Cust Retent

ABSTRACT
Employee retention is one of the biggest challenges of businesses today. Attracting the best
talent is an arduous task, but retaining these employees is even more difficult. Increasing globalization
has made this even more difficult, as employees are ready to shift jobs and relocate to any part of the
world.
Surveys are an effective way of knowing about employees’ reasons for leaving a company.
While exit interviews are generally used, they are a delayed way of knowing an employee’s reasons for
leaving. Employee retention surveys are more effective in determining the exact reasons an employee
remains with or leaves a company.
Employee retention surveys aim to determine the current employee satisfaction levels.
When conducted over time, they can also track changes in the level of satisfaction, and also the reasons
for the changes. By acting on these reasons, the company can not only improve employee loyalty, but also
productivity and morale.
Thus this report seeks to utilize primary research, through an employee retention survey in
order to offer a greater understanding of the complex issues raised by staff attrition. Specific aims were
to:
 Identify trends in leavers' behaviour and the reasons employees change

jobs/organizations
 Identify the employers' perspective on employees' reasons for leaving
 Identify retention strategies that have a positive influence on retention, or at least leave
current and former staff with a positive view of the organization
Having identified the reasons employees leave, there are a number of specific retention
strategies available to employers. This study seeks to emphasize the importance of adopting a holistic
approach to dealing with staff attrition.
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OBJECTIVES OF THE STUDY
Primary objective:
To study the level of the satisfaction and the degree of importance attached to various
aspects of the work environment in Zuari Cements Ltd, and to link them to form suitable strategy to
counteract growing attrition rate.
Secondary objective:
 To ascertain the overall satisfaction of the employees working in this organization in terms of
their position, allowances, rewards, and facilities available as a part of ZCL.
 To assess the impact of the level of dependency on relationship and the nature of work they do.
 To highlight the link between the quality of work life and the reasons for which employees will
stay longer.
 To assess the gap between what the HR thinks that employees want, and what the employees
think what they want.
 To also know what the employees suggestions are towards certain area of the organization.
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LIMITATIONS OF THE STUDY
The limitations faced during the course of study are outlined as follows:
 Major limitation faced in the study was to make the employees open up their honest view about
each question.
 Time constraint was another disadvantage during the study.
 As the study was restricted to the employees of only Zuari Cements ltd, India the findings may
lack the view of all the employees of the organization universally.
 Most questions used for the collection of data were of structured form. This was a disadvantage
of not being able to penetrate deep into the respondent’s thought.
 Questionnaire may produce errors in surveys because various meanings are attached to the same
word by different groups of people and the replies are liable for misrepresentation.
 The bias on the part of the respondents cannot be ignored. The opinion collected from the
respondents may not be suitable for long run study as it is likely to change from time to time.
 Unwillingness of the employees to answer the questions, with the feed back of the questions to be
of personal and intimate nature, also proved to be a major constraint.
 Individual interviewing can be quite expensive in terms of time and effort and may be
intimidating to some who are not comfortable sharing details with a student.
 The success of the interview is directly related to cognition, motivation and accessibility. This
might not be the case for each and every respondent.
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METHODOLOGY OF THE STUDY
Research design:
Research design is a process of deliberate anticipation directed towards bringing an unexpected

situation under control. A research model therefore enables a researcher to see the whole study structure
and also realize the place and importance of the successive steps that he will be required to take in the
total scheme.
Definition:
As Selliytz, Jahoda, Deutsch and Cook state “a research design is the arrangement of conditions
for collection and the analysis of data in a manner that aims to combine relevance to the research purpose
with economy in procedure.”
This is an arrangement of conditions for collection and analysis of data in a manner that aims to
combine relevance to the research purpose with economy in procedure. The research design is the
conceptual structure within which research is conducted. It constitutes the blueprint for the collection,
measurement and analysis of data.
The topic for research undertaken in this project is about “A Study On Employee Retention And
Related Aspects, And Recommendation Of Suitable Strategies For Zuari Cements Ltd, Italcementi Group,
India.
Inferential Data Analysis
For the project to be really useful, the results of research should allow the researcher to
accomplish other goals such as:
 Using information obtained from a small group (i.e., sample of customers) to make judgments
about a larger group (i.e., all customers)
 Comparing groups to see if there is a difference in how they respond to an issue
 Forecasting what may happen based on collected information
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To move beyond simply describing results requires the use of inferential data analysis where
advanced statistical techniques are used to make judgments (i.e., inferences) about some issue (e.g., is one
type of customer different from another type of customer). Using inferential data analysis requires a well-
structured research plan that follows the scientific method. Also, most (but not all) inferential data
analysis techniques require the use of quantitative data collection
Sources of data:
There are two main sources of data available to us. They are:
Primary data:
The primary data includes the various aspects surrounding the employee in the workplace such as
organizational culture, personal satisfaction, organizational environment, benefits provided by the
employer and their opinion on available/unavailable retention strategies
Secondary data:
The secondary data has been obtained from books, journals, company web sites and from internet
websites.
Sampling technique:
Sampling is that part of statistical practice concerned with the selection of individual observations
intended to yield some knowledge about a population of concern, especially for the purposes of statistical
theory are employed to guide practice. The sampling process includes the five steps:
o Specification of the sampling method for selecting items or events from the
frame.
o Determine the sample size.
o Implement the sampling plan.
o Sampling and data collecting.
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o Review of the sampling process.
Data collection sampling:
The process of selecting a sample from a population is called sampling technique. The sampling
technique adopted for this study is simple random sampling. A sampling procedure that assures that each
element in the population has an equal chance of being selected is referred to as simple random sampling.
In a simple random sample, all elements of the frame are treated equally.
Sample design:
A sample is a definite plan for obtaining for a given population. It refers to the technique or the
procedure the researcher would adopt in selecting items for the sample. Sample design may as well lay
down the number of items to be included in the sample (i.e.) the size of the sample.
The procedure by which a few subjects are chosen from the universe to be studied in such as
way that the sample can be used to estimate the same characteristics in the total is referred to as sampling.
The advantages of using samples rather than surveying the population are that it is much less costly,
quicker, and if selected properly, gives results with known accuracy that can be calculated
mathematically. Even for relatively small samples, accuracy does not suffer even though precision or the
amount of detailed information obtained might. These are important considerations, since most research
projects have both budget and time constraints.
Sample size:
The sample size of a statistical sample is the number of repeated measurements that constitute
it. It is typically denoted n, and is a non- negative integer.
The sample size taken for this study is 27 to study the employee perspective, and an additional
5 to study the HR perspective.
Tools and methods of data collection:
Good data collection involves:
 Following the defined sampling process.

 Keeping the data in time order.
 Noting comments and other contextual events.
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 Recording non – responses.
The primary source of data is obtained through schedule method, i.e. personally administered
questionnaires through structured interview method. Talking to someone one-on-one allows a researcher
to cover more ground than may be covered if a respondent was completing a survey. The reason lies with
the researcher’s ability to dig deeper into a respondent’s comments to find out additional details that
might not emerge from initial responses.
Need for schedule method:
Using a questionnaire normally pursues process for a survey, but the factual conclusion of
research can be brought out in depth and detail only through the interview technique in which respondents
are given opportunity to freely express their problem, views, opinions, comments, etc beyond the finding
of the questionnaire.
Questionnaire design and wording:
The questionnaire is a formal approach to measuring characteristics, attitudes, motivations,

opinions, as well as past, present and possible future behaviors. The information produced from a
questionnaire can be used to describe, compare or predict these facts. Depending on the objectives, the
survey design must vary.
Rating scales:
 For the various job related questions, the scale used was LIKERT scales.
 To rate Zuari Cements Ltd’s efforts to retain its people, graphic rating scaling technique
was adopted.

Tools used for analysis:
In statistics, spread sheets were used in major. SPSS package was used to calculate frequencies
for each area of the questions and MS Excel was used to draw bar charts for analysis.
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SPSS package:
SPSS (Statistical Package for the Social Sciences) is one of the most widely available and
powerful statistical software packages. It covers a broad range of statistical procedures that allow you to
summarize data (e.g., compute means and standard deviations), determine whether there are significant
differences between groups (e.g., t-tests, analysis of variance), examine relationships among variables
(e.g., correlation, multiple regression), and graph results (e.g., bar charts, line graphs). It is a data
management system with which is an analysis product. It can carry out a range of important data an
analysis and management function that includes statistical analyses plus graphical presentation of the
data. There are around two microcomputer versions of SPSS accessible SPSS for Windows as well as
SPSS Macintosh.
MS Excel:
Microsoft Excel (full name Microsoft Office Excel) is a proprietary spreadsheet application
written and distributed by Microsoft for Microsoft Windows and Mac OS X. It features calculation,
graphing tools, pivot tables and, except for Excel 2008 for Mac OS X, a macro programming language
called VBA (Visual Basic for Applications).
It is overwhelmingly the dominant spreadsheet application available for these platforms and has
been so since version 5 in 1993, and is bundled as part of Microsoft Office. Excel is one of the most
popular microcomputer applications to date. Microsoft Excel is a full-featured spreadsheet program that
allows you to organize data, complete calculations, make decisions, graph data, and develop professional
looking reports.
The three major parts of Excel are:
Worksheets – Worksheets allow you to enter, calculate, manipulate and analyze data such as
numbers and text.
Charts – Charts pictorially represent data. Excel can draw two-dimensional and three
dimensional column charts, pie charts and other types of charts.
Databases – Databases manage data. For example, once you enter data onto a worksheet, Excel
can sort the data, search for specific data, and select data that meets certain criteria.
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WHAT IS EMPLOYEE RETENTION?
Employee Retention involves taking measures to encourage employees to remain in the organization
for the maximum period of time. Corporate is facing a lot of problems in employee retention these days.
Hiring knowledgeable people for the job is essential for an employer. But retention is even more
important than hiring. There is no dearth of opportunities for a talented person. There are many
organizations which are looking for such employees. If a person is not satisfied by the job he’s doing, he
may switch over to some other job.
EMPLOYEE RETENTION AND ASPECTS

:
In today’s environment it becomes very important for organizations to retain their employees. The
top organizations are on the top because they value their employees and they know how to keep them
glued to the organization. Employees stay and leave organizations for some reasons. The reason may be
personal or professional, and should be understood by the employer and should be taken care of. The
organizations are becoming aware of these reasons and adopting many strategies for employee retention.
COMPENSATION:
Compensation constitutes the largest part of the employee retention process. The employees
always have high expectations regarding their compensation packages. Compensation packages vary from
industry to industry. So an attractive compensation package plays a critical role in retaining the
employees.
Compensation includes salary and wages, bonuses, benefits, prerequisites, stock options, bonuses,
vacations, etc. While setting up the packages, the following components should be kept in mind:
Salary and monthly wage: It is the biggest component of the compensation package. It is also the most
common factor of comparison among employees. It includes
Basic wage
House rent allowance
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Dearness allowance
City compensatory allowance
Salary and wages represent the level of skill and experience an individual has. Time to time increase in
the salaries and wages of employees should be done. And this increase should be based on the employee’s
performance and his contribution to the organization.
Bonus: Bonuses are usually given to the employees at the end of the year or on a festival.
Economic benefits: It includes paid holidays, leave travel concession, etc.
Long-term incentives: Long term incentives include stock options or stock grants. These incentives help
retain employees in the organization's startup stage.
Health insurance: Health insurance is a great benefit to the employees. It saves employees money as well
as gives them a peace of mind that they have somebody to take care of them in bad times. It also shows
the employee that the organization cares about the employee and its family.
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After retirement: It includes payments that an Employee gets after he retires like EPF (Employee
Provident Fund) etc.
Miscellaneous compensation: It may include employee assistance programs (like psychological

counseling, legal assistance etc), discounts on company products, use of a company cars, etc.
GROWTH
Growth and development are the integral part of every individual’s career. If an employee can not
foresee his path of career development in his current organization, there are chances that he’ll leave the
organization as soon as he gets an opportunity.
The important factors in employee growth that an employee looks for himself are:
Work profile: The work profile on which the employee is working should be in sync with his capabilities.
The profile should not be too low or too high.
Personal growth and dreams: Employees responsibilities in the organization should help him achieve his
personal goals also. Organizations can not keep aside the individual goals of employees and foster
organizations goals. Employees’ priority is to work for them and later on comes the organization. If he’s
not satisfied with his growth, he’ll not be able to contribute in organization growth.
Training and development: Employees should be trained and given chance to improve and enhance their
skills. Many employers fear that if the employees are well rained, they’ll leave the organization for better
jobs. Organization should not limit the resources on which organization’s success depends. These
trainings can be given to improve many skills like:
 Communications skills
 Technical skills
 In-house processes and procedures improvement related skills
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 C or customer satisfaction related skills
 Special project related skills
Need for such trainings can be recognized from individual performance reviews, individual meetings,
employee satisfaction surveys and by being in constant touch with the employees.
SUPPORT:
Lack of support from management can sometimes serve as a reason for employee retention.
Supervisor should support his subordinates in a way so that each one of them is a success. Management
should try to focus on its employees and support them not only in their difficult times at work but also
through the times of personal crisis. Management can support employees by providing them recognition
and appreciation.
Employers can also provide valuable feedback to employees and make them feel valued to the
organization.
The feedback from supervisor helps the employee to feel more responsible, confident and
empowered. Top management can also support its employees in their personal crisis by providing
personal loans during emergencies, childcare services, employee assistance programs, counseling
services, et al.
Employers can also support their employees by creating an environment of trust and inculcating
the organizational values into employees. Thus employers can support their employees in a number of
ways as follows:
 By providing feedback
 By giving recognition and rewards
 By counseling them
 By providing emotional support
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RELATIONSHIP
Sometimes the relationship with the management and the peers becomes the reason for an
employee to leave the organization. The management is sometimes not able to provide an employee a
supportive work culture and environment in terms of personal or professional relationships. There are
times when an employee starts feeling bitterness towards the management or peers. This bitterness could
be due to many reasons. This decreases employee’s interest and he becomes de-motivated. It leads to less
satisfaction and eventually attrition.
A supportive work culture helps grow employee professionally and boosts employee satisfaction.
To enhance good professional relationships at work, the management should keep the following points in
mind.
Respect for the individual: Respect for the individual is the must in the organization.
Relationship with the immediate manager: A manger plays the role of a mentor and a coach. He designs
ands plans work for each employee. It is his duty to involve the employee in the processes of the
organization. So an organization should hire managers who can make and maintain good relations with
their subordinates.
Relationship with colleagues: Promote team work, not only among teams but in different departments as
well. This will induce competition as well as improve the relationships among colleagues.
Recruit whole heartedly: An employee should be recruited if there is a proper place and duties for him to
perform. Otherwise he’ll feel useless and will be dissatisfied. Employees should know what the
organization expects from them and what their expectation from the organization is. Deliver what is
promised.
Promote an employee based culture: The employee should know that the organization is there to support
him at the time of need. Show them that the organization cares and he’ll show the same for the
organization. An employee based culture may include decision making authority, availability of
resources, open door policy, etc.
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Individual development: Taking proper care of employees includes acknowledgement to the employee’s
dreams and personal goals. Create opportunities for their career growth by providing mentorship
programs, certifications, educational courses, etc.
Induce loyalty: Organizations should be loyal as well as they should promote loyalty in the employees
too. Try to make the current employees stay instead of recruiting new ones.
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RETENTION MYTHS
The process of retention is not as easy at it seems. There are so many tactics and strategies used
in retention of employees by the organizations. The basic purpose of these strategies should be to increase
employee satisfaction, boost employee morale hence achieve retention. But some times these strategies
are not used properly or even worse, wrong strategies are used. Because of which these strategies fail to
achieve the desired results.
There are many myths related to the employee retention process. These myths exist because the
strategies being used are either wrong or are being used from a long time. These myths prevent the
employer from successfully implementing the retention strategies.
Employees leave an organization for more pay: Money may be the motivating factor for some but for
many people it is not the most important factor. Money matters more to the low-income-employees for
whom it’s a survival issue. Money can make an employee stay in an organization but not for long. The
factors more important than money are job satisfaction, job responsibilities, and individual’s skill
development. The employers should understand this and work out some other ways to make employees
feel satisfied. When employees leave, management tries to retain them by offering more money. But
instead they should try to figure out the main reason behind it. Issues that are mainly the cause of
dissatisfaction are organization’s policies and procedures, working conditions, relationship with the
supervisor and salary, etc. For such employees, achievement, growth, respect, recognition, is the main
concern.
Incentives can increase productivity: Incentives can surely increase productivity but not for long term.
Cash incentives, volume work targets and speed awards are old management beliefs. They can generate
work speedily and in volumes but can’t boost employee commitment. Rather speed can hamper the
quality of work produced. What really glues employees to their work and organization is quality work,
meaningful responsibilities, recognition, respect, growth opportunities and friendly supervisors.
Employees run away from responsibilities: It is a myth that employees run from responsibilities. In-fact
employees feel more responsible if they are given extra responsibilities apart from their regular job.
Employees look for variety, greater control on the processes and authority to take decisions in their
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present job. They want opportunities to learn and grow. Management can assign extra responsibilities to
their employees and appreciate them on the completion of these tasks. This will induce a sense of pride in
the employee and will improve the relationship between the management and the employee.
Loyalty is a thing of the past: Employees can be loyal but what they need is an employer for whom they
can be loyal. There is no reason for the employee to hop jobs if he’s satisfied with the employer.
Taking measures to increase employee satisfaction will be expensive for the organizations: The things
actually required to improve employee satisfaction like respect, career growth and development;
appreciation, etc. can’t be bought. They are free of cost. An employer or management that reacts well to
the employee’s ideas and suggestions is enough for the employees to be retained.
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NEED FOR EMPLOYEE RETENTION:
Employee retention is crucial to the long-term success of the business and therefore the
ability to retain employees is a primary measure of the health of the organization. Of significant concern
is the fact that unplanned employee turnover directly impacts the bottom line of the business. Issues such
as lost intellectual capital, costly candidate searches, training time and investment, and a sense of
insecurity among staff is costly to an organization.
With the current labour market conditions, employee retention strategies are also important
to ensure that organizations retain the necessary human capital resources required to profitably run their
businesses when skill shortages are at an all time high. To strategically ensure increased revenue, client
satisfaction, a committed and satisfied workforce, well embedded organizational knowledge and learning,
as well as effective succession planning, organizations should be able to answer "yes" to the following
questions:
• Do employees know clearly what is expected of them each day? Continually changing expectations
minimize employees’ sense of internal security and create unnecessary stress. It is beneficial therefore to
provide a specific framework in which people can work.
• Are employees provided with quality management and leadership? It is well documented that people
leave their managers more often than they leave the company or the job. Turnover issues that cause an
employee to feel unvalued by their managers include lack of feedback about performance, lack of clarity
regarding earning potential, failure to hold scheduled meetings, and the failure to provide a framework for
the employee to succeed. Ensure that the right people are in place to lead the teams, departments, business
units and the organization as a whole towards success.
• Are employees given regular opportunities to develop their skills and knowledge? A career oriented
employee must experience opportunities for growth in order to feel valued by the organization. To help
eliminate a sense of stagnation in the workforce, organizations can offer cross training, internal role
related skills enhancement, relevant external course or seminar attendance, succession planning
programmes to help groom employees for promotion, opportunities for employees to sit on committees
where their skills will be further developed, and encouragement for staff to read relevant books or
periodicals to increase their knowledge base.
• Are employees’ talents and skills fully utilized? Often employees could contribute far more than they
currently are and would happily do so if management fully recognized and then utilized their skills,
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talents and experience. High performing staff often wants to contribute to areas outside the specific scope
of their individual roles and need the opportunity to do so. High performing organizations recognize this
and therefore strive to fully engage the talents of their employees.
• Does the organizational culture foster a sense of fairness and equitable treatment for all staff? The
perceptions of employees regarding how they feel they are treated are important to the long-term
commitment demonstrated by staff. By ensuring internal equity organizations can increase the morale,
motivation and dedication of their workforce
. • Do senior managers regularly acknowledge and interact with employees? In order for employees to
feel welcome, acknowledged and valued it is imperative that senior managers take the time to interact
with staff. While the act of management entails setting objectives and monitoring progress, true
leadership requires interaction. By learning about employees’ various talents, skills and abilities, senior
managers are able to stay better connected to the pulse of their organization.
• Are employees granted the freedom to freely speak their minds? By fostering a culture that promotes
open discussion employees can feel comfortable offering ideas or even constructive criticism, both of
which are necessary for continuous improvement within an organization. Forward thinking organizations
value open communication and therefore they encourage or even reward staff for sharing their thoughts,
ideas and suggestion
s. • Do employees feel appreciated, recognized and fairly rewarded? The act of regularly saying thank
you, openly recognizing employees’ contributions, as well as providing gifts, bonuses and competitive
remuneration are all keys to success in retention. Organizations that place emphasis on recognizing and
rewarding their staff members’ efforts and contributions are more likely to benefit from increased
employee commitment. Is your organization currently doing its best to retain your top talent?
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EMPLOYEE RETENTION STATISTICS AND TRENDS:
Hiring and retention are two sides of the same coin. They complement each other, and if both
are done well they produce what every company desperately needs: first-class human assets.
But the hiring success would create another challenge: keeping those star employees on-
board. Companies find themselves defensive, forced to look at their employment practices, benefits, and
compensation scheme to determine if these were unconsciously undermining bonds of loyalty between
their company and the great people they’ve hired.
Retention is a challenge faced by many of the world’s most admired companies. Consider the
experience of many companies in the United States from 1992 to 2000. U.S. businesses enjoyed
tremendous economic prosperity during this period and just about every able-bodied person who wanted a
job was enlisted in the work force. In many employment categories—particularly high skilled areas such
as IT, software development, electrical engineering, accounting, and finance—demand outstripped
supply, touching off what has become known as the “war for talent.”
Many companies recognized that a lack of human talent was a serious constraint on future
growth and pulled all the stops in order to retain their most valuable employees. Ernst & Young went so
far as to establish an Office of Retention with direct reporting responsibility to the CEO. Others set up
work-life balance programs to alleviate stress on the home front. Casual dress regimens, on-site child
care, and foosball tables proliferated. More than a few companies allowed employees to bring their dogs
to work. Books and magazine articles on “how to keep your employees happy and productive” were
cranked out by the score.
The Great War for talent in the United States appeared to end with the recession that hit the
country in late 2000.The high-tech sector was the first to be hit. Even IT professionals—the people
formerly in greatest demand—were furloughed by the thousands. Layoffs followed in other industries as
the recession rippled through the economy. Even Charles Schwab, a pioneer in the field of employee
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development and work-life balance, was forced to downsize. Between late 2000 and early 2002 the
national unemployment rate almost doubled.
But recessions don’t last forever, and most people recognized that the war for talent would
heat up again once the economy got back on track. And in some sectors of the economy, the war never
really subsided.
According to a 1999 study of 2,000 employees by Hudson Institute and Walker Information:
• 33 percent are “high risk”—that is, they are not committed to their present employer and not planning
to stick around for the next two years;
• 39 percent are “trapped”—they aren’t committed to the organization but are currently planning to stay
for the next two years; and
• Only 24 percent are “truly loyal”—both committed to the organization and planning to stay on for at
least two years.
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There has been a gradual but unmistakable transformation of the economy. With manufacturing
slipping, services are playing a principal role. Increased globalization, outsourcing, and the Internet have
only hastened the trend. This transition to a knowledge-based, service-oriented economy has raised the
importance of human capital. It is forcing companies to rely on the employees, not technology to deliver
on the promises they make to their customers and shareholders.
A recent Society for Human Resource Management (SHRM) press release revealed the answer
to the question of what people plan to do when the job market rebounds. The majority of the Human
Resource (HR) professionals and managers surveyed agreed that turnover will rise significantly once the
job market improves.
Where there’s Smoke, There’s Fire
Corporate Leadership Council's research shows the real business impact of employee
commitment: “By increasing employees’ engagement levels, organizations can expect an increase in
performance of up to 20 percentile points and an 87% reduction in employees’ probability of departure.”
In other words, engaged employees perform better and stay longer.
Progressive companies have recognized that to enter the top echelons of most admired
companies, they need to move beyond employee satisfaction. They need employees who are inspired and
engaged. So now that engaged employees are more vital to the economy than ever before, does it mean
that they are more highly valued? Does it translate into better treatment for them?
High Cost of Low Trust
According to recent Watson Wyatt research employee trust in corporate leaders—especially

senior managers—strongly influences turnover, productivity, and profitability. Although 72% of
employees believe their immediate bosses act with honesty and integrity in their business activities, only
56% believe the same about top management.
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The cost of an employee “checking out” (physically present but emotionally bankrupt) or
actually leaving the company is very high. Unfortunately, there are no expense lines in the general ledger
that directly capture or isolate this enormous expense. As a result, this cost almost always goes unnoticed.
Companies erroneously believe that by outsourcing the jobs they can outsource their HR
problems too. Offshore or otherwise, the same problems plague any firm with high turnover—higher HR
management and training costs, greater quality control problems, increased chances of competitive
disruption, and more difficulty establishing a stable corporate culture.
One Size Doesn’t Fit All
One size rarely fits all. Most employees don’t stop caring about their jobs, or decide to quit
overnight. It’s a complex decision spurred by months or even years of not-so-benign neglect. There are
three myths that get in the way of finding out the reality on the ground. Most organizations already have
the needed data in their HR systems. But they need to take deliberate steps to figure out how to analyze
the data they do have to create rich and actionable information. With the right business intelligence
system, HR organizations can mine their data to create deep, diagnostic insights.
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FRAMEWORK OF EMPLOYEE RETENTION
• The present times have seen a radical change in the style of work. The basic value system of an
individual has changed. In this competitive environment the corporate body must reassert itself.
The very entity called corporation is to be explicitly understood.
• The organizational approach to staffing, its ethics policy, and compensation package, fringe
benefits even the pathos of the organization can be turned towards its advantage. The manner in
which a corporation portrays its image is the beginning of the talent keeping process.
• The employee was once treated merely as an asset, but today he is treated as family as a unique
individual. His aspirations, goals, ambitions, are all given pivotal importance. This is the new
employee arrangement that governs the market of today.
• This is the very ground on which both the employee & organization meet. Sound understanding
of market structure, the emergence of intermediaries, their economic implications, the
government policy. This defines the very environment in which the organization functions.
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FACTORS CAUSING EMPLOYEE TURN OVER
• In the new market orientation the employee is no longer in a work for lifetime mindset. This is
the pull factor. Though a survey shows that the employees give their vote to stability. The main
reason to move is the lack of interest, frustration at work, lack of communication.
• The push factor is the actual culprit in employee turnover. The employee must have satisfaction
of work. Lack of proper delegation, miscommunications about nature of work lead to state
monotony. Often there is a mismatch between the work & the employee. This further escalates
the tension.
• Also we find problems between the employee & the employer. Here bad leadership leads to bad
management. At other times there are internal problems between employee & employee. This
results because there is no proper coordination between various departments. The lack of bonding
in the organization fosters a sense of resentment, which slowly poisons the minds of the
employee.
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MEASURING EMPLOYEE TURNOVER
It is imperative that employee turnover be quantified. This enables us to understand the

magnitude of damage caused. Employee turnover then be measured by taking into account the total
number of employees that left the organization in a said period. This should include retirement,
redundancy, and dismissal, those who leave on their own will. Estimating the cost is also a useful factor.
The costs to be taken into account are Administration costs, Recruitment costs, Selection costs, Induction
cost of new employee, Cost of covering during period of vacancy.
ATTRITION COSTS
One of the best methods for calculating the cost of turnover takes into account expenses involved to
replace an employee leaving an organization. These expenses are:
A. Recruitment cost
The cost to the business when hiring new employees includes the following six factors plus 10 percent for
incidentals such as background screening:
 Time spent on sourcing replacement

 Time spent on recruitment and selection
 Travel expenses, if any
 Re-location costs, if any n Training/ramp-up time
 Background/reference screening
B. Training and development cost
To estimate the cost of training and developing new employees, cost of new hires must be taken into
consideration. This will mean direct and indirect costs, and can be largely classified under the following
heads:
 Training materials
 Technology
 Employee benefits
 Trainers’ Time
25
C. Administration cost
They include:
 Set up communication systems

 Add employees to the HR system
 Set up the new hire’s workspace
 Set up ID-cards, access cards, etc.
ATTRITION RATE
The attrition rate has always been a sensitive issue for all organizations. Calculating employee
turnover rate is not that simple as it seems to be. No common formula can be used by all the
organizations. A formula had to be devised keeping in view the nature of the business and different job
functions. Moreover, calculating attrition rate is not only about devising a mathematical formula. It also
has to take into account the root of the problem by going back to the hiring stage.
There is no standard formula to calculate the attrition rate of a company, because
A)The employee base changes each month, so if a company has 1,000 employees in April 2004 and 2,000
in March 2005, then they may take their base as 2,000 or as 1,500 (average for the year). If the number of
employees who left is 300, then the attrition figure could be 15 percent or 20 percent depending on what
base we take.
B) Many firms may not include attrition of freshers who leave because of higher studies or within
three months of joining. In some cases, attrition of poor performers may also not be treated as attrition.
Calculating attrition rate:
Attrition rates can be calculated using a simple formula:
26
Attrition = (No. of employees who left in the year / average employees in the year) x 100
Thus, if the company had 1,000 employees in April 2004, 2,000 in March 2005, and 300 quit in the year,
then the average employee strength is 1,500 and attrition is 100 x (300/1500) = 20 percent.
Besides this, there are various other types of attrition that should be taken into account. These are:
 Fresher attrition that tells the number of fresher who left the organization within one year. It tells
how many are using the company as a springboard or a launch pad.
 Infant mortality that is the percentage of people who left the organization within one year. This
indicates the ease with which people adapt to the company.
 Critical resource attrition which tell the attrition in terms of key personnel like senior executives
leaving the organization.
27
ANALYSIS AND INTERPRETATION:
WORK EXPERIENCE:
TABLE 1.1 INDICATING WORK EXPERIENCE:
Work Experience(Years) Frequency Percent
<1 year 1 3.7
1-3 yrs 11 40.7
3-5 yrs 3 11.1
5-10 yrs 2 7.4
5-10 yrs 10 37.3
Total 27 100
CHART 1.1 INDICATING WORK EXPERIENCE:
INTERPRETATION:
 The maximum number of respondents falls into the age group of 1-3 years of work experience,
followed by 5-10 years of experience.
 Valid values are used to indicate the total representation; missing values if any are recorded in the
percentage section of the total values.
28
POSITION:
TABLE 1.2 INDICATING HIERARCHIAL POSITION:
Position Frequency Percent
Senior management 7 30
Middle management 18 66.6
Other management cadre 2 7.4
Total 27 100
CHART 1.2 INDICATING HIERARCHIAL POSITION:
INTERPRETATION:
 The maximum number of respondents interviewed fall in the middle management category.
29
EXPECTATIONS:
TABLE 1.3 SHOWING EXPECTATIONS OF PEOPLE AS TO WHY THEY WOULD LIKE TO

STAY LONGER:
Expectations Frequency Percent
Salary 2 7.4
Promotional opportunity 2 7.4
Meaningful professional development 18 66.7
Others-specified individually 5 18.5
Total 27 100
CHART 1.3 SHOWING EXPECTATIONS OF PEOPLE AS TO WHY THEY WOULD LIKE TO

STAY LONGER:
INTERPRETATION:
30
 The maximum number of respondents cites reason as to why they would stay longer in Zuari
Cements Ltd as meaningful professional development.
 Other reasons include personal-work life balance, facilities provided, safe and known working
environment.
TASK GROUP OPPORTUNITIES
TABLE 1.4 INDICATING AGREEMENT LEVEL ON TASK GROUP OPPORTUNITIES IN

ZCL
Task Group Opportunities Frequency Percent
Strongly disagree 5 18.5
Disagree 2 7.4
Neither agree nor disagree 5 18.5
Agree 6 22.2
Strongly agree 9 33.3
Total 27 100
CHART 1.4 INDICATING AGREEMENT LEVEL ON TASK GROUP OPPORTUNITIES IN

ZCL:
task group opportunities
120
100
100
frequency
80
Frequency
60
Percent
40 33.3
27
18.5 18.5 22.2
20 9
5 2 7.4 5 6
0
strongly disagree neither agree strongly Total
disagree agree nor agree
disagree
level of agreement
31
INTERPRETATION
 The maximum number of respondents strongly agrees to the statement that there are task group
opportunities apart from the core job responsibilities in the organization.
COMMUNICATION:
T ABLE SHOWING AGREEMENT LEVEL TOWARDS COMMUNICATION IN ZCL
Communication Frequency Percent
Strongly Disagree 2 7.4
Disagree 8 29.6
Agree 7 26
Strongly Agree 10 37
Total 27 100
CHART SHOWING AGREEMENT LEVEL TOWARDS COMMUNICATION IN ZCL
communication
120
100
100
%
; 80
y
c com m unication Frequency
n 60
e 37 com m unication Percent
u 40 29.6
q 26 27
e
fr 20 8 10
2 7.4 7
0
strongly disagree agree strongly Total
disag ree agree
Valid
agreement level
32
INTERPRETATION
 Majority of the respondents (37%) strongly agree that there is proper communicative
environment in Zuari Cements Ltd.
 But there are 29.6% of respondents who feel that there communication is not as it should be in
Zuari Cements Ltd
DIVERSITY:
TABLE INDICATING EMPLOYEE’S RESPONSE TO DIVERSITY:
Diversity Frequency Percent
Strongly Disagree 3 11
Neither Agree Nor Disagree 3 11
Agree 3 11
Strongly Agree 18 67
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TO DIVERSITY:
diversity
120 100
100
%
; 80 67
y diversity Frequency
c
n 60
e diversity Percent
u 40 27
q 18
e
rf 20 11 11 11
3 3 3
0
strongly neither ag ree strongly Total
disagree agree nor agree
disagree
Valid
agreement level
33
INTERPRETATION
 Majority of the respondents (18) strongly agree that equitable treatment is given to all, despite
language, gender, age, regional differences and that ZCL encourages diversity.
CAREER DEVELOPMENT PROGRAM:
TABLE SHOWING RESPONSE TO ZCL’S CAREER DEVELOPMENT PROGRAM
Career Development Program Frequency Percent
Strongly Disagree 6 22.2
Disagree 5 18.6
Neither Agree Nor Disagree 12 44.4
Agree 1 3.7
Strongly Agree 3 11.1
Total 27 100
CHART SHOWING RESPONSE TO ZCL’S CAREER DEVELOPMENT PROGRAM
career development program
120
frequency
100
100
80 career development
programFrequency
60 44.4
career development
40 27 programP ercent
22.2 18.6
20 12 11.1
6 5 1 3.7 3
disagree
disagree
strongly
strongly
neither
agree
Total
agree
0
agree
nor
Valid
level of agreement
34
INTERPRETATION
 In response to whether there is any career development, employees opinion is neutralized i.e.12
out of the 27 respondents neither agree nor disagree about the career development program
provided by the company.
FAIRNESS & RESPECT:
TABLE SHOWING AGREEMENT LEVEL OF EMPLOYEES WHETHER THEY ARE

TREATED WITH FAIRNESS & RESPECT:
Fairness & Respect Frequency Percent
Strongly disagree 1 3.7
Agree 6 22.3
Strongly agree 20 74
Total 27 100
CHART SHOWING AGREEMENT LEVEL OF EMPLOYEES WHETHER THEY ARE

TREATED WITH FAIRNESS & RESPECT:
fairness &respect
120
100
100
frequency
74
80 fairness &respect
Frequency
60
fairness &respect
40 27 Percent
22.3 20
20 6
1 3.7
0
strongly agree strongly Total
disagree agree
Valid
level of agreement
35
INTERPRETATION
 Majority of the respondents (20 out of 27) strongly agree that they are given due fairness and
respect, in voicing their opinions and in treatment in the company.

HELPING TENDENCY:
TABLE INDICATING WHETHER ZCL HAS A CO-OPERATIVE JOB ENVIRONMENT
Helping Tendency Frequency Percent
Very Dissatisfied 1 3.7
Dissatisfied 2 7.4
Neither Satisfied Nor Dissatisfied 1 3.7
Satisfied 3 11.1
Very Satisfied 19 70.3
Total 27 100
CHART INDICATING WHETHER THERE ZCL HAS A CO-OPERATIVE JOB

ENVIRONMENT
helpingtendency
frequency
120
100
100
80 70.3 helpingtendency
Frequency
60
helpingtendencyP
ercent
40 27
19
11.1
dissatisfied
dissatisfied
20 13.7 27.4 13.7 3 13.7

satisfied
satisfied
satisfied
neither
Total
0
very
6
very
Valid
satisfactionlevel
INTERPRETATION
36
 19 out of the 27 respondents are very much satisfied with the working environment of the
company, where there is a fair amount of helping tendency and co-operative working
environment.

JOB SECURITY
TABLE INDICTING EMPLOYEE RESPONSE TOWARDS FEELING OF JOB SECURITY:
Job Security Frequency Percent
Dissatisfied 4 14.8
Satisfied 2 7.4
Total 27 100
CHART INDICTING EMPLOYEE RESPONSE TOWARDS FEELING OF JOB SECURITY:
jobsecurity
120
frequency
100
100
80
58.3 jobsecurity Frequency
60
jobsecurity Percent
40 27
14.8 14.8 16
20 1 3.7 4 4 2 7.4
dissatisfied
dissatisfied
satisfied
satisfied
satisfied
0
Total
neither
very
nor
very
Valid
satisfactionlevel
INTERPRETATION
37
 Majority of the respondents (16 out of 27) are very much satisfied with the job security of the
company.
AUTONOMY:
TABLE INDICATING EMPLOYEE’S RESPONSE TOWARDS AUTONOMY IN ZCL:
Autonomy Frequency Percent
Dissatisfied 4 14.8
Satisfied 10 37
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TOWARDS AUTONOMY IN ZCL:
autonomy
frequency
120
100
100
80
autonomyFrequency
60
37 autonomyP
ercent
40 29.7 27
14.8 11.1
dissatisfied
dissatisfied
20 10 8
2 7.4 4 3
satisfied
satisfied
satisfied
neither
Total
0
very
very
nor
Valid
satisfactionlevel
INTERPRETATION
 Majority of the respondents (18 out of 27) are satisfied with the degree of autonomy in the
company.
38
SENSE OF ACCOMPLISHMENT:
TABLE INDICATING WHETHER EMPLOYEE HAS A SENSE OF ACCOMPLISHMENT:
Worthwhile Accomplishment Frequency Percent
Dissatisfied 2 7.4
Satisfied 7 26
Total 27 100
CHART INDICATING WHETHER EMPLOYEE HAS A SENSE OF ACCOMPLISHMENT:
feelingof accomplishment
frequency
120
100
100 worthwhile
80 accom plishment
51.8 Frequency
60
worthwhile
40 26 27 accomplishment P
ercent
11.1 14
dissatisfied
dissatisfied
20 13.7 27.4 3 7
satisfied
satisfied
satisfied
Total
neither
0
very
very
Valid
satisfactionlevel
INTERPRETATION
 Majority of the respondents (14/27) have a sense of accomplishment. At the end of the day that
they have contributed their best and it’s been worthwhile.
39
FAIR TREATMENT-IMMEDIATE BOSS:
TABLE INDICATING WHETHER THE EMPLOYEE FEELS FAIRLY GTREATED BY

HIS/HER IMMEDIATE BOSS:
Fair Treatment-Immediate Boss Frequency Percent
Dissatisfied 1 3.7
Satisfied 5 18.5
Very Satisfied 20 74
Total 27 100
CHART INDICATING WHETHER THE EMPLOYEE FEELS FAIRLY TREATED BY

HIS/HER IMMEDIATE BOSS:
fair treatment
frequency;%
150 100
100 74 Frequency
20 27
50 1 3.7 5 18.5 Percent
0
satisfied
satisfied
dissatisfi
Total
very
ed
satisfaction level
INTERPRETATION
 20 out of the 27 respondents are happy with the way they are treated by their immediate
superiors.
40
INTERACTION:
Interaction Frequency Percent
very dissatisfied 3 11.1
Dissatisfied 11 40.7
neither satisfied nor dissatisfied 1 3.7
Satisfied 2 7.4
very satisfied 10 37.03
Total 27 100
TABLE INDICATING SENSE OF INTERACTION BETWEEN EMPLOYEES:
CHART INDICATING SENSE OF INTERACTION BETWEEN EMPLOYEES:
interaction
frequency;%
120
100
100
80
Frequency
60
41 37 Percent
40 27
20 11 11 10
dissatisfied
3 1 4 2 7
satisfied
satisfied
neither
0
very
nor
very
satisfaction
INTERPRETATION
 The respondents are of neutralized opinion (almost) wherein 11 out of the 27 employees are not
satisfied with interaction between the employees of the company, 10 out of the 27 employees are
very much satisfied with the interactions between the employees of the company.
41
SAFETY/FACILITIES PROVIDED:
TABLE INDICATING EMPLOYEE’S COMENTS ON SAFETY AND FACILTIES PROVIDED
Safety/Facilities Frequency Percent
Dissatisfied 2 7.4
Satisfied 3 11.1
Total 27 100
CHART INDICATING EMPLOYEE’S COMENTS ON SAFETY AND FACILTIES PROVIDED:
safetyof environment
120
100
frequency
100
80 62.96
safety/facilitiesFrequency
60
safety/facilitiesPercent
40 27
11.1 11.1 17
20 3 27.4 13.7 3 13.7
dissatisfied
dissatisfied
satisfied
satisfied
satisfied
0
Total
neither
6
very
very
Valid
level of satisfaction
INTERPRETATION
 Majority of the respondents (63%) are very much satisfied with the safety environment in the
company.
42
PROMOTIONAL OPPORTUNITIES:
TABLE INDICATING EMPLOYEE’S RESPONSE TOWARDS AVAILABILITY OF

promotional opportunities Frequency Percent
Satisfied 4 14.8
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TOWARDS AVAILABILITY OF

promotional opportunities
120
frequency
100
100
80 promotional opportunities
Frequency
60
37.03 33.3 promotional opportunities
40 27 Percent
10 14.8
20 9
27.4 27.4 4
dissatisfied
dissatisfied
satisfied
satisfied
satisfied
Total
neither
0
very
very
Valid
satisfactionlevel
INTERPRETATION
 The majority of the respondents (37. %) are dissatisfied with the promotional opportunities
provided by the company.
43
CAREER LADDERS:
TABLE INDICATING EMPLOYEE’S COMMENTS TOWARDS CAREER LADDERS IN THE

ORGANIZATION:
Career ladders Frequency Percent
Dissatisfied 3 11.1
Satisfied 6 22.2
Total 27 100
CHART INDICATING EMPLOYEE’S COMMENTS TOWARDS CAREER LADDERS IN THE

ORGANIZATION:
career ladders
120
frequency
100
100
80
career laddersFrequency
60
career laddersP
ercent
40 29.6 27
22.2 18.5
14.8 11.1
dissatisfied
dissatisfied
20 4 8 6 5
3 13.7
satisfied
satisfied
satisfied
neither
Total
0
very
6
very
Valid
satisfactionlevel
INTERPRETATION
 The majority of the respondents have chosen to be neutral (29.6%) about the career ladders in the
organization, closely followed by (22.2%) who are satisfied with the career ladders in the
organization.
44
COMPENSATION PROVIDED:
TABLE INDICATING EMPLOYEE’S SATISFACTION TOWARDS COMPENSATION

PROVIDED:
compensation Frequency Percent
Dissatisfied 5 18.5
Satisfied 13 48.1
Total 27 100
CHART INDICATING EMPLOYEE’S SATISFACTION TOWARDS COMPENSATION

PROVIDED:
compensation
frequency
120
100
100
80
com
pensationFrequency
60 48.1
com
pensationP
ercent
40 27
14.8 18.5 14.8
dissatisfied
dissatisfied
13
20 4 5 13.7 4
satisfied
satisfied
satisfied
neither
Total
0
very
very
Valid
satisfactionlevel
INTERPRETATION
 Majority (13) of the respondents are satisfied with the compensation given to them by the
company.
SELECTION PROCEDURES
45
TABLE INDICATING EMPLOYEE’S RESPONSE TOWARDS SELECTION PROCEDURES IN
THE ORGANIZATION
selection procedures Frequency Percent
Dissatisfied 7 25.9
Satisfied 5 18.5
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TOWARDS SELECTION PROCEDURES IN

THE ORGANIZATION:
selectionprocedures
120
100
frequency
100
80 selectionprocedures
Frequency
60
selectionprocedures
40 25.9 29.6 27
18.5 18.5 Percent
8
20 2 7.4 7 5 5
dissatisfied
dissatisfied
satisfied
satisfied
satisfied
0
Total
neither
very
nor
very
Valid
satisfactionlevel
INTERPRETATION
 Majority of the respondents are satisfied with selection procedures (29.6%), followed by
dissatisfaction about the selection procedures (25.9%) with just a respondent’s opinion difference
between the two categories.
 Valid values are used to indicate the total representation, missing values if any are
recorded in the percentage section of the total values.
TRAINING OPPORTUNITIES:
46
TABLE INDICATING EMPLOYEE’S RESPONSE TOWARDS TRAINING OPPORTUNITIES
IN ZCL:
training opportunities Frequency Percent
Satisfied 3 11.1
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TOWARDS TRAINING OPPORTUNITIES

IN ZCL:
trainingopportunities
120
frequency
100
100
80 trainingopportunities
Frequency
60 40.7
33.3 trainingopportunities
40 27 Percent
9 11 11.1
20 2 7.4 3 2 7.4
dissatisfied
dissatisfied
satisfied
satisfied
satisfied
0
Total
neither
very
very
Valid
satisfactionlevel
INTERPRETATION
 9(very dissatisfied) and 11(dissatisfaction) out of the 27 respondents are dissatisfied with the
training opportunities available in the company.
 Valid values are used to indicate the total representation, missing values if any are
recorded in the percentage section of the total values.
47
PERFORMANCE MANAGEMENT SYSTEM (PMS)
TABLE INDICATING EMPLOYEE’S RESPONSE TO PMS:
Performance Management System Frequency Percent
Dissatisfied 6 22.2
Satisfied 3 11.1
Very Satisfied 7 30
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TO PMS:
pms
frequency
120
100
100
80
F
requency
60
P
ercent
40 30 27
18.5 22.2 22.2
dissatisfied
dissatisfied
20 6 6 11.1 7
satisfied
satisfied
satisfied
5 3
neither
Total
0
very
very
nor
Valid
satisfactionlevel
INTERPRETATION
 Around 30% of the respondents are very satisfied with the performance management system in
the company.
INDUCTION:
TABLE INDICATING EMPLOYEE’S RESPONSE TO INDUCTION PROCEDURES IN ZCL:
48
Induction Frequency Percent
Dissatisfied 4 14.8
Satisfied 2 7.5
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TO INDUCTION PROCEDURES IN ZCL:
induction
frequency
120
100
100
80
Frequency
60 48.1
P
ercent
40 27
18.5 14.8 13
11.1
dissatisfied
dissatisfied
20 5 4 3 2 7.5
satisfied
satisfied
satisfied
neither
Total
0
very
very
nor
Valid
satisfactionlevel
INTERPRETATION:
 Majority of the respondents are very satisfied (13) with the induction procedures in the
organization.
POLITICAL ENVIRONMENT:
TABLE INDICATING EMPLOYEE’S RESPONSE TO THE POLITICAL ENVIRONMENT IN

THE COMPANY:
49
Political Environment Frequency Percent
Dissatisfied 5 18.5
Satisfied 4 14.8
Total 27 100
CHART INDICATING EMPLOYEE’S RESPONSE TO THE POLITICAL ENVIRONMENT IN

THE COMPANY
political environment
frequency
120
100
100
80
Frequency
60
P
ercent
40 25.9 29.6 27
18.5 14.8
dissatisfied
dissatisfied
20 11.1 7 8
3 5 4
satisfied
satisfied
satisfied
neither
Total
0
very
very
nor
Valid
satisfactionlevel
INTERPRETATION:
 29.6% of the respondents feel that the internal political environment is a healthy and competitive
one, and that the external politics is a dynamic situation which may affect in the long run, but not
presently.
RETIREMENT PLAN:
TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF

RETIREMENT PLAN:
50
Retirement Plan Frequency Percent
Not At All Important 3 11.1
Not Very Important 6 22.2
Neutral 1 3.7
Somewhat Important 2 7.4
Very Important 15 55.6
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF

RETIREMENT PLAN:
retirement plan
frequency;%
150
100
100 55 Frequency
27
50 3 11 6 22 1 4 2 8 15 Percent
0
not at all neutral very
important important
level of importance
INTERPRETATION:
 Majority of the respondents (15) support that retirement plans are very important for them.
HEALTH AND RELATED BENEFITS:
TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF HEALTH

AND RELATED BENEFITS:
51
Health And Related Benefits Frequency Percent
Not Very Important 1 3
Somewhat Important 8 30
Very Important 18 67
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF HEALTH

AND RELATED BENEFITS:
healthbenefits
120
frequency
100
100
80 67
Frequency
60
P
ercent
40 30 27
18
20 8
1 3
0
not very somewhat very Total
important important important
Valid
importancelevel
INTERPRETATION:
 18 out of the 27 respondents feel that health benefits are also very important for them.
LEAVE BENEFITS:
TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF LEAVE

BENEFITS:
52
Leave Benefits Frequency Percent
Neutral 3 11.1
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF LEAVE

BENEFITS:
leavebenefits
120
100
frequency
100
80
Frequency
60 48
Percent
40 27
18.6 22.3
11.1 13
20 5 3 6
somewhat
important
important
important
not very
neutral
Total
0
very
Valid
importancelevel
INTERPRETATION:
 13 out of the 27 respondents, which form the majority response, feel that leave benefits are very
important for them.
EMPLOYEE REFERRAL PROGRAM:
TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEE

REFERRAL PROGRAM:
Employee Referral Program Frequency Percent
53
Neutral 4 14.8
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF EMPLOYEE

REFERRAL PROGRAM:
employee referral program
120
100
100
frequency;%
80
Frequency
60
Percent
40 33.4 33.3
27
14.8 11.1
20 9 7.4 9
2 4 3
0
not at all not very neutral somewhat very Total
important important important important
level of importance
INTERPRETATION:
 The respondents have given mixed response regarding an employee referral program, which is
currently unavailable in the company.
EMPLOYEE COUNSELING

COUNSELING
Employee Counseling Frequency Percent
54
Neutral 2 7.4
Total 27 100

COUNSELING
employ
eecounseling
120
frequency
100
100
80
Frequency
60 44.4 P
ercent
40 27
18.5 22.2
12
somewhat
important
20
important
important
6 7.4 7.4
important
5
not at all
2 2
not very
neutral
Total
0 very
Valid
importancelevel
INTERPRETATION:
 Majority of the respondents think that employee counseling is very important.
 Few of the respondents also think that it is not at all important.
EDUCATION OPPORTUNITIES:

Education Opportunities Frequency Percent
55
Neutral 2 7.5
Total 27 100

EDUCATION OPPORTUNITIES
educationopportunities
frequency
120
100
100
80 62.9
Frequency
60
P
ercent
40 27
14.8 17
11.1
somewhat
important
important
important
20 2 7.5
important
1 3.7 3 4
not at all
not very
neutral
Total
0
very
Valid
importancelevel
INTERPRETATION:
 17 out of the 27 respondents feel that education opportunities are very much important for them.
TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF TRAINING

OPPORTUNITIES:
Training Opportunities-Direct Frequency Percent
56
Total 27 100
Training Opportunities-Indirect Frequency Percent
Neutral 1 3.7
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF TRAINING

OPPORTUNITIES:
indirect training
120
100
frequency
100
80
Frequency
60 44.4 Percent
40 29.6 27
22.3
20 8 12
6 3.7
1
0
not very neutral som ewhat very Total
important important important
Valid
importancelevel
57
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF TRAINING
OPPORTUNITIES:
direct training opportunities
120
100
100
frequency-%
77.7
80
Frequency
60
Percent
40 27
21
14.8
20 7.5
2 4
0
not very important somewhat very important Total
important
level of importance
INTERPRETATION:
 12 and 8 respondents out of 27 feel that indirect training is important for them.
 21 out of the 27 respondents feel that direct training is very important.
EMPLOYEE SUGGESTION PROGRAM:
58
SUGGESTION PROGRAM:
Employee Suggestion Program Frequency Percent
Neutral 4 14.8
Total 27 100

SUGGESTION PROGRAM:
employeesuggestionprogram
120
frequency
100
100
80
Frequency
60
40.7 Percent
40 22.2 27
14.8 14.8 11
20 2 7.4 6 4 4
somewhat
important
important
important
important
not at all
not very
neutral
Total
0
very
Valid
importancelevel
INTERPRETATION:
 Majority of the employees (11) feel that their suggestions are very important for the company’s
progress, and hence an employee suggestion program would be effective.
INCENTIVE PROGRAM:
59
TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF INCENTIVE
PROGRAM:
Incentive Program Frequency Percent
Neutral 6 22.2
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF INCENTIVE

PROGRAM:
incentive program
120
100
frequency;%
100
80
63
Frequency
60
Percent
40 27
22.2
14.8 17
20
6 4
0
neutral somewhat veryimportant Total
important
level of importance
INTERPRETATION:
 Majority of the respondents (17) feel that incentive programs are very important for them.
INFRASTRUCTURAL FACILITIES:
60
Infrastructural Facilities Frequency Percent
Not At All Important 10 37
Total 27 100

infrastructural facilities
frequency-%
150 100
100 52 Frequency
37 27
50 10 1 3.7 2 7.3 14 Percent
0
somewha
important
important
Total
not at all
level of importance
INTERPRETATION:
 14 out of the 27 respondents feel that infrastructure facilities are important for their work.
JOB ENRICHMENT
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TABLE INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF JOB
ENRICHMENT:
Job Enrichment Frequency Percent
Neutral 5 18.5
Total 27 100
CHART INDICATING EMPLOYEE’S VIEW OF THE IMPORTANCE LEVEL OF JOB

ENRICHMENT:
jobenrichment
120
frequency
100
100
80
55.6 Frequency
60
Percent
40 27
18.5 15
20 11.1
3 2 7.4 5 2 7.4
somewhat
important
important
important
important
not at all
not very
neutral
Total
0
very
Valid
importancelevel
INTERPRETATION:
 Majority of the respondents (15) feel that job enrichment is very important for them.
SUMMARY OF FINDINGS
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• The maximum number of respondents falls into the age group of 1-3 years of work
experience, followed by 5-10 years of experience.
• The maximum number of respondents interviewed fall in the middle management

category.
• The maximum number of respondents cites reason as to why they would stay longer in
Zuari Cements Ltd as meaningful professional development.
• The maximum number of respondents strongly agrees to the statement that there are task
group opportunities apart from the core job responsibilities in the organization.
• Majority of the respondents (10) strongly agree that there is proper communicative
environment in Zuari Cements Ltd.
• Majority of the respondents (18) strongly agree that equitable treatment is given to all,
despite language, gender, age, regional differences and that ZCL encourages diversity.
• In response to whether there is any career development, employees opinion is neutralized

i.e.12 out of the 27 respondents neither agree nor disagree about the career development
program provided by the company.
• Majority of the respondents (20 out of 27) strongly agree that they are given due fairness
and respect, in voicing their opinions and in treatment in the company.
• 19 out of the 27 respondents are very much satisfied with the working environment of the
company, where there is a fair amount of helping tendency and co-operative working
environment.
• Majority of the respondents (16 out of 27) are very much satisfied with the job security of
the company.
• Majority of the respondents (18 out of 27) are satisfied with the degree of autonomy in
the company.
• Majority of the respondents (14 out of 27) have a sense of accomplishment. At the end of
the day that they have contributed their best and it’s been worthwhile.
• 20 out of the 27 respondents are happy with the way they are treated by their immediate
superiors.
• The respondents are of neutralized opinion (almost) wherein 11 out of the 27 employees
are not satisfied with interaction between the employees of the company, 10 out of the 27
employees are very much satisfied with the interactions between the employees of the
company.
• Majority of the respondents (17 out of 27) are very much satisfied with the safety
environment in the company.
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• The majority of the respondents (10 out of 27) are dissatisfied with the promotional
opportunities provided by the company.
• The majority of the respondents have chosen to be neutral (8 out of 27) about the career
ladders in the organization, where they choose to neither agree nor disagree.
• Majority (13 out of 27) of the respondents are satisfied with the compensation given to
them by the company.
• Majority of the respondents are satisfied with selection procedures (8) followed by
dissatisfaction about the selection procedures (7 out of 27) with just a respondent’s
opinion difference between the two categories.
• 9(very dissatisfied) and 11(dissatisfaction) out of the 27 respondents are dissatisfied with
the training opportunities available in the company.
• Around 30% of the respondents are very satisfied with the performance management
system in the company.
• Majority of the respondents are very satisfied (13 out of 27) with the induction
procedures in the organization.
• 8 of the respondents feel that the internal political environment is a healthy and
competitive one, and that the external politics is a dynamic situation which may affect in
the long run, but not presently.
• Majority of the respondents (15) support that retirement plans are very important for
them.
• 18 out of the 27 respondents feel that health benefits are also very important for them.
• 13 out of the 27 respondents, which form the majority response, feel that leave benefits
are very important for them.
• The respondents have given mixed response regarding an employee referral program,
which is currently unavailable in the company.(9 out of 27 think they are not at all
important and 9 think they are important)
• Majority of the respondents think that employee counseling is very important.

• 17 out of the 27 respondents feel that education opportunities are very much important
for them.
• 8 respondents out of 27 feel that indirect training is important for them.

• 21 out of the 27 respondents feel that direct training is very important.
• Majority of the employees (11) feel that their suggestions are very important for the
company’s progress, and hence an employee suggestion program would be effective.
• Majority of the respondents (17) feel that incentive programs are very important for
them.
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• 14 out of the 27 respondents feel that infrastructure facilities are important for their work.
• Majority of the respondents (15) feel that job enrichment is very important for them.
FINDINGS:-YERRAGUNTLA PLANT:
TASK GROUP OPPORTUNITIES:
• Employees may feel it as a burden, though it is supposed to be initiative and out of one’s own
interest.
• As the time period increases, the added responsibilities are included within the job profile.
COMMUNICATION:
• Not 100% sure whether the changes are communicated to the grass roots level***
• Open door policy is effective. ***
• Communication with various functional executives is very good.
DIVERSITY:
• Equitable treatment is given to all employees.
• No specific comments were given.
FAIRNESS & RESPECT:
• To a certain extent, there’s discretion in the way two employees are treated at the same
hierarchical level by the immediate superior.
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RECOGNITION:
• There should be fairness and a higher degree of openness during performance appraisal.
• ‘Employee of the month’ will be a good idea since not everybody is aware of their capabilities and
limits. ***
HELPING TENDENCY:
• It is a co-operative work environment.
JOB SECURITY:
• The wage board employees face insecurity due to the voluntary retirement scheme(VRS)
AUTONOMY:
• Not to a great extent, but there is satisfactory level of independent action.
SENSE***
OFREFERS TO SAME RESPONSE FROM MORE THAN SIX RESPONDENTS
ACCOMPLISHMENT:
• Depends upon the workload and time constraint.

• This is the essential factor for many employees staying in organization.
INTERACTION:
• There are regular outings organized.
• The procedures are rigid, and followed in every step.
• Criteria to be better defined.

• Redesignations provided a false image; they’ve not had a huge impact on the employee’s
performance.
CAREER LADDERS:
• It depends upon combination of factors of seniority and performance.

• There is no long term assurance at the organization.
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• It is one of the factors, rather than the major factor that drives retention. ***
• There is a considerable time gap between the recruitment and selection of the person.
• The procedures have been diluted, earlier they were more stringent.
• There should be a proper feedback session for the employee to know areas of improvement,
which should be made as a formal session.
• There should be transparency in the PMS.
INDUCTION:
• Should be more team oriented, and start off with team building exercises.
*** ENVIRONMENT:
POLITICAL REFERS TO SAME RESPONSE FROM MORE THAN SIX RESPONDENTS
• Around 30% of the internal political environment is unhealthy.
RETIREMENT PLAN:
• It was not communicated properly.
• The scheme should include benefits for parents. ***
LEAVE BENEFITS:
• They are beneficial to the organization and the employee too.
• Employees are unsure about its effects and consequences.

• There may be a negative reaction from the employees.
EMPLOYEE COUNSELING:
• The HR should take up such sessions for a fixed schedule, to make it effective.
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• It is the best way to show that the company has some interest in its younger section of the
workforce.
• The training needs and the budget for such activities need to be individualized.
Supervisors can be consulted on such training needs.
• It already exists.
• Management should take action, but there is only 40% assurance that it might do something.
*** REFERS TO SAME RESPONSE FROM MORE THAN SIX RESPONDENTS
INCENTIVE PROGRAM:
• It was not very effective since it put experienced and non-experienced people in the same cadre.
• The incentive program was communicated properly.
• Toilet facilities at the factory site need immediate attention. ***

• The colony facilities are an important focus point too.
• Ambulance facilities are also based upon distinction which is a grievance amongst employees.
• Mineral water requirement requests have also been made. ***
JOB ENRICHMENT:
• It is beneficial to the organization. At their respective levels, people get an opportunity to be

removed from the routine and monotonous tasks.
• One program at least to be made mandatory in the initial stage, as the employee may be reluctant
to stretch his performance limits or have a change of scene.
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FINDINGS-GROUP TECHNICAL CENTRE:
TASK GROUPS:
Employees are given the opportunity, but to certain extent only. If given, then there will be a positive
response from the employees.
COMMUNICATION:
There is no proper communication of HR policies. The communication should be more open, as there is a
feeling of secrecy. Any kind of changes made in the policies are also not communicated.
DIVERSITY:
Issues regarding diversity do not exist.
Unaware about any kind of career development followed in the organization. Employee response can be
effective, if there is a predefined path.
FAIRNESS & RESPECT:
There is an environment that encourages employees to voice their views, there is no discrepancy
regarding gender or language.
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RECOGNITION:
Employees feel that they haven’t contributed anything, it would be better if there is an appreciation
through schemes such as “employee of the month.”
HELPING TENDENCY:
It is negligible when compared to other pressing concerns.
JOB SECURITY:
Lack of clear cut path, no career path is defined as to what is going to happen after 5 years.
AUTONOMY:
Roles and responsibilities not clearly defined. Suggestions when made regarding decision making, the
outcome is not sure. There should be an increased autonomy in decision making than the current scenario.
In higher level of decision making there is no autonomy.
Employees need empowerment to feel accomplished, in which decision making plays a crucial role. More
challenges are required for empowerment.
It appears that many employees are not fully satisfied.
INTERACTION:
Interaction with people other than for work is nil. There are no outings organized.
Implementation to be made more forceful, in case of safety procedures. Facilities are not a problem.
Redesignation has happened because the company is afraid of retention. Also there is less room for
display of skills.
CAREER LADDERS:
Do not know anything about it.
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It is one of the factors. Comparison is generally made with the industry.
SELECTION PROCEDURES:
No predefined procedures. When the candidate goes through the various levels, the time gap becomes too
much.
TRAINING:
Training is not very often, and there is no training calendar or schedule as such.
PERFORMANCE MANAGEMENT SYSTEM (PMS):
More simplification of the procedures is required. Depends upon the individual as to how they view the
feedback sessions if any, after the PMS. The system is not very transparent.
INDUCTION:
Team orientation is necessary as nothing other than introduction is given.
The internal political environment is unhealthy. There should be integration of the CTG into the
company.
ETIREMENT PLAN:
No communication is given.
Unaware of its effectiveness.
LEAVE BENEFITS:
Neutralized effect on employees.
Should be non-monetary. To prevent internal politics, the referral should be for some other department.
EMPLOYEE COUNSELING
Have taken initiative to do it themselves. Supervisors can better handle this role.
It is necessary for the younger workforce segment, with long term agreement or bond with the employee.
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It should help to cope up with recent changes. The program should be designed in such a way that it
attracts people.
Can be implemented-employee response may be positive. Small awards like “best suggestion of the
month” can be significant to increase participation. The ESP can be used for increase in production as
well as better policies.
INCENTIVE PROGRAM:
It has been a task- oriented scheme, but goals should be better defined. It has proved as an effective
retention strategy.
Quarters, office facilities need to be improved. Good transport system for all levels to Yerraguntla plant.
JOB ENRICHMENT:
Know about the various aspects of the company.
MISCELLANEOUS COMMENTS:
Timings can be improved. Pertaining to loans, the formalities can be easier than the current state.
72
FINDINGS-CORPORATE OFFICE
• There are opportunities provided other than the core job responsibilities-sap implementation has
been cited as an example.
• Learning opportunity-very frequently has been provided on the job.
• It is based upon the interest of individual and system, where it is driven by system and not the
people. ***
COMMUNICATION:
• Open door policy is effective

• Human resource policies are not circulated properly. ***
• Only when the queries arise, policies are given. But the reply is immediate
• Hr policy communication has been effective.
DIVERSITY:
• No opportunities for talks. ***

• Equitable treatment given to all. ***
• There is no clarity in the goals set for the organization.

• After 5 years where will I be?
73
FAIRNESS & RESPECT:
• Consideration is given to all employees.
RECOGNITION:
• Once in a year at least best employee should be given. ***

• Rarely is some kind of tangible recognition is given (non- monetary), it should be a visible form
of recognition.
• Non-monetary form of recognition is necessary for making team building activities.
• There was a special mention of the SAP appreciation letters by the employees. ***
HELPING TENDENCY:
• There is work pressure hence there might be not as much help- extended as necessary.
JOB SECURITY
• It is performance driven. If the performance is good, then job also will be there.
AUTONOMY:
• Boundary to be extended, such that individual takes the initiative. There is a ‘traditional’
atmosphere at Zuari Cements Limited.
• The sense of accomplishment has been ore after SAP implementation.

• No feeling of creativity due to work overload and time lag.
• It is also due to centralized decision making.
• It is generally routine decision making, and suggestions are given. Those are given due
consideration.
INTERACTION:
• There is a feeling of lack of time available for interaction. ***
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• There should be get together organized for entire corporate office, some form of wish or greeting
on days like birthdays, anniversaries. ***
• Cafeteria, library, indoor games-recreational modes to be created.

• No additional facilities required. ***
• No clear cut idea about promotion parameters.

• The time gap between the promotions needs to be streamlined. ***
CAREER LADDERS:
• Redesignations have been more for the company market than additional responsibility. ***

• It is one of the factors, rather than the major factor. ***
• Time gap is too long between recruitment and selection.

• Additional manpower required, as there is a sense of shortage
• Employees are awaiting for training opportunities and self development

Programs. ***
• There can be a formal policy for training sessions.

• The reason for not much concentration can also be due to manpower shortage in HR.***
• There was a special mention of Ford Consultancy training program to be very effective.
• Redesignations have occurred without added responsibilities which creates false image. ***
• Feedback sessions are very important after each performance appraisal, which is not properly
done.
• The emphasis during such sessions should be on strengths and weaknesses of the individual.
75
INDUCTION:
• It is not very formal.

• Lecture based induction is given.
• No team building exercise is done.
• It is healthy, inducing the right amount of competition.

• It is neutral. ***
RETIREMENT PLAN:
• Not communicated at all.

• The limits prescribed are minimum.

• The scheme should include parents. ***
• Emergency care services to be provided.
LEAVE BENEFITS:
• It is at par with the market.

• It has been beneficial to the employee. ***
• Employee will refer only if he’s satisfied. Hence it is an indicator of the job satisfaction level too.
• But it will become money making business, hence non- monetary is better. ***
• Keep it anonymous.
EMPLOYEE COUNSELING
• This can be linked to career development, and can be done after appraisal.
• The employee response to counseling will be definitely positive. ***
76
• If implemented, along with a bond, thus securing the benefit for the organizational side,
• There should be leniency on the timings of the individual for him to be able to concentrate on his
education. But age barrier needs to be taken into account.
• It will help to create team leads in the organization.

• But first training needs to be identified. ***
• Can be implemented to discuss about difficulties etc.
INCENTIVE PROGRAM:
• It was good as a short term benefit, but not entirely effective.
*** REFERS TO
INFRASTRUCTURAL SAME RESPONSE FROM MORE THAN SIX RESPONDENTS
FACILITIES:
• Transport system required for the corporate office. ***

• Proper filing system required. ***
JOB ENRICHMENT:
• Will serve as a training tool, additional responsibilities will serve as a new challenge and create
‘engaged’ employees.
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*** REFERS
BRANCH TO SAME
OFFICE: RESPONSE FROM
EMPLOYEE’S MORE THAN SIX RESPONDENTS
PERSPECTIVE:
TASK GROUP OPPORTUNITIES
 It is unavailable and also not necessary at the moment.

 Added responsibilities are part and parcel of the job
COMMUNICATION:
 HR policies are communicated properly, as well as open door policy i.e. the sub-ordinate can
walk in anytime into the superior to voice his views are effective.
DIVERSITY:
 Equitable treatment is given to all irrespective of language, gender, regional differences.

 There is no language barrier as felt in previous organizations.
78
 It is better for the hierarchy, and also can provide a base for promotional opportunities.
FAIRNESS & RESPECT:
 Everybody’s appreciated, and given due consideration.

 VP-HR gets the feedback from everybody, regarding their various job conditions.
RECOGNITION:
 Appreciation letters are given following good performance appraisals.

 Better identifiable recognition rewards can be given.
HELPING TENDENCY:
 Employees have remarked that they have not come across such opportunities.
JOB SECURITY:
 Expansion will have positive effect on the future of the employee as well as organization as there
will be more job opportunities as usual.
AUTONOMY:
 Employees are automatically trained to do the supervisor’s way. They should be given more
autonomy in decision making.
 At the end of the day, 90 % of the feeling that, employees have done their best and accomplished
something, is achieved.
79
 Same treatment is given to all, despite differences.
INTERACTION:
 No interactions in the form of company outings are organized. People come, work and go.
 T here should be a common forum to increase interactions.
 Transport and lunch allowance has been the same for 7-8 years. It should increase so as to keep
up with the current standards.
 The parameters for promotion should be clear-cut and defined.

 The time gap or interval should be with shorter time limits.
CAREER LADDERS:
 Mixed comments about availability of career ladders in the organization.
 One of the factors only, rather than the main factor.

 Work atmosphere coupled with good pay gives the right inducement.
 Instead of just looking at the qualitative factors only, the selection should also concentrate upon
whether the candidate fits into the organization culture.
 There is a feeling of manpower shortage an overburdening of work.
 The process can be better streamlined and take up lesser time between interview and final
selection.
80
PERFORMANCE MANAGEMENT SYSTEM (PMS):
 Feedback sessions exist after the performance appraisal gets over, and are effective.
INDUCTION:
 Induction is available only during training program.
 Very healthy and competitive environment.
RETIREMENT PLAN:
 It is communicated properly.
 Coverage to be extended to parents also, as the medical expenses is on a high.
LEAVE BENEFITS:
 It is a neutralized effect process.
 The company can gain productive employees, if not linked to monetary benefit.
EMPLOYEE COUNSELING:
 HR department can take up counseling of employees periodically.
81
 Though needed it is difficult to implement.
 A mixed proportion would benefit the employees.
 It is needed for department-wise improvisation, but the response may prove to have a negative
effect.
INCENTIVE PROGRAM:
 It has been effective in motivating people and retaining people.
 Employees are satisfied with the current infrastructural facilities.
JOB ENRICHMENT:
 It may prove beneficial if the employee is cross trained in at least two functions, so that he can be
better
82
FINDINGS-HR PERSPECTIVE
• CTG-Core job takes up much of the time, so the additional responsibilities are not given.
• CORP.OFFICE (CO)-depending upon the performance, responsibilities may be given. But the
individual interest lacks to a greater extent in this case.
COMMUNICATION:
• CTG-Open Door Policy is effective, wherein employees can give their opinions anytime. There is
free flow of upward and downward communication. Hr policies are communicated to the Head of
the Departments
• CO-changes half-way communicated from the top to the grass roots level. The open door policy
is effective to a great extent.
DIVERSITY:
83
• CTG-No grievances have come.
• CO-not to a great extent
• PLANT-north/south divide exists
• Many are unaware since superiors do not communicate.

• Mixed comments have been given about the existence of succession planning by the respective
HR managers.
FAIRNESS & RESPECT:
• No discrepancies have arisen as such. The organizational environment cultivated gives

• due fairness and respect to all level employees
RECOGNITION:
• CTG-The duties or responsibilities are part and parcel of the job, hence there is nothing out of the
box.
• PLANT-It is necessary and should apply to all departments, where it is only applicable to the
mines department currently.
• CO-if given in a tangible form, especially non-monetary, it’ll increase the satisfaction to a great
extent.
HELPING TENDENCY:
• Co-operative working environment exists.
JOB SECURITY
• May be improved with career development programs.
AUTONOMY:
• High level decision making is not possible. This has been cited as one of the reasons in exit
interviews.
• For a shorter period they’re satisfied, because there’s backlog sometime or the other.
84
• This has also been given as one amongst indirect reasons for change in organization in exit
interviews.
• In case of grievances, the action taken is immediate.
INTERACTION:
• PLANT- the level of interaction is high.
• OTHERS-The level of interaction between people should increase. At least monthly once there
should be outings organized. group interactions should increase, apart from the workplace.
• It has been given increasing importance over the period by the day, ‘safety days’ at the plant are
observed to give the extra emphasis.
• Redesignations have been formed with additional responsibilities.
CAREER LADDERS:
• Employees are not satisfied with the career path available.

• Unavailable but required.
• The comparison is generally with the market levels. It is a major factor in retaining people.
SELECTION PROCEDURES:
• It takes a longer time than estimated.The interviewers to be trained.
TRAINING CALENDAR:
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• The training calendar exists, but there is a constraint in the form of long-term programmes.The
value of training is not yet perceived to the maximum extent.
• Superiors do the needful.

• Feed back sessions exists wherein the superior discusses the drawbacks and in which areas the
employee can improve.
• But there should be training for the raters for better Performance Management System.
INDUCTION:
• Improvements have been on the rise in the corporate office.
• Internal political environment is unhealthy because of diversity barrier at the plant.

• External political environment is dynamic because of recruitment and compensation.
RETIREMENT PLAN:
• The retirement plan is communicated to a section of ‘necessary people’.

• There should be improvements in long term benefits.
• There are a lot of queries, but they are handled well.
LEAVE BENEFITS:
• It is beneficial for the employees.
• Employees may or may not feel good; moreover the success would depend upon how the
employees use it.
• It may eventually lead to dissatisfaction.
EMPLOYEE COUNSELING
• The sessions’ frequency depends upon time, where people already find themselves over
burdened.
86
• Employee response will be good as well as the loyalty factor may increase to a certain extent.
• It also serves as a financial aid for the person.
• The training calendar is followed properly at the plant, and the employee response is good.
• It will indicate that the organization considers employees perspective too.
INCENTIVE PROGRAM:
• The previous year’s incentive program was communicated properly and employee response was
also good.
• It was a mixed reaction from the employees later though, as they felt it is a short term benefit
only.
• A library can be set up for CTG-to provide intellectual help on the technical side.
Colony facilities and office infrastructure facilities at the plant to be improved vastly, as this has been
mentioned in exit interviews.
JOB ENRICHMENT:
• Employees may find it frustrating, all of a sudden. Hence it depends upon the individual’s
reaction to the implementation of the job enrichment idea. So the initial response can be tested to
see how well it works.
87
RECOMMENDATIONS
RETENTION FOCUSSED MANAGING
This means having a one to one talk with the employee, so as to discuss the following
 Explain why their work is significant
 Work –personal life balance talks
 Performance agreement
 Delegation, autonomy and initiative
88
 Encourage ideas
 Provide challenging work
Brief retention interviews can be a simple but effective way of discovering what needs to occur
to prevent employees from seeking alternative employment. It also sends a clear signal to the employee
that their efforts are appreciated and that the firm wants to retain their services.
RECOGNITION AND APPRECIATION COUNT!
A common complaint of departing employees is that they did not receive enough recognition
for their efforts. Any one formal recognition scheme can be adopted, such as employee for the month.
On a common notice board or pin-up board, the employee’s feats and achievements for the
month can be recognized. The basis for such awards can be changed periodically, such that the award will
not be linked to performance alone.
TRAINING
Training is an essentiality for traditionalists and millennial (older vs. younger generation); and
ZCL has a workforce composition of both.
Employees have indicated an eager desire for more training programs. ZCL should have a
formal training schedule, which is apart from its routine work schedule. This is to encourage the
employees to give their whole hearted participation who might otherwise complain of lack of time an
overloading of work for non-attendance in training programs.
The reason for a formal compulsory training schedule is that it should also serve as a
commonplace for interaction. Thus a double purpose is achieved.
From the analysis and interpretation, and observational findings, interaction in the workplace
except at the Yerraguntla plant is on a very low scale. So a training schedule, which is common to at least
2/3 of the workplace, will be a platform for the socialization process to be improved.
In the Corporate office and at the Group technical Centre, the degree of affiliation towards other
members in the workplace is very low, and can be improved only by continuous interaction.
Then the social interaction can be further strengthened by organizing the request for outings, along
with the family members. This is because the employees may refuse to co-operate or come on an outing
citing reasons that family time is being compromised.
RETENTION FOCUSSED CAREER SUPPORT:
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The new psychological contract between the employer and the employee seems to be largely
focused on career development.
Employees will show more loyalty towards the employers that support their employment, helping
them to acquire the skills and experiences needed to further their career in the medium term.
For ZCL, during the retention interview, career development plans can be discussed, wherein a
wide range of options from new work assignments, job enrichment, training can be discussed.
An alternative to this can be providing assistance –probably half of the financial cost to acquire
educational qualifications, with a bond to secure mutual benefit for employee and management.
COMMUNICATION:
Employee insight indicates that communication is an issue that needs to be addressed. Though the
employees are in unanimous agreement on the open door policy effectiveness, they are not satisfied with
the level of communication of HR policies. So the current idea of issuing a handbook may prove to be
successful.
During this survey, employees are asked whether there was any employee survey conducted by
the management; the employees answered it in the negative. While on the other hand, the management
and the HR managers have remarked that surveys have been conducted in the recent past.
Hence to check the pulse of the employees on key issues, employee attitude surveys can be
conducted every six months.
There was a hesitant response, and reluctance amongst the employees to agree to respond to the
survey. A formal communication via e-mail was sent to the respondents individually, and to their
respective departments. Without that the response would have been met with even more hesitancy.
PSYCHOLOGICAL CONTRACTING:
The employees were asked a question-“what is the first thing/image that comes to your mind
when Zuari Cements Ltd is mentioned?” This question was asked as a form to test the extent of
psychological contracting inculcated in the employee.
Location Rating On ZCL’s Efforts Response Of The Image Or Thought That

To Retain Its People Comes First As ZCL’s Name Is Mentioned.
Longer
On A Scale Of 1 To 10
Where 1=very poor and
90
10=excellent
CTG 7.5 Positive effect-city experience
CTG 5 Learning experience
CTG 7 No image
CTG 5.5 No image
CTG 6.5 No image
CTG 7 No image
Corporate Office 5 Positive effect
Corporate Office 9 No image
Corporate Office 7 Italcementi group
Corporate Office 2 Learning experience
Corporate Office 7 Big, esteemed organization
Rating On ZCL’s Efforts

To Retain Its People
Response Of The Image Or Thought That
Location Longer,On A Scale Of 1
Comes First As ZCL’s Name Is Mentioned.
To 10 Where 1=very poor
and 10=excellent
Corporate Office 7 Traditional environment
Branch 5 No image
Branch 9 Organization culture
Branch 9 Consumer’s image/international image
91
Plant 7 Decision-making
Plant 9 Italcementi group
Plant 6 Pride, my organization
Plant 7.5 Professional organization
Plant 5 Change in the organization management
Plant 3 Recreation
Plant 9 Job security
Plant 7 Homely atmosphere
Plant 5 Italcementi group
Unfortunately the ratio of no incidents/no image to that of other responses was greater than the
others. This response prevailed even amongst the employees who have worked for more than 10 years.
This goes to show an alarming indication of the low level of affiliation and attachment
employees have formed towards the company. The company has to take certain steps, which will increase
the level of affiliation, through measures indicated in the form of career development, training programs.
At least one need of every employee should be fulfilled to the maximum satisfaction.
To be aware of the needs, it brings us back to the employee retention interview, or the
employee attitude survey. Elaborate procedures need not be adopted, a simple ten question- form sent
every two months, will go a great deal in at least assuring the employee that the employer is fulfilling or
at least trying to fulfil, or is concerned about the employee needs. The HR department can administer this
questionnaire via e-mail personally.
92
CONCLUSION
93
BIBLIOGRAPHY
94
95

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ABSTRACT

 Identify trends in leavers' behaviour and the reasons employees change

counteract growing attrition rate.

their position, allowances, rewards, and facilities available as a part of ZCL.

think what they want.

 Time constraint was another disadvantage during the study.

lack the view of all the employees of the organization universally.

of not being able to penetrate deep into the respondent’s thought.

of personal and intimate nature, also proved to be a major constraint.

might not be the case for each and every respondent.

Research design is a process of deliberate anticipation directed towards bringing an unexpected

Inferential Data Analysis

 Comparing groups to see if there is a difference in how they respond to an issue

 Forecasting what may happen based on collected information

Tools and methods of data collection:

Good data collection involves:

 Following the defined sampling process.

Need for schedule method:

Questionnaire design and wording:

The questionnaire is a formal approach to measuring characteristics, attitudes, motivations,

The three major parts of Excel are:

EMPLOYEE RETENTION AND ASPECTS

House rent allowance

City compensatory allowance

Economic benefits: It includes paid holidays, leave travel concession, etc.

Miscellaneous compensation: It may include employee assistance programs (like psychological

Where there’s Smoke, There’s Fire

High Cost of Low Trust

According to recent Watson Wyatt research employee trust in corporate leaders—especially

One Size Doesn’t Fit All

It is imperative that employee turnover be quantified. This enables us to understand the

 Time spent on sourcing replacement

B. Training and development cost

 Set up communication systems

There is no standard formula to calculate the attrition rate of a company, because

Calculating attrition rate:

Attrition rates can be calculated using a simple formula:

TABLE 1.1 INDICATING WORK EXPERIENCE:

Work Experience(Years) Frequency Percent

<1 year 1 3.7

1-3 yrs 11 40.7

3-5 yrs 3 11.1

5-10 yrs 2 7.4

5-10 yrs 10 37.3

CHART 1.1 INDICATING WORK EXPERIENCE:

TABLE 1.2 INDICATING HIERARCHIAL POSITION:

Position Frequency Percent

Middle management 18 66.6

Other management cadre 2 7.4

CHART 1.2 INDICATING HIERARCHIAL POSITION:

TABLE 1.3 SHOWING EXPECTATIONS OF PEOPLE AS TO WHY THEY WOULD LIKE TO

Expectations Frequency Percent

Promotional opportunity 2 7.4

Meaningful professional development 18 66.7

Others-specified individually 5 18.5

CHART 1.3 SHOWING EXPECTATIONS OF PEOPLE AS TO WHY THEY WOULD LIKE TO

TABLE 1.4 INDICATING AGREEMENT LEVEL ON TASK GROUP OPPORTUNITIES IN

Task Group Opportunities Frequency Percent

Strongly disagree 5 18.5

Neither agree nor disagree 5 18.5

Strongly agree 9 33.3

CHART 1.4 INDICATING AGREEMENT LEVEL ON TASK GROUP OPPORTUNITIES IN