A STUDY ON ANALYSIS IN REASONS FOR ATTRITION AT INNCOME SERVICES WITH SPECIAL REFERENCE TO ABT INDUSTRIES AT COIMBATORE INTRODUCTION Attrition

can be defined as "A reduction in the number of employees through retirement, resignation or death. While attrition rate is "the rate of shrinkage in size or number" In the best of worlds, employees would love their jobs, like their co-workers, work hard for their employers, get paid well for their work, have ample chances for advancement, and flexible schedules so they could attend to personal or family needs when necessary. And never leave. But then there's the real world. And in the real world, employees, do leave, either because they want more money, hate the working conditions, hate their co-workers, want a change, or because their spouse gets a dream job in another state. So, what does that entire turnover cost? And what employees are likely to have the highest turnover? Who is likely to stay the longest? Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job hes doing, he may switch over to some other more suitable job. Employees today are different. They are not the ones who dont have good opportunities in hand. As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their best employees. Hence, failing to retain a key employee is a costly proposition for any organization. This report is the result of the study undertaken by me on the exit interview

forms in Inncon. The primary objective of the study is to identify the broad reasons for Employee/staff attrition and to identify ways to improve Employee retention in Inncon INDUSTRY PROFILE Introduction Software industry encompasses all the activities and businesses involved with development, maintenance and distribution of computer software. Software industry started its operation during mid-70. In this modern era of technology, software industry can be regarded as the most booming industry in the world. Software industry also covers the activities like software servicing, training and consultancy. The software industry is the largest and most booming industry in the world. For the last couple of years this industry is dominated by the software industry giant Microsoft Corporation. One of the reports of Microsoft software magazine shows that in 2005, the total amount of revenues earned by software companies was highest. Software industry primarily concerned with the development of two of software. One is proprietary software, which are owned by a single organization or individual and the other is open source software, which are written to use, distribute, recode and decode free of cost. The software industry businesses are principally based on proprietary software. Proprietary software needs to deal with the activities of licensing and security and these require lots of money to invest, whereas earning through open source software comes specifically from selling of services, or through training activities. Present tendencies of software industry The economy of the leading companies is mostly dependent on the development of proprietary software products. Although some major companies like IBM, Sun Microsystems are also taking part in developing open source software to take the advantage of getting some portion of market share. Some aspects of software industry

Packaged applications: Made for business purposes and are written for mass distribution Enterprise software: This type of software is basically made for big corporations for their production or selling purposes. Systems software: Specifically made for system (computer) related functions, like Operation system software. One other category is utility software, application software, etc. Software industry revenue and growth The U.S. is estimated to control more or less 50% share of the world software market and the U.S. software companies are the leading companies in the world in respect of development and production of software. The packaged software market in U.S. is estimated about $70 billion. One survey report by US Census Bureau reveals the fact that System software publishing earned total revenues of $31,497 $31,459 $31,842 for the year 2003, 2002 and 2001 respectively. The application software publishing earned a total of $38,492 $37,473 $37,297 for the year 2003, 2002, and 2001 respectively.

Software remains one of the most innovative and fastest growing sectors of the global economy, generating revenues of more than $150 billion every year. About half of those sales come from software applications, with the remainder split between development tools and infrastructure software (operating systems, network management, middleware, and security software). Microsoft claims a healthy chunk of all three segments -- a continuing point of contention with the US Justice Department. The Internet has vastly altered the dynamics of the software industry over the past decade. Formerly restricted to a cycle of lengthy R&D concentrated in one geographic area -- followed by an arduous process of distribution through a worldwide network of resellers, systems integrators, and other independent vendors -- the software industry has found new efficiencies on the Web. Companies such as Sun Microsystems and Oracle

have employed the Web to anchor their products, in much the same ways that Microsoft used the desktop PC and IBM used the mainframe to corner their respective markets. In the past five years, the formerly explosive market for enterprise resource planning (ERP) software -- which helps companies save money by integrating back-office operations such as accounting, distribution, and human resources -- has given way to software that helps companies make money, including customer relationship management (CRM) and supply chain management software.

The standardization of Internet technologies such as Java and XML (extensible markup language) -- which in tandem enable end users on the Web to interact with data stored on servers for configuring orders or personalizing services -- is speeding up the industrywide conversion to Web-enabled applications. A Business Software Alliance survey of CEOs from software companies such as Autodesk, Intuit, and Symantec confirmed that trend, predicting that by 2005, two-thirds of all software will be distributed over the Internet (compared to just 12% in 2001).

Companies including Microsoft, AOL Time Warner, and Sun are all jockeying to push Web-based software to the next level, developing a new class of applications loosely referred to as Web services. Designed from standardized building block components, Web services can theoretically be assembled in a variety of ways, allowing companies to develop business applications that function across a variety of software and hardware platforms. While large on hype (mostly centered around Microsofts .NET initiative), the current real-world applications for Web services have been limited primarily to simple integration tasks, such as managing online travel reservations and tracking shipping. If successful, however, the shift to Web services could be a dramatic one, with packaged software largely disappearing and companies instead purchasing, assembling, and modifying components as needed to create specific business applications. In India, the software boom started somewhere in the late 1990s. Most of the Indian software companies at that moment offered only limited software services such as the banking and the engineering software. The business software boom started with the emergence of Y2K problem, when a large number of skilled personnel were required to fulfill the mammoth database-correction demand in order to cope up with the advent of the new millennium. The profile of the Indian IT Services has been undergoing a change in the last few years, partly as it moves up the value chain and partly as a response to the market dynamics. Ten years ago, most US companies would not even consider outsourcing some of their IT projects to outside vendors. Now, ten years later, a vast majority of US companies use the professional services of Indian Software engineers in some manner, through large, medium or small companies or through individuals recruited directly. The market competition is forcing organizations to cut down on costs of products. The professional IT services on the other hand are becoming increasingly expensive. The offshore software development model is today where onsite professional services were ten years ago. There is a high chance (almost a mathematical certainty), that in less than

ten years, the vast majority of IT services (software development being just one of them) from developed countries, will be, one, outsourced and two, outsourced to an offshore vendor. Despite the global economic slowdown, the Indian IT software and services industry is maintaining a steady pace of growth. Software development activity is not confined to a few cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune, Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa, Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art software facilities and the presence of a large number of Overseas vendors. Indias most prized resource is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the U.S. It is estimated that India has over 4 million technical workers, over 1,832 educational institutions and polytechnics, which train more than 67,785 computer software professionals every year. The enormous base of skilled manpower is a major draw for global customers. India provides IT services at one-tenth the price. No wonder more and more companies are basing their operations in India. The industry is in an expansion mode right now, with dozens of new offshore IT services vendors emerging everyday, the industry has a high probability of being subjected to the 80:20 rule in not too distant a future. In perhaps another ten years, 80 percent of all outsourced offshore development work will be done by 20 percent of all vendors, a small number of high quality, trusted vendors. Only a few select countries and only the most professional companies in those countries will emerge as winners. India will definitely be the country of choice for offshore software development. We have the potential to become and remain the country of choice for all software developments and IT enabled services, second only to the USA. The third choice could be far distant. India is among the three countries that have built supercomputers on their own. The other two are USA and Japan. India is among six countries that launch satellites and do so even for Germany and Belgium. India's INSAT is among the world's largest domestic satellite communication systems. India has the third largest telecommunications network among

the emerging economies, and it is among the top ten networks of the world. To become a global leader in the IT industry and retain that position, we need to constantly keep moving up the value chain, focusing on finished products and solutions, rather than purely on skill sets and resumes. We need to be able to package our services as products, rather than offering them as raw material. We need to be able to recognize and build up on our strengths and work on our weaknesses. The Indian Information Technology (IT) and IT Enabled Services (ITES) success story and its paradigm changing impact on global service delivery is now a well acknowledged fact. However, much of the success achieved by the sector has been attributed to the meteoric growth in exports that has overshadowed the latent opportunities unlocked and growth observed in the domestic market over the past few years. Spotlight on the Domestic IT Services Market Opportunity: Domestic demand for IT in India is witnessing a gradual transformation from being predominantly hardware driven towards a solutions oriented approach resulting in a growing emphasis on services. In fact, revenue growth in the services segment alone has reported faster growth than that for the overall domestic IT market (including hardware, software and services) over the past few years. As depicted in the following chart, this trend is expected to continue over the forecast period. Growth of IT Spending in India

The liberalization of Indian economic policy, de-regulation of key sectors and progressive moves towards further integrating India with the global economy has been a key driver of increased IT adoption in the country. This is best reflected in the fact that most indigenous players in telecom and banking, two key sectors with significant multinational corporation (MNC) participation, have significantly upgraded their levels of IT adoption to offer best-in-class services comparable to those offered by the global competition and these two sectors together account for approximately 35-40 percent of the domestic spend on IT services. Similar competitive pressures in other more recently deregulated service sectors such as airlines and insurance, and the uptake in the manufacturing and industrial sectors; and the several large e-governance initiatives launched by the government under the National EGovernance Plan (NEGP) are expected to provide sustained growth in domestic demand for IT services over the next few years. Over the next five years, domestic spending on outsourced IT services is projected to more than double, from INR 103 billion in 2004 to over INR 238 billion in 2009. Five Year Revenue Forecasts for Key Service Lines in the Domestic Market (INR Million)

Systems integration and network integration make up a high growth-large size category within the IT services engagements. These services will continue to be prime drivers of the domestic IT services market in the enterprise segment due to the increasing growth in the enterprise application implementation and increased demand for network integration from telecom & banking verticals.

Domestic IT Services Revenues by Key Vertical Markets (2010)

The financial services, communications and media, and manufacturing verticals accounted for over 3/4 of the revenues earned by service providers in the domestic IT
th

services market in 2010.

The growth projections for IT service revenues in the domestic market may be further accentuated by addressing some basic issues highlighted by the findings of the surveys conducted as a part of this study. A significant portion of the domestic corporate IT spends still lies in-house, predominantly driven by a perceived lack of focus by service providers on the domestic market and a perceived absence of value generated by outsourcing. It is estimated that in-house spending on IT services (including training costs, salaries of in-house IT staff and associated overheads) still accounts for more than half of the corporate IT spend in India, while the outsourced / vendor addressed spends account for just 45 percent of the total. Comparison of the Vendor Addressed Market and the In-house Spend by Key Services (INR Million)

During the research study, IDC undertook in-depth interviews with CIOs. There was a strong perception among a majority of the CIOs that domestic customers were not a focus area for IT service providers and that the IT service providers rarely offer Indian customers the kind of commitment and expertise that they provide their large (and necessarily more lucrative) global customers. The CIOs also strongly believe that the

potential of the domestic market is still not appreciated by many of the IT services players. Further, there continues to be a relative poor awareness of the potential of using IT as an enabler of competitive advantage. As cost arbitrage is not a strong enough justification for outsourcing in India, the IT service providers need to clearly articulate their value proposition and relate it to business benefits. IT services vendors should be able to assist the CIOs to focus on generating business value from IT investments, by offering total solutions and end-to-end services. As the level of IT investment increases, there is a change in the perceived role of IT from a support function to an enabler of competitive advantage. There is increasing pressure on the CIO(s) to justify the IT investment by demonstrating the value delivered from IT investments. The increased expectations from IT, requires them to move from routine IT operations to strategic IT management. The challenges they face in making this transformation has to do with the existing complexities in their IT environments, which make the IT departments and the CIOs spend most of their time and effort in day-to-day operations. The IT services vendors have a key role to play in helping the CIOs make this transformation. New offerings and service delivery models need to be developed that can assist the CIOs in streamlining their IT operations to such a level that they can then devote their IT investments and efforts to transformational initiatives. Verticalised solutions are becoming increasingly important, and IT service vendors need to develop domain skills and offerings. Verticalisation of IT services is a definitive emerging trend and users are demanding services tailored to their needs. Mature IT customers are today looking for total solutions

that can solve their business challenges rather than at IT hardware, software, and services as discrete elements. IT vendors today, need to develop new or customize existing offerings to address the specific needs of each vertical/market segment. Such an approach, based on solutionorientation, is enabling IT service providers to offer sustainable value to customers. While the larger services vendors have specific vertical practices and teams, the mediumand small-sized IT services vendors need to focus on select verticals and develop their skills in these. Service providers need to extend strong end-to-end service capabilities to domestic customers, as the IT services market moves to high-value, annuity engagements. The evolution of the IT services landscape is defined by the market graduating from lowvalue long-term services (such as basic maintenance and support) to high-value one-time services (such as system integration) and then on to high-value long-term services (such as discrete and end-to-end IT outsourcing). The vendors who will gain from this shift are those who will have the capability to offer end-to-end services. The transformation that is needed Larger and mature IT users are increasingly looking for end-to-end IT services and this will be a major growth engine for the market. This market segment will be dominated by a few large IT services vendors who have the size and the capabilities to address this demand. The development of the domestic IT services market will need to become more broadbased. To achieve sustained development, new verticals will need to be penetrated as it is not sufficient to increase business from only the currently addressed verticals.

A large proportion of the current IT services market is predicated on the banking, financial services and telecom verticals. While IT services for these verticals will continue to show strong growth, new verticals will need to be developed to increase the rate of growth of the IT services market in India. As the Indian economy opens further opens up, other verticals including manufacturing, travel and tourism, healthcare, entertainment will increasingly look towards IT to increase competitiveness. For both new and existing verticals, the small and medium business (SMB) segment will represent an important source of growth for the domestic IT services market. While cost savings have been the primary driver of offshore outsourcing, vendors do not have comparable differences in labour costs to leverage while serving the domestic market. As a result, the primary motivation for the domestic market, in its early years of evolution are not cost savings but access to specialist skills and freeing client resources to focus on the core business. Scalability and process efficiency is expected to return some degree of cost savings in the domestic market as well. However this may not compare with the levels achieved by overseas (e.g. US/UK) clients. Notwithstanding its relatively smaller contribution to the industry revenues, this segment has over the past twelve-eighteen months witnessed a noticeable increase in interest and activity on the part of customer organisations as well as service providers. While the market activity (contracts announced and deals known to be in the negotiation stages) signal growth in the segment, like in IT services, future growth may be accentuated if a few lingering issues are addressed. Some of the key findings from the ITES-BPO leg of the user-organization survey conducted by IDC as a part of this study include: While BPO/ITES penetration (to external/independent entities) is still very

low, a sizeable proportion of end user organisations have an internal division to

focus on these specific business processes indicating growing adoption of process based work-flow. This is a critical stage in the maturity of user organisations for them to consider / be able to outsource. Willingness to move from an in-house captive sourcing model to outsourcing is very low. Satisfaction with existing systems, lack of trust in outsourced service providers, high cost of services, unavailability of suitable vendors and lack of skilled personnel (with vendors) being the most commonly cited reasons for not looking at outsourcing. Demonstrated focus on serving the domestic market and showcased examples of successful engagements with domestic customers are key factors that would make outsourcing a more attractive alternative for end users. COMPANY PROFILE Introduction Inncon is a global information technology (IT) Development & consulting firm focusing on areas of specialization which includes ... strengths for vision of the future and an insight into the core technical concepts in the IT and BPO industry. Inncon was founded on the principles of creating leadership and excellence in the industry; with value and wealth for the stakeholders that comprise of our investor, clients and employees. The promoters have extensive experience in the Information Technology industry and have done excellent pioneering work in the technology and successfully spearheaded different business strategies. Have participated the IT industrys growths in India in recent years, the management team brings rich domestic and international experience to the table at Inncon. Ethics and fair play are the founding values of Inncon culture. Our corporate value system is based on the LEARN paradigm and is characterized by Leadership through empowerment, Excellence in delivery, Adaptable to client needs, Respect for client and employee and Nimbleness in responding to changing market needs. This focus has already paid rich dividends in the last 3 years of our existence. The success and growth is underlined by negligible attrition, sustained business growth and

establishment of operations in India. We have been profitable since our inception and have grown organically to a team of over 3000 professionals. We pride ourselves with being able to retain motivated talent pool in an industry which is known for rapid attrition. The graphic below illustrates our development and delivery methodology. The Inncon Methodology is a hybrid model based on the Waterfall and iterative model of development. The Rapid prototyping phase allows us to design and develop a prototype before starting any full scale development. The concept of rapid Prototyping helps reduce effort spillage and also allows change incorporation and management at early stages of the project.

Inncon offer Services through four disciplines for Consulting, Technology, Outsourcing and Local Professional Services. Inncon organizational structure includes divisions based on client industry types and growth platforms. Industry divisions, referred to as Operating Groups, include Products (e.g. consumer packaged goods or industrial equipment), Communications High Technology and Media ('CHT'), Financial Services (e.g. banking, insurance), Resources (e.g. utilities, chemicals, energy), and Public Service. The growth platforms are respectively titled Management Consulting & Integrated Markets, Outsourcing, and Systems Integration & Technology. Management Consulting o o o o Customer Relationship Management Finance & Performance Management Human Performance Supply Chain Management

Information Technology Consulting

o o o o o o

Enterprise Solutions Information Management Services Infrastructure Consulting Services IT Strategy & Transformation Research & Development Service Oriented Architecture

Outsourcing o o o Application Outsourcing Business Process Outsourcing Infrastructure Outsourcing

Inncon is one of the fast growing consulting firm in the world and is one of the largest computer services and software companies

Solution services: Inncon offers world-class software engineering, algorithm development, content development, and other consulting services to help your company meet all of its information technology needs We excel in helping companies develop new technologies and create new products based on those technologies. Since our inception, we have developed numerous commercial products for clients in a wide range of industries, with a strong vertical focus on publishing, pharmaceuticals/biotechnology, material sciences, and financial services. Our software engineers, project leaders, and managers, have a proven track record of implementing state-of-the-art development methodologies and managing the delivery of best-of-class products on time and within budget.

With our cutting-edge, global project execution strategy, Inncon can handle projects of any size or any level of complexity and deliver top-quality solutions at very competitive rates. We invite you to explore our service offerings, technical capabilities, and industry experience and learn more about how GGA can serve your company's specific needs. Inncon offers specialized services for every aspect of SAP. Our main areas of emphasis are SEM, financials, SCM, business intelligence and NetWeaver. o o o o Custom ERP software application development Upgrading existing ERP systems Web enabling ERP solutions/ERP integration to ecommerce Providing constant support an maintenance to the ERP solution developed

Inncon set out to develop software tools that help people do what they need to get the job done. Inncon believes in creating tools that work the way people do. Not the other way around. This philosophy is incorporated into every software product created and client served. The core of our solutions services are the same industry-best delivery processes and methodologies that support our professional services offerings. We can quickly assemble a project team from among the best technical talent in the world for almost any type and scale of project. Solutions, however, provide an additional level of value to our clients because we provide these exceptional production resources plus exceptional project management and required tools to complete the entire project. Inncon can perform a turnkey implementation - a solution - that meets your cost, technical, and time objectives.

Inncon Engagement Models

A. Fixed Price/Fixed Time This model provides the low risk assurance of both a guaranteed fixed price and delivery date. This approach can be employed when the scope and specifications of the project are reasonably clear. Deliverables, costs and timelines are precisely documented in order to support the strong project management methodology required to meet delivery terms. A phased approach that includes scoping, development, implementation and business support is followed.

Additionally, by combining the fixed price/fixed time model with our "right-site" globally distributed implementation capabilities, we can offer customers a tremendous cost advantage while providing low-risk and effective control of the implementation process.

B. Time and Materials In this business model, Inncon forms project teams with the required resources and project managers. The teams are provided equipment and infrastructure based on project requirements. Customers pay periodic charges based on the applied resources. This model offers the ability to adjust team size and composition at any point if variations in the project plan occur. Because of the immediate control this approach affords, most of our services that are delivered on-site, at the client's location, use this business model. Time and materials engagements most often include the largest opportunity for interfacing and collaboration between Inncon and client resources. Inncon resources are selected based on reviews of both technical skills and interpersonal qualities. They are motivated, highly-competent consultants who work seamlessly with client teams to achieve project objectives while making a positive contribution to the Work environment.

C. Modularized Hybrid Within a Time and Materials engagement, Inncon can perform individual phases of a project on a fixed time / fixed price basis. The remaining phases and tasks outside the scope of the fixed bid would remain under the T&M arrangement. In such hybrid engagements, the client has precision and flexibility in mixing cost, risk, and control with respect to each stage or task of an implementation. D. Partnerships and Revenue/Risk Share IT projects are undertaken to provide cost savings, higher productivity, or increased revenue opportunities. As with any strategic initiative, there are associated risks. We are confident in our ability to deliver measurable business benefits. Therefore, in many cases we can link our project fees with the actual business benefit our clients realize Revenue/Risk Share models are popular amongst emerging businesses or technology companies. Inncon can invest and share the development costs in return for jointly owning the Intellectual Property (IP) and sharing revenue streams. Under this business model Inncon shares the risks involved in developing and marketing a product along with our customers E. BOT model Applying the Build-Operate-Transfer model, Inncon can rapidly establish an offshore operation for a customer, and later transition the center to the client's control or ownership The phases of the B-O-T model include the following services Build: Setup the facility and infrastructure, staff the development center, and establish knowledge transfer. Operate: Manage the offshore organization including program management, development, QA, maintenance, enhancements, and product support.

Transfer: Register a new offshore subsidiary for the customer, transfer assets, and handover operations. BOT Extension to ODC model Considering some clients' specific needs, Inncon also offers the option of converting an ODC (Offshore Development Center) model into a BOT model after a mutually agreed (usually 2 years or greater) duration without any additional transfer fees Vision and Values Inncon strive for excellence in everything they think, say and do. Quality: Inncon are dedicated to achieving the highest levels of quality in everything they do to delight customers, internal & external, every time. Respect for the Individual: Inncon uphold the self esteem and dignity of each other by creating an open culture conducive for expression of views and ideas irrespective of hierarchy. Innovation & Continuous Learning: Inncon create an environment of innovation and learning that fosters, in each one of us, a desire to excel and willingness to experiment. Collaboration & Teamwork: Inncon seek opportunities to build relationships and leverage knowledge, expertise and resources to create greater value across functions, businesses and locations. Harmony & Social Responsibility: Inncon take utmost care to protect our natural environment and serve the communities in which we live and work. Their business practices are guided by the highest ethical standards of truth, integrity and transparency. Strategies

Inncon long-standing commitment to high standards of corporate governance and ethical business practices is a fundamental shared value of its Board of Directors, management and employees. The Company's philosophy of corporate governance stems from its belief that timely disclosures, transparent accounting policies, and a strong and independent Board go a long way in preserving shareholders trust while maximizing long-term shareholder value. Good corporate governance flows out of the commitment of the Management and the Board of Directors. When the commitment is backed by the fundamental beliefs of maximizing value for stakeholders; transparent actions in the business; values of a corporate; and mutual trust amongst all constituents of the business, the organization transforms itself into a higher plane of leadership. The forward-looking approach of Inncon has always helped it, in achieving the desired results. This approach has transformed the company's culture to one that is relentlessly focused on the speedy translation of scientific discoveries into innovative products. Inncon commitment towards Corporate Governance started well before law mandated such practices. The company has identified and established its core purpose, mission and core values for achieving corporate excellence. Inncon believe in crafting an environment where the parameters of conduct and behavior of the company and its management is constantly aligned with the business environment.

Safety and Health At Inncon, the safety, health and physical well being of people represent an important driver of its sustainability. It guarantees an environment in which our intellectual capital is adequately protected at all times, serving as an inducement for others to join. This sets into motion a virtuous cycle of insight retention, driving sustainability in the process. This safety aspect has been captured in the incidence and frequency rates comprising a part of the Safety, Health and Environment report. As a forward-looking organization, we are also encouraging the reporting of near misses with a view to eliminate the root causes of accidents, representing the base of our safety pyramid.

They have also implemented an internal guideline for contractor safety, a training manual for contract workers covering job safety, tool inspection and other initiatives. As an additional initiative, all our manufacturing locations are adequately equipped with occupational health centers. Medical checks are carried out regularly and workplace monitoring is a routine activity, to ensure that exposure limits are not exceeded.

OBJECTIVES OF THE STUDY Primary objective To identify the reasons for attrition, increase employee retention by protecting employee interest, increase satisfaction level and redesigning their rewards and recognition systems. Secondary objectives To know whether the employees are given freedom for taking decision and To rank the reason for resigning the previous job & how far performance is is whether present job offer better recognition. appraised in the organization.

To find out whether incentives are paid correctly To know how far grievances are handled in the organization. To identify the factors which make employees dissatisfy. To find the ways to reduce the attrition

NEED FOR THE STUDY The need for the study to identify the level of employees attitude, the dissatisfaction factors they face in the organization and for what reason they prefer to change their job. Once the levels of Employees attitude are identified, it would be possible for the management to take necessary action to reduce attrition level. Since they are considered as backbone of the Company, their progression will lead to the success of the Company for the long run. This study can be helpful in knowing, why the employees prefer to change their job and which factors make employee dissatisfy. Since the study is critical issue, it is needed by the originations in order to asses the overall interest and the feelings of the employees towards their nature of job and organization. This project can be helpful to the management to improve its core weaknesses by the suggestions and recommendations prescribed in the project. It can also serve as a basis for measuring the organizations overall performance in terms of employee satisfaction.

SCOPE OF THE STUDY Recent employees surveys suggest that most common factor which caused employee attrition during last couple of years has been a disliking for Immediate Supervisor. This trend is strikingly different from previous trends, where monetary compensation and challenging work was considered to be the main attrition factor. Before we blindly accept the results of these surveys, we need to ask some questions

QUESTIONNAIRE

1. Gender of the respondents a. Male b. Female

2. Age group of the respondents A.18-25 b. 25-35 c. 35-50 d. Above 50

3. Educational Level of the respondents a. HSC b. Degree c. PG d. Others

4. Occupational Status of the respondents a. Student b. Business c. Professional d. Others

5. Income level of the persons. a. Less than 1 lakh Lakh 6. What according to you is attrition? a. Resignations b. Terminations c. Employees leaving c. Others b. 1-5 Lakh c. 5-10 Lakh d. Above 10

7. What are the major reasons for quitting an organization? a. No growth opportunity manager d. Personal reasons b. Compensation system c. No good relations with

8. What could have been done to avoid attrition from a company? a. Fair compensation d. Recognition 9. Whether internal transfer process acts as one of the factor? b. challenging job c. Work style

a. Yes

b. No

10. Rank the following factors for non acceptance of offer letter? a) Accepted offer from another employer. b) Not able / willing to relocate c) Not willing to commute long distances. d) Personal Factors 11. According to you in which industry attrition is most? a. IT/ITES b. FMCG c. Manufacturing d. Others

12. Does the management follow easy relieving procedure? a. Yes b. No

13. What are the worst situations which lead to attrition in a company? a. Groupism and politics d. Problem with sub ordinates 14. Are you really satisfied with the existing retention practices? a. Yes b. No b. less transparency in the job role c. Heavy workload

15. Is your feedback towards the higher level organization is heard? a. Action taken a. Yes b. No b. just a formality c. Never heard 16. Are you achieving organization goal and your goal in same hand?

17. Suggestions ..