Alumni Interviews Analysis Bangalore

Pradeep Basanagoudar November 2010

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2010, Cognizant Technology Solutions

Post Exit Analysis

The reasons for an employee to leave are more important than the stated reason in the letter of resignation.
 Post exit interview is conducted after the employee has left most preferably after 90 days to understand the push factors vspull factors  Employee Perception survey  Post exit analysis is s a way to identify consistent trends, patterns and themes -- and, ultimately, to reduce future turnover.

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Contents
Methodology Used Data Sample Analysis Summary Exit Interview Questionnaire

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Methodology
Phase I A data base of 101 voluntarily excited employees from Jan to June 10 was compiled. They were contacted via phone to conduct post exit interviews. Total respondents - 53 To increase the contact rate we also gave the respondents the option of answering the survey through email The style of questioning was free flowing to enable questions to be asked in a conversational manner after which follow up and probing questions were asked. A set of 20 standard questions were posed. Comments received for any issues apart from the standard set of questions were noted and have been published in this report. Phase II Data from the questionnaires were collated and analysed to arrive at the final inferences. Phase III Compared the stated reason for attrition against the actual reason. Verbatim captured and presented. Summary
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The conceptual framework

Work environment Trust Job security Culture Connect Employee Perception Total Rewards Managerial Structure Work Processes Policies & Processes Tools to deliver Teamwork and Cooperation

Involvement Job Satisfaction Pride Recognition Growth & learning Rewards Pay

Sharing of information Communication Regular communication Organizational Awareness Grievance Handling

Immediate Manager practices

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Data Sample

Number of Exits

Voluntary Separations

Responses Received

Percentage Responded

120

101

53

53%

REASONS DURING EXIT vs. REASONS GIVEN NOW

STATED

Vs

ACTUAL Better Compensation / role / skill match

Better Prospects Competition & Non competition (24 associates) Higher Studies (5 associates) Personal Reasons (Health, Marriage, relocation, personal reasons) (24 associates)

Issues with manager, False expectations, bench, promotion All associates working with competition. Reasons for exit no recognition, problems with managers, asked to relocate, better compensation Working with other IT companies, Role skill mismatch No projects in core competency (mainframe), project closure Issues with managers, no open communication, politics in project, better offer, unhappy with team members

Reasons during exit vs reasons now

8% (8) 48% (25)

TRUE FALSE DIDN'T DISCLOSE

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42% (20)

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Whom are we losing our talent to?

COMPANY ACCENTURE ADNT TELECOMMUNICATIONS ATNT BOSCH CABLE AND WIRELESS CAPGEMINI CSC DELL INTERNATIONAL SERVICES EMPHASIS FIDELITY SECURITIES HCL HP IBM INFINITE SOLUTIONS IT SOFT NUMBER 1 1 1 1 2 1 1 1 3 1 2 4 10 1 1 Continued

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Continued
COMPANY IT TREE JUNIPER KEANE INTERNATIONAL KEANE TECH MAHINDRA SATYAM MASK, RETAIL OFFICE MINDTREE QUIOOIX SAIC INDIA PVT LTD SONATA SOFTWARE SYMBIOTIC INFO TECH TCS UNISYS CORP VOLVO WIPRO DIDN'T DISCLOSE NOT WORKING Grand Total NUMBER 1 1 1 1 1 1 1 1 1 1 1 3 1 1 2 3 1 53

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Did our key competitors take a major share?

10 9 8 7 6 5 4 3 2 1 0 M.SATYAM IBM HCL TCS WIPRO HP A fourth of the PA respondents and a fifth of the A respondents have gone to IBM

M.SATYAM No of Employees 1

IBM 10

HCL 2

TCS 3

WIPRO 1

HP 4

Figure 1
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Total No. of Respondents = 53 / 53

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Why did we lose our talent?

No of Respondents with Percentage

14 12 10 8 6 4 2 0 2 /4% 1 /2% 1/2% 1 /2% 8 / 15% 5 / 9% 4 / 8% 8 /15% 6 / 11% 5/ 9% 12/23%

Employee Relations include lack of trust between associate and manager; career-related concerns not being addressed; false promises about promotion and salary hike being given; favouritism
Total No. of Respondents = 53 / 53
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Trend between Reasons and Levels

No of Respondents

7 6 5 4 3 2 1 0

A P PA SA

Attrition by level
9% 42% 43% PA 6% SA A P

Figure 3
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Total No. of Respondents = 53 / 53

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Trend between Reasons and Tenures

6 5 4 3 2 1 0

0 - 1 yr 1 - 2 yr 2 - 3 yr 3 - 4 yr 4 - 5 yr

Attrition by tenure
0 to 1 years 10% 1 to 2 years 12%

0 to 5 years 50% 2 to 3 years 16%

Total No. of Respondents = 53 / 53

4 to 5 years 3%

3 to 4 years 9%

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Salary Hikes

14% 21%
No hike upto 25% 26%- 50%

26%

14%

51%- 75% 76% - 100%

25%
Avg hike per level: PA: 54% A: 37% SA: 20%

Figure 5
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Total No. of Respondents = 53 / 53

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Trend between Level and Salary Hikes

No of Respondents

8 7 6 5 4 3 2 1 0 No hike upto 25% 26%- 50% 51%- 75% 76% - 100% A P PA SA

Figure 6
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Total No. of Respondents = 53 / 53

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Trend between Tenure and Salary Hikes

No of Respondents

5 0 to 1 years 4 1 to 2 years 3 2 to 3 years 2 3 to 4 years 1 4 to 5 years 0 No hike upto 25% 26%- 50% 51%- 75% 76% - 100%

Figure 7
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Total No. of Respondents = 53 / 53

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Cognizants USP Drivers

No of Respondents with Percentage

1, 3% 5, 14% 8, 22% 1, 3% 2, 5% 1, 3% 1, 3% 2, 6% 1, 3% 2, 5% Academy Benefits Communication Compensation Infrastructure Job Satisfication More Opportunities Organisation Culture Policies & Processes Transparency in operations WFM 12, 33%

Organization culture: Includes work environment, processes, operations. Infrastructure: Availability of technology, transportation.

Figure 8
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Total No. of Respondents = 53 / 53

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Willingness to rejoin Cognizant

No of Respondents with Percentage

7.5% (4)

2.5% (1) Yes 90% (48) No May Be

Figure 9
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Total No. of Respondents = 53 / 53

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Verbatim Comments by alumina

 Problems with team Manager . He use to come once in a year and no one met him during his tenure. No shift rotation, I worked for a year in same shift.  Managers should act in a more matured way/respect their employees  Communication with line managers was not transparent, he was regional Biased. R and R are also not transparent . I worked hard and I didnt get good rating bcz of quota was full and due to limits.  Comm with line manager was great. R and R was not too good. I was not happy with promotion pattern.  opportunities for main stream projects were denied even after 18 months of service. I had issues with resourcing manager.  My VP initiated efforts to retain me but it was too late. Grievances should be taken care in a much more better way. Communication can be more transparent. There were conspiracy theories around my project dissolving (Deutche Bank)  Management has to go through some leadership training. There weren't any enough avenues to raise issues and concerns. Personal values and feelings were hurt.  I was satisfied with the way the things worked in cognizant, however should make sure that there is no roleskill mismatch.  No work life balance  My role did not match my skill, I was never recognised in the 2 years I was here. My manager was not supportive
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What went well and what did not

1) Perf Mgmt & Promotion process (False

promises, Manager BIAS) 1) Communication (Immed. Supr, within the team) 2) Grievance handling mechanism 2) Opportunities (Career development) 3) Resourcing/ WFM 4) Role-skill fitment 4) Learning opportunities 4) R & R (Few were not recognized at all) 4) Benefits

1) Org Culture (Process, Operations, transparency) 2) Good people managers 3) R & R (Few were recognized by both mgrs and clients)

All reasons given in ascending order of responses

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Thank you

All rights reserved. The information contained herein is subject to change without notice.

2010, Cognizant Technology Solutions