“A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.”
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7/29/2019 A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.
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ABSTRACT
INTRODUCTION -
Employees are said to be a company's greatest asset. Attracting,safeguarding, nurturing and preserving them is a mission in itself, which
takes total commitment and endorsement. While the middle
management has a career chart well in place to take on the next
position, the top hierarchy has a contingency plan laid firm. It is the
group which is lower down the ranks for whom there is no succession
planning strategy in place, and who comprise the volatile lot. They are
easy targets of poaching in the competitive talent market.
ORGANISATION PROFILE -
IBM has been well known through most of its recent history as one of
the world's largest computer companies and systems integrators. With
over 388,000 employees worldwide, IBM is one of the largest and most
profitable information technology employers in the world. IBM holds
more patents than any other U.S. based technology company and haseight research laboratories worldwide. The company has scientists,
engineers, consultants, and sales professionals in over 170 countries
SCOPE OF THE STUDY -
1) This research has scope in developing policy and strategy of the
organization.
2) It has also scope to create awareness among employees.
3) This study will be helpful to the researcher who want to extend
their further research.
OBJECTIVE OF THE STUDY -
1. To find the employees awareness in IBM about
various activities to retain employee.
2. To asses satisfaction/dissatisf action level inemployee after exit interview.
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3. To know the impact of various activities on the
productivity of IBM.
RESEARCH METHODOLOGY -
DATA SOURCE -
There are two type data source of data collection is used.
Primary data -
I collected through following method.
1) Questionnaire : In this I made near about 21
questions. I get it filled from respondents
(employees of IBM Company Pune.)
2) I met to Head Of Department and conducted
Personal Interview and collected valuable
information.
Secondary data -
Secondary data collected from internet website, books, magazines,
,journals, newspapers.
SAMPLING -
Sample size :- Sample size is 50 respondents.
Sample Unit :- Employees of IBM Company, Pune..
Sampling techniques :- Simple random technique
is used.
RESEARCH DESIGN -
For this study EXPLORATORY RESEARCH DESIGN is used.
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RECOMMENDATION -
1) IBM Co. should provide challenging works to their
employees so that the employees get chance to utilize
their skill and knowledge to perform better.
2) The company should give chances to other age group
also as they may be more experienced than age group of
18-30 yrs. The company should provide a good pay scale
to retain the employees in company.
3) The companies staff members who are the part of rude
area should help their employees and understand the
problem area of their collegues.
CONCLUSIONS -
The following conclusions are made from the data collected from the
structured questionnaire.:
1) The company is giving chance to not only to Post
Graduates candidates but also to Graduates andUnder Graduated candidates.
2) The monthly income to most of the employees is
above 30000 which seems to be the satisfaction
level of the candidates.
3) The company is treating equally with the
employees by which many employees are not
facing the problem of gender discrimination.
4) The company is providing challenging work which
is very helpful to grow the employees future further.
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INTRODUCTION
Introduction to study -
Employee retention is beneficial for the organization as well as theemployee.Employees today are different. They are not the ones whodont have good opportunities in hand. As soon as they feel dissatisfied
with the current employer or the job, they switch over to the next job. It
is the responsibility of the employer to retain their best employees.
Retaining talent has never been so important in the Indian scenario;
however, things have changed in recent years. In prominent Indian
metros at least, there is no dearth of opportunities for the best in thebusiness , or even for the second or the third best. Retention of key
employees and treating attrition troubles has never been so important to
companies. In an intensely competitive environment , where HR
managers are poaching from each other , organizations can either hold
on to their employees tight or lose them to competition. For gone are
the days , when employees would stick to an employer for years for
want of a better choice. Now, opportunities abound. In addition to
globalization and unprecedented competition , organizations are facing
issues related to employee retention. Company spends a lot of money
in retaining their top talent and is pretty conscious of the loss incurred
by the resignation of an employee and the expenses for hiring a new
employee. Hiring them normally cost around 35% or more of the
average employees salary. It is a fact that, retention of key employees
is critical to the long-term health and success of any organization. The
performance of employees is often linked directly to quality work,
customer satisfaction increased product sales and even to the image of
a company. Whereas the same is often indirectly linked to, satisfied
colleagues and reporting staff, effective succession planning and deeply
embedded organizational talent and knowledge. Employee retention.
Many of us are facing difficulties to retain our best employees due to
one or other reasons; I hope my understanding on the issue would help
you to emerge from the above specified problem.
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Employee retention -
Is it just to keep employees associated with the organization as long as
possible, or to keep them active at the work place indeed!! The best
way to improve employee retention is to understand what employees
want and need from the workplace and provide it. But we should not
deny that the employee demands are within limits, of course.
Management can not just dish out indiscriminate amounts of money to
employees or them a four day work week in many cases. Studies show
that many employees leave for reasons that have nothing to do with
money or benefits, but rather with issues such as feeling they have a
very limited chance for advancement. Other complaints include not
enough honest feedback, the actual job does not match with what they
were told in initial interviews, and/or there is a lack of
challenge/learning/training. Employers can resolve these sorts of issues
in cash-free ways to help increase their employee retention rates.
Companies can be competitive in these areas and still stay within
budget constraints. Staying competitive in wages is an excellent
employee retention practice as it helps one get and keep the topemployees in their fields. These employees are likely to stay if they
would get less money in similar firms of the same size. Companies are
increasingly engaging in retention strategies which are gaining
prominence, and are as important as recruitment and training.
Retention plans need to be phased out bearing in mind not only the job
requisites of an individual, but the surrounding environment as also
gaining an insight into an individuals personal life. Ajit Kamath,Chairman and Managing Director , Arch Pharmalabs, mentions,
Perks, promotions, increments, etc., have their own importance in
ensuring employee loyalty. However, these are a given wherein
employees try to always look at improving their socio-economic status.
Our observations, in the manufacturing world, has been a high degree
of aversion to lateral movements in the same organization. Alok
Saxena, Director (International), Elder Pharmaceuticals, points out
the areas where companies have to tread with caution:
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Exhaustive recruitment and selection process
Flexible compensation package
Creating bonding among the employees
What employees need and demand , and companies are increasingly
trying to adopt are innovative ways to not only make employee life
easier but also to enhance it. Since there are increasing health
concerns even from a very young age, medical benefits are of utmost
importance. Similarly, in an age where commuting eats up a
considerable amount of a persons time, any arrangement to reduce
the travelling woes act as a major attraction.
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 onlyabout devising a mathematical formula. It also has to take into account
the root of the problem by going back to the hiring stage.
Attrition rate: There is no standard formula to calculate the attrition
rate of a company. This is because of certain factors as:
The employee base changes each month. So if a company has
1,000 employees in April 2004 and 2,000 in March 2005, thenthey 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 you take.
Many firms may not include attrition of freshers who leave
because of higher studies or within three months of joining.
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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:
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 freshers 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.
Low performance attrition: It tells the attrition of those who left
due to poor performance.
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:
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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
C. Administration cost
They include:
Set up communication systems
Add employees to the HR system
Set up the new hires workspace
Set up ID-cards, access cards, etc.
The Following graph describes the Attrition Rates in Different
Sectors In India
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Table Attrition rates in different sectors(2007)
All the sectors are facing attrition. But the reasons and effects of
attrition in every sector are different. Let us discuss the attrition rates of
these sectors in detail:
FMCG Sector
Manufacturing Sector
Capital Goods Sector
Construction Sector
Non-voice BPO Sector
IT ITES Sector
Attrition Rates Of Wipro, TCS, Satyam and Infosys
Telecom Sector
http://retention.naukrihub.com/attrition-rate-in-fmcg.htmlhttp://retention.naukrihub.com/attrition-rate-in-it.htmlhttp://retention.naukrihub.com/attrition-rate-in-it.htmlhttp://retention.naukrihub.com/attrition-rate-in-it.htmlhttp://retention.naukrihub.com/attrition-rates.htmlhttp://retention.naukrihub.com/attrition-rates.htmlhttp://retention.naukrihub.com/attrition-rate-in-it.htmlhttp://retention.naukrihub.com/attrition-rate-in-fmcg.html7/29/2019 A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.
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Pharmaceuticals Sector
Biotechnology Sector
Services Sector
Financial Sector
Aviation Sector
Retail Sector
Voice-based BPO Sector
The basic practices which should be kept in mind in the
employee retention strategies are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the
authority to get things done. Make employees realize that
they are the most valuable asset of the organization.
3. Have faith in them, trust them and respect them.
4. Provide them information and knowledge.
5. Keep providing them feedback on their performance.
6. Recognize and appreciate their achievements.
7. Keep their morale high.
8. Create an environment where the employees want to work
and have fun.
.
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These practices can be categorized in 3 levels: Low, medium and high
level.
Causes of employee turnover
In order to know the cause of excessive employee turnover, the causes
of dysfunctional and avoidable turnover should be known. Few reasons
for dysfunctional turnover may be:
Compensation package differences
Job and employee skill mismatch: the job may be less or more
satisfying and challenging according o the employee.
Inferior facilities, tools, etc
Less recognition
Less or no appreciation for work done
Less growth opportunities
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Poor training
Poor supervision
Less work and life balance practices
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RESEARCH METHODOLOGY
As we already defined objective of study in research process so going
ahead I have gone through data collection process. Here we collect
both types of data like primary data and secondary data.
PRIMARY DATA -
Here we did survey through preparing questionnaire and observation. I
selected the 50 respondents in IBM Company ,Pune city and asked
them about 20 question regarding Retention Strategy and Its
Effectiveness, which are filled by the respondents in person regarding
awareness of the Retention Strategy.
SECONDARY DATA -
I collected secondary data from websites related to Retention
Strategy, books, and articles in magazine.
RESEARCH DESIGN -
I used exploratory research method and conducted the research in IBM
Company Pune and I has used 50 respondents as a sample.
EXPLORATORY RESEARCH -
In exploratory research the focus is on gaining insights and familiarity
with the subject area for more rigorous investigation later.
SAMPLING UNIT -
50 respondents were the sampling unit
SAMPLING AREA -
IBM Company was the sampling area of research
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DEFINATION OF THE PROBLEM -
Increasing competition among the corporates for the right talent seems
to have made the process of attracting and retaining talent, a Herculean
task more than ever before. As the highly talented workforce in
organizations enhance their skills and job-hop from one company to
another, managers seem to be feeling the heat in battling abnormally
high attrition rates. Motivating employees and retaining them in the
current scenario is altogether a different ball game as compared to
about five years ago so much so that employee retention has almost
become synonymous with employee motivation. A motivated employee
is satisfied with his job, more productive and more likely to stay with the
organization. Therefore, a key issue to address while handling
employee retention is the ways and means of motivating them. As is
often said, employees do not leave an organization because it is bad;
they leave with a hope to get a better set of people in another
organization. If there is somebody who can make the difference, it is
undoubtedly the leaders with adequate backup from the HR team and
the management. The main objective of the book is to provide useful
insights into various aspects of employee motivation and how
motivation can be successfully used as a means to retain employees in
an organization. The book also provides experiences in various
industries/sectors as to how motivation can be helpful in enhancing the
employee productivity and in retaining talent which, in turn, would
improve the overall performance of an organization. This book attempts
to capture those aspects of motivation which play a pivotal role inkeeping the employee morale high, which will help mangers keep him
bonded with the organization. An attempt has been made to explore
various tools for motivating employees, which may be handy for the
practising managers in dealing with attrition. The theme of the proposed
book focuses on the well-established fact that motivated employees are
not only productive but also committed to staying on with an
organization.
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OBJECTIVE OF STUDY
1. To identify the Retention Strategy in IBM.
2. To understand the impact of Retention Strategy
on the performance of employee of IBM.
3. To find the employees awareness in IBM about
various activities to retain employee.
4. To asses satisfaction/dissatisf action level in
employee after exit interview.
5. To know the impact of various activities on the
productivity of IBM.
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SCOPE OF THE STUDY
1) This research has scope in developing policy and strategy of the
organization.
2) It has also scope to create awareness among employees.
3) This study will be helpful to the researcher who want to extend
their further research
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COMPANY PROFILE
IBM Company, Pune.
PUNCH LINE :
ON DEMAND BUSINESS,IN DEMAND PEOPLE
I THINK,THEREFORE IBM
International Business Machines Corporation, abbreviated IBM and
nicknamed "Big Blue" (for its official corporate color), is a multinational
computer technology and IT consulting corporation headquartered in
Armonk, New York, United States. The company is one of the few
information technology companies with a continuous history dating back
to the 19th century. IBM manufactures and sells computer hardware
and software (with a focus on the latter), and offers infrastructure
services, hosting services, and consulting services in areas ranging
from mainframe computers to nanotechnology.
IBM has been well known through most of its recent history as one of
the world's largest computer companies and systems integrators. With
over 388,000 employees worldwide, IBM is one of the largest and most
http://en.wikipedia.org/wiki/International_Business_Machines_Corporationhttp://en.wikipedia.org/wiki/International_Business_Machines_Corporationhttp://en.wikipedia.org/wiki/Mainframe_computerhttp://en.wikipedia.org/wiki/Nanotechnologyhttp://en.wikipedia.org/wiki/Nanotechnologyhttp://en.wikipedia.org/wiki/Mainframe_computerhttp://en.wikipedia.org/wiki/International_Business_Machines_Corporation7/29/2019 A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.
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profitable information technology employers in the world. IBM holds
more patents than any other U.S. based technology company and has
eight research laboratories worldwide. The company has scientists,
engineers, consultants, and sales professionals in over 170 countries
IBM employees have earned Five Nobel Prizes, fourTuring Awards,
five National Medals of Technology, and five National Medals of
Science. The roots of IBM date back the 1880s, decades before the
development of electronic computers. The company was formed
through a mergerof three different companies: the Tabulating Machine
Company (with origins in Washington, D.C. in the 1880s), the
International Time Recording Company (founded 1900 in Endicott), and
the Computing Scale Corporation (founded 1901 in Dayton, Ohio, USA)
The merger was engineered by noted financier Charles Flint, and the
new company was called the Computing Tabulating Recording (CTR)
Corporation. CTR was incorporated on June 16, 1911 in Endicott, New
York, U.S.A.. Flint remained a member of the board of CTR until his
retirement in 1930
The companies that merged to form CTR manufactured a wide range of
products, including employee time-keeping systems, weighing
scales,automatic meat slicers, coffee grinders, and most importantly for
the development of the computer, punched card equipment. The
product lines were very different, but Flint believed that since they all
focused on equipment that made businesses more efficient, there were
synergies and cross selling opportunities to be had. Based in New York
City, the new company had 1,300 employees and offices and plants in
Endicott and Binghamton, New York; Dayton, Ohio; Detroit, Michigan;
Washington, D.C.; and Toronto, Ontario.
Of the companies merged to form CTR, the most technologically
significant was the Tabulating Machine Company, founded by Herman
Hollerith, and specialized in the development of punched card data
processing equipment. Hollerith's series of patents on tabulatingmachine technology, first applied for in 1884, drew on his work at the
http://en.wikipedia.org/wiki/Nobel_Prizeshttp://en.wikipedia.org/wiki/Nobel_Prizeshttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/National_Medal_of_Technologyhttp://en.wikipedia.org/wiki/National_Medal_of_Technologyhttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/Mergerhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Time_clockhttp://en.wikipedia.org/wiki/1900http://en.wikipedia.org/wiki/1901http://en.wikipedia.org/wiki/Dayton,_Ohiohttp://en.wikipedia.org/wiki/Charles_Ranlett_Flinthttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/1930http://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/History_of_computing_hardwarehttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Punch_cardhttp://en.wikipedia.org/wiki/Punch_cardhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Herman_Hollerithhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/History_of_computing_hardwarehttp://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/Weighing_scalehttp://en.wikipedia.org/wiki/1930http://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/Endicott,_New_Yorkhttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Computing_Tabulating_Recording_Corporationhttp://en.wikipedia.org/wiki/Charles_Ranlett_Flinthttp://en.wikipedia.org/wiki/Dayton,_Ohiohttp://en.wikipedia.org/wiki/1901http://en.wikipedia.org/wiki/1900http://en.wikipedia.org/wiki/Time_clockhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Tabulating_Machine_Companyhttp://en.wikipedia.org/wiki/Mergerhttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Sciencehttp://en.wikipedia.org/wiki/National_Medal_of_Technologyhttp://en.wikipedia.org/wiki/Turing_Awardshttp://en.wikipedia.org/wiki/Nobel_Prizes7/29/2019 A STUDY OF EMPLOYEE RETENTION STRATEGIES AND EFFECTIVENESS AT IBM, PUNE.
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U.S. Census Bureau from 187982. Hollerith was initially trying to
reduce the time and complexity needed to tabulate the 1890 Census.
His development of punch cards in 1886 set the industry standard for
the next 80 years of tabulating and computing data input.
The Tabulating Machine Company originally sold some machines to a
railway company but quickly focused on the challenges of the largest
statistical endeavor of its day - the 1900 US Census. After winning the
government contract, and completing the project with amazing speed,
Hollerith was faced with the challenge of sustaining the company in
non-Census years He returned to targeting private businesses both in
the United States and abroad, attempting to identify industry
applications for his automatic punching, tabulating and sorting
machines. But creating markets for the new technology was a struggle,
and by 1911 Hollerith, now 51 and in failing health, was looking to rest
on his laurels. He sold the business to Flint for $2.3 million (of which
Hollerith got $1.2 million), who then created C-T-R. Hollerith remained
involved with C-T-R for some years as a consultant, but his involvement
waned as time went on.
When the diversified businesses of C-T-R proved difficult to manage,
Flint turned for help to the former No. 2 executive at the National Cash
Register Company, Thomas J. Watson Sr.. Watson became General
Manager of C-T-R in 1914 and President in 1915. By Drawing upon his
managerial experience at NCR, Watson quickly implemented a series of
effective business tactics: generous sales incentives, a focus on
customer service, an insistence on well-groomed, dark-suited
salesmen, and an evangelical fervor for instilling company pride and
loyalty in every worker. As the sales force grew into a highly
professional and knowledgeable arm of the company, Watson focused
their attention on providing large-scale, custom-built tabulating solutions
for businesses, leaving the market for small office products to others.
He also stressed the importance of the customer, a lasting IBM tenet.
The strategy proved successful, as during Watsons first four years,
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revenues doubled to $2 million, and company operations expanded to
Europe, South America, Asia and Australia.
At the helm during this period, Watson played a central role in
establishing what would become the IBM organization and culture. He
launched a number of initiatives that collectively demonstrated an
unwavering faith in his workers: he hired the companys first disabled
worker in 1914, he formed the companys first employee education
department in 1916, and in 1915 he introduced his favorite slogan,
"THINK," which quickly became a corporate mantra. Watson boosted
company spirit by encouraging any employee with a complaint to
approach him or any other company executive his famed Open Door
policy. He also sponsored employee sports teams, family outings and a
company band, believing that employees were most productive when
they were supported by healthy and supportive families and
communities. These initiatives each deeply rooted in Watsons
personal values system - became core aspects of IBM culture for the
remainder of the century.
Given the companys geographic growth (including the completion of
three manufacturing facilities in Europe), and his own expansive vision,
Watson found the C-T-R name too limiting,. A name of a publication
from C-T-Rs Canadian operation caught his eye, and on February 14,
1924, the C-T-R name was formally changed to International Business
Machines Corporation, later to be abbreviated IBM.
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IBM 7090 installation
Boca Corporate Center & Campus was originally one of IBM's research
labs where the IBM PC was created
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The original IBM PC (ca. 1981)
IBM has been present in India since 1992. Since inception,
IBM in India has expanded its operations considerably with
regional headquarters in Bangalore and offices in 14 cities
including regional offices in New Delhi, Mumbai, Kolkata and
Chennai. Today, the company has established itself as one
of the leaders in the Indian Information Technology (IT)
Industry.
IBM India Limited, a subsidiary of IBM Inc. (International Business
Machines Corporation), was set up in September 1999. Before that IBM
was present in India since 1992, through a joint venture. Today, the
company has established itself as one of the leaders in the Indian
Information Technology (IT) Industry.
IBM Solution Partnership Centre, Bangalore: (One among 10 facilities
worldwide) Independent Software Vendors are encouraged to port theirsolutions on IBM platforms at this centre and develop Web based
applications for Indian customers.
Linux Solution Centre, Bangalore: (One among 7 facilities worldwide)
The centre supports Business Partners and Independent Service
vendors across the ASEAN / South Asia region.
India Software Labs at Bangalore and Pune: The two labs develop,
enhance and support key IBM products & technologies in collaboration
with other IBM labs across the globe.
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India Research Laboratory, Delhi: (One among 8 facilities worldwide)
This laboratory located in the sprawling campus of Indian Institute of
Technology - Delhi, has research initiatives underway covering areas
like e-Commerce, Knowledge Management, Bio-Informatics, Grid
Computing, Autonomic Computing etc.
Global e-business Software Centre, Gurgaon: This state-of-the-art
center combines IBM's global experience and technology expertise to
deliver e-business solutions for Indian organisations and also the
government through the e-Governance Centre.
Manufacturing Facility, Pondicherry: Set up in 1999, the plant currently
manufactures commercial desktops, low and mid-range servers. Local
manufacturing has helped in reaching products to customers faster,
besides giving the flexibility to configure the systems to specific
customer requirements.
BM has set the agenda for the industry with 'on demand business' - a
kind of transformation where an organisation changes the way it
operates and reduces costs; serving customers better, reducing risks
and improving speed and agility in the marketplace. IBM is alreadyworking with customers to transform them into 'on demand' businesses.
IBM is the only company in the world that offers end-to-end solutions to
the customers from hardware to software, services and consulting.
Linux support further enhances IBM's e-business infrastructure enabler
capability offerings: IBM is the only IT company in the world and also in
India that offers end-to-end solutions to customers from hardware to
software, services and consulting.
IBM Global Services is the world's and also India's largest information
technology services and consulting provider. IGS provides the entire
spectrum of customers' e-business needs -- from the business
transformation and industry expertise of IBM Business Consulting
Services to hosting, infrastructure, technology design and training
services. IGS delivers integrated, flexible and resilient processes --
across companies and through business partners -- that enable
customers to maximise the opportunities of an on-demand business
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environment.
In 2005, IBM announced the acquisition of Network Solutions Ltd., a
leading infrastructure services company in India. This strategic
investment will enable IBM to augment it's networking and managed
services portfolio of offerings in India and broaden its reach across the
country.
Software Group the largest provider of middleware and the second-
largest software business in the world offers its customers
comprehensive solutions to meet their e-business requirements. IBM
Software provides best-of-breed solutions for financial services,
manufacturing, process, distribution, government, infrastructure and
small & medium business sectors.
IBM Software portfolio consists of:
- Transformation and integration solutions that are built on the IBM
WebSphere middleware platform. - Information leveraging solutions that
are built on a portfolio of Data management (DB2) tools. - Lotus product
line to help organisations leverage collective know-how. - Tivoli range of
products to enable organisations to manage complex technology
infrastructure. - Rational range of Application Development Tools to
help software development houses develop applications in a structured
and systematic way. Profile
IBM strives to lead in the creation, development and manufacture of the
industry's most advanced information technologies, including computer
systems, software, networking systems, storage devices and
microelectronics. IBM brings its products and services through IBM
India and IBM Global Services.
IBM India's product portfolio includes the IBM PC, Aptiva home
computer , ThinkPad portables, RS/6000, AS/400e, S/390 and Netfinity
servers, network computers, printers, networking and storage products.
IBM's software offerings include DB2, Lotus, Tivoli, MQ Series and a
range of Internet software like WebSphere and SecureWay.
India is also home to two select IBM centers - the IBM Solutions
Research Centerat New Delhi and the Solutions Partnership Center(SPC) at Bangalore. The SRC (only the eighth of its kind across the
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globe) is an extended arm of IBM Research activities. As part of IBM's
global research infrastructure, the SRC participates in path breaking
research projects for IBM worldwide. The Solutions Partnership Center
at Bangalore is a part of IBM's developer relations focus for India. The
SPC is a showcase of IBM technology and a testing and porting lab for
application software developers.
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MAIN TEXT AND MAIN TOPIC
Increasing competition among the corporates for the right talent seems
to have made the process of attracting and retaining talent, a Herculean
task more than ever before. As the highly talented workforce in
organizations enhance their skills and job-hop from one company to
another, managers seem to be feeling the heat in battling abnormally
high attrition rates. Motivating employees and retaining them in the
current scenario is altogether a different ball game as compared to
about five years ago so much so that employee retention has almost
become synonymous with employee motivation. A motivated employee
is satisfied with his job, more productive and more likely to stay with the
organization. Therefore, a key issue to address while handling
employee retention is the ways and means of motivating them. As is
often said, employees do not leave an organization because it is bad;
they leave with a hope to get a better set of people in another
organization. If there is somebody who can make the difference, it is
undoubtedly the leaders with adequate backup from the HR team and
the management. The main objective of the book is to provide useful
insights into various aspects of employee motivation and how
motivation can be successfully used as a means to retain employees in
an organization. The book also provides experiences in various
industries/sectors as to how motivation can be helpful in enhancing the
employee productivity and in retaining talent which, in turn, would
improve the overall performance of an organization. This book attempts
to capture those aspects of motivation which play a pivotal role inkeeping the employee morale high, which will help mangers keep him
bonded with the organization. An attempt has been made to explore
various tools for motivating employees, which may be handy for the
practising managers in dealing with attrition. The theme of the proposed
book focuses on the well-established fact that motivated employees are
not only productive but also committed to staying on with an
organization.
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REVIEW OF LITERATURE -
Ajit Kamath, Chairman and Managing Director, Arch
Pharmalabs, mentions, "Perks, promotions, increments, etc,
have their own importance in ensuring employee loyalty.
However, these are a given wherein employees try to always
look at improving their socio-economic status. Our
observation, in the manufacturing world, has been a high
degree of aversion to lateral movements in the same
organization. Job rotation has not been accepted by people
at middle level and sometimes serves as a demotivator and
a signal for an employee to consider an exit. Training
programs are however appreciated but again the choice of
the program is very critical since a majority of the times
such programs tend to deviate from the stated theme."
BPO EMPLOYEE RETENTION -
Attrition is the biggest problem faced by BPOs these days. Attrition
rate in BPOs is more than the attrition rate in any other sector. It is
very important to control this attrition rate. Many retention schemes
are applied in BPOs for retention.
A single tool like training alone is not sufficient for employee retention.
The best results for employee retention can be achieved by applying
different tools strategically. Let us now learn about various strategies
which can boost successful employee retention in BPOs.
1. First know the cost. This is the most basic and initial part of the
retention process. A good retention plan needs all the facts.
The turnover cost includes cost of selection process, hiring,
induction, training, lost productivity, etc.
2. Hire from known sources like employee referrals through
trustworthy employees.
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3. Hire the right people. Retention starts with recruitment itself.
Identify the characteristics of the people you want to hire who fit
in organizations culture. To retain employees, the people who
are productive and are likely to stay for a longer time should be
hired.
4. Focus on employee orientation. It is the first impression that the
employee takes home with him. A proper welcome form the
management will encourage the employee to stay with the
organization.
5. Individual development. Develop career plans for employees.
Initiate mentorship and higher education programs to keep the
learning and development moving.
6. Training for managers. An important factor that keeps the
employee in the organization is the manager. Employees need
a manager who manages them well. A manager should be a
good listener and motivator. Proper training should be given to
the managers.
7. Find the reason why employees are leaving. Conduct exit
interviews with the employees after 3-4 months of leaving the
job. This is because most of the employees would not like to
reveal the true reason of quitting the job as long as they are in
the organization and are associated with the job. The exit
interviews can be conducted online. Then the employees can
talk straight-from-the-shoulder.
8. Employee recognition. Star of the month, top performer, picture
on bulletin boards, appreciation cards and certificates, etc,
increase employee moral and confidence. This is a great way to
retain employees of a call center.
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COMMUNICATION BETWEEN EMPLOYEE AND
EMPLOYER -
Communication is a process in which a message is conveyed to the
receiver by the sender. The message may be or may not be in a
common format or language that both the sender and receiver
understand. So there is a need to encode and decode the message
in the process. Encoding and decoding also helps in the security of
the message. The process of communication is incomplete without
feedback.
Communication is the solution to almost everything in this world.
Same applies to employee retention also. Straight-from-the-shoulder
communication is what the employees need from their employers.
Employees look for organizations where communication and process
are transparent. Nothing is hidden and shared with the employees.
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There are 3 categories of employees:
A: Who will leave their current employer in 3 years of theiremployment
B: Who have a probability of leaving their current employer in
next 3 years
C: Who will stay with their current employer in the next 3 years
Category A: These are the employees who lack communication with
their employers.
Category B: These are the employees who have proper, well
structured communication with their employers.
Communication is also the way to win the employees trust in the
organization. Employees trust the employers who are friendly and
open to them. This trust leads to employee loyalty and finally
retention. Employers also feel that the immediate supervisors are the
most authenticated and trusted source of information for them. So
the organizations should hire managers who are active
communicators.
COMMUNICATION MEDIUMS -
Open door policy: Organizations should support open door
policies so that the employees feel comfortable and are able
to express their doubts and feeling to their employers.
Frequent meetings and Social gatherings
Emails, Newsletters, Intranet and many more
So there should be effective communication across the organization
and this communication should be two-way. Communication alone
can lead to unimaginable heights ofemployee retention.
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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 in the organization for long period..
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
o Basic wage
o House rent allowance
o Dearness allowance
o City compensatory allowance
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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 employees performance and his contribution to the organization.
Bonus: Bonuses are usually given to the employees at the end of
the year or on festival to retain employee in the organization .
Economic benefits: It includes paid holidays, leave travel
concession..
Long-term incentives: Long term incentives include stock options
or stock grants. These incentives help retain employees in the
organization's start up 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.
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),
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discounts on company products, use of a company cars, etc.
EMPLOYEE ENGAGEMENT -
An engaged employee is the one who:
Is enthusiastic and is inspired by his/her work
Is committed and is fascinated by his/her work
Cares about the future of the organization
Shares a strong emotional bond with the organization
Is loyal to the organization and the customers
Makes more money for the organization by putting in his
100% efforts
Is productive , ethical, accountable and dependable
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According to a study, the percentage of employees in an
organization who are actively engaged, not engaged and actively
disengaged in their jobs are 30%, 55%, 15% respectively.
Engaged employees need less focus and attention from managers as
they know their duties and perform their tasks efficiently. They set their
aim and meet the expectations. But sometimes, due to some reasons,
it hardly takes time for engaged employees to turn into disengaged
employees. At this point of time the managers need to identify the
symptoms of budding employee disengagement and take preventive
measures to limit it from growing further. This problem can be solved
by having a conversation with the employee and discussing the
problem that the employee is facing.
We are in the middle of a branding renaissance where the strategies
and tracks of the past no longer guarantee your companys future.
Success will favor organizations and business that integrate
annovation and their creativity into their corporate culture, their
product and services, and how they connect with their employees and
new recruits.
ISIs employee retention strategies are developed to assist HR
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managers by combining creative solutions with HR objectives. ISI can
enhance your companys brand experience in the eye of current and
potential employees and design an emotive bond between all parties.
At the end of the day, we all want to achieve grater harmony and more
happiness in the workplace and in our lives.
The major consequence for a company is loss of groomed talent and
the spectre of replacement which is a huge task, as a human asset
walks away with years of training, experience and the unique company
culture"
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ANALYSIS AND INTERPRETATION OF DATA
The research done on The Study Of Employee Retention
Strategies And Effectiveness At IBM, Pune. for that I select the 50
respondents in Pune city and asked them about 20 question regarding
Retention Strategy the questionnaires, which are filled by the
respondents in person.
Table No1:- Age of respondents
Sr. No. Age of
respondents
No. of
respondent
In
Percentage
1 18-30 yrs. 31 62%
2 30-45 yrs. 15 30%
3 45-60 yrs 4 8%
Graph No. 1 :- Age of respondents
INTERPRETATION -
It is observed that 62% of employees are under 18-30 yrs , 30% of
employees are under 30-45 yrs, and 8% of employees are under 45-60
yrs.of age.
SUGGESTION -
The company should give chances to other age group also as the
may be more experienced than age group of 18-30 yrs.
62%
30%
8%
0%
10%
20%
30%
40%
50%
60%
70%
18-30 yrs 30-45 yrs 45-60 yrs
Age
18-30 yrs
30-45 yrs
45-60 yrs
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Table No. 2 : No. of respondents of monthly income:
Sr. No. Income No. of
respondent
In
Percentage
1 5000-10000 3 6%
2 10000-20000 6 12%
3 20000-30000 9 18%
4 Above 30000 32 64%
Graph No. 2 : No. of respondents of monthly income
INTERPRETATION -
It is observed that 6% of employees income is between 5000-10000 ,
12% of employees income is between 10000-20000, 18% of employees
income is between 20000-30000 and 64% of employees income ismore than 30000
SUGGESTIONS -
The company should provide a good pay scale to retain the employees
in company.
.
0%
10%
20%
30%
40%
50%
60%
70%
6%12%
18%
64%
Income Group
5000-10000
10000-20000
20000-30000
More than 30000
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Table No.3: No. of respondents who faces gender discrimination:
Sr. No. Gender
Discrimination
No. of
respondent
In
Percentage
1 Yes 39 78%
2 No 11 22%
Graph No. 3 : No. of respondents who faces gender discrimination
INTERPRETATION -
It is observed that 78% of employees faces gender discrimination and
22% of employees does not faces gender discrimination regarding
male/female
SUGGESTION -
The company should treat every employee equally so that the
employees may not face gender discrimination.
0%
20%
40%
60%
80%
Yes No
78%
22%
Discrimination On The Basis Of
Gender
Yes
No
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Table No.4: No. of respondents who are satisfied with their jobs:
Graph No. 4 :- No. of respondents who are satisfied with their jobs:
INTERPRETATION -
It is observed that 76% of employees are satisfied with their job and
24% of employees are not satisfied their job.
SUGGESTION -
The area where the employees are not satisfied should be given
Training and Motivation so that they can also be satisfied.
76%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes No
Job Satisfaction
Yes
No
Sr. No. Satisfied No. of
respondent
In
Percentage
1 Yes 38 76%
2 No 12 24%
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Table No.5: No.of respondents regarding the staff members
behavior:
Graph No. 5 : No.of respondents regarding the staff members
behavior:
INTERPRETATION -
It is observed that 28% of staff members are very helpful , 46% of staff
members are helpful to moderate,4% of staff members are rude and
22% of staff members are upto some extent
SUGGESTIONS -
The companies staff members who are the part of rude area should
help their employees and understand the problem area of their
collegues.
28%
46%
4%
22%
0%
5%
10%
15%
20%25%
30%
35%
40%
45%
50%
Very Helpful Helpful To
Moderate
Rude Some extent
Behaviour Of Staff Members
Very Helpful
Helpful To Moderate
Rude
Some extent
Sr. No. Staff Behaviour No. of
respondent
In
Percentage
1 Very Helpful 14 28%
2 Helpful To
Moderate
23 46%
3 Rude 2 4%
4 Some Extent 11 22%
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Table No 6:. No.of respondents for reasons of attrition rate:
Graph No. 6.:- No.of respondents for reasons of attrition rate
INTERPRETATION
It is observed that 20% of employees had left the company because of
pay-package,18 % of employees had left the company because of workload,16% of employees had left the company because of carrer
planning 30% of employees had left the company because of
organization culture and 16% of employees had left the organization
because of other reason
SUGGESTION - As many employees are leaving the organization
because of organization culture so most attention must be paid to that
area as well as other area also.
20%
18%
16%
30%
16%
Reasons for Attrition
Pay Package
Work Load
Career planning
Organisation Culture
Others
Sr. No. Attrition Reason No. of
respondent
In
Percentage
1 Pay Package 10 20%
2 Work Load 9 18%
3 Career Planning 8 16%
4 Organization
Culture
15 30%
5 Other 8 16%
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.Table No.7 No.of respondents regarding the employees left in last
3 years:
. Graph No. 7:
No.of respondents regarding the employees left in last 3 years:
INTERPRETATION -
It is observed that 8% of employees who left the company in last 3 yrs
is less than 25, 12% is less than 50.,4% is less than 100 and 76% are
more than 250
SUGGESTIONS -
Various activities such as Yoga Training, Motivation should be provided
to employees so that the employees must retain in the company forlong period.
8%12%
4%
76%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
0 1 2 3 4 5
No.of employees left in last 3 yrs.
Less than 25
Less than 50
Less than 100
More than 250
Sr. No. Employees left No. of
respondent
In
Percentage
1 Less than 25 4 8%
2 Less than 50 6 12%
3 Less than 100 2 4%
4 More than 250 38 76%
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Table No.8 No. of respondents regarding the preventive measures
taken By IBM to retain the employees:
Graph No. 8:- No. of respondents regarding the preventive
measures taken By IBM to retain the employees
INTERPRETATION -
It is observed that to retain the employees for long time the company
has adopted 20% part of Training & Development activity,38% part of
Pay Package, 12% part of Promotion, and 30% part of Reward System.
SUGGESTIONS -
The above mentioned Preventive Measures should be taken to retain
the employees.
20%
38%12%
30%
Preventive Measures
Training &
Development
Increase Pay-Package
Promotion
Reward System
Sr. No. PreventiveMeasures
No. ofrespondent
InPercentage
1 Training and
Development
10 20%
2 Increase Pay-
Package
19 38%
3 Promotion 6 12%
4 Reward System 15 30%
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Table No. 9:. No . of respondents about their literacy
.
Graph No. 9:- No . of respondents about their literacy
INTERPRETATION -
It is observed that the employees in IBM Co. are 12% Undergraduate,
68% are Graduate, and 20% are Post graduate
SUGGESTION -
IBM CO should give opportunities to Post Graduates persons also.
Series 1
0%
20%
40%
60%
80%
12%
68%
20%
Series 1
Undergraduate
Graduate
Post graduate
Sr. No. Employees are No. of
respondent
In
Percentage1 Undergraduate 6 12%
2 Graduate 34 68%
3 Post Graduate 10 20%
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Table No. 10: No . of respondents about challenging work :
.
Graph No. 10 :- No . of respondents about challenging work
INTERPRETATION -
It is observed from the above that 68% employees work is challenging
and 32% employees work is not challenging
SUGGESTION -
IBM Co. should provide challenging works to their employees so that the
employees get chance to utilize their skill and knowledge to perform
better.
68%
32%
CHALLENGE WORK
YES
NO
Sr. No. Challenges No. ofrespondent
InPercentage
1 Yes 34 68%
2 No 16 32%
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Table No. 11: No . of respondents about aspiring young
generation :
Graph No. 11:- No . of respondents about aspiring young
generation :
INTERPRETATION:
From the above it is observed that IBM aspires young generation onlyat 90%.
SUGGESTION:
IBM Co. should aspire young generation candidates as well as
experienced ones also.
90%
10%
Aspire Young
Generation
Yes
No
Sr. No. Aspire Young
Generation
No. of
respondent
In
Percentage
1 Yes 45 90%
2 No 5 10%
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Table No. 12: No . of respondents who conducts exit interviews :
Graph No.12:- No . of respondents who conducts exit interviews
INTERPRETATION -
From the above it is observed that the company conducts exit interview
but only at 52%.
SUGGESTIONS -
IBM Co. should conduct exit interviews for every employees to know the
reason of leaving the company.
Sr. No. Conduct Exit
Interviews
No. of
respondent
In
Percentage1 Yes 26 52%
2 No 24 48%
46%
47%
48%
49%
50%
51%
52%
YES NO
52%
48%
CONDUCT EXIT INTERVIEW
YES
NO
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Table No. 13: No . of respondents who thinks which area should
be improved :
Graph No.13:- No . of respondents who thinks which area should
be improved :
INTERPRETATION -
From the above table it is clear that the area which should be improved
for improvement of employees are 64% of work culture,24% treatment
with female employees and 12% other area.
SUGESSTION -
The area of work culture should be improved in IBM.
64%
24%
12%
0%
10%
20%
30%
40%
50%
60%
70%
Wok culturetreatment with femaleother
Area needs to be improve
Wok culture
treatment with
female
other
Sr. No. Area needs to be
improved
No. of
respondent
In
Percentage
1 Work Culture 32 64%
2 Treatment with
female
employees
12 24%
3 Other 6 12%
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Table No. 14:. No . of respondents regarding work culture boost
confidence :
Graph No. 14:- No . of respondents regarding work culture boost
confidence :
INTERPRETATION -
It is observed from the above that 60% employees feels that the work
culture is strong and 40% of employees thinks that their work culture isnot strong.
SUGGESTION -
IBM Co. must have familiar work culture so that the employees must
work freely and not under depression.
0%
20%
40%
60%
80%
0 0.5 1 1.5 2 2.5
Work Culture Boosts
Confidence
Yes
No
Sr. No. Work culture
boost
confidence
No. of
respondent
In
Percentage
1 Yes 30 60%
2 No 20 40%
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FINDINGS & CONCLUSIONS.
The research done on the A STUDY OF EMPLOYEE RETENTION
STRATEGIES AND EFFECTIVENESS AT IBM , PUNE. All these
findings and conclusions are basically drawn from the questionnaires,
which are filled by the respondents in person.
1) The number of employees working age is between 18-30 yrs. ,
which is high rate rather than age group then between 30-60
yrs.
2) Most of the employees monthly income is above 30000
3) Most of the employees faces gender discrimination.
4) Most of the employees are satisfied with their job.
5) The staff members of IBM are helpful to moderate.
6) The high rate of reason of attrition is organization culture.
7) More than 250 employees have left the company in last 3 yrs.
8) Various types of preventive measures are taken to motivate
the employees.
9) Most of the employees are graduates.
10) Most of the employees thinks that their work is challenging.11) IBM is eager to aspire young generation.
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CONCLUSIONS
The following conclusions are made from the data collected from the
structured questionnaire.:
1) The company is giving chance to not only to Post
Graduates candidates but also to Graduates and
Under Graduated candidates.
2) The monthly income to most of the employees is
above 30000 which seems to be the satisfaction
level of the candidates.
3) The company is treating equally with the
employees by which many employees are not
facing the problem of gender discrimination.
4) The company is providing challenging work which
is very helpful to grow the employees future further.
5) Most of the employees are satisfied with their job.
6) The healthy work culture of the company boosts
the employees confidence.
7) The staff members are helpful in the organization.
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SUGGESTIONS / RECOMMENDATIONS -
After analyzing the findings, the following suggestions have been
prepared. Great care has been taken in making these suggestions forthe improvement of employeess opinion. Company should focus on
following points
1) IBM Co. must have familiar work culture so that the
employees must work freely and not under depression.
2) The area of work culture should be improved in IBM.
3) IBM Co. should conduct exit interviews for every
employees to know the reason of leaving the company.
4) IBM Co. should aspire young generation candidates as
well as experienced ones also
5) IBM Co. should provide challenging works to their
employees so that the employees get chance to utilize
their skill and knowledge to perform better.
6) The company should give chances to other age group
also as they may be more experienced than age group of18-30 yrs. The company should provide a good pay scale
to retain the employees in company.
7) The companies staff members who are the part of rude
area should help their employees and understand the
problem area of their collegues.
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BIBLIOGRAPHY
A ) Reference Books :
K.ASHWATHAPPA , Human Resource Management , revised edition
combining part I and II, New Delhi , Published by :P Sharma
DIPAK KUMAR BHATACHARYA,2ND Edition Research
Methodology New Delhi , Published by Anurag Jain
B ) WEBSITES :
http/www.citehr.com
http/www.employeeretention.com
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ANNEXURE
QUESTIONNAIRE
Respected Sir/Madam,
I, VVaannddaannaa GG.. SSaahhuu student of Business Administration &
Management from P.R.PATIL GROUP OF ENGINEERING &
MANAGEMENT INSTITUTE, AMRAVATI. I have been given the
dissertation project as curriculum part & my topic is as follows:-
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66)) AArree yyoouu mmaarrrriieedd
aa)) YYeess bb)) NNoo
7) Do you face discrimination on the basis of gender at your work
place?
a) Yes b) No
8) Is there any biasness in promotion
a) Yes b) No
9) What is the criterion for holding top position
a) Male/Female b) Knowledge/Skill
c) Seniority
10) Is your work challenging
a) Yes b) No
11)Are you satisfied with your job?
a) Yes b) No
12) Does the healthy work culture of your organization boost your
confidence
a) Yes b) No
13) Do you face any kind of problems being male/female in this
organization
a) Yes b) No
14) Would you like to aspire young generation in your company
a) Yes b) No
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15) How are the staff members/bosses/management
a) Very helpful c) Rude
b) Helpful to moderate d) Some extent
16) Which area at your workplace needs to be improved
a) Work culture
b) Treatment with female employees
c) Mention if other
17) Do you conduct exit interview
a) Yes b) No
18) What are the reasons of attrition employees in your organization
during last year
a) Pay-package b) Work load
c) Career planning
d) Organization culture e ) Others
19) Number of people/employee left in last 3 years
a) Less than 25 c) Less than 50
b) Less than 100 d) More than 250
20) What preventive measure had been taken
a) Training & Development c) Increase pay-package
b) Promotion d) Reward system
21) What you would like to suggest retaining employee If any
..
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