FINDINGS ON ATTRITION _____ Job Quality and Organizational support are more important to retention than earnings or benefits.

- promotion, mobility, and pay growth have the biggest combined effect on employees leaving. - the more time the people had spent in their previous job, the greater the chances that they would stay long in the present assignment/job. to stay long than those who came through other channels like wanted ads, etc. -worker relations influence employee decision to stay-in. impact on job satisfaction thereby influencing his/her decision to stay with the organization. The Survey for the attrition was conducted on the 80 employees of SSP. However, only 58 of them responded. The source of data was questionnaire. The survey is done the primary data. The data were collected from the employees in the form of questionnaire. An attempt was made to collect the views of 80 people with the help of a structured questionnaire but the response was received only from 58. The respondents were both male and female. The respondents included executives from all levels of management. The Profile of the respondents is presented in Annexure 1.

DATA ANALYSIS
1. What was your mode of recruitment? Employee Referral 21 Web Portal 04 Placement Agency 12 Campus Placement 01 Other/Walk-ins 20

Interpretation:Most of the employees were recruited by the employee referral but it is also worth notable that almost equal employees were recruited through other methods that include the candidates self- initiative or walk-ins.

Column1

34%

36%

employee referral web portal placement agengy

21% 2% 7%

campus placement others

2. What was the method of your selection? Written test -Medical Test -Interview 57 Other 01

Interpretation:The question was aimed to find the efficient method on which the company relied upon for the selection of the potential applicants. It was observed that Personal Interview is extensively used for selection of the candidates. As 57 out of 58 respondents were selected through interview. It is also observed that the reference checks were not used for the final round of selection.

Column1
16%

Yes No 84%

3. Are you satisfied with your present job at SSP? Yes 49 No 09 Interpretation:This question is somewhat tricky as it would find the satisfaction of the respondent through following questions. Many of them did not want to show their dissatisfaction towards their employer as they feared of getting fired. However 84% of the respondents were satisfied.

Sales

Yes No

4. How do you find your package (salary + incentive) at SSP? Satisfied 31 Unsatisfied 27 Interpretation:Out of the 58 respondents 53% were satisfied with their salary package. There is only a minor difference of 4 employees. The unsatisfaction level towards the salary is 47%.This shows that pay is a major cause of leaving the SSP.

47% 53% Satisfied Unsatisfied

5. Are you able to overcome the stress at work and maintain balance between work and life? Yes 52 No 06 Interpretation:52 out of the 58 respondents felt comfortable and had no problem with the workload. They could maintain the balance between work and life.

Column1
10%

YES NO 90%

6. How often do you receive appraisal/ get motivation from your employer? Very Often 22 Sometimes 34 Never 02 Interpretation:The above data indicates that a major lot of employees i.e., 59% get motivation only sometimes. This again emphasizes on bad reward policy of the company.

Column1

Very Often Sometimes Never

7. Do you find career growth opportunities at SSP? Yes 42 No 16 Interpretation:The above data collected shows that 72% of the respondents feel there is a career growth opportunities. The respondents find suitable growth opportunities at SSP.

Column1

Yes No

8. What is your level of trust & confidence in senior boss? High Moderate Low 35 23 --

Interpretation:60% percent of the respondents have faith and trust in their seniors/bosses. While 40% have less confidence. This fact indicates that the company needs to gain confidence of the employees through various ways.

Column1
2%

39% High 59% Moderate low

9. Do you find yourself valued and recognized at SSP? Yes No 52 06

Interpretation:A major portion of the respondents i.e., 90% of them feel valued and recognized at SSP. This is good sign regarding the recognition of the employees at SSP.

YES NO

10. How often do you receive appreciation on your excellent performance? Very Often 23 Sometimes 33 Never 02 Interpretation:The major problem felt at SSP is that the employees do not get enough appreciation (Monetary / Non-Monetary) from their employer. The above data indicates only 40% of the respondents get appreciation while 57% of them are not appreciated on their best performance.

Column1

Very often Sometimes Never

11. Do you find pressure at work to perform better? Yes 37 No 21 Interpretation:Another major setback for the employees or the main reason for leaving is the pressure of work that the employees feel. It is worth to be noted that the Telecallers and the Marketing Executives have to achieve the target of Rs. 80,000.00 pm (as a score). This creates a stress to them and thereby hampers their decision of staying with the company.

Column1

Yes No

RECOMMENDATIONS HR Practices to retain Employees 1. Introduce career Management program. The company should introduce the career management tool or program that would help the employees to find growth opportunities in the company by identifying those jobs that match their skills sets. 2. Initiate Leadership Development The company should invest in leadership development program. The program may include business case development, strategic projects and team building, change management, and in-depth discussions with business leaders from SSP and other companies. 3. Training of Employees The company can avoid the attrition by improving retention strategy by placing more time and effort in the selection and training of employees and aligned the training to support the organizations missi on goal of providing excellent customer service. Today when customers are happy, they express their appreciation to SSP employees who are proud of being on the SSP team. 4. Improve Retention Policy The retention policy needs to be enduring, long-term oriented and integrated with other HRM Policies. Organizations should take all steps to collect data and their retention plans should be based on this data.

The retention policy needs to be enduring, long-term oriented and integrated with other HRM Policies. Organizations should take all steps to collect data and their retention plans should be based on this data. 5. Good Working Environment The company should develop the right kind of work environment and organizational culture that rewards performance, creativity and initiative and, most importantly, creates opportunities for employees to advance in their careers. Any initiative to retain the employees would succeed only when the overall organization climate is conducive for that. 6. Recognition and Reward The employees should be recognized and rewarded for a job well done by the employees and this act would instill in them a sense of pride and satisfaction in their own work. 7. Make the employees feel valued and appreciated for their contributions to the company. Address the specific needs of the employees. 8. Create learning opportunities. 9. Let the best employees to know that they are appreciated and their worth to the company is properly recognized. Conclusions The major casual factors for high attrition in the SSP identified in this study were based on the qualitative research using secondary data. These were compared with the causal factors for attrition identified through questionnaire. There was a close similarity between the two results, authenticating the qualitative research on causal agents for the attrition identified in this study. Attrition can be combated by enhancing the perceived value of working in the company. The positive value needs to be brought out. Creating enjoyable working environment, introducing creativity in work so as to reduce pressure of work, frequently providing Monetary and non- monetary appreciation to the good performers to motivate them, need due consideration in improving the salary. Further, the research on attrition needs to be undertaken by: a) Designing suitable instruments to collect empirical data on causal factors identified in this study. b) Using sophisticated statistical tools to validate the results.

Limitations

To fix an appointment especially with the corporate people was very tough and many a time negative response was received.

The numbers of respondents were limited because of time constraints & assignments.

The respondents may give false information because sometimes some respondents were not in full mood. Only the domestic business organization is the focus of this study. We have not studied the international recruitment process here