Post Exit Analysis - Ban Galore- Final

8/3/2019 Post Exit Analysis - Ban Galore- Final

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All rights reserved. The information contained herein is subject to change without notice. 2010, Cognizant Technology Solutions

Alumni Interviews

Analysis

Bangalore

Pradeep Basanagoudar

November 2010


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| 2010, Cognizant Technology Solutions Confidential1

Post Exit Analysis

The reasons for an employee to leave are more important thanthe stated reason in the letter of resignation.

Post exit interview is conducted after the employee has left most

preferably after 90 days to understand the push factors vspull

factors

Employee Perception survey

Post exit analysis is s a way to identify consistent trends, patterns

and themes -- and, ultimately, to reduce future turnover.


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Contents

Methodology Used

Data Sample

Analysis

Summary

Exit Interview Questionnaire


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| 2010, Cognizant Technology Solutions Confidential

Methodology

3

Phase I A data base of 101 voluntarily excited employees from Jan to June 10 was compiled.

They were contacted via phone to conduct post exit interviews. Total respondents - 53

To increase the contact rate we also gave the respondents the option of answering the

survey through email

The style of questioning was free flowing to enable questions to be asked in aconversational manner after which follow up and probing questions were asked.

A set of 20 standard questions were posed. Comments received for any issues apart

from the standard set of questions were noted and have been published in this report.

Phase II Data from the questionnaires were collated and analysed to arrive at the final

inferences.

Phase III Compared the stated reason for attrition against the actual reason. Verbatim captured and presented.

Summary


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The conceptual framework

4

Employee

Perception

WorkProcesses

ManagerialStructure

Connect

Communication

Culture

Total

Rewards

Work environment

Trust

Job security

Policies & Processes

Tools to deliver Teamwork and Co-

operation

ImmediateManager practices

Recognition

Growth & learning

Rewards

Pay

Involvement

Job Satisfaction

Pride

Sharing of information

Regular communication

Organizational Awareness

Grievance Handling


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Data Sample

Number of ExitsVoluntary

SeparationsResponsesReceived

PercentageResponded

120 101 53 53%


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STATED Vs ACTUAL

BetterProspects Competition &Noncompetition

(24 associates)

Better Compensation / role / skill match

Issues with manager, False expectations, bench, promotion

Higher Studies

(5 associates)

All associates working with competition. Reasons for exit norecognition, problems with managers, asked to relocate, bettercompensation

Personal Reasons (Health,

Marriage,relocation, personal reasons)

(24 associates)

Working with other IT companies, Role skill mismatch

No projects in core competency (mainframe), project closure

Issues with managers, no open communication, politics in project,better offer, unhappy with team members

48%(25)

42%(20)

8%(8)

Reasons duringexit vsreasonsnow

TRUE

FALSE

DIDN'TDISCLOSE

REASONS DURING EXIT vs. REASONS GIVEN NOW


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Whom are we losing our talent to?

7

COMPANY NUMBER

ACCENTURE 1

ADNT TELECOMMUNICATIONS 1

ATNT 1

BOSCH 1

CABLE AND WIRELESS 2

CAPGEMINI 1CSC 1

DELL INTERNATIONAL SERVICES 1

EMPHASIS 3

FIDELITY SECURITIES 1

HCL 2

HP 4IBM 10

INFINITE SOLUTIONS 1

IT SOFT 1

Continued


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Continued

8

COMPANY NUMBERIT TREE 1

JUNIPER 1

KEANE INTERNATIONAL 1

KEANE TECH 1

MAHINDRA SATYAM 1

MASK, RETAIL OFFICE 1

MINDTREE 1QUIOOIX 1

SAIC INDIA PVT LTD 1

SONATA SOFTWARE 1

SYMBIOTIC INFO TECH 1

TCS 3

UNISYS CORP 1

VOLVO 1

WIPRO 2

DIDN'T DISCLOSE 3

NOT WORKING 1

Grand Total 53


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Did our key competitors take a major share?

9

0

1

2

3

4

5

6

7

8

9

10

M.SATYAM IBM HCL TCS WIPRO HP

M.SATYAM IBM HCL TCS WIPRO HP

No of Employees 1 10 2 3 1 4

A fourth of the PA respondents and a fifth of the Arespondents have gone to IBM

Total No. of Respondents = 53 / 53

Figure 1


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Why did we lose our talent?

10

8 / 15%

5 / 9%

1 /2%2 /4%

8 /15%

1/2%

4/ 8%

6 / 11%

1 /2%

12/23%

5/ 9%

0

2

4

6

8

10

12

14

Employee Relations include lack of trust between associate and manager;

career-related concerns not being addressed; false promises aboutpromotion and salary hike being given; favouritism


NoofRespondentswith Percentage


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Trend between Reasons and Levels

11

0

1

2

3

4

5

6

7

A

P

PA

SA

NoofRespondents


Figure3

42%

6%

43%

9%

Attrition by level

A

P

PA

SA


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Trend between Reasons and Tenures

12

0

1

2

3

4

5

6

0 - 1 yr

1 - 2 yr

2 - 3 yr

3 - 4 yr

4 - 5 yr


0 to 1 years10% 1 to 2 years

12%

2 to 3years16%

3 to 4 years9%

4 to 5 years3%

0 to 5 years

50%

Attrition by tenure


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Salary Hikes

13

21%

14%

25%

26%

14%

No hike

upto 25%

26%- 50%

51%- 75%

76% - 100%

Avg hike per level:

PA: 54%A: 37%SA: 20%


Figure5


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Trend between Level and Salary Hikes

14

0

1

2

3

4

5

6

7

8

No hike upto 25% 26%- 50% 51%- 75% 76% - 100%

A

P

PA

SA

NoofRespondents


Figure6


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Trend between Tenure and Salary Hikes

15

0

1

2

3

4

5

No hike upto 25% 26%- 50% 51%- 75% 76% - 100%

0 to 1 years

1 to 2 years

2 to 3 years

3 to 4 years

4 to 5 years

NoofRespondents


Figure 7


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Cognizants USP Drivers

16

Figure8

5, 14%

1, 3%

2, 5%

1, 3%

1, 3%

1, 3%

2, 5%

12, 33%

2, 6%

8, 22%

1, 3%

Academy

Benefits

Communication

Compensation

Infrastructure

Job Satisfication

More Opportunities

Organisation Culture

Policies & Processes

Transparency in oper ations

WFM


Organization culture:Includes work environment, processes, operations.

Infrastructure: Availability of technology, transportation.



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Willingness to rejoin Cognizant

17

90%(48)

7.5%

(4)2.5%

(1)

Yes

No

May Be

Figure9




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Verbatim Comments by alumina Problems with team Manager . He use to come once in a year and no one met him during his tenure. No shiftrotation, I worked for a year in same shift.

Managers should act in a more matured way/respect their employees

Communication with line managers was not transparent, he was regional Biased. R and R are also not

transparent . I worked hard and I didnt get good rating bcz of quota was full and due to limits.

Comm with line manager was great. R and R was not too good. I was not happy with promotion pattern.

opportunities for main stream projects were denied even after 18 months of service. I had issues with

resourcing manager.

My VP initiated efforts to retain me but it was too late. Grievances should be taken care in a much more better

way. Communication can be more transparent. There were conspiracy theories around my project dissolving

(Deutche Bank)

Management has to go through some leadership training. There weren't any enough avenues to raise issues

and concerns. Personal values and feelings were hurt.

I was satisfied with the way the things worked in cognizant, however should make sure that there is no role-

skill mismatch.

No work life balance

My role did not match my skill, I was never recognised in the 2 years I was here. My manager was not

supportive


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What went well and what did not

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All reasons given in ascending order of responses

1) Perf Mgmt & Promotion process (Falsepromises, Manager BIAS)

1) Communication (Immed. Supr, withinthe team)

2) Grievance handling mechanism

2) Opportunities (Career development)

3) Resourcing/ WFM

4) Role-skill fitment

4) Learning opportunities

4) R & R (Few were not recognized atall)

4) Benefits

1) Org Culture (Process, Operations,transparency)

2) Good people managers3) R & R (Few were recognized by both mgrs andclients)

Documents

Post Exit Analysis - Ban Galore- Final