mcprincy4u

New member
hello,

I m in urgent need of the objectives and QUESTIONNAIRES for my project entitled "EMPLOYEE RETENTION TECHNIQUE"....Plz can anyone attatch the report containing it....Pls......
 

anuj.w

New member
hey gud to see so many ppl in d same boat....
i m also lukin 4 d same projct..... questionnaire on leadrship of a co..... if any1 has any info/projct, pls do upload it....
 

kartik

Kartik Raichura
Staff member
target your sector first.

then choose the number of companies you wanna cover under each selected sector.

now you can start with a questionnaire including

if the company has a retention policy or not,

how much is the attrition,

is exit interview conducted,

what do they offer to a leaving employee,

what do they do to retain the employees etc etc.
 

archana agarwal

Par 100 posts (V.I.P)
Here is one article on why employees leave organisation.. hope this might help you to develop strategies and overcome the reasons for employees leaving organisation.


WHY EMPLOYEES LEAVE ORGANISATIONS ? - Azim Premji, Wipro

Every company faces the problem of people leaving the company for better pay or profile.

Early this year, Arun, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing
specialized software. He was thrilled by the offer.

He had heard a lot about the CEO.
The salary was great.
The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office,and the very best technology,even a canteen that served superb food.
Twice Arun was sent abroad for training.
"My learning curve is the sharpest it's ever been," he said soon after he joined.
Last week, less than eight months after he joined, Arun walked out of the job.

Why did this talented employee leave ?

Arun quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup organization.

The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules".

It came up with this surprising finding: If you're losing good people, look to their immediate boss.Immediate boss is the reason people stay and thrive in an organization.

And he's the reason why people leave.

When people leave they take knowledge, experience and contacts with them, straight to the competition .
"People leave managers not companies," write the authors Marcus
Buckingham and Curt Coffman.

Mostly manager drives people away?
HR experts say that of all the abuses, employees find humiliation the
most intolerable.

The first time, an employee may not leave,but a thought has been planted.
The second time, that thought gets strengthened. The third time, he looks for another job.
When people cannot retort openly in anger, they do so by passive aggression.

By digging their heels in and slowing down. By doing only what they are told to do and no more.

By omitting to give the boss crucial information.

Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job."
Different managers can stress out employees in different ways � by being too controlling, too suspicious,too pushy, too critical, but they forget that workers are not fixed assets, they are free agents.

When this goes on too long, an employee will quit - often over a trivial issue.
Talented men leave. Dead wood does'nt.

" Jack Welch of GE once said. A company's value lies "between the
ears of its employees".

Maybe all that is said above may be subjective and may be just perception or maybe prejudice for some but non the less you need to look at the other side of the coin too.
 

animesh.minz

New member
10 reasons why organizations are not able to retain employees
Reading Zoe's post I was inspired to come up with reasons why people leave organizations.
1. People don't get integrated. Most organizations have an orientation program which is more of data-dump or focussed on compliance trainings being completed. The focus should be more on enabling employees to form networks within themselves.
2. Performance goals are unclear. In a fast growing team or business the focus is on getting the thing done today, but rarely are performance goals thought through and employees told as to which resources to approach for help.
3. Development is always tomorrow's job. Culturally Indians are focussed on learning. If learning adds value only to the job and not to the overall career goals of the individual then the organizations seems too transactional for the employee
4. The personal touch is missing. How comfortable are managers building personal bonds with their subordinates? A lot of managers shy away fearing a bond will make delivering hard messages difficult. I would argue that it's the other way round! Knowing employees on personal level makes a manager know their strengths and weaknesses. Work allocation and employee development become easier.
5. Reward systems are not transparent. Most employees who get salary increases because they have a rare skill at a particular point of time think they got their raise for excellent performance. Can you share details about how they have been compensated?
6. Perceived equity of reward systems is low. Like it or not, employees discuss salary details and if there is any percieved lack of equity then you have an issue !
7. Goal setting process is not scientific. Most organizations impose a normal curve fitment, but do not train managers to set realistic goals or goals that tie up with organizational or functional goals. This also leads to point number 6
8. External equity is missing too. Don't do an annual compensation survey when the market moves every 3-4 months. If your practitioners feel that externally comparable professionals are being valued more, then they will leave.
9. No communication around total value. If you offer benefits apart from only monetary terms do you communicate that to employees too. Things like being a global or niche industry leader, value of the brand of the organization, should also be made explicit.
10. No career planning. Are people aware of the ways in which they can grow in the organization? Who are the role models within the organization? Do they know what they have to do to gain the competencies to move to various levels? (update: Can you be radical enough and create an internal


hello,

I m in urgent need of the objectives and QUESTIONNAIRES for my project entitled "EMPLOYEE RETENTION TECHNIQUE"....Plz can anyone attatch the report containing it....Pls......
 

mayuri.jujar

New member
Hi everyone,

I m mayuri a MMS student (4th). I m working on employee engagement project. could anyon help me with it? i want a questionnaire for the same.
 

jnishant77

New member
In addition to replies by members i like to add that before having questionaire why not do employee satisfaction survey in organisation as this helps to know the employee perception, what they think on diff. issues in organisation. etc. the data gathered can be really useful for framing, modifying the future HR policies

regards

Nishant
 

csmikdr

New member
Few points pertaining to motivation and culture are being forwarded, which may prove useful while dealing with the subject at length.


Motivation: It should not be dependent on the desire of the workers/employees, but it should be the primary function of an organization to inculcate a spirit of sharing and caring where people give cheerfully and most willingly of their time, knowledge and experience. Coupled with the same, leaders by their commitment and involvement unleash the constructive and creative abilities/capabilities and energies of each of the employee for the welfare of the organization so as to stay longer with the organization.

Culture: There is no such thing as the culture. There are many cultures, and each of them is subject to gradual change. Cultures are learned. They vary, and they influence behaviour. A culture is ‘the whole collection of distinctive traits, spiritual and material, intellectual and affective, which characterize a society or social group’. We ‘define cultures as “dynamic and organic wholes” which are concerned with how people visualize and interpret the world, organize themselves, conduct their affairs, elevate and embellish life, and position themselves in the world’.

Values: How a society, or group of people visualize and interpret the world is shaped by their values and beliefs, their experiences, the history of experiences in their society, and the way that these are communicated. People in different parts of the world, in different cultures, and in different social groups visualize and see the world differently. Consequently, we should expect that they will act differently in any given circumstance.

Values and virtues: The values held by individuals and social groups may be the most important aspect of the culture concept. Virtues are closely related to values. The 1980s was the decade when greed was celebrated as a civic virtue that made everyone better off—that is, a feature of western culture was and is, society’s preference for material wealth over the lack of material things.

Retention of Employees: It has become a primary concern in many organizations for several reasons. As a practical matter, with lower turnover, every individual who is retained means one less person to have to recruit, select, and train. Also, organizational and individual performance is enhanced by the continuity of employees who know their jobs, co-workers, organizational services and products, and the firm’s customers. One survey of supervisors and workers found that losing high performers made it more difficult for organizations to reach their business goals. Additionally, continuity of employees provides better “employee image” for attracting and retaining other individuals.

Retention as Management Concern: In one of the survey it was found that 90% of those firms surveyed said it was more difficult to retain talented individuals than it was several years before. Therefore, it is imperative that organizations and managers recognize that retention must be a continuing HR emphasis and a significant responsibility for all supervisors and managers.

Retention Officer: Some employers have placed such a high priority on employee retention that they have designated an individual as the retention officer for the firm. Often an individual in the HR area is assigned a specific focus of retention to ensure that it receives high priority and the multifaceted efforts needed to increase employee retention.

Why People Stay or Leave: Individuals stay or leave their jobs and organizations for many different reasons. Obviously, individuals who are terminated leave at the request of the organizations. But the bigger issue in many organizations is why employees voluntarily leave. One survey done by McKinsey & Company, a large international consulting firm, emphasized the importance of retention by concluding that employers face “a war for talent.” The McKinsey studies done several years apart found that that most critical factors affecting the attraction and retention of managers and executives can be classified into three areas. The areas, key items, and percentage responses are listed below:

Great Company
- Value and Culture (58%)
- Well managed (50%)
- Company has exciting challenges (38%)

Great Job
- Freedom and autonomy (56%)
- Job has exciting challenges (51%)
- Career advancement and growth (39%)

Compensation and Lifestyle
- Differentiated pay package (29%)
- High total compensation (23%)
- Geographic location (19%)
- Respect for lifestyle (12%)


Retention Determinants: It has been recognized by both employers and employees that some common areas affect employee retention. If certain organizational components are being provided, then other factors may affect retention. Surveys of employees consistently show that career opportunities and rewards are the two most important determinants of retention. Finally, job design/work factors and fair and supportive employee relationships with others inside the organization contribute to retention.

Organizational Commitment: It is the degree to which employees believe in and accept organizational goals and desire to remain with the organization. Various research studies have revealed that people who are relatively satisfied with their jobs will be somewhat more committed to the organization. A logical extension of organizational commitment focuses specifically on continuance commitment factors, which suggests that decisions to remain with or leave an organization ultimately are reflected in employee absenteeism and turnover statistics. Individuals who are not as satisfied with their jobs or who are not as committed to the organization are more likely to withdraw from the organization, either occasionally through absenteeism or permanently through turnover.

Conclusion:
Bases on the forgoing, there is not a “Quick Fix” or “Silver Bullet” solution nor injecting few odd impulses at random from time to time. A strategy at will designed for long term, whereby the core value of integrity is guaranteed; the value that spins the wheel. Integrity begets an environment of honesty, in which people feel confident and trust one another. This environment promotes Risk-Taking, Problem Solving and Creativity, which results in employees who work hard and stay with the company for long time. People—Make sure they are learning. Make sure they are happy. Make sure they are proud. And for all this—is the core processes of HRD i.e. Training, Development, Learning, Education and Human Resource Development.
 
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