SUMMER INTERNSHIP PROJECT

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

Shivani Saumya (System ID: 2017012996)

Roll no: 170251088

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 EMPLOYEE SEPARATION PROCESS
AT
Sharda Hospital

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 DECLARATION FORM

I hereby declare that the Project work entitled STUDY OF EMPLOYEE SEPARATION PROCESS AT

SHARDA HOSPITAL submitted by me for the Project Work during the Post Graduate Program at

Sharda University is my own original work and has not been submitted earlier either to Sharda

University or to any other Institution for the fulfillment of the requirement for any course of study. I also

declare that no chapter of this manuscript in whole or in part is lifted and incorporated in this report from

any earlier / other work done by me or others.

Signature of Student: Shivani Saumya Signature of Hospital Mentor: Sonia

Name of Student: Shivani Saumya Name of Hospital Mentor: Ms. Sonia

Rawat

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 ACKNOWLEDGEMENT

I take immense pleasure in thanking Sharda University for Higher Education and Sharda
Hospital for having permitted me to carry out this project.

I wish to express my deep sense of gratitude to my guide, Ms. Sonia Rawat, Manager (HR) for
his valuable guidance and useful suggestions, which helped me in completing the project work,
in time.
Finally, yet importantly, I would like to express my heartfelt thanks to my beloved parents for
their blessings, my faculty Mentor Dr. Parul Saxena for their help and wishes for the successful
completion of this project.

Shivani Saumya.

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Contents
Contents .......................................................................................................................................... 5
Objective ....................................................................................................................................... 15
Scope ............................................................................................................................................. 15
The policy is applicable to all employees who are on the regular rolls of the Hospital. .............. 15
Reason Cited in Resignation Letter :......................................................................................... 32

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 EXECUTIVE SUMMARY

In today’s rapidly changing business environment, organizations have to respond quickly to

requirements for people. The market has been witnessing growth which is manifold for last few
years. Many players have entered the economy thereby increasing the level of competition. In the
competitive scenario it has become a challenge for each hospital to adopt practices that would
help the organization stand out in the market. The competitiveness of a hospital of an
organization is measured through the quality of products and services offered to customers that
are unique from others.

Thus the best services offered to the consumers are result of the genius brains working behind
them. Human Resource in this regard has become an important function in any organization with
any respective sphere.

All practices of marketing and finances can be easily emulated but the capability, the skills and
talent of a person cannot be emulated.

The whole process of entering into the organization from recruitment to induction to
performance appraisal and then to Exit is explained in detail in the report.
The whole process is explained with the reference to Sharda Hospital of what I have learned in
the time period of two months of my internship.

Exit interviews are the departures which gives an organization a learning experience. If taken
seriously into consideration Exit interviews can prove to be very fruitful in decreasing the
attrition rate also towards the improvement of the organization by taking their feedback.

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As my organization works on betterment of people’s lives as it’s a Hospital, which is fourthly
divided into five categories-
*SMSR- School of Medical Sciences and Research
*SNSR- School of Nursing Sciences and Research
*SAHS- School of Allied Health Science
*Sharda Hospital
As all are divided as these all work cohesively by their nature of work.
As far as recruitment is concerned basically joining is being done either for ACAD or NON
ACAD .
For an instance – A junior resident is being joined will be considered as Non ACAD and if a
Nursing tutor has been assigned will be known as ACAD staff.

In this report my whole focus will be on Separation process.

OBJECTIVE

The project “Study of Separation Process at Sharda Hospital.”, on which I worked and I learnt
the various objectives on the separation process of the hospital and how it facilitates curbing the
attrition rate. For which the following objectives are to be fulfilled:

 To understand the Separation process in the organization and the role of HR

 To identify the areas where there can be scope of improvement

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  To know about the importance of Exit interviews
 To know about the processes of the HR department
 To protect the interest of employees in the organization

HOSPITAL PROFILE

Sharda Hospital, a state-of-the-art super-specialty hospital, is a premium model of healthcare

extending medical services at par with global excellence. Equipped with modern facilities,
innovative technological equipment, and a driven spirit to promote community well-being, the
hospital is a preferred destination for healthcare nationally and internationally.
It is associated with School of Medical Sciences and Research (Medical College) where 150
MBBS students enroll to avail rich and vast opportunities to pursue collaborative and
interdisciplinary education and independent study projects in the field of medical education.
The hospital's Endeavour is to nurture a strong and healthy community that is physically and
mentally beaming through innovation, research activities, extensive training and continuous up
gradation of medical and healthcare facilities and practices. It is committed to upgrade the level
and standard of medical facilities to all sections of the society and emphasize the importance of
helping the community by always being available for medical emergencies.

Vision
“Strive for the highest standards of healthcare at the most affordable cost.”

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Mission
Continuously innovate - Search for a better way to treat & heal. Seek and implement ideas and
approaches that can bring smiles.

Deliver Compassion - Be selfless in caring for patients and make them feel that hope lives here.

Always Accountable - Be resilient, transparent and honest. Take ownership and responsibility for
all outcomes.

Constantly collaborate - Collaborate across continents and organizations to achieve excellence in

what we do.

Attract brightest - Employ highly competent and dedicated doctors who know how to scale new
parameters in medical care.

Identity-
At the onset where Sharda Group of Institutions aspires to reach new benchmark of success the
Group believes and continuously serves the humanity and the society. We are committed to
upgrading the level and standard of medical facilities to all sections of the society and emphasize
the importance of helping the community with their need for medical emergency and treatment
Sharda Hospital is a 900+ bedded hospital, It is a well-equipped, multispecialty hospital with
modern facilities situated in pollution free environment and easily accessible from Delhi
international airport and city of Delhi. It’s associated School of Medical Sciences and Research
(Medical College) with 150 MBBS students intake provides rich opportunities for students to
pursue collaborative and interdisciplinary education and independent study projects in the field
of medical education.

Hospital has 90+ beds in critical care in the fields of medicine, pulmonologist, surgery, pediatric,
neonatology, cardiology, cardiothoracic surgery and neurosciences.

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Important Identity to Know about-

DR. P. L KARIHOLU

Pro-Vice-Chancellor (Medical Wing)

Having completed undergraduate and postgraduate medical education from Government Medical
College, Srinagar Kashmir, joined as its faculty. Underwent training in Surgical Oncology at
Tata Memorial Hospital, Mumbai (1985-1986), one of the premier institutions in Oncology. In
1990 joined B. M. Patil Medical College Karnataka served there as Prof./Prof. & Head Surgery
& Principal. During this period conducted several major surgical procedures, guided several
postgraduates, organized several medical conferences, and published several research papers.
Underwent training in minimal access surgery in Bangalore in 2000. Joined School of Medical
Sciences & Research as Professor of Surgery in 2010, took over as Medical Director of the
Sharda hospital in September 2010 and continued on that post till April 2014. Worked as Dean
of School of Medical Sciences & Research from May 2014 to September 2017. Took over as Pro
Vice-Chancellor (Medical ) of Sharda University recently.

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Currently working as a Professor & Medical Superintendent in Department of ENT, Head &
Neck Surgery of Sharda hospital, Greater Noida, Dr. Anoop Raj has 41 years of total experience
in teaching and surgical. He started his teaching career as an assistant professor in Maulana Azad
Medical College in 1985 and gradually rose to the post of Director Professor and head of the
department in 2004 where he has worked till October 2016.

He has been at various institutes as WHO fellow like House Ear Institute: Los Angeles, Boy’s
Town National Research Hospital, Omaha and New York Eye Ear Infirmary, New York, USA.
He has also been Hony Consultant and advisor to DGFAMS, Ministry of Defence for six years
from May 2002. He has also worked as an assessor for Medical Council of India for reviewing
medical colleges to assess teaching standards.

DR. JAGADEESH HG

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Dean, Advance Dentistry & Dental Surgery

Designated as the Dean, Prof & Head at SDS, Sharda Hospital since June 2006, Dr. Jagadeesh
HG has been illuminating the smiles of others for 25 years now. With such an extensive
experience in the field of dentistry, he has served diverse reputed medical organizations at
different positions. His name portrays the image of an ideal mentor in the field of dental
education.

Dr. Jagdeesh HG wears the pride of getting his 17 research paper published in acclaimed
national & international journals.

DR. ROHIT SAXENA

HOD, ENT and Head & Neck Surgery

Dr. Rohit Saxena has been deputed as HOD in ENT, Head & Neck Surgery at Sharda Hospital.
He completed his medical graduation in 1994 from K.G. Medical College, Lucknow, which is
one of the largest teaching hospitals in Asia and ranks 5th in all India ranking. After that, he
pursued his post graduation in Otorhinolaryngology and Head & neck surgery from the same
institute in 1995. After doing 4 months of senior residency at Sir Ganga Ram Hospital, New \

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Delhi, he joined the Santosh Medical College, Ghaziabad U.P. as an Assistant Professor in
Department of E.N.T. in May 1999. He worked there for 11 years and 05 months.and helped to
develop the department from undergraduate to postgraduate department and left as Prof.& HOD
in November 2010 and joined School of Medical Sciences, Sharda University in November 2010
and is working till date.

Human Resource plays a crucial role in the development process of the modern Economics.
ARTHUR LEWIS observed:

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“There are great differences in development between countries which seem to have roughly
equal resources, so it is necessary to enquir into the difference in human behaviors”

Human Resources is a term used to describe the individuals who make up the workforce of an
organization. Human resources is also the name of the function within an organization charged
with the overall responsibility for implementing strategies and policies relating to the
management of individuals (i.e. the human resources). This function title often abbreviated to the
initials “HR”. Human Resources is a relatively modern management term, coined as late as the
1960s.

Early human resource management, in general, followed a social welfare approach. It aimed at
helping immigrants in the process of adjusting to their jobs and to an "American" life. The main
aim behind these programs was to assist immigrants in learning English and acquiring housing
and medical care. Also, these techniques used to promote supervisory training to ensure an
increase in productivity
by the end of the 1970s, HRM had taken over the world! Almost all big and medium scale
industries had a department to manage their recruitment, employee relations, record-keeping,
salaries and wages, etc. Towards the 1980s, the importance of HR continued to intumesce for
several reasons like increase in skilled labor, training, regulation compliance, dismissal, etc. The
HR managers were the ones who did the hiring and the firing.

In today's date, HR has the same importance as the other departments, in some corporate, it has
more. With the constant increase in education, technology and frequent fluctuations in economic
status and structures, I believe, HR is the oldest, most mature and yet, the most efficient of all
management styles.

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 EXIT PROCESS

Relation between employer and employee is also one such relation. Gone are the days when
people use to stick to one job for rest of their life. The trust is lost and the faith is lost as well
from both sides. If an employer is having a policy of hire and fire, employees are also free to
change their jobs whenever they want. We are only reaping the fruits from the trees sown by us.

The Separation Process: A four-phase process is recommended to complete proper closure for
employees:

 Begin transfer of employee knowledge

 Document the employee’s key impressions of their employment experience
 Conduct a proper Employee Exit Interview to satisfy closure issue

Exit at Sharda Hospital:

Objective -
To standardize the separation process and facilitate smooth separation for the employee/s.

Scope-

The policy is applicable to all employees who are on the regular rolls of the Hospital.

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Type of Separations

Resignation:

Voluntary: Where the employee intent to resign from the duties and responsibilities, assigned to
her/him and same is accepted by the reporting manager.

Absconding: Employees not reporting to office at assigned time for two consecutive days,
without prior approval of the supervisor/ reporting manager. It will also be taken under the
category of Voluntary Resignation.

Involuntary: Resignation by employees on ground/s of any disciplinary/ integrity/code of

conduct / Non Performance

Termination: Dismissal of services resulting out of a disciplinary proceeding.

Procedure:

The reporting manager shall inform the separation to the HR Representative on the same day as
the employee resigns mentioning the probable last day of work.

Reporting manager and HR representative would make efforts to retain the employee in the
retention timeline of 7 days. If the employee is retained, the reporting manager would need to
inform the HR Representative.

If an employee resigns after maternity leave benefit, notice period shall be taken into account
unless considered waived off.

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Serving notice period of 30 days or salary in lieu is a mandatory requirement for all case of
voluntary resignation.
All resignation should be accepted by the appropriate authority, a copy of which is to be attached
with the No Dues Clearance Form (Specimen copy attached as Annexure I) for processing. Duly
filled No Dues Clearance Form along with approved resignation and Separation Interview Form
(Specimen copy enclosed as Annexure II) to be sent to concerned HR SPOC for processing.

Absconding

First unauthorized absence

The reporting manager contacts the employee in question. In case of genuine need, the employee
need to present evidence supporting the cause of not reporting to office. The employee should be
given max 2 working days from the present time to report to office. In absence of any such
support the leave to be considered as LWP.

Non-reporting to office on confirmed date would result in the employee to be taken as

absconding and the LWD would be the last day the employee was physically present in the
office.

The information is to be shared with the HR Representative the same day. The HR
Representative will try and reach the employee and shall also raise absconding letter to the
employee, asking the whereabouts. If the employee does not report/ or is not contactable by the
5th day, the final letter declaring the employee as absconding shall be raised.

The employee should be given the information that absence on the appointed date and time of
reporting back would result in ‘Attrition as Absconding’ for her/ him.

Last Working Day (LWD)-

Last day of attendance as shown in the attendance system shall be treated as the last working
day.

If the supervisor/ reporting manager is satisfied with the reason given by the employee and with
the supporting documents, leave/s are to be applied and approved by the reporting manager on
the Leave Management System (LMS).

In case the employee does not report back, the last working date shall be treated as the last date
of approved leave applied on the LMS, except in case of LWP, where the last day will be the

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date on which the employee was physically present.

Termination

All dismissals on account of non-performance should be supported by evidence of such non-

performance and previous communication in this regards.

Guidelines:

 The no dues must be processed within 45 days from the last working day of the employee.
Post this, the organization shall not be liable to process the dues, if any.

 The organization shall make genuine efforts to retain the employee.

 The separation interview should be conducted as soon as the Last Working Day (LWD) is
confirmed. All separation interviews will be recorded on the Separation Interview form.

 If it is felt that the decision of an employee to leave is not in his /hospital 's best interest, the
hospital shall try its best to counsel him/her to change his/her decision.

 The organization shall try and interview employees (sample of 20% of the employees left
in the last three months) after three months of their leaving the organization.

The data so collected is to be submitted to the Head – HR Operations.

The completed No Dues Clearance Form received by 8th of the month will be processed for
payment of dues to Pay Roll department and the dues will be paid by 25th.

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Policy Deviation

Any deviation from the above-mentioned policy would need approval of the Vertical Head.

Exit Interview:

Exit interviews serves as the last attempt to change the employees’ mind and to retain him/her.
Exit interviews are conducted by paper and pencil forms, telephone interviews, in-person
meetings or online through exit interview management systems. Some companies opt to employ
a third party to conduct the interviews and provide feedback.

Purpose of an Exit Interview:

The Exit Interview is used to obtain information that will result in better selection, placement,
and development and training practices, as well as improved supervision, which, in turn, can help
reduce attrition, enhance working conditions, detect and correct problems on the job that may
lead to termination.

While attrition is a natural process for organizations, replacing employees is expensive. The cost
goes beyond merely placing an advertisement for the opening in a newspaper. It includes training
a new employee, staff time for selecting a new employee, lost productivity while the position is
open and lost productivity until the new employee gets up to speed. Understanding why people
voluntarily leave the hospital can provide an opportunity for the firm to make changes to reduce
turnover rates -- and reduce the associated costs.

The exit interview serves a number of important functions. When trends in voluntary separations
are tracked, the firm may be provided a valuable heads up concerning discrimination problems. It
can be anything like job misfit, higher pay, working conditions, discrimination between profiles,

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etc. By exploring these issues through exit interviews, the hospital can learn about the issue and
take corrective action.

Valuable feedback concerning training and development can be obtained during the exit
interview. If employees feel they are not properly trained to perform the responsibilities of their
jobs, they may leave.

If employees feel that the assignments are not matching to their core competences which compel
them to perform poorly. Or some may leave when they perceive there is a lack of opportunities
for future positions. Using the exit interview effectively can also provide the hospital with
valuable feedback concerning benefits and compensation. This can be both negative and positive.
It is equally important to know what employees’ value and what they would like to see changed.
The organization can provide a more competitive compensation and benefits package if they
utilize this feedback.

The public relations aspect of the exit interview is equally important. The interview is an
opportunity for the employer to end the employee's time with the hospital on a positive note. A
new relationship with the departing employee may be created. As the employee departs with
positive feelings about the organization, this will be communicated to remaining employees,
local community / technical fraternity and future employees. The end result may even be ease of
recruiting future applicants.

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Benefits of Exit Interviews:

 Allows uninhibited feedback on working conditions

 Will bring to the surface unexpected reasons that forced the exec. to quit
 A rare upward communication on hospital ’s working conditions
 Diagnosing problem areas & identifying areas which dissatisfy employees
 Will help efforts in the direction of job design, adequacy of training, salary structure, etc.
 Sets a culture to establish a link with departing employee.
 Organizational culture of honesty & openness gets nursed.

Follow-up:

 The entire exercise will be futile if the answers of the quitting employees are just
filed.
 Validate findings with matching responses from within.
 Existing staff gets to know about an Exit Interview.
 Effects should be visible to existing staff.
 When initiatives to improve are not visible, future Exit Interviews would have
little to learn from & treated as one more formality after one hands in papers.

Reasons for leaving the organization may differ for different people leaving the organization e.g.
it may be personal reasons like health problems, better salary, career opportunities, working
conditions etc.

Problems with Exit Interviews:

Although most human resource professionals agree that exit interviews can provide valuable
information, they are not required in many organizations. And when they are conducted, they’re
often done without a clear purpose in mind and with no plan for what to do with the information.
Good exit interviews are goal interview.

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Many companies say they conduct exit interviews because it is the right thing to do. . When done
correctly, exit interviews can provide data, collected over time that will point out trends
indicating potential weaknesses or strengths in an organization. But it's important not to make
generalizations out of statistically insignificant information.

One person's dissatisfaction with salary does not necessarily require an overhaul of the hospital
's compensation program. It's best to look at information over the long term, he says.
Used correctly, exit interviews can provide good feedback. But a first step for many
organizations exit interview process and making that process a requirement.

Using the exit interview as a way to get feedback seems ideal, but convincing employees to open
up is often difficult. Employees who are leaving may be concerned about getting a good
reference and not burning bridges; as a result, many will be cautious about criticizing a manager
or supervisor. Interviewers must also keep in mind that employees really may have nothing to
gain from an exit interview.

Probing the reasons:

Interviewers usually want to determine the real reasons voluntary separations are leaving. This
provides an opportunity to make changes - particularly when the separation may also be
impacting other people. For example, management is often cited as a common reason people
leave the organization. It is good for the firm to know the reasons so they can take corrective
action.

To mine the exit interview for the gold that is available, the interviewer must move beyond
the basic information. It is critical to get beyond the "politically correct" reason that the
majority of employees provide when leaving a position.

The critical portion of the interview should probe the employee for feedback about the working
conditions and how they might be improved. Many employees, however, are reluctant to provide
this information. This reluctance often stems from the concern over negatively influencing future
job references.

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Then the interviewer might explore the timing of the departure. That is, reasons why the
employee chose to leave at this time may be important. This will determine if conditions changed
or things just came to a head. The interviewer should be exploring common threads across all
employees leaving the hospital of special concern are the new hires that leave the hospital after a
relatively short period of time. This information can signal hiring problems - if employees are
mismatched with their skills or if realistic job previews are not used. If an inaccurate picture is
painted of the job, employee expectations will not be met and turnover often results.

If the hospital is willing to rehire the employee, this should be explicitly stated at the conclusion
of the interview. Sometimes the grass is not really, greener on the other side of the fence and
employees regret leaving their jobs. The door should always be left open for those employees
who would be welcome to return to the organization. In some cases, the interviewer might even
explore options for part-time or temporary work rather than lose a good employee altogether.

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 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically solve the
problem or attain its objectives. It is a very important guideline and lead to completion of any
project work through observation, data collection and data analysis.

According to Clifford Woody, “Research Methodology comprises of defining & redefining

problems, collecting, organizing & evaluating data, making deductions & researching to
conclusions.

Accordingly, the methodology used in the project is as follows:

 Defining the objectives of the study

 Collecting the data from employees
 Taking the Exit interviews
 Analysis of the Interviews
 Conclusion, Findings and Suggestions

Data Collection

Primary Data

Primary data was collected from the organization and by taking the Exit Interviews of the
employees leaving the organization.

Secondary Data
Data was collected from books, magazines, websites, going through the records of the
organization, etc.

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It is the data which has been collected by individual or someone else for purpose of other than
those of our particular research study. Or in other words we can say that secondary data is the
data used previously for the analysis and the results are undertaken for the next process.

LIMITATIONS

 Many times people do not tell the actual reason of leaving the organization, so the HR
has to consider the reason somewhere between the actual and as told by the employee.

 Time constraint was there as I was allotted the project topic a bit late.

 Access to tangible resources was limited to me as it was against hospital ’s policies to

disclose too much information.

 HR people could not give much time to me because of their busy schedule.

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 LEARNING DURING PROJECT

It was a great learning experience and exposure to the corporate world for 60 days. The learning
was not only limited to the project that I was assigned but much more than that.

In Sharda Hospital each employee can register his/her complain by raising a ‘Ticket’ in which
they write to the concerned HR person about their problem and the HR has to give a solution
within a couple of days.

Feedback from the employees is also very important for the HR job because it is necessary to
know from the employees if they are satisfied and enjoying working in the organization. This
helps in keeping a track of the attrition rate also. One such session that HR Department organizes
every Thursday is “We the People” session, in which the HR person informs the employees
about the present HR policies and take feedback from the employees and tries to work upon
them. Employees come up with their problems at

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Sharda Hospital in those sessions which last for about 45 min to 1 hour. Mails were sent to the
employees regarding the session and also inform them by calling them the same day of the
session.
I was assigned to take Exit interviews for many employees through telephonic calls, in which I
had to ask them questions like:
 What was the primary reason of their leaving the organization?
 Were they happy with the work environment?
 Were they happy with their managers?
 Was the job fit for them?
 Any suggestions for the organization to make it a better place to work?

HR used to take the telephonic interviews and note down their reasons of leaving and their feed
backs and then put them in an excel sheet which the HR executive used to analyze that.
There were a lot many reasons of employees leaving the organization but the most prominent
ones were personal reasons like health problems, death in the family, better career opportunities,
salary issues, etc and also learned about Full and Final settlement i.e. what people who leave the
organization are supposed to complete the formalities before leaving e.g. if they have some
salary due then until and unless they complete these formalities they cannot claim their salaries.

The Exit interview helps a lot in getting the actual feedback from the employees and is of great
help in the improvement in many areas within the organization if taken seriously into
consideration.

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TakeAWAYS:

 Firstly it was a very good experience to work and learn with a world class as it was my
first step into the corporate world.
 When I saw my senior people doing each & every kind of work I came to know how
much important is each & every work. Maintaining files in systematic manner with each
& every detail is very important, if not done it hinders the work whenever these are
required for reference in medical claim formalities appraisal etc.
 I also learned how much the values and culture of the organization impacts the
employee’s productivity. Like here the seniors were approachable in nature, I felt an
open culture. Many a times I felt people are not open to new ideas and they are resistant
to change. I have gained some learning from every individual working here; it might be
in terms of knowledge, skills, behavior or personal traits etc.
 I have learned many small, minute things by observations, being in the HR department
for 2 months, which could not be learnt simply by reading books theoretically. The
practical experience was totally different. I have also learnt that a HR person should be

28
 very polite, soft spoken & good in handling people. Coordination among the different
departments.

I observed the most important and basic thing of today’s world i.e. Time Management at
work ethics and the work culture.

In any job at any level, any post it is must to have the basic knowledge of the job as it is very
important to survive in an organization.

The Organizational Citizenship behavior is a very good thing I observed at Sharda Hospital i.e.
there are employees who are willing to exceed their formal job requirements, it served as a sense
of belonging to the organization.

RECOMMENDATIONS

 They can look into various options like good rewards, bonding programme,
flexible working hours and stronger career path to retain the employees.

 Management also needs to consider other aspects like secure career, benefits,
perks and communication.

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  Making work at fun place, having education and ongoing learning for the
workforce and treating applicants and an employee in the same way as one treats
customers.

 The Exit Interviews should be conducted in a particular time slot to facilitate

speedy and proper post Exit formalities.

 It should be taken into consideration that each employee gets a job of his/her own
interest so that s/he enjoys the work.

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 BIBLIOGRAPHY

www.shardahospital.org/about-us/leadership
www.google.com
www.ebscohost.com
www.citehr.com
www.weberp.intermesh.net
www.indiamart.com

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 ANNEXURE

EXIT INTERVIEW

Name: ___________________________

Department: _________________________________

Designation: _________________________________

Joining Date: _________________________________

Confirmed / On Probation

If On Probation, Date of Confirmation : _____________

Resignation Date: _____________________________

Reason Cited in Resignation Letter :

________________________________________________________________

Contact Information:

Address: ________________________________________________________________

Phone Numbers:

________________________________________________________________

Conducted By: ____________________________

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Date: _____________________________

Through: Interview / Telephone / Letter

HR MANAGER RESIGNEE

(Name) (Name)

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 Annexure II
NO DUES CLEARANCE FORM

Separation Type: Resignation (Voluntary/ Involuntary)/ Absconding/ Termination

Name Employee ID

Vertical Date of Joining

Resignation Date Last Working Date

Personal Email ID Mobile Number

Reporting
Manager
Reason as per
Reporting
Manager

Current Address

NOTE: The contact and address details are mandatory as the Relieving and Experience Letter will be couriered
to the details provided in the form

All the resigned employees are required to serve at least 30 days notice or payment in lieu off

Signature of Signature of Reporting Received on HR Received by HR No Dues Admin.

Applicant Manager Deptt. Deptt. Manager

No Dues Finger Scan Removed E-mail ID Deleted Relieving Letter Issued

HR Manager
Payroll Deptt. Payroll Deptt. HR Deptt. HR Deptt.

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Attach Acceptance of Resignation Letter and Filled Exit Interview Form

Voluntary Resignation: When the employee intent to resign from the duties and responsibilities assigned to them and same is accepted by the
reporting manager Involuntary Resignation: Resignation by employees on ground(s) of any Disciplinary/ Integrity/ Code of Conduct/
Non Performance Issue

EXIT INTERVIEW ANALYSIS & FINDINGS

Total Exits (April’12) 378
Exit Interview Taken 99
Senior management not Dynamic and Enterprising 9%
Non-Cooperative Manager(s) 15%
Loose & Insensitive HR practices 1%
Lack of Learning, Development & Growth 9%
Inadequate Rewards & Recognition 11%
Better career opportunity, job profile or brand 2%
Tremendous, undesirable work pressure 17%
Job is a misfit with my skills 18%
Stiff, unrealistic targets & performance
expectation 11%
Inadequate Compensation & Benefits 6%

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I

SUGGESTION

Objective and Approach

 Identify Key Success Factors

1. Identify Key Success Factors for the Front Line Sales Force
for the Front Line Sales
nference:- Force
2. Validation of Key Success Factors (KSF)
There were 378 employees left in the month of June and main reasons of attrition are mentioned below:-
 Validation of Key Success
Factors
1. Job (KSF)
is a misfit with my skills
Approach:-
2. Tremendous, undesirable work pressure

A study was conducted

3. Non-Cooperative Manager(s) on a controlled group of Front Line Sales Force from NSD
 Methodology – Behavioral Event Interview was adopted for identifying KSF
Prime reason of attrition was Job is a misfit with my skills.
 A total of 6 KSFs were identified, namely, Hunger to Succeed, Competitiveness,
On the basis of these reasonsFocus
Perseverance, we have
& identified
Plannedtwo programmes
Approach, for controllingBuilding
Relationship attrition within organization:-
and Learning
Orientation
1. Potential to Perform online assessment tool
 A questionnaire is developed based on the identified KSFs
2. A –Cube training programme

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  Validation of the structured interview questionnaire will be held with the existing
FOS’s
 A scientific analysis will be done to see if the scores that individuals will get from the
validation correlate with performance at work
 The variances will be tabulated and analysed for improvement

After validating this stool we will ask the new joiness to go through the assessment and

on the basis of scores will identify the potential of new joinees.

KSF – Definition and Indicators

Key Factors Definition High Performers: Low Performers:

1. Do not give up easily and strive till they 1. Lack of clarity on goals that drive
Hunger to succeed is the strong desire that achieve their goals them
Hunger to succeed drives an individual to achieve personal and 2. Ready to face challenging situations with 2. May settle for anything and the
professional goals tough competition not the best alone
3. Fire in belly 3. Give up easily
1. Lack passion
and enthusiasm to
1. They want to beat themselves sometimes
Performance to
even their bosses
A self driven person who picks every the highest level
2. Always seek and take advantage of new
Competitiveness challenging opportunity with confidence and 2. Perform best
opportunities
passion when driven b
3. Always want to be a winner
3.
4. Always strive to do better than others
Uncomfortable
with challenges
1. Do not accept defeat, set aside personal
Perseverance is working towards the difficulties 1. May lose focus if confronted with
objectives with hard work, determination and 2. Follow-up multiple times obstacles and difficulties
Perseverance
commitment in spite of oppositions and 3. Multiple tactics to handle queries 2. Need more supervision to guide
obstacles 4. Not time bound : Spends 3-4 hours with them through their work
customer

Key Factors Definition High Performers: Low Performers:

1. Inherently look for data on industry, competitors

2. If data is not available they ask their peers, seniors for

1. Do not set goals for themselves
Focus and planned approach is the same
2. Not target driven
Focus & Planned approach a systematic and disciplined 3. Set their targets and remain focused until closure of
3. Do not prepare or do pre-work
way of handling any situation the deal
before meeting customers
4. Follow planned and systematic approach in achieving

targets

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 Building rapport by
understanding customer’s
Relationship building needs and working on the
relationship with effective
communication and trust
Having a strong inclination and
Learning Orientation willingness to acquire
knowledge and skills
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1. Always make an extra effort to develop and maintain
1. Unable to hold the attention of
contacts
others and build contacts
2. Able to influence customers, build deep and long
2. May find it difficult to interact with
lasting relationships and find references through existing
unapproachable and rigid customers
customers
1. Ask for feedback and suggestions for improvement
1. Do not learn or gather information
from their seniors
from the sales point of view
2. Ability to pick up data and information which can be
2. Not curious and do not search for
applied for effective selling strategies.
opportunities to widen their knowledge
3. Use past experiences as a learning forum for the
and skills
future transactions and also optimize time
 QUESTIONNIARE

1. How satisfied were you with your job?

o VERY SATISFIED

o SATISIFED

o NEITHER SATISFIED NOR DISSATISFIED

o DISSATISFIED

o VERY DISSATISFIED

2. As a new employee at the sharda Hospital, did you receive an orientation

package?

1. YES

2. NO

3. DON’T REMEMBER

3. Did anything trigger your decision to leave?

О Yes О No

4. Did your job duties turn out to be as you expected?

О Yes О No

5. Did you receive adequate support to do your job?

О Yes О No

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 6. Did you receive enough training to do your job effectively?

О Yes О No

7. Were you satisfied with this hospital 's performance review process?

О Yes О No

8. Were you happy with your pay, benefits and other incentives?

О Yes О No

9. Before deciding to leave, did you try for a transfer within the
hospital ?

О Yes О No

10. Did anyone in this hospital discriminate against you, harass you or
cause hostile working conditions?

О Yes О No

11. Did you receive sufficient feedback about your performance between
performance reviews?

О Yes О No

12. Your overall rating for the organization

1 2 3 4 5

Very Dissatisfied О О О О О Very Satisfied

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 13. How would you rate the following… Career Opportunities .

1 2 3 4 5

Very Dissatisfied О О О О О Very Satisfied

14. Work/Life Balance

1 2 3 4 5

Very Dissatisfied О О О О О Very Satisfied

15.Senior Management

1 2 3 4 5

Very Dissatisfied О О О О О Very Satisfied

16.Culture & Values

1 2 3 4 5

Very Dissatisfied О О О О О Very Satisfied

17. Will you recommend Sharda Hospital to your friends

О Yes О No

18. To what extent did your supervisor assist you with developing your
career?

1. TO A GREAT EXTENT

2. TO SOME EXTENT

3. TO A SMALL EXTENT

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 4. TO NO EXTENT

19. Rate levels of the following working conditions in your job.

(Circle one number for each item.)

Too About Too Doesn’t

much Right Little Apply

1. On-the-job training time 1 2 3 8

2. Frequency of communication 1 2 3 8

with supervisor

 Workload at your position 1 2 3 8

 Frequency of travel required 1 2 3 8

 Length of trips 1 2 3 8

 Length of work commute 1 2 3 8

20. One PRIMARY REASON for leaving the organization

 Lack of communication from the top management

 No recognition for achievement

 Non cooperative manager

 Job is a misfit with my skills

 Uncompetitive salary

 Work not enjoyable

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  Other

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