Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India

Ammu Anantharaja*

Employee turnover reflects a companys internal strengths and weaknesses. New hires need to be constantly added, further costs in training them, getting them aligned to the company culture, etc.,all pose a challenge. Organizations also face difficulties in retaining the remaining employees as well as attracting potential employees. High attrition rates also lead to a chronic or systemic cycle. All this has a significant impact on the strength of a company in managing their business in a competitive environment. This study is conducted to find out the main causes which increase the employee turnover in BPO companies and to find out the way to control attrition. The work is descriptive in nature. This study was carried out in BPO companies in and around Bangalore. In this study, the opinion of 110 employees was taken for the analysis. The tool used for collecting the data was a structured questionnaire. For the analysis, chi-square and percentage method were used.

Introduction
The Indian Information Technology/Information Technology Enabled Services (IT/ITES) industry has tremendous potential to become as engine of growth and productivity for the economy of the country. Business Process Outsourcing (BPO) is a delegation of one or more IT-intensive business processes to an external provider that, in turn, administers and manages the selected process based on defined and measurable performance criteria. BPO is one of the fastest growing segments of the ITES industry. It is growing at a phenomenal pace. Exports were worth $5.2 bn in 2004-2005 which grew at 41% in 2005-2006 to $7.3 bn. The rapid growth and entry of new players have resulted in the poaching of employees in high numbers. Salaries at the entry level have risen 10-15% while 25-30% at the top level. With 245,100 people employed at the end of march 31, 2004, against 171,000 last year, the industry witnessed a growth rate of about 40-42% in hiring. On the
* Research Scholar, Department of Management Studies, National Institute of Technology, Tiruchirappalli 620015, India. E-mail: avsarata15@gmail.com
13

2009 of Attrition in BPO Companies: Causes IUP. All Rights Reserved. Study of a Mid-Size Organization in India

hiring front, the industry absorbed about 74,000 people in 2003 despite the attrition rate of 40-45%, a matter of concern. The size of the Indian BPO market was around $9-12 bn in 2006 and had around 4,00,000 of employee. Today, attrition is one of the major problems faced by the HR managers of the IT industry across the globe. According to a recent survey conducted by All India Management Association (AIMA) on CEOs and HR managers of different IT organizations, attrition (also known as employee turnover) is the second important issue related to HR department. The impact of attrition has received considerable attention by senior management, HR professionals and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organizations. According to a recent survey conducted by Business World (Table 1), the BPO/ ITES industry is facing high rate of attrition and there are various factors that makes an individual to leave a job. While an employee leaving the job is considered attrition by one organization, it is looked at as talent acquisition by the other organization and to the individual it most often means a career move, economic growth and enhancement of the quality of life. So what is a problem for one in the value chain may be an opportunity for the other. Table 1: Comparison of Attrition Rate for 2005 and 2006
Sector All Industries Manufacturing IT BPO/ITES Telecom FMCG Financial Sector 2005 17 12 11 40 22 Na 18 Source: Business World, February 2007 2006 21 13 18 43 12 19 27

Attrition rate is a burning issue for HR department because an organization faces problems like losing the talents and knowledge, cost related to training, recruitment etc. This is because today businesses are more dependent than ever before on their top performers to innovate and provide services that differentiate a company from its fierce competitor. In other words corporates are dependant upon their human assets to survive and thrive. This study focuses on the causes of attrition in organizations and the actions taken by the organizations to control it, and finally provides few suggestions to control the employee turnover in SS Technologies.
14 The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

Objectives
The following are the objectives of the study:

To understand the reasons for attrition; To identify the major problems faced by employees in the organization which lead to attrition; To understand the problems faced by the organization due to attrition; To suggest ways and means to check attrition.

Methodology
This research is undertaken to assess the causes of attrition and its remedies. The main aim of such a design is to ensure that the required data are collected objectively, accurately and economically.

Data Collection
Primary Data: Data regarding the causes of attrition and its remedies was collected directly by interacting with the employees of the organization by a structured questionnaire. Secondary Data: The secondary data was collected from the existing data, company records, and the Internet.

Research Tools
Questionnaire: The questionnaire used in this study was direct and structured. The types of questions asked in this questionnaire were both closed-ended and open-ended, and multiple choice. To test the validity and veracity of the structure of the questionnaire and to find out whether the purpose would be fulfilled, a pilot study was conducted where a sample of 20 questions was collected to find opinion of employees on the causes of attrition in a company. The main objective of using these techniques was to understand the current process of the company and whether the employees were satisfied.

Sample Size
The scope of the study was limited to employees of different companies. The number of respondents in this category was 110. The research work was carried out at SS Technology, a mid-size organization, based in Bangalore. The total number of SS employees was 110. Hence it is a census sampling which was adopted.

Statistical Tools
Here chi-square test, Karl Pearson Rank correlation and percentage method is used for the analysis and interpretations of the collected data.
Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India 15

Hypotheses
Using the parameters like age, gender, marital status, native place and experience, the following null hypotheses have been tested. H0a: There is no significant difference between age and causes of attrition. H0b: There is no significant difference between gender and causes of attrition. H0c: There is no significant difference between marital status and causes of attrition. H0d: There is no significant difference between native place and causes of attrition. H0e: There is no significant difference between experience and causes of attrition.

Data Analysis and Interpretation

It could be observed from Table 2 that the maximum number of respondents fall under age of 26-30 age group category and their impact on attrition ranged between 29 and 56 with an average of 44.13. The impact of respondents of 20-25 age category on attrition ranged between 28 and 56 with an average of 42.23. On the other hand, the impact of respondents of 31 and above age category on attrition ranged between 29 and 54 with an average of 44.76. Table 2: Impact of Age on Attrition (One-Way Table)
S. No. 1. 2. 3. Age 20-25 26-30 31 and Above Total No. of Respondents 35 46 29 110 Percentage 31.82 41.82 26.36 100.00 Average 42.23 44.13 44.76 Range Min. 28 29 29 Max. 56 56 54

With a view to find the degree of association between the age of respondents and its impact on attrition, a two-way table was prepared and illustrated. It is found from Table 3 that the percentage of attrition was the highest (41.38) among the respondents of 31 and above category and was the lowest (27.59) among the respondents of 20-25 age group categories (high level). The percentage of attrition was the highest (49.18) among the respondents of 26-30 category and the same was the lowest (19.67) among the respondents of 31 and above group (medium level). On the other hand, the percentage of attrition was the highest (40) among the respondents of 20-25 categories and the same was the lowest (25) among the respondents of 31 and above category (low level).
16 The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

Table 3: Impact of Age on Attrition (Two-Way Table)

S. No. 1. 2. 3. Age 20-25 26-30 31 and Above Total Score Low 8 (40) 7 (35) 5 (25) 20 Medium 19 (31.14) 30 (49.18) 12 (19.67) 61 High 8 (27.59) 9 (31.03) 12 (41.38) 29 Total 35 46 29 110

In order to find the relationship between the age of the respondents and its impact on attrition, a chi-square test was used and the result of the test is shown in Table 4. Table 4: Chi-Square (2) Test for Impact of Age on Attrition
Factor Age Calculated 2 Value 9.4267 Table Value 7.78 Degree of Freedom 4 Remarks Significant (at 1% level)

It is noted from Table 4 that the calculated chi-square (2) value is more than the table value and the result is significant at 1% level. Hence, the hypothesis age of the respondents and the impact on attrition are associated holds good. From the analysis, it is inferred that there is a close relationship between the age of the respondents and its impact on attrition. It is inferred from Table 5 that the level of impact of male respondents on attrition ranged between 28 and 54 with an average of 39.62. The impact of female respondents on attrition ranged between 29 and 56 with an average of 43.94. Table 5: Impact of Gender on Attrition (One-Way Table)
S. No. 1. 2. Gender Male Female Total No. of Respondents Percentage 61 49 110 55.45 44.55 100 Average 39.62 43.94 Range Min. 28 29 Max. 54 56

With a view to find the degree of association between the gender of respondents and its impact on attrition, a two-way table was prepared. It is found from Table 6 that the percentage of high level impact on attrition was the highest (55.17) among male respondents and the lowest (44.83) among the female respondents. The percentage of medium level impact on attrition was the highest (55.74) among the male respondents and the lowest (44.26) among the female
Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India 17

respondents. On the other hand, the percentage of low level impact on attrition was the highest (55) among the male respondents and the lowest (45) among the female respondents. Table 6: Impact of Gender on Attrition (Two-Way Table)
S. No. 1. 2. Gender Low Male Female Total 11 (55) 9 (45) 20 Score Medium 34 (55.74) 27 (44.26) 61 High 16 (55.17) 13 (44.83) 29 61 49 110 Total

In order to find the relationship between the gender of the respondents and its impact on attrition, a chi-square test was used and the result is shown in Table 7. Table 7: Chi-Square Test for Impact of Gender on Attrition
Factor Gender Calculated 2 Value 4.7856 Table Value 4.61 Degree of Freedom 2 Remarks Significant (at 1% level)

It is noted from Table 7 that the calculated chi-square value is more than the table value and the result is significant at 1% level. Hence, the hypothesis gender of the respondents and its impact on attrition are associated doesnot hold good. From the analysis, it is concluded that there is a close relationship between gender and its impact on attrition. It is found from Table 8 that the impact of marital status on attrition ranged between 29 and 54 with an average of 42.4 among married respondents and ranged between 28 and 56 with an average of 44.79 among unmarried respondents. It can be concluded from the above table that unmarried respondents have more impact on attrition. Table 8: Impact of Marital Status on Attrition (One-Way Table)
S. No. 1. 2. Marital Status Married Unmarried Total No. of Respondents Percentage 52 58 110 47.27 52.73 100.00 Average 42.40 44.49 Range Min. 29 28 Max. 54 56

With a view to find the degree of association between marital status and impact on attrition, a two-way table was prepared. It is found from Table 9 that the percentage of high level impact on attrition was the highest (51.73) among unmarried respondents and the lowest (48.27) among the married respondents. The percentage
18 The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

of medium level impact on attrition was the highest (60.66) among the unmarried respondents and the lowest (39.34) among the married respondents. On the other hand, the percentage of low level impact on attrition was the highest (70) among the married respondents and the same was the lowest (30) among the unmarried respondents. Table 9: Impact of Marital Status on Attrition (Two-Way Table)
S. No. 1. 2. Marital Status Married Unmarried Total Low 14 (70) 6 (30) 20 Score Medium 24 (39.34) 37 (60.66) 61 High 14 (48.27) 15 (51.73) 29 Total 52 58 110

In order to find the relationship between the marital status of the respondents and its impact on attrition, a chi-square test was used and the result of the test is shown in Table 10. Table 10: Chi-Square Test for Impact of Marital Status on Attrition
Factor Marital Status Calculated 2 Value 5.694 Table Value 4.61 Degree of Freedom 2 Remarks Significant (at 1% level)

It is noted from Table 10 that the calculated chi-square (2) value is greater than the table value and the result is significant at 1% level. Hence, the hypothesis marital status of the respondents and the impact on attrition are associated holds good. From the analysis it is inferred that there is a close relationship between the marital status of the respondents and its impact on attrition. It is found from Table 11 that the impact on attrition of the local respondents ranged between 28 and 54 with an average of 43.77 and the other state respondents ranged between 29 and 56 with an average of 44.13. It can be concluded from Table 10 that the impact on attrition is more among the other state respondents. Table 11: Impact of Native Place on Attrition (One-Way Table)
S. No. 1. 2. Native Place Local Other Total No. of Respondents Percentage 57 53 110 51.81 48.19 100.00 Average 43.77 44.13 Range Min. 28 29 Max. 54 56

Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India

19

With a view to find the degree of association between native place and impact on attrition, a two-way table was prepared and is illustrated below. It is found from Table 12 that the percentage of high level impact on attrition was highest (55.17) among local respondents and the lowest (44.83) among the other states respondents. The percentage of medium level impact on attrition was the highest (50.81) among the local respondents and the lowest (49.19) among other states respondents. On the other hand, the percentage of low level impact on attrition was equal among the local and other states respondents. Table 12: Impact of Native Place on Attrition (Two-Way Table)
S. No. 1. 2. Native Place Local Other Total Low 10 (50) 10 (50) 20 Score Medium 31 (50.81) 30 (49.19) 61 High 16 (55.17) 13 (44.83) 29 Total 57 53 110

In order to find the relationship between native place of the respondents and its impact on attrition, a chi-square test was used and the result of the test is shown in Table 13. Table 13: Impact of Native Place on Attrition (Chi-Square Test)
Factor Native Place Calculated 2 Value 0.1815 Table Value 4.61 Degree of Freedom 2 Remarks Significant (at 1% level)

It is noted from Table 13 that the calculated chi-square value is less than the table value and the result is significant at 1% level. Hence, the hypothesis native place of the respondents and impact on attrition are associated does not hold good. From the analysis, it is concluded that there is a no relationship between native place and its impact on attrition. It could be observed from Table 14 that the maximum number of respondents fall under the 0-1 years of experience category and their impact on attrition ranged between 28 and 56 with an average of 43.78. The impact on attrition of 1-2 years respondents ranged between 29 and 54 with an average of 44.03. On the other hand, the impact on attrition among 3 and above ranged between 29 and 56 with an average of 44.03. With a view to find the degree of association between experience of the respondents and impact on attrition, a two-way table was prepared and illustrated.
20 The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

Table 14: Impact of Experience on Attrition (One-Way Table)

S. No. 1. 2. 3. Experience in Years 0-1 1-2 3 and above Total No. of Respondents 46 35 29 110 41.82 31.82 26.36 100.00 43.78 44.03 44.65 Percentage Average Range Min. 28 29 29 Max. 56 54 56

It is found from Table 15 that the percentage of high level impact on attrition was the highest (41.38) among the respondents of 1-2 years experience category and the lowest (27.59) among the respondents of 0-1 year category. The percentage of medium level impact on attrition was the highest (50.81) among the respondents of 0-1 year category and the same was the lowest (22.96) among the respondents of 3 and above years. On the other hand, the percentage of low level impact on attrition was the highest (35) among the respondents having 0-1 and 1-2 years of experience categories and was the lowest (30) among the respondents having 3 and above years experience category. Table 15: Impact of Experience on Attrition (Two-Way Table)
S. No. 1. 2. 3. Experience in Years 0-1 1-2 3 and above Total Low 7 (35) 7 (35) 6 (30) 20 Score Medium 31 (50.81) 16 (26.23) 14 (22.96) 61 High 8 (27.59) 12 (41.38) 9 (31.03) 29 46 35 29 110 Total

In order to find the relationship between the experience of the respondents and the impact on attrition, a chi-square test was used and the result of the test is shown in Table 16. Table 16: Chi-Square Test for Impact of Experience on Attrition
Factor Experience Calculated 2 Value 4.914 Table Value 7.78 Degree of Freedom 4 Remarks Significant (at 1% level)

Note: Chi-square test is a non-parametric test and is appropriate for situations in which a test for differences between samples is required.

It is noted from the Table 16 that the calculated chi-square value is less than the table value and the result is significant at 1% level. Hence, the hypothesis Experience of the respondents and impact on attrition are associated does not
Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India 21

hold good. From the analysis, it is concluded that there is no close relationship between experience and impact on attrition. The employment created by the ITES and BPO industry was around 6,00,000 or even more in 2008. Nevertheless in ITES industry, the proportion of persons employed in BPO industry is over 50%. According to Srikant and Tyagi (2007), an average Indian call center employee works with a company for 11 months, whereas an average UK call center employee stays in a company for three years, due to high stress level at the job, monotonous nature of the job, loss of identity, demand-supply disparity, vague values and vision, lack of positive direction, wrong hiring policies, mismatched measures and rewards, overwork and burnout. They found that most people join a BPO not for quick money but for a luxurious lifestyle at a young age and a career that requires no particular educational background. Exit from a BPO happens because of certain reasons like lack of growth avenues, mismatch of expectations, dissatisfaction with the organizational policies and the quest for a better job profile. It is not the night shift, monotony of work and lack of salary hikes that contribute to the attrition rate as the case. According to Chandramohan and Vasanthikumari (2006), high attrition rate is a major challenge for the HR manager as many individuals (mostly fresh graduates) take it as a time-pass job. Once they join the sector and understand the requirement, they start leaving the organization because many are not able to take the pressure of work. Again high percentage of females in the workforce adds to the high attrition rate. There are various costs which incurred due to attrition like recruitment costs, training costs, lost productivity costs, lost sales costs and hiring costs. They suggested that pay checks alone are not enough to motivate the employees. Apart from salaries, ITES company should also focus on smart people, management tools and strategies to keep their people happy. They should also focus on how to hold on to their people by anti-poaching agreements, better perks, flexible working hours, higher compensation levels, good career plans to retain employees, better recruitment methods to filter right people for right places and balance between performance expectations and growth aspiration. Dasari (2006) stated that modern organizations are operating in an unprecedented, highly competitive and turbulent business environment which is characterized by globalization of business. Further, todays global workforce is more mobile than ever before. As a result, we are witnessing a war for talent in the market place. Becoming increasingly clear, the employee attrition is a reality and the organization needs to adopt a market-driven approach in dealing with the growing attrition. Peter Cappelli opines that it is the market not the company that determines the movement of employees. Therefore the old goal HR-to minimize overall employees turnover has to be replaced by a new goal, to influence those who leave. If managing employee retention in the past was akin to tend a dam that keeps a reservoir in
22 The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

place, today it is more like managing a river. The objective is not to prevent water from flowing out but to control its speed and direction. Attrition is a continuous phenomenon, which prevails in the IT Industry today. The following facts are identified as findings of the study.

In general, the following are the major reasons for attrition in organizations: 1. Business-related factors 2. Disliking the nature of the work Lack of variety in the work Mismatch of interest Proprietary technology does not add value to bio-data Possibilities of less interaction with end-users

System-related factors Changing policies of the company Lack of technical career advancement Lack of opportunity for constant upgradation of skills Delay in promotion No transparent appraisal and promotion policies Postgraduates are not given any additional benefits Unfair appraisal normalization Unsure future Limited career growth opportunity

3.

Personal factors Marriage (moving with spouse) Parents health requires moving to other city Not able to influence situation positively Wanted a job abroad Want to see new places Peer pressurefriends going abroad Going to home town Want to work in new technologies
23

Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India

There is more attrition in voice department of the BPO industry. More attrition is taking place among agents. Attrition rate in SS Technologies is 12%-15%. Career growth is the most important cause for increasing employee turnover in companies. Compensation is second important cause for increasing employee turnover. Employee, employer and supervisor are responsible for increasing turnover. Employees intend to consider another job mostly in 1-3 years. High costs like training cost, recruitment cost, hiring cost, lost productivity cost, cost due to personal leaving associated with attrition. Economic status of the organizations is playing a major role in controlling the attrition. Small companies are not able to retain the knowledge and talented employees. Factors causing attrition varies from small organization to big organization. Exit interview can help to control the employee turnover. Organizations are trying to identify the reasons to avoid attrition by talking to the employees informally but they are not able to implement their ideas immediately because of the policies and the financial crunch.

Suggestions Start with recruitment:

It is better not to recruit those people who will be the most difficult to retain. Pay attention to this aspect at the recruitment stage itself. Also be ready to adapt to attrition. It is the order of the day. Market forces are too strong. Focus on what you can change. Dont focus on what you cannot change. Sometimes dont have to recruit all high-powered staff. Simplify and standardize the jobs and use multi-skilling to help meeting any contingencies. Focus on retaining intellectual capital even when employees leave. Think of appropriate mechanisms and build organizational memories and knowledge systems to retain talent and intellectual capital. Cooperate with competitors. Form clubs and associations. Conducting In and Out (Exit) interviews properly and in scheduled way.
The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

24

Conclusion
The key organizational (HR) issue being faced today by all the companies is attrition. The highest percentage of attrition is in voice-based processing of BPO industries. Career growth, compensation and supervision are the most important reasons which contribute to attrition. Due to monotonous nature of the job, employees change their jobs frequently and the average period is two years. Conditions of attrition vary from small to big companies. Here all companies felt that exit interview is the best way to control or maintain attrition rate in companies. Marketing departments of organizations speak on customer relationship management and their importance for the same. No organization can survive without giving importance to its employees. They are the first customers and their requirement should be identified and fulfilled. Like CRM, Employee Relationship Management (ERM) is the mantra an organization should follow to retain their employees. Fulfilling the reasonable expectations of employees should be a continuous process. Though the study serves as a basis for carrying out further researches in the same area, the following limitations have restricted it:

Depth analysis is not possible in certain areas as it is considered highly confidential. Wrong opinion expressed by the employees due to fear also affected the genuineness of the results. This research is applicable to BPO companies only.

Causes of attrition may vary from company to company. This study also makes the following suggestions for further research: Turnover or attrition cost can be valued and the ways to minimize can be taken as a separate study; A comparison of attrition rate at small scale industries and large scale industries can be taken as the problem for the study; and A study on behavioral aspects of middle-level managers and supervisors which is leading to attrition can also be studied.

Bibliography
1. Aneete Madhok (2006), Managing People Tomorrow, Journal of Indian Management, Vol. 44, No. 10, pp. 64-68. 2. Brooks C Holtom, Terence R Mitchell, Thomas W Lee and Edward J Inderrieden (2005), Shocks as Causes of Turnover: What they are and How Organization Can Manage Them, Journal of Human Resource Management, Vol. 44, No. 3, pp. 337-352. 3. Chandramohan A and Vasnthikumari K (2006), Attrition: A Predicament for ITES in India, Journal of Management Matters, Vol. 1, No. 6, pp. 25-31. 4. Diganta Chakrabarti (2006), Why Do You Go, HRM Review, December, pp. 55-59.
Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India 25

5. Geogory John Lee and Henry Rwigema (2005), Dynamism in the Process of Employee Turnover: Mobely Revisited, International Journal of Human Resource Management, Vol. 16, No. 9, pp. 1671-1690. 6. Kathlem Goolsby (2006), Employee Turnover, Journal of Sanfransisco Valley, Vol. 45, pp. 245-253. 7. Niharika (2005), Challenges for the Indian BPO, ICMR Case Studies and Management Resources, Icfai Center for Management Research, Hyderabad. 8. Nikhil Relan and Sudhanshu Duggal (2006), Managing Attrition in BPO, available at www.coolavenue.com 9. Rao T V (2006), Old Pillars of People Management, Journal of Indian Management, Vol. 41, No. 7, pp. 74-81. 10. Ravi Dasari (2006), Retaining High Performance: Issue and Imperative, HRM Review, May, pp. 55-60. 11. Sanjeev Sharma (2006), High Attrition Rate: A Big Challenge, available at www.bpoindia.com 12. Shashi K Gupta and Rosy Joshi (2003), Human Resource Management, Kalayani Publishers, New Delhi. 13. Srikant A and Animesh Tyagi (2007), Attrition Management in BPO, HRM Review, February, pp. 64-67. 14. Subba Rao P (1999), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing House.

Appendix
Questionnaire Personal Data (Please in the relevant box) 1. Name (optional): 2. Age: 3. Gender: 4. Marital Status: Male [ ] Female [ ] Married [ ] Unmarried [ ]

5. Native Place: _____________________ 6. Designation in current company: _____________________ 7. Designation in last company: (if applicable) _____________________ 8. Are you aware of the companys benefit? Yes [ ] No [ ] 9. Are you aware of the policies of your company? Yes [ ] No [ ] 10. Do you feel growth opportunities are good in this company? Yes [ ] No [ ]

26

The IUP Journal of Management Research, Vol. VIII, No. 11, 2009

Appendix (Cont.)
11. Years of experience in this company _________________ 12. In your opinion, what are the reasons that employees leave this organization? ___________________________ 13. Are your superiors aware of the reasons of attrition? Yes [ ] No [ ] 14. How (if yes) _____________________________ 15. Do you feel that Exit interview will help company to control employee turn over? Yes [ ] No [ ] 16. When do you intend considering another job? With in 1 year [ ] 1-3 years [ ] After 3 years [ ] 17. What do you think about attrition? It can be Controlled [ ] Maintained [ ] Eliminated [ ] 18. In your opinion, Who is responsible for attrition? Employee [ ] Supervisor [ ] Employer [ ] Industry opportunities [ ] Society [ ] 19. Will you leave as: Satisfied Employee [ ] Dissatisfied Employee [ ] Factors/Causes The following are the common reasons for an employee to leave a company, do you agree?
S. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Statement Career Growth Compensation Work Environment Supervision Company Policy Work Pressure No Challenging Tasks Job Dissatisfaction Lack of Role Clarity Lack of Training programs Subordinates Infrastructure Lack of Resources Marriage Strongly Agree Agree Neutral Disagree Strongly Disagree

Reference # 02J-2009-11-02-01
Causes of Attrition in BPO Companies: Study of a Mid-Size Organization in India 27