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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.
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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 Outdated work culture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
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organization rather than being axed or taxed by allotment of tougher targets .They
also thus avoid performing under scanner:
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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.
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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
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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.
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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
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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.
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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.
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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:
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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:
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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
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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
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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
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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.
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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
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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
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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
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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)
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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)
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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
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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
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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
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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
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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
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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
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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.
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Employees arelesss satisfied with the various benefits being provided to them in the
company.
CHAPTER 6
FRAMEWORK FOR RETENTION
6.A
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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
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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
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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.
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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,
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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.
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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
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match market value.
This revision can be
done irrespective of
Performance
Appraisal cycle.
3) Realignment of
Variable Incentive.
Field Managers
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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.
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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
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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.
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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.
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ii) Bold the chosen option.
Section II
EINo :
Name :
Contact Nos. :
Current Employer :
Designation :
E-mail ID :
Residential Address (Present) :
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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
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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
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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
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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
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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
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Salary & Benefits Starting own business
Career Development Going Abroad
Boss Subordinate relationship Any Other
PAGE 1 / 5 DEC 07 / FINAL
VERSION
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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
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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
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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
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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)
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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).
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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.
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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
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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/
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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.shtmlTop Related