Table of Contents

1. Certificate Page

2. Acknowledgement

3. Executive Summary

4. Introduction

5. Industry in India

6. Recruitment

7. Recent trends in recruitment

8. Research methodology

9. Observation and findings

10. Conclusion

11. Questionnaire
 CHAPTER 1

INTRODUCTION

Companies today are forced to function in a world full of change and complexity, and it is more
important than ever to have the right employees in order to survive the surrounding competition. It
is a fact that a too high turnover rate affects companies in a negative way and retention strategies
should therefore be high on the agenda. When looking at this problem area we found that there
may be actions and tools that companies could use to come to terms with this problem. Research
told us that leadership, remuneration and elements like participation, feedback, autonomy, fairness,
responsibility, development and work-atmosphere is important for job satisfaction and retention.
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 more suitable job. In today’s environment it becomes
very important for organizations to retain their employees.

RETENTION

Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project. Employee
retention is beneficial for the organization as well as the employee.

Employees today are different. They are not the ones who don’t 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. If they don’t, they
IMPORTANCE OF EMPLOYEE RETENTION:

The Cost of Turnover: The cost of employee turnover adds hundreds of thousands of money to a
company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring
costs, training costs and productivity loss), industry experts often quote 25% of the average
employee salary as a conservative estimate.
Loss of Company Knowledge: When an employee leaves, he takes with him valuable knowledge
about the company, customers, current projects and past history (sometimes to competitors). Often
much time and money has been spent on the employee in expectation of a future return. When the
employee leaves, the investment is not realized.

Interruption of Customer Service: Customers and clients do business with a company in part
because of the people. Relationships are developed that encourage continued sponsorship of the
business. When an employee leaves, the relationships that employee built for the company are
severed, which could lead to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout the
organization. Co-workers are often required to pick up the slack. The unspoken negativity often
intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the attrition rates are
low. Higher retention rates motivate potential employees to join the organization.

Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new
employee and then training him/her and this goes to the loss of the company directly which many a
times goes unnoticed. And even after this you cannot assure us of the same efficiency from the
new employee would be left with no good employees. A good employer should know how to
attract and retain its employees. Retention involves five major things:

1) Compensation
2) Environment
 3) Growth
4) Relationship
5) Support

WHY EMPLOYEES LEAVE THE ORGANISATION

Employees do not leave an organization without any significant reason. There are certain
circumstances that lead to their leaving the organization. The most common reasons can be:
Job is not what the employee expected to be: Sometimes the job responsibilities don’t come out to
be same as expected by the candidates. Unexpected job responsibilities lead to job dissatisfaction.
Job and person mismatch: A candidate may be fit to do a certain type of job which matches his
personality. If he is given a job which mismatches his personality, then he won’t be able to
perform it well and will try to find out reasons to leave the job.

 No growth opportunities: No or less learning and growth opportunities in the current job
will make candidate’s job and career stagnant.

 Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels
de-motivated and loses interest in job.

 Lack of trust and support in coworkers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job. Non-supportive
coworkers, seniors and management can make office environment unfriendly and difficult
to work in.

 Stress from overwork and work life imbalance: Job stress can lead to work life
imbalance which ultimately many times lead to employee leaving the organization.

 Compensation: Better compensation packages being offered by other companies may

attract employees towards themselves.

 New job offer: An attractive job offer which an employee thinks is good for him with
respect to job responsibility, compensation, growth and learning etc. can lead an employee
to leave the organization.
STRATEGIES FOR EMPLOYEE RETENTION:
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.

3. Make employees realize that they are the most valuable asset of the organization.

4. Have faith in them, trust them and respect them.

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements.

8. Keep their morale high.

9. Create an environment where the employees want to work and have fun.

These practices can be categorized in 3 levels: Low, medium and high level.
HOW TO INCREASE EMPLOYEE RETENTION

Companies have now realized the importance of retaining their quality workforce. Retaining
quality performers contributes to productivity of the organization and increases morale among
employees.
Four basic factors that play an important role in increasing employee retention include salary and
remuneration, providing recognition, benefits and opportunities for individual growth. But are they
really positively contributing to the retention rates of a company? Basic salary, these days, hardly
reduces turnover. Today, employees look beyond the money factor.
Employee retention can be increase by inculcating the following practices:

1. Open Communication: A culture of open communication enforces loyalty among

employees. Open communication tends to keep employees informed on key
issues. Most importantly, they need to know that their opinions matter and that
management is 100% interested in their input.

2. Employee Reward Program: A positive recognition for work boosts the

motivational levels of employees. Recognition can be made explicit by providing
awards like best employee of the month or punctuality award. Project based
recognition also has great significance. The award can be in terms of gifts or
money.
 3. Career Development Program: Every individual is worried about his/her career.
He is always keen to know his career path in the company. Organizations can offer
various technical certification courses which will help employee in enhancing his
knowledge.

4. Performance Based Bonus: A provision of performance linked bonus can be

made wherein an employee is able to relate his performance with the company
profits and hence will work hard. This bonus should strictly be productivity based.

5. Recreation facilities: Recreational facilities help in keeping employees away from

stress factors. Various recreational programs should be arranged. They may
include taking employees to trips annually or bi-annually, celebrating anniversaries,
sports activities, et al.

6. Gifts at Some Occasions: Giving out some gifts at the time of one or two festivals
to the employees making them feel good and understand that the management is
concerned about them.

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. Let us learn about some of these myths.

1. Employees leave an organization for more pay: Money may be the motivating
factor for some but fo r 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.

2. 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.

3. 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 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.

4. 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.

5. 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.

MANAGERS ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a common excuse.
However, research has shown that people join companies, but leave because of what
their managers’ do or don’t do. It is seen that managers who respect and value
employees’ competency, pay attention to their aspirations, assure challenging work, value
the quality of work life and provided chances for learning have loyal and engaged
employees. Therefore, managers and team leaders play an active and vital role
in employee retention.

Managers and team leaders can reduce the attrition levels considerably by creating a
motivating team culture and improving the relationships with team members. This can be
done in a following way:

 Creating a Motivating Environment: Team leaders who create motivating

environments are likely to keep their team members together for a longer period of
 time. Motivation does not necessarily have to come through fun events such as
parties, celebrations, team outings etc. They can also come through serious events
e.g. arranging a talk by the VP of Quality on career opportunities in the field of
quality. Employees who look forward to these events and are likely to remain more
engaged.

 Standing up for the Team: Team leaders are closest to their team members.
While they need to ensure smooth functioning of their teams by implementing
management decisions, they also need to educate their managers about the
realities on the ground. When agents see the team leader standing up for them,
they will have one more reason to stay in the team.

 Providing coaching: Everyone wants to be successful in his or her current job.

However, not everyone knows how. Therefore, one of the key responsibilities will
be providing coaching that is intended to improve the performance of employees.
Managers often tend to escape this role by just coaching their employees.
However, coaching is followed by monitoring performance and providing feedback
on the same.

 Delegation: Many team leaders and managers feel that they are the only people
who can do a particular task or job. Therefore, they do not delegate their jobs as
much as they should. Delegation is a great way to develop competencies.
 Extra Responsibility: Giving extra responsibility to employees is another way to
get them engaged with the company. However, just giving the extra responsibility
does not help. The manager must spend good time teaching the employees of how
to manage responsibilities given to them so that they don’t feel over burdened.

 Focus on future career: Employees are always concerned about their future
career. A manager should focus on showing employees his career ladder. If an
employee sees that his current job offers a path towards their future career
aspirations, then they are likely to stay longer in the company. Therefore,
managers should play the role of career counselors as well.
 CHAPTER 2

REVIEW OF LITERATURE

Objective of the study

The main objective is to increase the understanding regarding employee’s retention in

relation to leadership style, remuneration and elements such as participation,

feedback, autonomy, fairness, responsibility, development and work-atmosphere

Research Design

 Descriptive Design.

Research Problem

Scope of the study

The scope of the study covers in depth, the employee retention practices, modules,
formats being followed and is limited to the company Hcl and its employees.

Sources of data

Methods of data collection

 Communication, asking questions and receiving a response in person
 Visiting the various organizations, libraries, internet and also preparation
of the questionnaire with the help of the project guide

Statistical tools used for interpretation and analysis

 Primary data collected through questionnaires and informal interviews.
 Secondary data collected through magazines, journals, websites, and other
corporate publications

0
 Company Profile

Hindustan Unilever Limited (HUL) is India’s largest Fast Moving Consumer

Goods Company, touching the lives of two out of three Indians with over 20
distinct categories in Home & Personal Care Products and Foods & Beverages.
They endow the company with a scale of combined volumes of about 4 million
units and sales of Rs.10, 000 crores.

HUL is also one of the country’s largest exporters; it has been recognized as a
Golden Super Star Trading House by the Government of India. Hence, research
aims is that to study the existing marketing practices, emerging marketing plans
and understanding companies business strategy with its profile. The main
recommendations have been made on the addressing of the advertising message to
the customers. An attempt has been made to formulate the communication in a
way to build it on a platform of the basic need for buying HUL products. In
another recommendation the suggestions towards better dealer interest in HUL
products has been given a chance.

The research is based primarily on primary data; however few references to

industry figures from secondary data have been made. Data has been collected
through in depth interviews and administered questionnaires. The study has given
the researchers an inside of the Consumer durable Industry and an opportunity to
use the theoretical knowledge in live project.

1
 INTRODUCTION

Over 100 years' link with India. In the summer of 1888, visitors to the Kolkata harbor

& noticed crates full of Sunlight soap bars embossed with the words "Made in

England by Lever Brothers". With it, began an era of marketing branded. Fast

Moving Consumer Goods (FMCG).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and
Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the
market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati

Manufacturing Company, followed by Lever Brothers India Limited (1933) and

United Traders Limited (1935). These three companies merged to form HUL in

November 1956; HUL offered 10% of its equity to the Indian public, being the first

among the foreign subsidiaries to do so. Unilever now holds 51.55% equity in the

company. The rest of the shareholding is distributed among about 380,000 individual

shareholders and financial institutions.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the

company had launched Red Label tea in the country. In 1912, Brooke Bond & Co.

India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an

international acquisition. The erstwhile Lipton's links with India were forged in 1898.

Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was

incorporated.

2
Pond's (India) Limited had been present in India since 1947. It joined the Unilever

fold through an international acquisition of Chesebrough Pond's USA in 1986.

Since the very early years, HUL has vigorously responded to the stimulus of

economic growth. The growth process has been accompanied by judicious

diversification, always in line with Indian opinions and aspirations.

The liberalization of the Indian economy, started in 1991, clearly marked an inflexion

in HUL's and the Group's growth curve. Removal of the regulatory framework

allowed the company to explore every single product and opportunity segment,

without any constraints on production capacity.

Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of

the most visible and talked about events of India's corporate history, the erstwhile

Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993.

In 1995, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint

venture, Lakme Lever Limited, to market Lakme's market-leading cosmetics and

other appropriate products of both the companies. Subsequently in 1998, Lakme

Limited sold its brands to HUL and divested its 50% stake in the joint venture to the

company.

HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in

1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary

Pads. HUL has also set up a subsidiary in Nepal, Nepal Lever Limited (NLL), and its

factory represents the largest manufacturing investment in the Himalayan kingdom.

3
The NLL factory manufactures HUL's products like Soaps, Detergents and Personal

Products both for the domestic market and exports to India.

The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the

Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari

General Foods, with significant interests in Instant Coffee. In 1993, it acquired the

Kissan business from the UB Group and the Dollops Ice cream business from

Cadbury India.

As a measure of backward integration, Tea Estates and Doom Dooma, two

plantation companies of Unilever, were merged with Brooke Bond. Then in July

1993, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India

Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional

Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen

Desserts. By the end of the year, the company entered into a strategic alliance with the

Kwality Ice cream Group families and in 1995 the Milk food 100% Ice cream

marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal

restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in

1998. The two companies had significant overlaps in Personal Products, Specialty

Chemicals and Exports businesses, besides a common distribution system since 1993

for Personal Products. The two also had a common management pool and a

technology base. The amalgamation was done to ensure for the Group, benefits from

4
scale economies both in domestic and export markets and enable it to fund

investments required for aggressively building new categories.

In January 2000, in a historic step, the government decided to award 74 per cent

equity in Modern Foods to HUL, thereby beginning the divestment of government

equity in public sector undertakings (PSU) to private sector partners. HUL's entry into

Bread is a strategic extension of the company's wheat business. In 2002, HUL

acquired the government's remaining stake in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the

Amalgam Group of Companies, a leader in value added Marine Products exports.

5
 COMPANY PROFILE

The mission that inspires HUL's 36,000 employees, including over 1,350 managers, is

to "add vitality to life." HUL meets everyday needs for nutrition, hygiene, and

personal care with brands that help people feel good, look good and get more out of

life. It is a mission HUL shares with its parent company, Unilever, which holds

51.55% of the equity. The rest of the shareholding is distributed among 380,000

individual shareholders and financial institutions.

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's,

Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-

Annapurna, Kwality Wall's – are household names across the country and span many

categories - soaps, detergents, personal products, tea, coffee, branded staples, ice

cream and culinary products. They are manufactured in close to 80 factories. The

operations involve over 2,000 suppliers and associates. HUL's distribution network,

comprising about 7,000 redistribution stockists, directly covers the entire urban

population, and about 250 million rural consumers.

HUL has traditionally been a company, which incorporates latest technology in all its

operations. The Hindustan Lever Research Centre (HLRC) was set up in 1958, and

now has facilities in Mumbai and Bangalore. HLRC and the Global Technology

Centres in India have over 200 highly qualified scientists and technologists, many

with post-doctoral experience acquired in the US and Europe.

6
HUL believes that an organization’s worth is also in the service it renders to the

community. HUL is focusing on health & hygiene education, women empowerment,

and water management. It is also involved in education and rehabilitation of special or

underprivileged children, care for the destitute and HIV-positive, and rural

development. HUL has also responded in case of national calamities / adversities and

contributes through various welfare measures, most recent being the village built by

HUL in earthquake affected Gujarat, and relief & rehabilitation after the Tsunami

caused devastation in South India.

Over the last three years the company has embarked on an ambitious programme,

Shakti. Through Shakti, HUL is creating micro-enterprise opportunities for rural

women, thereby improving their livelihood and the standard of living in rural

communities. Shakti also includes health and hygiene education through the Shakti

Vani Programme, and creating access to relevant information through the I Shakti

community portal. The programme now covers about 50,000 villages in 12 states.

HUL's vision is to take this programme to 100,000 villages impacting the lives of over

a 100 million rural Indians.

HUL is also running a rural health programme – Lifebuoy Swasthya Chetana. The

programme endeavtheirs to induce adoption of hygienic practices among rural Indians

and aims to bring down the incidence of diarrhoea. It has already touched 70 million

people in approximately 15000 villages of 8 states. The vision is to make a billion

Indians feel safe and secure. If Hindustan Lever straddles the Indian corporate world,

7
it is because of being single-minded in identifying itself with Indian aspirations and

needs in every walk of life.

8
HINDUSTAN UNILEVER LIMITED INDIA’S LARGEST FMCG COMPANY

9
FINANCIAL OVERVIEW

10
 Hindustan Lever Limited Shareholding
Pattern
Flls
13.7

Domestic
Fls
14.8 Unilever
51.6

Individual
19.9
HUL Equity Capital - 50 Mn $
Market Capitalisation - 7,300 Mn $

11
HINDUSTAN UNILEVER LIMITED – DECEMBER QUARTER 2013
RESULTS

 Total Sales grow by 14.4%; FMCG Sales growth at 15.8%

 HPC and Foods grow by 17% and 9% respectively; Broad based growth
across categories
 PBIT grows 13.5%; Net Profit increases by 56%
 EPS for 2005 grows 17.6%; Final Dividend Rs 2.50 per share of Re 1/- each;
Total Dividend Rs 5.00 per share for 2005

Mumbai, February 14, 2013: Hindustan Unilever Limited (HUL) announced its
results for December Quarter 2013. Growth momentum achieved in the last three
quarters has been sustained with total sales growing by 14.4%. Domestic FMCG sales
were higher by 15.8% with both Home and Personal Care (HPC) and Foods
performing well.

HPC business grew by 17.3% driven by strong performance in all categories.

Significant sales growth was achieved in the highly competitive categories of Laundry
and Shampoo. Soaps recorded good growth, with Lux growing handsomely reflecting
in market share gains. All the brands in Skin category maintained their strong
performance leading to a double digit growth for the category. Consumer relevant
innovations continue to drive off-take and key innovations during the quarter include
the re-launch of “Thick and Strong” Sunsilk Pink, Lux variants for the 75-year
celebrations, and the national launch of “Jasmine Fresh” Rin Advanced Powder.

In Foods business, Tea achieved a modest growth despite a declining market and
falling commodity prices; Coffee continued to perform well. Processed Foods
business grew strongly, albeit on a low base. The Icecream business also achieved a
33% increase in sales, led by the impulse category. Relaunch of Knorr soup with a
superior mix and introduction of new variants was the key Foods innovation during
the quarter.

12
Profit before Interest and Taxes (PBIT) increased by 13.5% after absorbing a 50%
higher spend in Advertising and Promotions. Higher crude oil price led cost pressures
continued, particularly in Laundry category, but were mitigated by aggressive cost
effectiveness programs. Profit after tax (PAT) grew by 22.7% due to a lower effective
tax rate and Net profit, including the impact of exceptional items was higher by 56%.

For full year 2013, total sales were 11.4% higher than in the previous year, with
broad based growth across categories leading to both HPC and Foods businesses
growing by 14% and 8%, respectively. Judicious price increases coupled with robust
cost saving initiatives partly neutralized the impact of both cost escalations,
particularly in the Laundry category, and the higher investments behind brands.
Consequently, PBIT increased by 1.1%. A lower tax charge for the year resulted in a
PAT growth of 12.9%. Net Profit and Earnings Per Share at Rs 6.40, grew by 17.6%.

Mr Harish Manwani, Chairman commented: “We have sustained the growth

momentum in December quarter and it continues to be broad based across HPC and
Foods categories, particularly, in the competitive categories of Laundry and Shampoo.
This was driven by higher investment behind our brands with exciting innovations,
excellent activation, new initiatives in Customer Management and with significantly
higher levels of A&P spends. The double digit sales growth of over 11% for the year
2005 has been achieved after a gap of six years.

Our strategic priority remains unchanged. We will continue to leverage our focused
portfolio of powerful brands to sustain market leadership and grow our market
position across strategic brands and categories. In a competitive landscape, we shall
continue to deliver consumer value and invest behind our brands. We recognize the
challenge of inflationary cost pressures driven by crude oil prices and, in the
competitive context, achieving cost leadership across the extended supply chain
continues to be a key priority.”

DIVIDEND
The Board of Directors at their meeting held on February 14 th, 2006 has proposed a
final dividend of Rs 2.50 per share of Re 1 each, subject to the approval of the

13
shareholders at the annual general meeting. This along with the interim dividend of Rs
2.50 per share amounts to a total dividend of Rs 5.00 per share for the year 2005.

HUL is India's largest Fast Moving Consumer Goods company, touching the lives of
two out of three Indians. HUL’s mission is to “add vitality to life” through its
presence in over 20 distinct categories in Home & Personal Care Products and Foods
& Beverages. The company meets everyday needs for nutrition, hygiene, and
personal care, with brands that help people feel good, look good and get more out of
life.

HUL TRANSFERS TEA ESTATES INDIA TO MAXWELL GOLDEN TEA

PRIVATE LIMITED

Mumbai, March 01, 2006: Hindustan Unilever Limited (HUL) has transferred its
entire shareholding in its 100% subsidiary Tea Estates India Limited (TEIL) to
Maxwell Golden Tea Private Limited (MGT), a Woodbriar Group company on March
1, 2006. TEIL owns 8 tea estates and 6 factories for processing tea in the high-
yielding belt of Tamilnadu with an average annual output of approx. 10,500 metric
tons.

Woodbriar Group has interests in plantations, insurance services and real estate. The
Group’s gardens are spread across the premium tea growing regions in Tamilnadu and
Kerala. HUL management believes that the proposed transfer to Woodbriar Group is
in the best interest of the tea plantation business and all its stakeholders. Existing
terms and conditions of services of all TEIL employees will be fully protected in
accordance with applicable laws and terms of their employment.

The acquisition of TEIL by Woodbriar Group will provide scale and bring in synergy
benefits to Woodbriar Group, as a large portion of TEIL gardens are contiguous to the
existing tea gardens of Woodbriar Group. Canara Bank, Madurai Circle has funded
the debt component to Woodbriar Group for this acquisition.

14
With this disposal of shareholding in TEIL, HUL has completed its exit from its tea
plantations business both in South India and Assam. It may be recalled that HUL had
sold its interests in Rossell Industries Limited and Doom Dooma Tea Company
Limited in Assam during the last 12 months.

DSP Merrill Lynch Limited acted as financial advisor to Hindustan Unilever Limited .

About HUL:
HUL is India's largest Fast Moving Consumer Goods Company, touching the lives of
two out of three Indians. HUL's mission is to "add vitality to life" through its presence
in over 20 distinct categories in Home & Personal Care Products and Foods &
Beverages. The company meets everyday needs for nutrition, hygiene, and personal
care, with brands that help people feel good, look good and get more out of life. For
more information visit www.HUL.com

15
 RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

Employee retention refers to policies and practices companies use to prevent

valuable employees from leaving their jobs. How to retain valuable employees is one
of the biggest problem that plague companies in the competitive marketplace. Not too
long ago, companies accepted the “revolving door policy” as part of doing business
and were quick to fill a vacant job with another eager candidate. Nowadays,
businesses often find that they spend considerable time, effort, and money to train an
employee only to have them develop into a valuable commodity and leave the
company for greener pastures. In order to create a successful company, employers
should consider as many options as possible when it comes to retaining employees,
while at the same time securing their trust and loyalty so they have less of a desire to
leave in the future.
There are some objectives of employee retention. Those are as follows:

 Reduce the Cost of Turnover:

The cost of employee turnover adds hundreds of thousands of money to a company's expenses. While it
is difficult to fully calculate the cost of turnover (including hiring costs, training costs and productivity loss),
industry experts often quote 25% of the average employee salary as a conservative estimate.

 To stop Loss of Company Knowledge:

When an employee leaves, he takes with him valuable knowledge about the
company, customers, current projects and past history (sometimes to competitors).
Often much time and money has been spent on the employee in expectation of a
future return. When the employee leaves, the investment is not realized.

 Goodwill of the company:

The goodwill of a company is maintained when the attrition rates are low. Higher
retention rates motivate potential employees to join the organization. Higher retention
rates lead goodwill of a company in market and employees mind. More employees are
attracted towards company because goodwill of a company.

16
 To reduce attrition rate:

Lower attrition rates reduce cost of turnover and makes goodwill of a company
in market. Lower attrition rates can be sign of employee satisfaction.

 To employee satisfaction:

Organization makes the strategies for employee retention through that

employees are satisfied with their jobs. If organization satisfied to employees then
employees can retain with company for long period of time.

 Regaining efficiency:

If an employee resigns, then good amount of time is lost in hiring a new

employee and then training him/her and this goes to the loss of the company directly
which many a times goes unnoticed. And even after this you cannot assure us of the
same efficiency from the new employee.

These objectives are beneficial for each and every organization. The companies
achieve these objectives that can easily make profit and goodwill in the market.

17
Research Design:
The research design indicates the type of research methodology under
taken to
Collect the information for the study.
The researcher used both descriptive and analytical type of research
design for his research study. The main objective of using descriptive
research is to describe the state of affairs as it exists at present. It mainly
involves surveys and fact finding enquiries of different kinds. The
researcher used descriptive research to discover the characteristics of
customers. Descriptive research also includes demography characteristic
of consumer who use the product.
The researcher also used analytical research design to analyze the existing
facts
from the data collected from the customer.

Area of study:

The area of study is confined to employees of R. L. Jain Equipments Pvt.

Ltd. Udaipur.

Research instrument:

The Structured questionnaire is used as the research instrument for the

study.

18
Questionnaire Design:

The questionnaire framed for the research study is a structured

questionnaire in
which all the questions are predetermined before conducting the survey.
The form of question is of both closed and open type.
The scales used to evaluate questions are:
Dichotomous scale (Yes or No)
Likert 5 point scale (Highly satisfied, satisfied, Neither Satisfied
nor dissatisfied, Dissatisfied, Highly dissatisfied)
Category scale (Multiple items)
Ranking type (R1, R2, R3…)

The questionnaire for the research was framed in a clear manner such that
it
enables the respondents to understand and answer the question easily.
The
questionnaire was designed in such a way that the questions are short and
simple and is arranged in a logical manner.

19
Pilot study:

It is appropriate to conduct pilot survey to check the reliability of the

questionnaire. So pilot study was conducted on 5 respondents which is a
10% of the sample.

RESEARCH ETHICS

Sampling design:

A Sample design is a definite plan for obtaining a sample from a given

population. It is the procedure used by the researcher in selecting items
for the sample.

Sample size:

Sample size=125 samples, variance and confidence methods are used for
determining sample size.

Sampling Technique:

The researcher adopted simple random sampling for the study.

20
 DESCRIPTIVE WORK

DATA COLLECTION METHOD

Primary data:

Primary data is the new or fresh data collected from the respondents
through
structured scheduled questionnaire.

Secondary data:

The secondary data are collected through the structured questionnaire,

literature
review and also from the past records maintained by the company.

STATISTICAL TOOLS AND TECHNIQUES

PERCENTAGE ANALYSIS:

Percentage = (No. Of respondents / total no. Of respondents)*100

WEIGHTED AVERAGE METHOD:

Formula:
Mean score = total score/no of respondents.

21
Where total score = no of respondents*weighted average

CHI – SQUARE TEST:

1. Null Hypothesis (Ho): There is no difference in attributes

2. Alternate Hypothesis(H1): There is a difference in attributes
3. Level of significance α = 0.05
4. Degrees of freedom = (r-1)(c-1)
5. Expected frequency:
E = R.T × C.T
6. Calculation of :
Σ = Σ (O-E)2
7. The tabulated value of at given level of significance with (r-1)(c-1)

ONE RUN TEST:

Null hypothesis (H0):

There is a no significant relationship between the variables

Alternate hypothesis (H1):

There is significant relationship between the variables
μr = 2 n1 n2 + 1
n1 + n2
2 n1 n2- n1- n1

22
σr = 2 n1n2
(n1+ n2)2 (n1+ n2-1 )
Lower limit = μr + (2.58) σ
Upper limit = μr + (2.58) σ

KENDALL’S COEFFICIENT OF CONCORDANCE:

Null hypothesis (H0): There is a difference in attributes

Alternate hypothesis (H1): There is no difference in attributes
Σ Rj = (Rj-Rj)2
S= Rj = Σ Rj

DATA ANALYSIS
Analysis and Interpretation of data

1. PERCENTAGE ANAYLSIS

2. AWARENESS OF HR POLICIES

Chi-Square Test
To find whether there exists a significant relationship between Work
Culture of the Company and interpersonal relationship between
employees.

23
H0: There is a no significant relationship between Work Culture of the
Company and interpersonal relationship between employees.

H1: There is a significant relationship between Work Culture of the

Company
and interpersonal relationship between employees.
Calculated value is more than table value therefore accept H0

Result:
There is a significant relationship between overall satisfaction and aspects
of job.

KENDALL’S COEFFICIENT OF CONCORDANCE

Null hypothesis (H0): There is a no significant difference in the rank

assigned by respondents towards the attributes that gives them
satisfaction in the company.

Alternate hypothesis (H1): There is a significant difference in the rank

assigned by respondents towards the attributes that gives them
satisfaction in the company.

Ranking Based on Satisfaction

K=20:
Salary, Superior Role, Team Coordination, Work responsibilities, Rules
and Policies, Physical work environment Training

24
Calculated value : S= 5815.714
Table value : 1158
Calculated value is more than table value therefore reject H0

Result:
There is a significant difference in the rank assigned by respondents
towards the
attributes that gives them satisfaction in the company.

ONE RUN TEST:

Null hypothesis (H0): The samples are not taken randomly.
Alternate hypothesis (H1): The samples are taken randomly.

EMPLOYEE’S SATISFACTION REGARDING

MONETARY BENEFITS PROVIDED BY THE
COMPANY

Retention Management:

25
 Abstract:

Background: Retention management is a highly topical subject and an

important dilemma many organizations might face in the future, if not
facing it
already. We believe that the leader plays a key role in employee retention
and
retention management. The concept of retention management can both
have a
narrow, and a broader significance. Both parts of its significance are
generally
included in this thesis. The background of the thesis present a few articles
that
discuss issues that makes it important for the organization, and the
leaders, to work hard with retention management. Following key
questions are intended to be answered: What are the consequences
between leaders actions and employees retention? Which is the leader’s
role when it comes to retaining employees?

Purpose statement: The purpose of the thesis is to investigate and

analyze how company leaders today can retain their key employees. How
can the provision of key human resources develop a long-term
relationship that makes top employees stay in the company? The study
aims to establish the procedure leaders apply to retain employees. The
purpose is to compare the qualitative study, made at the case company,
with findings from the thesis theoretical framework.

26
Research method: The study is a qualitative, as well as a theoretical
study where empirical findings and theories has been compared. Financial
department, both with supervisors and employees to get a broader view at
the phenomenon retention management.
Result: Leaders and their skill in creating a culture of retention, has
becoming a key in why people stay and what usually drives them away
from a company. The leader has become the main factor in what
motivates people’s decision to stay or leave. For organizations to keep its
key employees their number one priority should be to look at their
management, because people leave managers and not companies.
Characteristics in a leader that are of importance, as the leader plays a key
role in retention management is: trust builder, esteem builder,
communicator, talent developer and coach, and talent finder. The leader’s
relation to the employees plays a central role in retaining employees.

Employee Retention Strategies

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.
3. Make employees realize that they are the most valuable asset of the
organization.

27
4. Have faith in them, trust and respect them
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have
fun.

These practices can be categorized in 3 levels:

Low,
medium and
high level.
 Low Level Employee Retention Strategies:

 Appreciating and recognizing a well done job·

 Personalized well done and thank-you cards from supervisors·
 Congratulations e-cards or cards sent to spouses/families·
 Voicemails or mess·ages from top management
 Periodic days off for good performance·
 Rewards ( gift, certificates, monetary and non monetary rewards)·
 Recognizing professional as well as personal significant events·
 Wedding gifts
 Anniversary gifts
 New born baby gifts
 Scholarships for employee’s children
 Get well cards/flowers
 Birthday cards, celebrations and gifts
 Providing benefits·

28
 Home insurance plans
 Legal insurance
 Travel insurance
 Disability programs
 Providing perks: It includes coupons, discounts, rebates, etc·
 Discounts in cinema halls, museums, restaurants, etc.
 Retail store discounts
 Computer peripherals purchase discounts
 Providing workplace conveniences·
 On-site ATM
 On-site facilities for which cost is paid by employees
 laundry facility for bachelors
 Shipping services
 Assistance with tax calculations and submission of forms
 Financial planning assistance
 Casual dress policies
 Facilities for expectant mothers
 Parking
 Parenting guide
 Lactation rooms
 Flexi timings
 Fun at work·
 Celebrate birthdays, anniversaries, retirements, promotions, etc
 Holiday parties and holiday gift certificates
 Occasional parties like diwali, holi, dushera, etc
 Organize get together for watching football, hockey, cricket
matches
 Organize picnics and trips for movies etc

29
 Sports outings like cricket match etc
 Indoor games
 Occasional stress relievers·
 “Casual dress” day
 “Green is the color” day
 Handwriting analysis
 Tatoo, mehandi, hair braiding stalls on weekends
 Mini cricket in office
 Ice cream Fridays
 Holi-Day breakfast
 Employee support in tough time or personal crisis·
 Personal loans for emergencies
 Childcare and eldercare services
 Employee Assistance Programs ( Counseling sessions etc)
 Emergency childcare services
 Medium Level Strategies for Employee Retention
 Appreciating and recognizing a well done job
 Special bonus for successfully completing firm-sponsored
certifications
 Benefit programs for family support
 Child adoption benefits
 Flexible benefits
 Dependents care assistance
 Medical care reimbursement
 Providing conveniences at workplace·
 Gymnasiums·
 Athletic membership program·

30
 Providing training and development and personal growth
opportunities·
 Sabbatical programs
 Professional skills development
 Individualized career guidance
 High Level Strategies
 Promoting Work/Life Effectiveness·
 Develop flexible schedules·
 Part-time schedules·
 Extended leaves of absence·
 Develop Support Services·
 On-site day care facility etc.
·
 Understand employee needs: This can be done through proper
management style and culture·
 Listen to the employee and show interest in ideas·
 Appreciate new ideas and reward risk-taking
 Show support for individual initiative
 Encourage creativity
 Encouraging professional training and development and/or
personal growth opportunities: It can be done through:·
 Mentoring programs
 Performance feedback programs
 Provide necessary tools to the employees to achieve their
professional and personal goals
 Getting the most out of employee interests and talents
 Higher study opportunities for employees
 Vocational counselling

31
  Offer personalized career guidance to employees
 Provide an environment of trust: Communication is the most
important and effective way to develop trust.·
 Suggestion committees can be created
 Open door communication policy can be followed

 Regular feedbacks on organization’s goals and activities should

be taken from the employees by:
 Management communications
 Intranet and internet can be used as they provide 24X7 access to
the information Newsletters, notice boards, etc.
 Hire the right people from the beginning: employee retention is
not a process that begins at the end. The process of retention begins
right from the start of the recruitment process.

The new joiners should fit with the organization’s culture. The
personality,
leadership characteristics of the candidate should be in sync with the
culture of the hiring organization.
Referral bonus should be given to the employees for successful hires.
They are the best source of networking. Proper training should be given
to the managers on interview and management techniques. An internship
program can be followed to recruit the fresh graduates.

Retention Success Methodology

 Transparent Work Culture

32
In today’s fast paced business environments where employees are
constantly
striving to achieve business goals under time restrictions; open minded
and transparent work culture plays a vital role in employee retention.
Companies invest very many hours and monies in training and educating
employees. These companies are severely affected when employees
check out, especially in the middle of some big company project or
venture. Although employees most often prefer to stay with the same
company and use their time and experience for personal growth and
development, they leave mainly because of work related stress and
dissatisfactions .More and more companies have now realized the
importance of a healthy work culture and have a gamut of people
management good practices for employees to have that ideal fresh work-
life. Closed doors work culture can serve as a deterrent to communication
and trust within employees which are potential causes for work- Related
apathy and frenzy.

A transparent work environment can serve as one of the primary triggers

to facilitate accountability, trust, communication, responsibility, pride and
so on. It is believed that in a transparent work culture employees
rigorously communicate with their peers and exchange ideas and thoughts
before they are finally matured in to full-blown concepts. It induces
responsibility among employees and accountability towards other peers,
which gradually builds up trust and pride. More importantly, transparency
in work environment discourages work-politics which often hinders

33
company goals as employees start to advance their personal objectives at
the expense of development of
The company as a single entity.
.
Quality of Work

The success of any organization depends on how it attracts, recruits,

motivates, and retains its workforce. Organizations need to be more
flexible so that they develop their talented workforce and gain their
commitment. Thus, organizations are required to retain employees by
addressing their work life issues. The elements that are relevant to an
individual’s quality of work life include the task, the physical work
environment, social environment within the organization, administrative
system and relationship between life on and off the job. The basic
objectives of a QWL program are improved working conditions for the
Employee and increase organizational effectiveness.

Providing quality work life involves taking care of the following

aspects:

Occupational health care: The safe work environment provides the

basis for the person to enjoy working. The work should not pose a health
hazard for the person. The employer and employee, aware of their risks
and rights, could achieve a lot in Their mutually beneficial dialogue.

34
Suitable working time: Organizations are offering flexible work options
to their employees wherein employees enjoy flexi-timings for dedicating
their efforts at work.

Appropriate salary: The appropriate as well as attractive salary has

always been an important factor in retaining employees. Providing
employees salary at par with the other counterparts of above that what
competitors are paying motivates them to stick With the company for
long. QWL consists of opportunities for active involvement in group
working arrangements or problem solving that are of mutual benefit to
employees or employers, based on labor management cooperation.

People also conceive of QWL as a set of methods, such as autonomous

work groups, job enrichment, and high-involvement aimed at boosting
the satisfaction and productivity of workers. It requires employee
commitment to the organization and an environment in which this
commitment can flourish. Providing quality at work not only reduces
attrition but also helps in reduced absenteeism and improved job
satisfaction. Not only does QWL contribute to a company's ability to
recruit quality people, but also it enhances a company's competitiveness.
Common beliefs support the contention that QWL will positively nurture
a more flexible, loyal, and motivated workforce, which are essential in
determining the company's competitiveness. Supporting Employees
Organizations these days want to protect their biggest and most valuable
asset and they want to do this in a way that best suits their organizational
culture. Retaining employees is a difficult task. Providing support to the
employees acts as a mantra for retraining them. Employers can also

35
support their employees by creating an environment of trust and
inculcating the organizational values into employees.

The management can support employees directly or indirectly. Directly,

they
provide support in terms of personal crises, managing stress and personal
development. Management can support employees, indirectly, in a
number of ways as follows:

Manage employee turnover: Employee turnover affects the whole

organization in terms of productivity. Managing the turnover, hence,
becomes an important task. A proactive approach can be adopted to
reduce attrition. Strategies should be framed in advance and implemented
when the times arrives. Turnover costs should also be taken into
consideration while framing these strategies.

Become employer of choice: What makes a company an employer of

choice? Is the benefit it offers or the compensation packages it gives
away to its employees? Or is it measured in terms of how they value their
employees or in terms of customer satisfaction? Becoming an employer
of choice involves following a road map which tells where to go as a
brand.

Engage the new recruits: The newly hired employees are said to be least
engaged in the organization. Keeping them engaged is an important task.
The fresh talent should be utilized to maximum before they start feeling
bored in the organization.

36
Optimize employee engagement: An organization’s productivity is
measured not in terms of employee satisfaction but by employee
engagement. Employees are said to be engaged when they show a
positive attitude toward the organization and express a commitment to
remain with the organization. Employee satisfaction also comes with high
engagement levels. So, organizations should aim to maximize the
engagement among employees.
Coaching and mentoring: Employees whose work performance suffers
due to poor interpersonal relationships or because of lack of interpersonal
skills should be provided proper coaching by their superiors. Planed
coaching sessions help an individual to work through issues, maximize
his potential and return to peak
performance.

37
The above data is presented in charts:

Are you satisfied with your salary package?

No Comments
14%

Yes
No No
26% Yes No Comments
60%

According to survey I come to know that;

 26% employees are not satisfied with salary package.
 14% employees are not commenting on this question.
 60% employees are satisfied with the salary package.

Means company is providing appropriate packages to employees.

38
 Are you fully aware about job responsibilities?

No Comments
4%
No
26%
Yes
No
No Comments
Yes
70%

This sample of question is showing that:

 26% employees are not aware about their job responsibilities.
 4% employees are not commenting on this question.
 70% employees are aware about their job responsibilities

So we can say that most of the employees are aware about their job
responsibilities.

39
 Is there adequate communication between
departments?

No Comments
12%
No
8%
Yes
No
No Comments

Yes
80%

According to survey:

 8% employees are saying that there is no adequate communication between

departments.
 12% employees are not commenting.
 80% employees are saying that there is adequate communication between
departments.

So we can say that organization providing better communication between

departments to employees.

40
 Working environment is good in Unicon company or
not?

No Comments
20%

No Yes
6% No
No Comments
Yes
74%

Sample of questions showing that:

 6% employees are not happy with working environment of Unicon Company.

 20% employees have not given their opinion.
 74% employees are happy with working environment of Unicon Company.

So, we can say that working environment of Unicon Company is good for
employees.

41
 Will you achieve your career goals by working in this
company?

No Comments
30%
Yes
Yes
No
50%
No Comments

No
20%

According to survey, I come to know that:

 20% employees are saying that they will not achieve their career goals by working
in this company.
 30% employees have not given their opinions.
 50% employees are saying that they will achieve their career goals by working in
this company.

So, we can say that company is providing career platform for employees.

42
 Your colleagues are helpful or not?

No Comment
24%

Yes
No
No No Comment
Yes
12%
64%

As per survey,

 12% employees are saying that, their colleagues are not helpful.
 24% employees have not given their opinion.
 64% employees are saying that their colleagues are very cooperative and helpful.

So we can say that, there are helpful employees.

43
 Is there any partiality with employees?

No Comment
8%
No
10%

Yes
No
No Comment

Yes
82%

As per survey the opinions of employees are:

 10% employees are saying that there is no partiality done by manager.

 8% employees have not given their opinion.
 82% employees are saying that managers do partiality for giving lead of
customers.

So we can say that, there is partiality is going on in this company.

44
 Is there team working towards common goals?

No Comments
No 8%
2%

Yes
No
No Comments

Yes
90%

As per survey of data:

 2% employees are saying that there is team working towards common goals in
this organization.
 8% employees have not given their comments.
 90% people are saying that there is team working towards common goals in this
company.

So we can say that company’s goals and employee’s goals are match to each
other.

45
 Do you require any contest or tour for
entertainment?
No Comment
0% No
0%

Yes
No
No Comment

Yes
100%

As per survey of data:

 0% no one is against of this question.

 0% everyone has given their opinion.
 100% employees are saying that they want any foreign tour for at least for a week,
so they will get relax.

So we can say that, employees are looking for tour or any interesting contests.

46
 Are you satisfied with your job?

No Comments
12%
No
10%
Yes
No
No Comments

Yes
78%

As per the survey:

 10% employees are not satisfied with their job.
 12% employees have not given their comments.
 78% employees are satisfied with their job.

So we can say that company has recruited most of right candidates for job.

47
 Feedback

Feedback acts as a channel of communication between the employee and

his manager. The amount of information employees receive about how
well or how poorly they have performed is what we call feedback. It is a
dialog between a manager and an employee which acts as a way of
sharing information about the performance. It suggests where the
employee performance is effective and where performance has to
improve. Managers can provide either positive feedback or negative
feedback to employees. This feedback helps the employee assess his
performance and identify the improvement areas. Positive feedback
communicates managerial satisfaction. Positive recognition for good
performance boosts up morale of employees and results in performance
improvement to a higher productivity level. It is believed that positive
feedback is the only type of feedback that generates performance above
the minimum acceptable level. Negative feedback obviously
communicates manager’s dissatisfaction. However, negative feedback
sometimes make employee to put more efforts to improve his
performance. But such times are very rare. Moreover this improvement is
short term. Some managers do not provide any kind of feedback to their
employees. Due to no feedback, employees may assume that they are
performing productively or they may feel that the manager is satisfied
with their performance. Studies reveal the performance tends be same or
even decreases if no feedback is provided. Thus, feedback is necessary
because:

 It builds trust and enhances communication between manager and

employee.

48
  It gives managers and employees a way to identify and discuss
skills and strengths.
 Positive feedback leads to employee retention and Retention.

 It helps in identifying performance areas that need improvement

and specific ways to improve them. It acts as an opportunity to
enhance performance by identifying resources for skill
development. It is an opportunity for managers and employees to
assess and identify career and advancement opportunities. It helps
employees to understand the effectiveness of their performance and
contributes to their overall knowledge about the work Managers
have tendency to ignore good performances of their employees.
Providing no feedback may demotivate employees and may lead to
employee absenteeism. Input from manager’s side is necessary as it
help employees to improve their performance and increase
productivity.

 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 the feedback. Communication is
the solution to almost everything in this world. Same applies to employee
retention also.

49
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.
There are 3 categories of employees:

A: Who will leave their current employer in 3 years of their employment

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 C: 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.

50
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 of employee retention.

51
 LIMITATIONS OF THE STUDY

1. The findings of the study are subjected to bias and prejudice of the
respondents.
2. Area of the study is confined to the employees in Hyderabad only.
3. Time factor can be considered as a main limitation.
4. The findings of the study are solely based on the information provided
by the
respondents.
5. The accuracy of findings is limited by the accuracy of statistical tools
used for analysis.
6. Findings of the research may change due to area, demography, age
condition of economy etc.

52
 FINDINGS

・ It is found out that, 40% of respondents are aware of HR Policies and

60 % of respondents are not aware of HR Policies.
・ It is found out that, 76% of respondents are getting right amount of
accurate information at right time and 24% of respondents are not getting
right amount of accurate information at right time.
・ It is found out that, 82% of respondents are able to meet superior’s
expectation and 18% respondents are not able to meet superior’s
expectation.
・ It is found out that,57% of respondents feels that there pay is on par
with compare to employee’s handling similar responsibilities, and 39% of
respondents feels that there pay is less with compare to employee’s
handling similar responsibilities.
・ It is found out that, 70% of respondents are satisfied with hygiene and
cleanliness of company infrastructure and 30% of respondents are not
satisfied with hygiene and cleanliness of company infrastructure.
・ It is found out that, 40% of respondents are satisfied with Availability
of system, storage facilities of company and 60% of respondents are not
satisfied with Availability of system, storage facilities of company.
・ It is found out that, 78% of respondents skills are recognized by
superiors and 22% of respondents skills are not recognized by superiors.
・ It is found out that, 74% of respondents feel that superiors are taking
efforts to motivate them and 26% of respondents feel that superiors are
not taking efforts to motivate them.
・ It is found out that, 83% of respondents feel that workload is
manageable and 10% of respondents feel that workload is very hard to
manage.

53
・ It is found out that,55% of respondents feels that the field worker are
able to get updates on internal activities, and 45% of respondents feels
that the field worker are not able to get updates on internal activities.
・ It is found out that, 89% of respondents feel that the superiors are
easily accessible and 11% of respondents feel that the superiors are not
easily accessible.
・ It is found out that, 51% of respondents feel that their complaints are
resolved quickly and 49% of respondents feel that their complaints are
not resolved quickly.
・ From weighted Average analysis it is found that most of the
respondents are satisfied with the working hours of the organization
・ From weighted Average analysis it is found that roles &
responsibilities are clearly defined by the Reporting heads.
・ From weighted Average analysis it is found that employees feel that
their superior's commitment towards job is good.
・ From weighted Average analysis it is found that respondents feel that
training and orientation programs are neither good nor bad.
・ From weighted Average analysis it is found that most of the
respondents are satisfied with job.
・ From chi-square it is found that there is a significant relationship
between Work Culture of the Company and interpersonal relationship
between employees.
・ From chi-square it is found that there is a no significant relationship
between
overall satisfaction and Commitment towards Company.
・ From chi-square it is found that there is a significant relationship
between overall satisfaction and aspects of job.

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・ From Kendall’s coefficient of concordance it is found that there is a
significant difference in the rank assigned by respondents towards the
attributes that gives them satisfaction in the company.
・ From One Run Test it is found that the samples are taken randomly.

SUGGESTIONS

 Employee should be provided with proper training.

 Employee should be appreciated for good work.
 Employee should be motivated to welcome the change.
 If any changes are brought in to software or any module is added
then proper
 Training should be given.

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 CONCLUSION

Retention is an important concept that has been receiving considerable

attention from academicians, researchers and practicing HR managers. In
its essence, Retention comprises important elements such as the need or
content, search and choice of strategies, goal-directed behavior, social
comparison of rewards reinforcement, and performance-satisfaction. The
increasing attention paid towards Retention is justified because of several

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reasons. Motivated employees come out with new ways of doing jobs.
They are quality oriented. They are more productive.

Any technology needs motivated employees to adopt it successfully.

Several approaches to Retention are available. Early theories are too
simplistic in their approach towards Retention. For example, advocates of
scientific Management believe that money is the motivating factor. The
Human Relations Movement posits that social contacts will motivate
workers. Mere knowledge about the theories of Retention will not help
manage their subordinates. They need to have certain techniques that help
them change the behavior of employees.One such technique is reward.
Reward, particularly money, is a motivator according to need-based and
process theories of Retention. For the behavioral scientists, however,
money is not important as a motivator. Whatever may be the arguments,
it can be stated that money can influence some people in certain
circumstance. Being an outgrowth of Herzberg’s, two factor theory of
Retention, job enrichment is considered to be a powerful motivator. An
enriched job has added responsibilities. The makes the job interesting and
rewarding. Job enlargement refers to adding a few more task elements
horizontally. Task variety helps motivate job holders. Job rotation
involves shifting an incumbent from one job to another.

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 Recommendations

1. Develop an attractive employee value proposition. An employee value

proposition means that your company has something attractive to offer
that is perceived as valuable to an employee as an employer, you must
understand what makes your organization attractive to potential recruits
and current employees. Branding yourself as an employer of choice is not
just a slick set of marketing tactics. The best advocates for an employer’s
brand are its current employees. What messages do they send to others
about their employer? Are they honestly saying and believing that, “This
is a great place to work.”

2. Create a total reward structure that includes more than compensation.

Every company should have all the normal compensation mechanisms
common to their type of employment. yet, total rewards packages go far

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beyond money. While money might temporarily retain employees, it does
not always equate with engagement. People want a chance to make a
difference and realize themselves. That self-realization is multi-
dimensional and different for each employee. The total reward structure
should include, in addition to compensation, support for employees to
attain their personal objectives aligned with the goals of their
organization.

3. Give feedback on employee performance on a regular basis.

Most managers and employees are not enamored with the performance
appraisal
process in their organization. yet, an effective performance management
process
serves many purposes. Ongoing performance feedback allows employees
to better know where they stand, gives them a formal means to provide
input, indicates that their managers pay attention to them and that their
performance matters. This feedback contributes to employee engagement
and retention.

4. Be flexible in terms of work-life balance. Workers more and more

value a balance between work and life. They want more flexible ways to
engage with their employer. To attract and retain workers with different
work and career expectations, organizations have to be more flexible in
structuring work and
its expectations. It calls for a different managerial mindset and practices
that

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involve letting go of old ways of controlling workers’ time and
attendance in favor of result criteria such as output, productivity and
quality.

5. Create a culture of engagement. Employees have become more

connected with others in the organization (and the broader supply-and-
customer chain) through project-based team work and process
management activities. Employees are shifting their loyalty to people,
teams and projects and away from company loyalty. It is organizations
that create the culture and climate that allow people, processes and
projects to become fully connected and engaged with one another.
Engaged employees are more likely to stay with their employer.

6. Train managers to be effective. Exit interviews consistently show that

“poor and bad” management practices greatly contribute to an
employee’s decision to leave a company. It is imperative to provide
supervisors and managers with adequate tools to become effective
managers since we cannot assume that these competencies are innate.
Professor Patrick Connor, recently retired after teaching 25 years at the
atkinson Graduate school of Management, is famous among MBA
students and alumni for his ‘Connorisms.’He told them, “your employees
do not work for you, they work for themselves.” When I teach my
students about managing organizations, I have them reflect on what really
matters to employees and what they are constantly asking of their
managers and their organizations. In the end, what employees expect of
their managers is fairly simple: Can I trust you? are you committed to
excellence? Do you care about me? What people constantly ask of their
organization is: Do you tell the truth? Do you keep promises? Do you act

60
fairly? Do you respect me? Managers and organizations that keep these
questions in mind will have a competitive advantage over others in
retaining their employees.

I have prepared one questionnaire and take opinion of 50

employees in HUL.
The data is as follows:
Sr. Questions Opinions
No. Yes No No
Comments
1 Are you satisfied with your salary package? 30 13 7
2 Are you fully aware about job 35 13 2
responsibilities?
3 Is there adequate communication between 40 4 6
departments?
4 Working environment is good in HUL 37 3 10
company or not?
5 Will you achieve your career goals by 25 10 15
working in this company?
6 Your colleagues are helpful or not? 32 6 12
7 Is there any partiality with employees? 41 5 4
8 Is there team working towards common 45 1 4
goals?

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9 Do you require any contest or tour for 50 0 0
entertainment?
10 Are you satisfied with your job? 39 5 6

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