CORPORATE PROFILE

Satyam: An end-to-end IT services provider

Satyam Computer Services Ltd. (NYSE: "SAY"), is an end-to-
end IT solutions provider. It operates in 57* countries, with a customer base of over 570*
global companies, including over 165* Fortune 500 corporations. Satyam's highly skilled,
dedicated IT professionals, its subsidiaries and Joint Ventures provide customized IT
solutions for several industries using a range of technical expertise and experience.

Satyam's range of expertise

• Software Development Services

• Engineering Services
• Systems Integration
• ERP Solutions
• Customer Relationship Management
• Supply Chain Management
• Product Development
• Electronic Commerce
• Consulting
• IT Outsourcing

Industry Verticals

• Automotive
• Banking & Finance Services
• Energy & Utility
• Government
• Healthcare
• Insurance
• Manufacturing
• Non-Profits
• Process Industry
• Real Estate & Construction
• Retail
• Telecom
• Travel & Transportation

Satyam's subsidiary Satyam Infoway provides Internet

Access & Hosting services and Network & Network-enabled services. Satyam's BPO
subsidiary Nipuna provides a host of Business Process Outsourcing services.
Satyam’s range of consulting and IT skills has helped businesses re-engineer and re-
invent their products, services and processes to compete successfully in an ever-
changing marketplace. Satyam's state-of-the-art software development centers in
India, the USA, the UK, the UAE, Canada, Hungary, Singapore, Malaysia, China,
Japan and Australia* work with a variety of business and technology partners to
design and implement projects onsite, offshore and offsite.
The organization emphasizes on acquiring an in-depth knowledge of the customer's
context and needs, and designs solutions fine-tuned to these needs. S

satyam's ideas and products have resulted in technology-intensive transformations that

have met the most stringent international quality standards. Simultaneously, Satyam
teams proactively work on turning new ideas into products that answer global market
needs. One such product is Vision Compass, a web-enabled collaborative enterprise
management software. Satyam has developed strategic alliances with leaders in several
technical areas. Through a web of over 90* technology and business partnerships, Satyam
offers clients comprehensive, cutting-edge solutions. Satyam’s SEI CMM® Level 5
assessment reflects its commitment to Quality processes and products.

ORGANIZATIONAL STRUCTURE
Satyam: A customer-centric organization

Satyam's organizational structure is inspired by a

unique concept –the Network of Circles. Each Circle offers a specific set of
business offerings based on its competency profile. The result is an internal culture
where new ideas are nurtured and acted upon and new competencies developed.
This way Satyam continuously provides services right across the IT value chain.

At the center of the Network of Circles is the customer, whose business requirements
are the driving force. Accordingly, the Circles are categorized as:

• Verticals Business Units (Based on the customer’s line of business)

• Horizontal Competency Units (Based on competency requirements)
• Regional Business Units (Based on the regions the unit operates)
CUSTOMER PHILOSOPHY

Satyam's organizational structure reflects our commitment to making the customer

the driving force of our all our initiatives.Satyam's processes are oriented to give the
organization a sharp insight into customer needs. Satyam acts on these inputs and
translates them into solutions for the customer.

Satyam's Five Cs Approach

• Communication
• Collaboration
• Competency enhancement
• Customer intimacy
• Competitive edge

CORPORATE SOCIAL RESPONSIBILITY

Satyam's Community Outreach Program

Satyam believes that wealth creation is incomplete unless it

contributes to the well-being of society. It believes that creators of business value
must constantly look for ways to use this value to fulfill a larger social responsibility.
Thus reaffirming its role as contributing members to the social and economic
milieu.As a larger expression of its mission and core values, Satyam is actively
involved in a variety of public service projects serving underprivileged groups in
urban, semi-urban and rural areas.
Satyam works through Satyam Foundation, an
umbrella organization that brings together committed Satyam Associates, their
spouses and other family members as volunteers. Satyam Foundation works in the
areas of Health, HIV/AIDS, Education, Environment, Livelihood, Street Children and
Slum Development.

SUBSIDIARIES AND JOINT VENTURES

Satyam has several subsidiaries and Joint Venture companies that provide solutions
in niche areas.
Subsidiaries

• Nipuna Services Limited

• Satyam Technologies Inc.
• Satyam Computer Services ( Shanghai) Co Ltd
• Citisoft Plc.
• Knowledge Dynamics Pte. Ltd

Joint Ventures
 • Satyam Venture Engineering Services Pvt. Ltd.
• CA Satyam ASP Pvt. Ltd.

THE SATYAM EDGE

Satyam: The preferred IT services provider

With nearly a decade-and-a-half of experience in servicing global MNCs and Fortune

500 clients with end-to-end IT services, solutions and products, Satyam has come a
long way, emerging as the preferred IT services provider for major global business
corporations. An innovative organization, Satyam has been a pioneer-of-sorts in the
Indian IT industry.

Landmarks

• Pioneered the IT Offshore Development concept in India

• First established a satellite link for communicating with client sites
• Developed the unique RightSourcing delivery model
• Established India Development Centers for clients
• First to have acquired BVQI’s ISO 9001:2000 certificate
• Developed eSCM model for ITES/BPO space with Carnegie Mellon University
and Accenture

Advantage Satyam

• World class processes (SEI CMM® Level 5, ISO 9001: 2000, eSCM)
• Global presence (Operations in 57* countries across 6 continents)
• Long lasting customer relationships (Nearly 80 % of repeat business)
• Flexible engagement models (RightSourcing delivery model, IDCs, GDCs, JVs)
• Evolved competency and solution-based services
• Technology-led innovator
• Experience in serving top-notch customers that include four of Top 10 Fortune
500 corporations
• Strong Domain knowledge
• Highly qualified IT professionals
• State-of-the-art infrastructure
• Offshore advantage
 A PROFILE OF INDIAS SOFTWARE INDUSTRY

The global IT services market is estimated to be worth around US$ 570 billion in 2003,
as per Gartner's estimates. India's market share with estimated exports of US$ 12.2 billion
stands at a mere 3.3%. As such, the growth potential for the sector continues to be
immense.

The strength of the Indian software is indicated by the fact that the Indian software and
services exports have managed to grow by around 26%-28% over the past few years
despite the economic downturn that swept worldwide markets. While cost leadership has
been the competitive edge of the Indian software sector over the years, this seems to be
threatened now by multinationals that are replicating the Indian outsourcing model and
setting up bases in the country.
The booming IT industry (including software services outsourcing and IT enabled
services) has become emblematic of the success of the liberalisation agenda in India and
of the ongoing process of globalisation. It generated about $ 23 billion worth of annual
export earnings in 2005 and has creating about 800,000 jobs in a short span of time,
drawing young people into a global industry that is very different from anything India has
seen before. The IT industry has contributed substantially to the rapid economic growth
and cultural transformations that have taken place since the 1990s, as India has become
more integrated into the global economy. Moreover, the rapid growth of this industry has
produced visible and not-so-visible social and cultural transformations in cities such as
Bangalore, altering the urban landscape and creating previously unimaginable pockets of
wealth and avenues for geographical and social mobility within the urban middle classes.

Going forward, the advantage of low employee costs could dry out and the sector could
get commoditised. Besides, India has competition from the likes of China and Southeast
Asia as other outsourcing destinations.

Increasing competition and pressure on billing rates are among the key reasons forcing
the Indian software industry to make a fast move up the software value chain, thereby
providing high-value services to its clients. With competition for talent intensifying, the
need to retain key employees has gained weight.

WORK CULTURE AND MANAGEMENT

As a global industry with strong connections with American companies, the Indian
software services and BPO industries have introduced novel management systems and
work cultures into the Indian workplace. These ‘new workplaces’ are characterised by
‘flat’ and non-bureaucratic organisational structures, informal relationships, emphasis on
teamwork, and flexible management policies. Most IT companies, both Indian and MNC,
offer relatively non-hierarchical work cultures, employee-friendly human resource
policies, attractive working environments and high salaries. But at the same time, the
industry is known for its high-pressure work atmosphere and long working hours, which
create high levels of stress, employee dissatisfaction, and high attrition rates.
. While there is considerable variation across the different sectors of the IT and among
companies (especially between Indian companies and multinationals), there are also
common patterns that can be identified.

Software services outsourcing companies as well as business process outsourcing

companies (BPOs) employ a mix of ‘direct’ and ‘indirect’ or ‘normative’ methods of
organisational control. Indirect forms of control derive from contemporary management
theories in the West, and are advocated as more humane and employee-friendly than the
direct methods of bureaucratic control typical of large ‘old economy’ companies. Such
methods include the creation of a strong corporate culture and organisation into teams.
Although IT and ITES companies employ these ‘soft’ management techniques to a large
extent, direct methods of monitoring and control are becoming more prominent as the
work process has become increasingly ‘process-driven’. This trend is due primarily to the
trend towards standardisation of software production process based on quality
certifications such as the CMM Level Five, and the modular system of software
development used by most large services companies.
These trends have made IT work increasingly
mechanical and routinised, which in turn erodes job satisfaction and may lead to the
deskilling of the workforceIn the IT and ITES industries, the relationship between
management and employees is different from that in ‘old economy’ industries, due to the
fact that the educational, social class and age difference between employees and
managers is minimal, software engineers tend to move into management positions at a
young age. Moreover, because computer programming and backend business services are
defined as ‘knowledge professions’, and that they are well-paid technical and white collar
jobs, these ‘knowledge workers’ do not see themselves as ‘labour’ in the classical sense.
These factors mitigate against possible conflict between employees and managements,
and explain the general lack of interest in unionisation or collective action in this
industry. Employees tend to deal with managements as individuals, and when they are
not satisfied with their jobs they vote with their feet, contributing to the high attrition
rates for which the industry is known.

While software and BPO companies struggle with high attrition rates and design novel
HR policies in order to retain employees, several aspects of the work culture of the IT
industry itself promotes this pattern of high mobility. The IT work culture encourages an
ethos of individualism in which employees seek career development primarily by job-
hopping. In the software industry, employability and career growth depend on continually
improving one’s ‘skill sets’ to keep up with rapid changes in technology, and adding
value to one’s resume through work experience, certifications, and the like, thus
individuals are responsible for developing their careers, often by changing jobs. This
pattern contributes to the fluidity of the software labour market and the pattern of labour
flexibility, which in the long run benefits the IT industry.
HR Challenges in the Indian Software Industry

Software is a wealth and job creating industry, which has in just a few years, grown to
US $ 1 trillion, employing millions of professionals worldwide. The Indian software
industry has burgeoned, showing a nearly 50% compounded annual growth rate over the
recent years. Being a knowledge-based industry, a high intellectual capital lends
competitive advantage to a firm. Intellectual capital comprises human capital and
intellectual assets?the latter being any created bit of knowledge or expertise. With a
global explosion in market-opportunities in the IT sector, the shortage of manpower both
in numbers and skills is a prime challenge for HR professionals. The related issues are
varied indeed: recruitment of world-class workforce and their retention, compensation
and career planning, technological obsolescence and employee turnover.
Retention and Motivation

Retention and motivation of personnel are major HR concerns today. People?a Gartner
group company specializing in management of human capital in IT organizations?has
observed that the average tenure for an IT professional is less than three years. Further,
the use of new technologies, the support of learning and training, and a challenging
environment ranked higher than competitive pay structures as effective retention
practices. Our own recent survey of 1028 software professionals from 14 Indian software
companies, showed that while the professional gave importance to personal and cultural
job-fit, HR managers believed that the key to retention was salary and career satisfaction.
Money was a prime motivator for 'starters', but for those into their third or fourth jobs,
their value-addition to the organization was more important. Monetarily, offering 'the
best salaries in industry' is the minimum every company is doing, apart from
performance-based bonuses, long-service awards, and stock options. Many organizations
frequently conduct employee satisfaction and organization climate surveys, and are
setting up Manpower Allocation Cells (MAC) to assign 'the right project to the right
person'. In fact, some are even helping employees with their personal and domestic
responsibilities to satisfy & motivate their workforce!

Attracting the Best Talent

In a tight job market, many organizations often experience precipitous and simultaneous
demands for the same kinds of professionals. In their quest for manpower, they are
cajoling talent around the world. In such a seller's market, software companies are
striving to understand which organizational, job, and reward factors contribute to
attracting the best talent?one having the right blend of technical and person-bound skills.
This would mean a knowledge of 'the tools of the trade' combined with conceptualization
and communication skills, capacity for analytical and logical thinking, leadership and
team building, creativity and innovation. The Indian software industry suffers from a
shortage of experienced people such as systems analysts and project managers, and
attracting them is a key HR challenge......
Compensation and Reward

Increasing demands of technology coupled with a short supply of professionals (with the
requisite expertise) has increased the costs of delivering the technology. This makes
incentive compensation a significant feature, with the result that software companies have
moved from conventional pay-for-time methods to a combination of pay-for-knowledge
and pay-for-performance plans. With the determinants of pay being profit, performance
and value-addition, emphasis is now on profit sharing (employee stock option plans) or
performance-based pay, keeping in view the long-term organizational objectives rather
than short-term production-based bonuses. Skills, competencies, and commitment
supercede loyalty, hard work and length of service. This pressurizes HR teams to devise
optimized compensation packages, although compensation is not the motivator in this
industry.

Being ?the best place to work with?

As with any other professional, what really matters to software professionals is selecting
'the best place to work with'?which is what every company is striving to be. The global
nature of this industry, and the 'project-environment' (as opposed to ?product
environment?) has added new cultural dimensions to these firms. In a value-driven
culture, values are determined and shared throughout the organization. Typically, areas in
which values are expressed are: performance, competence, competitiveness, innovation,
teamwork, quality, customer service, and care and consideration for people. Flat
structure, open and informal culture, authority based on expertise and ability rather than
position, and flexi-timings are some of the norms software firms follow. The idea is to
make the work place a 'fun place' with the hope of increasing loyalty and commitment.
Coping with the Demand-Supply Gap

Shortage of IT professionals is global in nature and not peculiar to the Indian software
industry alone. W. Strigel, founder of Software Productivity Centre Inc. (1999) has
projected the shortage of software professionals to be one million by 2006. In fact, a
survey reports that 75 per cent of US companies planned to reengineer their applications
using newer technologies, but found that 72 per cent of their existing staff lacked the
skills needed in these technologies, and 14 per cent were not even re-trainable.
For India, it is predicted that in the year 2004 itself, the IT sector will need 1,95,000
professionals. This trend will continue, and in the year 2010 almost 3,70,000 IT
professionals will be required (Strategic Review Reports, NASSCOM 1996-2001).
Consequently, recruitment managers are exploring new sources of IT manpower from
non-IT professional sectors, as well fresh, trainable science graduates.
Integrating HR strategy with Business Strategy

The strategic HR role focuses on aligning HR practices with business strategy. The HR
professional is expected to be a strategic partner contributing to the success of business
plans, which to a great extent depend on HR policies pertaining to recruitment, retention,
motivation, and reward. The other major areas of concern for HR personnel in this
context are, management of change, matching resources to future business requirements,
organizational effectiveness, and employee development

Encouraging Quality and Customer focus

Today?s corporate culture needs to actively support quality and customer orientation.
With globalization and rapid technological change, quality is of utmost importance for
the Indian companies, which earn most of their revenues through exports. Hence, the HR
professional as a strategic partner needs to encourage a culture of superior quality to
ensure customer satisfaction?the only real measure of quality of a product or service.
To be competitive today, an organization needs to be customer responsive.
Responsiveness includes innovation, quick decision-making, leading an industry in price
or value, and effectively linking with suppliers and vendors to build a value chain for
customers. Employee attitudes correlate highly with customer attitude. The shift to a
customer focus redirects attention from the firm to the value chain in which it is
embedded. HR practices within a firm should consequently be extended to suppliers and
customers outside the firm.

Up-gradation of Skills through Re-training

Rapid and unpredictable technological changes, and the increased emphasis on quality of
services are compelling software businesses to recruit adaptable and competent
employees. Software professionals themselves expect their employers provide them with
all the training they may need in order to perform not only in their current projects, but
also in related ones that they may subsequently hold within the organization. As observed
by Watts Humphrey, Fellow of the Carnegie Mellon University, "?as software
professionals gain competence, they do not necessarily gain motivation. This is because a
creative engineer or scientist who has learned how to accomplish something has little
interest in doing it again. Once they have satisfied their curiosity, they may abruptly lose
interest and seek an immediate change". And when the rate of technological change is
high?may be higher than the time required to acquire competence in one area?
professionals could undergo psychological turbulence owing to the need to work in a new
technology throughout their career. They want to gain new knowledge, which will be
utilized by their organization. On the basis of the new learning they want to work in
higher segments of software value chain. Therefore, constant up-gradation of employee
skills poses yet another challenge for HR personnel.

In Conclusion
With the advent of a work situation where more and more companies are having to
concede that their valued employees are leaving them, a new concept of career and
human resource management is bound to emerge. The focus of this new paradigm should
not only be to attract, motivate and retain key 'knowledge workers', but also on how to
reinvent careers when the loyalty of the employees is to their 'brain ware' rather than to
the organization.
With lifetime employment in one company not on the agenda of most employees, jobs
will become short term. Today's high-tech employees desire a continuous up-gradation of
skills, and want work to be exciting and entertaining?a trend that requires designing work
systems that fulfill such expectations. As employees gain greater expertise and control
over their careers, they would reinvest their gain back into their work.
HR practitioners must also play a proactive role in software industry. As business
partners, they need to be aware of business strategies, and the opportunities and threats
facing the organization. As strategists, HR professionals require to achieve integration
and fit to an organization's business strategy. As interventionists, they need to adopt an
all-embracing approach to understanding organizational issues, and their effect on people.
Finally, as innovators, they should introduce new processes and procedures, which they
believe will increase organizational effectiveness.
NEED FOR STUDY

While India does have a large talent pool (annually 167,000 engineering students and
1.54 million graduates pass out of the country’s educational institutions), not all are
‘industry-ready’ or equipped with the necessary skill sets to become useful to the
companies. This means that while there is plenty of supply at the entry level ,there are
huge gaps in the middle management and senior management levels.
This has resulted in increased levels of poaching and attrition
cases. Presently, the average attrition rate faced by the software industry is somewhere
around 30-35 percent.In such a situation,it is important to retain the best employees.The
cost of replacing an employee is estimated as up to twice the individuals annual salary
and this does not include the cost of lost knowledge
Hence Satyam felt that a study on employee retention was needed to
understand ways in which they can improve retention
OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the extent of Employee Retention at satyam development centre Bangalore and
identify the factors affecting the same

SECONDARY OBJECTIVE

• To collect and analyse the perceptions of the internal employees on the various
factors affecting employee job satisfaction which inturn affects retention of
employees like

 Working condition
 Opportunity of growth
 Rewards and recognition
 Sensitivity of the company to the employee needs
 Team work and support from the reporting managers
 Performance appraisal process
 Training and development programs

• To collect and analyse the perceptions of the employees who left the company on
the reasons and factors which forced them to leave the organization
• To study about the various retention strategies adopted by different organizations
in different sectors
LIMITATIONS
 Not much response was received for exit interviews
 There may be a bias in the employees responses received from the internal
interviews conducted with the current employees.They felt that the negative
responses given would have an impact on their own jobs.
RESEARCH METHODOLOGY

RESEARCH DESIGN

The study is carried out to determine the level of employee retention in a

particular vertical business unit called TIMES- i.e. employees who were handling
projects in telecom, infrastructure, media, entertainment, sectors of satyam development
centre Bangalore. Thus it is descriptive in nature, as the objectives were clearly
mentioned when the study was conducted

SAMPLING DESIGN

Inthe first phase of the project exit interviews were conducted. The total
sample size taken for exit interview was 100.(employees who left the company the
previous year).But the sample size considered was 25.In the second phase survey was
done on the current employees to find their satisfaction level and to improve retention. A
sample size of around 20 employees were considered for this which included 5 senior
managers and the rest 15 employees with work experience of 1 yr or more with satyam.

SAMPLING TECHNIQUE
The sampling technique used was simple random sampling as the employees
were picked randomly who falls into a time frame of 1 year of exit, and for the internal
interviews employees who have a work experience of 1 year or more were set as the
sampling frame from which the sample population was randomly chosen.
DATA COLLECTION

PRIMARY DATA
The primary data for the exit interviews were was collected through mailers
and the data for the internal interviews on the current employees was collected through
face to face interviews

SECONDARY DATA
The secondary source of data collection was through the use of internet and
reference books.

ANALYTICAL TOOLS USED

 Simple percentage analysis

 Spss analysis
ANALYSIS &INTERPRETATION

Perception of employees about the working conditions in satyam

RESPONSES FREQUENCY PERCENTAGE

VERY SATISFIED 26 52%
SATISFIED 24 48%
DISSATISFIED 0 0%
VERY
DISSATISFIED 0 0%

FREQUENCY

0%

0%

VERY SATISFIED

48% SATISFIED
52% DISSATISFIED
VERY DISSATISFIED

INTERPRETATION
• From the above table we infer that around 52%employees are very
satisfied with the working conditions and around 48% employees find
the conditions just satisfactory.
• The employees feel that a more informal atmosphere should be
brought in and also the transportation timing should be more flexible
according to their working hours.
• As far as the working atmosphere of Satyam is concerned the
employees are more or less satisfied with it.
PERCEPTION OF EMPLOYEES ON THE OPPORTUNITIES FOR
CAREER GROWTH

RESPONSES FREQUENCY PERCENTAGE

very good 22 44%
good 15 30%

satisfactory 13 26%

poor 0 0%

FREQUENCY

0%

26%

very good
44%
good
satisfactory
poor

30%

INTERPRETATIONS
• About 44% of employees feel that there is a very good opportunity for
growth in terms of career in satyam.Some of them could make
significant growth in their career as they got plenty of opportunites
and so they are highly satisfied
• There are around 30% of employees who feel its good and around
26% who feel its satisfactory
• The employees are highly satisfied that they have a lot of onsite
opportunities coming their way which they are very happy about
since they get a lot of exposure.
 PERCEPTION OF EMPLOYEES ON THE REWARDS AND
RECOGNITION

RESPONSES FREQUENCY PERCENTAGE

very good 3 6%

good 25 50%

satisfactory 15 30%

poor 7 14%

REWARDS AND RECOGNITION

6%
14%

very good
good
satisfactory
30%
50% poor

INTERPRETATIONS

More than 40% employees are not happy with the rewards and
recognitions given by the company.they feel that they are not
recognized for a good work done at the right time and the rewards are
not satisfactory

There are around 56% people who are very happy with the
recognition process and they feel that they are being rewarded by the
pat on the back awards for the good work done.They are very happy
with the present processes
PERCEPTION OF EMPLOYEES ON THE TRAINING AND
DEVELOPMENT CONDUCTED BY SATYAM

RESPONSES FREQUENCY PERCENTAGE

very good 3 6%

good 24 48%

satisfactory 21 42%

poor 2 4%

TRAINING AND DEVELOPMENT

4% 6%

very good
good
42%
satisfactory
48% poor

INTERPRETATION
• More than 40% of employees feel that the training and development
program can be improved in the sense more programs could be
implemented which can really help their work easier and which they
can apply in their current job.They feel more knowledge sharing should
be there between the different circles within the company.They feel the
training timings should be more flexible and a need of more practical
exposure
 PERCEPTION OF THE EMPLOYEES ON THE PERFORMANCE
APPRAISAL PROCESS CONDUCTED BY SATYAM

RESPONSES FREQUENCY PERCENTAGE

very satisfied 4 10%
satisfied 9 23%
dissatisfied 21 52%
very dissatisfied 6 15%

PERFORMANCE APPRAISAL PROCESS

15% 10%

23% very satisfied

satisfied
dissatisfied
very dissatisfied

52%

INTERPRETATION

• This is one process on which employees expressed a whole lot of

dissatisfaction
• .They feel that the process could be improved as they feel that the
normalization process that goes into this procedure is not fair and they
are not getting what they deserve even after giving their best to their
job.
FREQUENCY PERCENT
• This is highly
YES 26 52%
demotivating and
NO 24 48% could be seen as one
TOTAL 50 100% of the major factor
for employees leaving the firm .Satyam should bring about some
change in this area
PERCEPTIONS OF EMPLOYEES ON HOW SENSITIVE IS
SATYAM TO EMPLOYEES NEEDS AND PROBLEMS

SENSIIVITY TO EMPLOYEE NEEDS

27
26
25 FREQUENCY
24
23
YES NO

INTERPRETATION
About 48% employees feel that the company needs to be more responsive to
their problems and needs.They feel that when they raise some requests,they don’t get
quick responses.
PERCEPTIONS OF EMPLOYEES ON THE TEAM WORK AND
THE SUPPORT FROM THE REPORTING MANAGERS

RESPONSES FREQUENCY PERCENTAGE

very good 24 59%
good 15 38%
average 1 3%
bad 0 0%

TEAM WORK AND SUPPORT FROM

REPORTING MANAGERS

3% 0% very good
38% good
59% average
bad

INTERPRETATIONS
• Majority of the employees surveyed are very happy about the team they work
in and the support given by the project lead and the supporting managers
• They feel the reporting managers are very friendly ,understanding and guide
them very well in their project
• There were some employees who expressed dissatisfaction about their
relationship with the reporting managers,they feel that there should be more
interactions and meetings with them to increase the comfort level of
employees
 FINDINGS

 The main finding from the exit interviews is that majority of the
employees left the organization due to lack of recognition and
growth opportunity
 Employees both the current employees as well as the employees who
left the company feel that the company should improve its annual
performance appraisal process.They feel that the normalization
process is unfair and is not consistent or uniformly applied based on
their performance
 Relationship with the team mates and the support from the project
leads and the reporting managers is appreciable.All the employees are
very happy and satisfied with the team they work in and specified that
they received good support from their superiors