTRIBUTE FRAMEWORK TO IMPROVE ON

    1 Adequate Resources 1. Standardization and policy formulation for: IT facility

    Work Station

    Uniforms

    Proper sitting arrangements

    Stationery materials

    Such standardization should be of each of the:

    Designation

    Job

    Grade etc.

    2

    Interdepartmental co

    ordination

    1. Circulate organizational structure to each employee of

    each departments

    2. Job clarity should be there regarding each department

    to every other department. This will lead to clarity about

    who is responsible of what to achieve Annual Operating

    Plans (AOP).

    Desired effect:

    Every person will know to whom he has to

    contact for the work to be done.

    It will give transparency to employees regarding

    who is dealing with what. Thus will remove any

    ambiguity that might be affecting performance of

    employees.

    3

    Intradepartmental co

    ordination

    1. The boss should be someone who is easy to approach

    and comfortable to talk to

    2. Sharing of departmental AOP by boss with

    subordinates.

    Desired effect:

    1. Efforts of each and every employee will be aligned

    41

  • 7/30/2019 Divya Project

    42/75

    towards common goals

    2. There will be total co operation to achieve the goal

    and no confusions will prevail regarding the relevance

    and importance of tasks taken up.

    3. Hierarchy to be maintained in a department.

    4. Hierarchy structure to be rational

    Desired effect:

    1) Avoidance of negative competition.

    2) High acceptability of colleagues by other

    colleagues

    5. Circulation of detail sheet of each employee covering

    his personal and job details

    Desired effect

    1) Clear communication because no scope of

    assumptions will be

    there regarding what the other person is bound to

    do.

    6. Interdepartmental audits of systems and processes.

    4

    Employee

    engagement

    1. Bonhomie: Birthday wishes from all colleagues.

    Families should visit campus on this occasion.

    2. Transparency: Company aims should be made clear.

    Everyone should know company targets.

    3. Monthly information form: Such form should include :

    a) Sales achieved in the month

    b) Person recruited

    c) Person separated (Exits of months)

    d) Number of tractors manufactured

    4. Sports day activities: Wherein employees come with

    family. Such activities can happen once in 6 months. If

    AOP is achieved then only such activities should be held

    otherwise it should not be. Families should also be

    42

  • 7/30/2019 Divya Project

    43/75

    engaged in such activities.

    5. Social & Cultural Programs

    5

    Recognition of good

    work

    1. Good work can include anything that leads to time and

    money benefits to the company.

    2. Innovations on grounds other than the persons job

    should be recognized. Such recognition should be done in

    a program which may be held quarterly.

    3. Introducing new ideas4. As a recognition following may be done:

    i. Certificate

    awarded

    ii. Sponsorship

    to family dinner

    iii. Shirt/T shirt

    gifted

    iv. Circular with

    the photograph circulated

    5. No interview should be done to test the achievement.

    6

    Communication

    channels

    1. Internet link to be such that it updates regularly the

    organization chart of AMG.

    2. There should be detailed list of all employees available

    on the internet.

    7

    Commitment

    towards employees

    1. There should be a specific date to release the standard

    policies, appraisals, increments.

    2. Policies should be adhered to at all costs.

    43

  • 7/30/2019 Divya Project

    44/75

    8

    Ease in approaching

    seniors

    1. Open house sessions should be held where top level

    management can be approached freely by employees.

    Such sessions should be structured in a way that

    employee fills in a standardized form so that manager can

    get acquainted with the problem. Also the time of the

    meeting should be not more than 15 minutes so that only

    to the point discussions pursue. Format will also allow

    secrecy to be maintained.

    9 Career Planning1. Following forms should be given at the time of

    induction:

    i) KRA

    ii) JD

    iii) Career planning

    2. Competency level of the employee should be mapped

    and records to be maintained. Such competency should be

    considered at the time of career planning.

    3. Employee should be made expressly clear as to what

    all he needs to do to achieve certain promotions and

    increments. The path that he desires to follow should be

    made amply clear to the employee so that no confusion

    may occur in this regard.

    4. Year by year follow up of career planning at the time

    of annual appraisals.

    10

    Leadership

    opportunities

    1. A scheme of one day boss can be started.

    The scheme will be a learning experience for employees

    as well as leadership opportunity.

    The scheme will have seating the colleague with the boss.

    Wherein the colleague will refer to the boss for making

    44

  • 7/30/2019 Divya Project

    45/75

    decisions.

    This will help in getting an understanding of the working

    of the boss.

    Thus mutual confidence level of boss and subordinate

    will increase.

    2. Internal recruitment should be preferred. Thus

    employees will feel that it is they who are carrying

    forward the company.

    3. Oppurtunity to take initiatives (through Presentations).

    11

    Soft skill

    development

    1. As a part of HR Development subsidized training

    program can be arranged.

    2. Daily thought of the day regarding the soft skills in

    accordance with the appropriate occasion should be sent

    via e mail to all employees.

    12 Work prioritization 1. Daily tips on planning can be given to employees.

    2. They should come to workplace 15 minutes before

    time and decide on what all tasks need to be done.

    Prioritize their work.

    They may rate the work on a scale of 1 to 10 for

    better convenience.

    3. Formats that need to be filled by employees should be

    reduced.

    4. The functional process should be made as short as

    possible with least number of steps.

    Effect :- The above will lead to minimization of clerical

    time.

    14 Timely feedback 1. A half yearly feedback system should be started.

    2. Such half yearly appraisals should not have any

    increment attached to them but should be seen as guide to

    the progress made.

    45

  • 7/30/2019 Divya Project

    46/75

    15

    Own goals aligned

    with the goals of the

    company

    1. A platform should be made wherein top management

    can interact with lower level as to what is it that the

    company wants.

    2. A change of mindset can be brought by get together of

    customers where the dealers and the sales teams co

    ordinates. This respect for customer is what will align

    company goals with employee goals.

    16

    Leadership of top

    hierarchy

    1. Frequent visit of stakeholders of the company

    2. Open discussion with functional heads once in a month

    which will lead to assurance and confidence in

    employees.

    3. Success of the company should be made known to all

    employees by the top hierarchy.

    6.B Framework to make employees aware of the strengths of the organization:

    Word of mouth publicity should be done during

    Induction

    Training

    Retraining

    AOP achievements should be emphasized

    Product range should be advertised and employees made aware of them. This

    will make employees proud to associate themselves with the organization.

    46

  • 7/30/2019 Divya Project

    47/75

    It is of quintessential importance to identify the attribute which has lead to

    success. Due credit should be given on achievement. This will lead to better

    psychological impact on employees and they will feel motivated.

    47

  • 7/30/2019 Divya Project

    48/75

    6.C

    RETENTION ACTION PLAN FOR AMMD FIELD MANAGERS

    S.N. ASPECT INITIATIVES /

    ACTIONS

    RESPONSIBILITY REMARKS

    1 INDUCTION &

    ORIENTATION

    Strengthening the

    I&O Program for

    covering various

    aspects

    HR Revised I&O

    Program

    2 LEARNING

    OPPORTUNITY

    1) Product Refresher

    Course, at EIFM, for

    all above average

    performers. All

    participants top clear

    Certification Test

    and good performers

    to be awarded with

    Mementos & Gifts.

    Evening get-to-

    gather at the end of

    6th day.

    2) All the RBMs to

    be sent for one week

    Management

    Development

    Program at IIMs,

    HR / RBM / EIFM 1) Product

    Refresher

    course to be

    initiated after

    completion of

    Performance

    Appraisal

    process. One

    batch, of 15

    Field Managers

    to be sent per

    month. 1st

    batch to go in

    the month of

    November.

    2) RBMs &

    ABMs to be

    48

  • 7/30/2019 Divya Project

    49/75

    based on their

    Competency

    Development Need.

    3) All good

    performing

    ABMs/RSMs/RMMs

    to be sent for

    Management

    Development

    Program for

    attending Seminars,

    based on their

    Competency

    Development Need.

    4) Good books will

    be given to all Field

    Managers on

    continuous basis.

    sent for

    Seminars/MDPs

    from June.

    3) Two books

    per year. One in

    June & other in

    the month of

    November (Rs.

    400 each max.).

    3 CAREER

    PLANNING /

    GROWTH

    1) Identification of

    HPHP at all levels to

    give them "Extra

    Attention & Extra

    care". Such HPHP

    Field Managers to be

    treated with extra

    care and generous

    HR / HEAD - S & M HR

    Representative

    to visit all the

    Regional

    Offices, after

    PA, to discuss

    with RBMs, for

    identification of

    49

  • 7/30/2019 Divya Project

    50/75

    attitude at the time of

    Performance

    Appraisal.

    2) All A rated Field

    Managers, with

    suitable length of

    experience/exposure,

    to be given

    opportunity for

    growth at next level

    as soon as vacancy

    exists. Talent from

    outside to be hired

    only if such talent is

    not available in-

    house.

    3) Growth

    opportunity to be

    given intra as well as

    inter function across

    AMMD.

    Potential Field

    Managers &

    their growth

    plan.

    4 JOB /LOCATION

    ROTATION

    1) All Field

    Managers, will be

    given transfer, both

    intra & inter region

    after completion of

    HR / RBMs /

    HEAD - S & M

    HR to conduct

    salary survey

    and seek

    consent of Head

    - S&M and

    50

  • 7/30/2019 Divya Project

    51/75

    maximum tenure of

    3 years at one

    location. This is to

    give them new

    challenges, new

    working atmosphere

    more learning &

    experience

    application

    opportunity at a new

    location.

    2) The transfer will

    be both in Intra &

    inter function.

    approval from

    CEO for

    revision in

    Salary/Benefits.

    5 ENGAGEMENT 1) All good

    performing Field

    Managers to be

    engaged in Special

    Projects which will

    be on problem

    solving / bringing

    improvement in their

    respective

    area/region. Projects

    to be identified /

    RBMs / HEAD - S &

    M

    RBMs to

    identify such

    Projects for

    ABMs/RSMs

    and allocate

    them after the

    completion of

    PA process in

    June.

    ABMs to

    identify such

    51

  • 7/30/2019 Divya Project

    52/75

    assigned by RBMs.

    2) Appropriate

    rewards will be

    given after

    successful

    completion of

    Project.

    3) Names of such

    award winners to be

    circulated among

    AMMD Team for

    wider recognition.

    Projects for

    TBMs and

    allocate them

    after the

    completion of

    PA process in

    June.

    6 KRA s & ROLE

    CLARITY

    (PERFORMANCE

    MANAGEMENT)

    1) JD & KRA to be

    given at the time of

    joining/after

    completion of I&O

    Program.

    2) Ownership at

    RBM level to retain

    good performers.

    This is to be made

    part of their KRAs.

    3) Qtrly. Meeting of

    HR with Field

    Managers, at

    Regional/Area

    HR / RBMs /

    HEAD - S & M

    HR

    Representative

    to visit qrtly.

    All the

    Regional

    Offices, to meet

    all the Field

    Managers with

    focus on

    solving

    individual

    issues /problem

    related to

    Performance,

    52

  • 7/30/2019 Divya Project

    53/75

    Office to

    understand/address

    issues & concerns.

    Location

    preference, Job

    Rotation,

    Growth etc.

    7 REWARD &

    RECOGNITION

    1) Special Awards

    on target

    achievement to be

    given by Head - S &

    M / RBM. Such

    awards would be

    instantaneous and

    can be like Dinner

    Coupons / Holiday

    Trips/ Home

    Appliances.2) "Star

    of the Region"

    award, in

    ABM/TBM

    category, to be

    announced and

    winners to be

    awarded with gifts.

    3) Names of such

    award winners to be

    circulated among

    HR/RBMs / HEAD -

    S & M

    Budget

    approval from

    CEO.Allocation

    of Budget to

    RBMs.

    53

  • 7/30/2019 Divya Project

    54/75

    AMMD Team for

    wider recognition.4)

    "Rolling Trophy" for

    best region of the

    quarter to be

    announced.5)

    "CEO's STAR" to be

    identified each year

    from each region and

    award with Memento

    & Gifts.6) Birthday

    & M/A greetings

    from Head - S & M.

    8 CONVENIENCE

    GADGET LOANS

    For purchasing of

    Laptop/Mobile

    Handset. These loans

    to be given at no /

    low interest rates.

    HR / RBMs /

    HEAD - S & M

    Budget

    approval from

    CEO

    9 COMPENSATION

    & BENEFITS

    1) To be

    benchmarked with

    best in the Tractor

    Industry.

    2) Revision in CTC,

    with individual

    performance

    approach and to

    HR / HEAD - S & M HR to conduct

    Salary Survey

    and seek

    consent from

    Head - S&M

    and approval

    from CEO for

    revision of

    54

  • 7/30/2019 Divya Project

    55/75

    match market value.

    This revision can be

    done irrespective of

    Performance

    Appraisal cycle.

    3) Realignment of

    Variable Incentive.

    Field Managers

    55

  • 7/30/2019 Divya Project

    56/75

    CHAPTER 7

    LIMITATION OF THE PROJECT

    1) The time span of two months was not enough to study all the aspects of

    employee attrition.

    2) Respondents were too busy to give enough time to talk about their

    experience and expectation

    3) Confidentiality of certain information at some level is also major limitation

    of the study.

    4) Sample size is not big enough to cover all sections of employees though

    every effort was made to make the sample as much representative as

    possible by covering maximum number of employees.

    56

  • 7/30/2019 Divya Project

    57/75

    RECOMMENDATIONS

    G2 grade is the one which adds up to high attrition rate. This grade leaves

    the company within four years for better career opportunities hence their

    induction

    training and retention needs attention by the top management.

    Such survey should be conducted every year

    Results should be incorporated with any other survey done in the organization

    57

  • 7/30/2019 Divya Project

    58/75

    CONCLUSION

    Escorts pvt ltd is world class in customer satisfaction , quality and people satisfaction.

    But to sustain its growth and performance, it needs to continue its focus on processes

    and people. The company now needs to focus on employee retention and becoming

    more efficient.

    58

  • 7/30/2019 Divya Project

    59/75

    ANNEXURES

    ANNEXURE 1

    VOICE CAPTURING SURVEY

    A Pragati Mantra to revitalize & strengthen the bonding we all

    share with Escorts

    Section I

    Objective

    To evaluate the concerned areas for enhancement of Performance with Total

    Quality.

    Instructions for Filling-up the Questionnaire

    i) Kindly read each question thoroughly.

    59

  • 7/30/2019 Divya Project

    60/75

    ii) Bold the chosen option.

    Section II

    EINo :

    Name :

    Contact Nos. :

    Current Employer :

    Designation :

    E-mail ID :

    Residential Address (Present) :

    60

  • 7/30/2019 Divya Project

    61/75

    Kindly answer each of the following questions as an expression of opinions you held

    as an employee of Escorts

    1.Do everybody in Escorts is treated with fairness.

    e) Strongly Disagree

    f) Disagree

    g) Cannot say

    h) Agree

    i) Strongly Agree

    2.How would you rate the co-ordination of efforts within your department?

    j) Poor

    k) Below Average

    l) Average

    m) Good

    n) Excellent

    3.How much do you think your immediate superior trusted you?

    (Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest)

    a) 1 b) 2 c) 3 d) 4 e) 5

    4.Do you feel valued as a member of the staff you worked with.

    o) Strongly Disagree

    p) Disagree

    q) Cannot say

    r) Agree

    e) Strongly Agree

    5. Did you receive recognition or praise for doing good work?

    s) Strongly Disagree

    t) Disagree

    u) Cannot say

    v) Agree

    w) Strongly Agree

    61

  • 7/30/2019 Divya Project

    62/75

    6. Do Escorts honored commitment towards employees.

    x) Strongly Disagree

    y) Disagree

    z) Cannot sayaa) Agree

    bb) Strongly Agree

    7 Did you feel ease in approaching your seniors with your problems?

    cc) Strongly Disagree

    dd)Disagree

    ee) Cannot say

    ff) Agree

    gg) Strongly Agree

    8. Do you got opportunities at work to learn and grow.

    hh) Strongly Disagree

    ii) Disagree

    jj) Cannot say

    kk)Agreell) Strongly Agree

    9. Do you feel that Escorts had provided you with enough leadership

    opportunities?

    mm) Strongly Disagree

    nn)Disagree

    oo) Cannot say

    pp) Agree

    Strongly Agree

    10. How would you rate Escorts in regard to opportunities it provided to

    enhance each of the following skills?

    (Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest)

    i) Technical : a) 1 b) 2 c) 3 d) 4 e) 5

    ii) Soft Skills : a) 1 b) 2 c) 3 d) 4 e) 5

    iii) Persuasion skills : a) 1 b) 2 c) 3 d) 4 e) 5

    62

  • 7/30/2019 Divya Project

    63/75

    11. Rate the working environment in Escorts in regard to professionalism:

    Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest:

    a) 1 b) 2 c) 3 d) 4 e) 5

    12. Are you satisfied with the area / location you have assigned?

    (Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest)

    a) 1 b) 2 c) 3 d) 4 5)5

    13.. Are you satisfied with the status you enjoyed in the company?

    (Rate on a scale of 1 to 5 where 1 is Lowest and 5 is Highest)

    a) 1 b) 2 c) 3 d) 4 e) 5

    14 . What do you feel about the rigorousness of training in Escorts?

    a) I find it satisfactory

    b) Should be made more rigorous

    c) Should be made less rigorous

    15. At Escorts did you have the opportunity to do what you could do best every day?

    qq) Strongly Disagree

    rr) Disagree

    ss) Cannot say

    tt) Agree

    uu) Strongly Agree

    16. Is there someone at work who encouraged your development?

    a) Strongly Disagree

    b) Disagree

    c) Cannot say

    d) Agree

    e) Strongly

    17. Are your associates (fellow employees) committed to quality work?

    a) Strongly Disagree

    63

  • 7/30/2019 Divya Project

    64/75

    b) Disagree

    c) Cannot say

    d) Agree

    18.. Rate on a scale of 1 to 5 (Where 1 is Lowest and 5 is Highest)How secure were you about your job at the time you actually started to

    think about resigning?

    a) 1 b) 2 c) 3 d) 4 e) 5

    64

  • 7/30/2019 Divya Project

    65/75

    ESCORTS

    EXIT INTERVIEW

    NAME: DESIGNATION: BUSINESS:

    DATE OF RESIGNATION: INTERVIEWER: DATE OF INTERVIEW:

    PART I

    1. When did you first begin thinking about leaving Escorts?

    1 2 months 3 4 months 5 6 months

    2 3 months 4 5 months More than 6 months

    2. Did you talk to your boss or HR about your intention to leave Escorts

    and what was their response ?

    3. Was any alternative option given to you, if so, reasons for rejecting

    them?

    4. Reasons for resignation (Tick more than one, if necessary)

    Better opportunities elsewhere Location Constraint

    Work environment Health

    Work culture Marriage

    Work Life balance Further Studies

    65

  • 7/30/2019 Divya Project

    66/75

    Salary & Benefits Starting own business

    Career Development Going Abroad

    Boss Subordinate relationship Any Other

    PAGE 1 / 5 DEC 07 / FINAL

    VERSION

    66

  • 7/30/2019 Divya Project

    67/75

    ESCORTS

    EXIT INTERVIEW

    Part II

    PLEASE RATE THESE AREAS

    1. How would you rate your job profile / job content?

    Poor OK Good Excellent

    2. Has the job been challenging and had enough variety?

    Poor OK Good Excellent

    3. How would you rate the work culture (how well people are

    respected and

    treated) in the Organization ?

    Poor OK Good Excellent

    4. How would you rate the working environment (how good

    are the workplace facilities and employee welfare/benefits)

    in the Organization ?

    Poor OK Good Excellent

    5. How were your relationships with colleagues?

    Poor OK Good Excellent

    6. How were your relationships with Seniors?

    Poor OK Good Excellent

    67

  • 7/30/2019 Divya Project

    68/75

    7. How would you rate the way you were managed and

    supervised during your time with the organization?

    Poor OK Good Excellent

    8. How well has the organization given you feedback on your

    performance ?

    Poor OK Good Excellent

    9. How well do you feel the organization has listened to your

    needs ?

    Poor OK Good Excellent

    10. How well has the organization provided you

    opportunities to build your skills and competencies through

    training & Development ?

    Poor OK Good Excellent

    11. How would you rate the support/opportunitiesprovided to you by the Organisation to build your career

    with us ?

    Poor OK Good Excellent

    PAGE 2 / 5 DEC 07 / FINAL

    VERSION

    12. How well has the Organization provided you with

    adequate resources (human/ financial / material / technical)

    to do your job well ?

    Poor OK Good Excellent

    68

  • 7/30/2019 Divya Project

    69/75

    13. How would you rate your work/life balance ?

    Poor OK Good Excellent

    14. How would you rate the communication channelswithin the organization / your business?

    Poor OK Good Excellent

    15. How would you rate the way you have been recognized

    and appreciated?

    Poor OK Good Excellent

    16. How would you rate the customer service & support

    you received from support functions like HR/Admn/Accts/IT

    ?

    Poor OK Good Excellent

    17. In summary, how do you feel about your overall

    experience of working at Escorts?Poor OK Good Excellent

    69

  • 7/30/2019 Divya Project

    70/75

    Part II I

    Three things you like about Escorts :

    ______________________________________________________ ______________________________________________________

    ______________________________________________________

    Three things you wish were better at Escorts:

    ______________________________________________________

    ______________________________________________________

    ______________________________________________________

    PAGE 3 / 5 DEC 07 / FINAL

    VERSION

    Valuable suggestions for further improvement, if any, in any aspect of Escorts

    policies / operations.

    __________________________________________________________

    ______________________________________________________

    ______________________________________________________

    Part IV

    Any other comments? (Interviewee)

    70

  • 7/30/2019 Divya Project

    71/75

    Remarks (Interviewer)

    ______________________________ -

    ______________________________

    Signature of the interviewee Signature of the interviewer

    Complete Address & Contact No.

    _________________________

    ___________________________

    ___________________________

    ___________________________

    ___________________________

    Date :

    Place:

    PAGE 4 / 5 DEC 07 / FINAL

    VERSION

    Exit Interview - Guidelines

    It is important that we conduct a proper exit interview in all cases of resignations /

    separations.

    The process steps are as follows:

    Exit Interviews for all Management staff who are DGM and above will be

    conducted by the Group Vice President, HR & ER.

    Exit interviews for all other Management staff will be conducted by Corporate

    HR (G P Malhotra).

    71

  • 7/30/2019 Divya Project

    72/75

    It will be the responsibility of Corporate HR to send a copy of the Exit

    Interview Form to the concerned Business Head/Corporate Head immediately

    after conducting the exit interview.

    Once the Business Head / Corporate Head has seen the exit interview form, hewill send the same to the concerned Unit HR.

    Unit HR will then begin the full and final settlement process.

    At the end, Unit HR will also file the exit interview form in the personal file of

    the departing employee.

    Management Staff who are Faridabad based will be asked to come to

    Corporate HR for the exit interview. They will fill the Exit interview form atCorporate HR before starting the session.

    Management Staff who are based out of Faridabad will be sent a soft copy of

    the exit interview form by Unit HR. The filled in form should be sent back to

    Group VP HR & ER directly if the staff is DGM and above or to G P Malhotra

    directly if the staff is below DGM level. Thereafter, the exit interview can be

    held over the phone.

    It will be the responsibility of the Unit HR (Manas Sarkar for AMG / K SYadav for ED / Narendra for ECEL / G P Malhotra for Corporate Staff) to

    organize these exit interviews of an employee as soon as the resignation is

    accepted and a decision is taken to release the employee.

    The Exit Interview Form must be clearly written. Those who are filling up the

    form must be asked to write legibly so that the feedback form can be read

    easily and without difficulty.

    Interview Session Tips for the interviewer

    Exit Interviews should be taken seriously. And they should be conducted in a

    free and frank manner. Please ensure that the atmosphere is conducive and the

    employee is put at ease, so that you can have a meaningful dialogue and the

    feedback received is also helpful to the company.

    Please ensure that the exit interview session is conducted without any

    disturbances or interruptions please sit in a meeting room or in a conference

    room so that there are no phone calls or visitors interrupting the discussions.

    Please allot at least 30 minutes for this exercise.

    72

  • 7/30/2019 Divya Project

    73/75

    Last but not the least, please do not argue or defend the company or the

    policies, just listen to what the employee has to say. The interviewer must

    record his comments at the end of the session.

    PAGE 5 / 5 DEC 07 / FINAL

    VERSION

    73

  • 7/30/2019 Divya Project

    74/75

    BIBLIOGRAPHY

    BOOKS

    Dessler,Gary,(2008),Human Resource Management,Prentice Hall of India

    Baron,Robert A...Byrne,Donn..Branscome,Nylar R,(2006),Social

    Psychology,Prentice Hall of India

    Rao,VSP ,(2005) Human Resource Management Text and Cases, Excel Books

    Robbins,Stephen P..Judge,Timothy A (2007) Organizational Behaviour,

    Prentice Hall of India

    Sahu,R K, (2007) Performance Management System,Excel Books

    LINKS

    o retention.naukrihub.com/

    o retention.naukrihub.com/retention.html

    o www.high retention .com/

    o www.employeeretention strategies.com/

    74

    http://www.highretention.com/http://www.employeeretentionstrategies.com/http://www.employeeretentionstrategies.com/http://www.highretention.com/http://www.employeeretentionstrategies.com/
  • 7/30/2019 Divya Project

    75/75

    o humanresources.about.com/

    o www.busreslab.com/tips/tipses.htm

    o www.alphameasure.com/

    o bw.businessworld.in/PDF_upload/hrspecial_survey.pdf

    o www.employeeengagement .com/

    o humanresources.about.com/.../

    o www.alphameasure.com/ -

    o www.bpoindia.org/research/ attrition -rate-big-challenge.shtml

    o en.wikipedia.org/wiki/Attrition

    o attrition .org/

    o retention.naukrihub.com

    http://www.busreslab.com/tips/tipses.htmhttp://www.alphameasure.com/http://www.employeeengagement.com/http://www.employeeengagement.com/http://www.bpoindia.org/research/attrition-rate-big-challenge.shtmlhttp://www.busreslab.com/tips/tipses.htmhttp://www.alphameasure.com/http://www.employeeengagement.com/http://www.bpoindia.org/research/attrition-rate-big-challenge.shtml