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Outline of The Presentation
28-09-2012
Introduction to Attrition and Retention Literature Review Objective of the Study Research Methodology Causes of Attrition at Moser Baer India Limited Retention Strategies being Used By MBIL Satisfaction Level Survey: Results Conclusion Limitations and Future Roadmap Practical Implications Additional Responsibilities My Learnings
ATTRITION AND ITS TYPES Good AttritionBad AttritionMarket Driven AttritionWorkload or Stress Driven AttritionProcess Driven Attrition
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"Over 70% of people leave their
jobs because of the way they are
led.“---Norman Drummond,
Motivational Speaker
RETENTIONEXECUTIVE SUPPORT
SUPERVISOR SKILL &
ACCOUNTABILITY
A HIGH RETENTION
ORGANISATION
TEAM MEMBERINVOLVEMENT
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“OUR ASSEST WALK OUT OF THE DOOR EACH EVENING.WE
HAVE TO MAKE SURE THAT THEY COME BACK THE NEXT
MORNING “ --- NARAYAN A MURTHY
Literature Review
28-09-2012
Lockwood (2006):“Retention is the execution of incorporated strategies
or systems designed to enhance workplace
productivity by extending improved processes for attracting, developing, retaining, and utilizing
people with the requisite skills and aptitude to meet
up existing and future business needs”
Abbassi and Hollman (2000): It was found that excessive turnover gave rise to far reaching consequences, even to the extent that undermine efforts to achieve organizational goals. Also when an organization loses a critical employee, there is a negative impact on innovation and long delays in delivering services to customers, thus affecting the profitability of the organization
Literature Review
28-09-2012
Blankertz and Robinson (1996): Employees with high job satisfaction are highly motivated and have little desire to leave their jobs. The productivity of staff motivation and retention of staff performance can be attributed to factors such as wages and competitive benefits, good working conditions, advancement and growth opportunities, etc.
Understanding the various aspects of the work, which may increase the satisfaction, or at least reduce the discontent is the first step towards developing a strategy for retaining qualified staff.
Mercer Human resources consulting (2004): Mercer’s 5 key factors influencing commitment and motivation were: Being treated with respect - 85%, Work/life balance - 79%, Providing good service to others - 74%, Quality of work colleagues - 74%, Type of work - 73%
RESEARCH OBJECTIVES
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To analyse the various causes of Attrition at Moser Baer India Limited
To study the effectiveness of Retention Strategies being used at Moser Baer India Limited
To examine the satisfaction level of employees at Moser Baer India Limited
RESEARCH METHODOLOGY
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Sampling: Simple Random Sampling
Mode of Survey: Questionnaire (Open & Close Ended Questions)
Selection of Variables: Those which directly or indirectly affect the Rate of
Attrition and Satisfaction Level of Employees
Sample Size: 60
RESEARCH METHODOLOGY
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Variables to understand the satisfaction level of existing employees in MBIL were primary, and statistical data provided by MBIL employees and were divided into three basic areas: 1) Designation (Up to Sr. Engg and AM & above) 2) Age (25-33 years and 34- 54 years) 3) Work Experience at MBIL (1-2 years and >3 years)
Variables to understand the causes of attrition and exit in MBIL were secondary and statistical data provided by MBIL were divided into three basic areas: 1) Designation 2) Tenure 3) Departmental
Causes of Attrition at MBIL Monetary factors
Stress From Overwork and Work -Life Imbalance
No Flexible work schedule
Increase in favoritisms
Too Little Coaching and Feedback
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BOM
Month Nos Attrition %
Mar-1137 1.29
Apr-1131 1.09
May-1129 1.03
Jun-1132 1.15
Jul-1130 1.08
Aug-1124 0.8
Sep-1120 0.73
Oct-1125 0.91
Nov-1115 0.55
Dec-1115 0.55
Jan-1221 0.77
Feb-1217 0.63
Mar-1226 0.97
Mar/11
Apr/11
May/11
Jun/11
Jul/11 Aug/11
Sep/11
Oct/11
Nov/11
Dec/11
Jan/12
Feb/12
Mar/12
0
5
10
15
20
25
30
35
40
0
0.2
0.4
0.6
0.8
1
1.2
1.4
37
31
29
32
3024
20
25
15
15
21
17
26
1.29
1.09
1.03
1.15
1.08
0.80.73
0.91
0.55 0.55
0.77
0.63
0.97
Nos Attrition %
Retention Strategies at MBIL
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Key Resources Scheme Fast Track Schemes Internal Job Postings Rewards and Recognition
Schemes Happy/Sad occasions Wedding Gifts with Congratulations
letterFamily Visit to Plants Family Health Check Up Camps Family Get- Together
Data Interpretations and Analysis
STRONGLY AGREE46%AGREE
47%
NEUTRAL5%
DISAGREE2%
PHYSICAL WORKING CON-DITIONS
STRONGLY AGREE28%
AGREE46%
NEUTRAL25%
DISAGREE1%
INDIVIDUAL DIFFRENCES
STRONGLY AGREE38%
AGREE50%
NEUTRAL10%
DISAGREE2%
JOB SECURITY
STRONGLY AGREE
34%
AGREE47%
NEUTRAL19%
IMPORTANT ASSET
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Data Interpretations and Analysis
STRONGLY AGREE
38%
AGREE43%
NEUTRAL17%
DISAGREE2%PROFESSIONAL CODE OF
CONDUCT
STRONGLY AGREE52%
AGREE40%
NEUTRAL7%
DISAGREE2%
PRIDE IN WORK
STRONGLY AGREE28%
AGREE53%
NEUTRAL17%
DISAGREE2%
INNOVATION
STRONGLY AGREE33%
AGREE59%
NEUTRAL9%
TRANSPARENCY
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Data Interpretations and Analysis
STRONGLY AGREE33%
AGREE59%
NEUTRAL9%
ENOUGH R & R
STRONGLY AGREE41%
AGREE53%
NEUTRAL7%
FAMILIARITY WITH JOB
STRONGLY AGREE
26%
AGREE50%
NEUTRAL22%
DISAGREE2%
REJOIN THE COMPANY
STRONGLY AGREE29%
AGREE52%
NEUTRAL16%
DISAGREE3%
T & D
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Data Interpretations and Analysis
STRONGLY AGREE42%
AGREE44%
NEUTRAL
10%
DISAGREE3%
ACCESSIBILITY
YES, AL-
WAYS70%
SOMETIMES29%
NO, NEVER2%
MANAGEMENT RESPONSE
Your Team
Leader32%
Work Environment 35%
Your Colleagues8%
Nature of Work15%
Interactions with your top management
10%
MOTIVATIONAL FACTOR
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Data Analysis and Findings
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0%
20%
40%
60%
80%
100%
46%
28%38% 34% 38%
51%
28% 33%41%
26% 29%42% 46%
47%
46%
50%47% 43%
40%
53%
58%52%
50%52%
44%47%
5%
25%10% 19% 17%
7%17%
9% 7%
22% 16% 10%5%
2% 1% 2% 0% 2% 2% 2% 0% 2% 3% 4% 2%
Series6
STRONGLY DISAGREE
DISAGREE
NEUTRAL
AGREE
CONCLUSION
To increase the satisfaction, or at least reduce the discontent
Likes and Dislikes of the employees and their working conditions
Improve employee satisfaction in tandem with personnel problems
Satisfaction leading to “RETENTION”
28-09-2012
The study can be further extended to the industries in vicinity The study can be extended to more time duration to get the pattern of changes in employees behavior The study can focus on demographics like gender to get more clarity
Limitations and Future Road Map
01/05/2023
Subjected to bias and prejudice of the respondents
Area of the study is confined to the employees of Moser Baer Greater Noida plant only
Time factor can be considered as a main limitation
Practical Implications
The main purpose of this Satisfaction Survey was to further improve upon the areas in which the
company was lacking.My Study contributed to the organization in
following ways: More focus on Individual Training & Development for the growth of the Employee More Transparency in the performance Appraisal Process is required It also helped MBIL to continue with the same strategies in terms of facilities, support and work environment
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RECOMMENDATIONS Give regular feedbacks on employee performance
Flexibility in terms of WORK-LIFE Balance
Behavioural Training for Shop Floor Workers
Interactions with Top Management
Knowledge Sharing Meeting by respective departments and their HOD’s
Stay interviews and Informal Exit interviews28-09-2012
Additional Responsibilities
28-09-2012
Handled the Summer Training MIS at MBIL for two months Compiled the Training Feedback Forms after conduction of the Training Programs Assisted in the process of Joining of Apprentices Procedure of Grievance Handling and Misconduct
LEARNINGS
•Patience•Self Discipline•Commitment and Enthusiasm •Importance of Each Work
PERSONAL
•Professional Code of Conduct•Punctuality and Sincerity •Clarity and Transparency in Work Done
PROFESSIONAL
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