1. BY:
MOLLSHREE
NIILM-CMS
STUDY ON ATTRITION AND
RETENTION STRATEGIES
28-09-2012

2. Outline of The Presentation
28-09-2012

3. ATTRITION AND ITS TYPES
 Good Attrition
Bad Attrition
Market Driven Attrition
Workload or Stress
Driven Attrition
Process Driven Attrition
28-09-2012

4. RETENTION
EXECUTIVE
SUPPORT
SUPERVISOR SKILL
&
ACCOUNTABILITY
A HIGH
RETENTION
ORGANISATION
TEAM MEMBER
INVOLVEMENT
28-09-2012
“OUR ASSEST WALK
OUT OF THE DOOR
EACH EVENING.WE
HAVE TO MAKE SURE
THAT THEY COME
BACK THE NEXT
MORNING “
--- NARAYAN A MURTHY

5. Literature Review
28-09-2012
Abbassi and Hollman (2000):
It was found that excessive
turnover gave rise to far
reaching consequences, even
to the extent that undermine
efforts to achieve
organizational goals.
Also when an organization
loses a critical employee,
there is a negative impact on
innovation and long delays in
delivering services to
customers, thus affecting the
profitability of the
organization

6. Literature Review
28-09-2012
Blankertz and Robinson (1996):
Employees with high job satisfaction
are highly motivated and have little
desire to leave their jobs.
The productivity of staff motivation and
retention of staff performance can be
attributed to factors such as wages and
competitive benefits, good working
conditions, advancement and growth
opportunities, etc.
Understanding the various aspects of
the work, which may increase the
satisfaction, or at least reduce the
discontent is the first step towards
developing a strategy for retaining
qualified staff.
Mercer Human resources
consulting (2004): Mercer’s 5
key factors influencing
commitment and motivation
were:
Being treated with
respect - 85%,
Work/life balance - 79%,
Providing good service to
others - 74%,
Quality of work
colleagues - 74%,
Type of work - 73%

7. RESEARCH OBJECTIVES
28-09-2012
To analyse the various causes of
Attrition at Moser Baer India Limited
To study the effectiveness of Retention
Strategies being used at Moser Baer India
Limited
 To examine the satisfaction level of
employees at Moser Baer India Limited

8. RESEARCH METHODOLOGY
28-09-2012
Sampling: Simple Random
Sampling
Mode of Survey: Questionnaire (Open &
Close Ended Questions)
Selection of Variables: Those which
directly or indirectly affect the Rate of
Attrition and Satisfaction Level of
Employees
Sample Size: 60

9. RESEARCH METHODOLOGY
28-09-2012
Variables to understand the satisfaction level of
existing employees in MBIL were primary, and
statistical data provided by MBIL employees and
were divided into three basic areas:
1) Designation (Up to Sr. Engg and AM & above)
2) Age (25-33 years and 34- 54 years)
3) Work Experience at MBIL (1-2 years and >3 years)
Variables to understand the causes of attrition and
exit in MBIL were secondary and statistical data
provided by MBIL were divided into three basic areas:
1) Designation 2) Tenure 3) Departmental

10. Causes of Attrition at MBIL
 Monetary factors
 Stress From Overwork and Work -Life
Imbalance
 No Flexible work schedule
 Increase in favoritisms
 Too Little Coaching and Feedback
28-09-2012

11. 28-09-2012
BOM
Month Nos Attrition %
Mar-11
37 1.29
Apr-11
31 1.09
May-11
29 1.03
Jun-11
32 1.15
Jul-11
30 1.08
Aug-11
24 0.8
Sep-11
20 0.73
Oct-11
25 0.91
Nov-11
15 0.55
Dec-11
15 0.55
Jan-12
21 0.77
Feb-12
17 0.63
Mar-12
26 0.97
37
31
29
32
30
24
20
25
15
15
21
17
26
1.29
1.09
1.03
1.15
1.08
0.8
0.73
0.91
0.55 0.55
0.77
0.63
0.97
0
0.2
0.4
0.6
0.8
1
1.2
1.4
0
5
10
15
20
25
30
35
40
Mar/11Apr/11May/11Jun/11 Jul/11Aug/11Sep/11Oct/11Nov/11Dec/11Jan/12Feb/12Mar/12
Nos Attrition %

12. Retention Strategies at MBIL
28-09-2012
 Key Resources Scheme
 Fast Track Schemes
 Internal Job Postings
 Rewards and Recognition
Schemes
 Happy/Sad occasions
 Wedding Gifts with Congratulations
letter
Family Visit to Plants
 Family Health Check Up Camps
 Family Get- Together

13. Data Interpretations and Analysis
STRONGLY
AGREE
46%
AGREE
47%
NEUTRAL
5%
DISAGREE
2%
STRONGLY
DISAGREE
0%
Other
2%
PHYSICAL WORKING
CONDITIONS STRONGLY
AGREE
28%
AGREE
46%
NEUTRAL
25%
DISAGREE
1%
STRONGLY
DISAGREE
0%
INDIVIDUAL DIFFRENCES
STRONGLY
AGREE
38%
AGREE
50%
NEUTRAL
10%
DISAGREE
2%
STRONGLY
DISAGREE
0%
Other
2%
JOB SECURITY
STRONGLY
AGREE
34%
AGREE
47%
NEUTRAL
19%
DISAGREE
0%
STRONGLY
DISAGREE
0%
IMPORTANT ASSET
28-09-2012

14. Data Interpretations and Analysis
STRONGLY
AGREE
38%
AGREE
43% NEUTRAL
17%
DISAGREE
2%
STRONGLY
DISAGREE
0%
Other
2%
PROFESSIONAL CODE OF
CONDUCT
STRONGLY
AGREE
51%
AGREE
40%
NEUTRAL
7%
DISAGREE
2%
STRONGLY
DISAGREE
0%
PRIDE IN WORK
STRONGLY
AGREE
28%
AGREE
53%
NEUTRAL
17%
DISAGREE
2%
STRONGLY
DISAGREE
0%
INNOVATION
STRONGLY
AGREE
33%
AGREE
58%
NEUTRAL
9%
DISAGREE
0%
STRONGLY
DISAGREE
0%
TRANSPARENCY
28-09-2012

15. Data Interpretations and Analysis
STRONGLY
AGREE
33%
AGREE
58%
NEUTRAL
9%
DISAGREE
0%
STRONGLY
DISAGREE
0%
ENOUGH R & R
STRONGLY
AGREE
41%
AGREE
52%
NEUTRAL
7%
DISAGREE
0%
STRONGLY
DISAGREE
0%
FAMILIARITY WITH JOB
STRONGLY
AGREE
26%
AGREE
50%
NEUTRAL
22% DISAGREE
2%
STRONGLY
DISAGREE
0%
Other
2%
REJOIN THE COMPANY
STRONGLY
AGREE
29%
AGREE
52%
NEUTRAL
16%
DISAGREE
3%
STRONGLY
DISAGREE
0%
T & D
28-09-2012

16. Data Interpretations and Analysis
STRONGLY
AGREE
42%
AGREE
44%
NEUTRAL
10%
DISAGREE
4%
STRONGLY
DISAGREE
0%
ACCESSIBILITY
YES,
ALWAYS
70%
SOMETIMES
28%
NO, NEVER
2%
MANAGEMENT RESPONSE
Your Team
Leader
32%
Work
Environment
35%
Your Colleagues
8%
Nature of
Work
15%
Interactions with
your top
management
10%Other
25%
MOTIVATIONAL FACTOR
28-09-2012

17. Data Analysis and Findings
28-09-2012
0%
20%
40%
60%
80%
100%
46%
28%
38% 34% 38%
51%
28%
33%
41%
26% 29%
42% 46%
47%
46%
50%
47% 43%
40%
53%
58%
52%
50%
52%
44%
47%
5%
25%
10%
19% 17%
7%
17%
9% 7%
22% 16% 10%
5%
2% 1% 2% 0% 2% 2% 2% 0% 0% 2% 3% 4% 2%
STRONGLY DISAGREE
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE

18. CONCLUSION
To increase the satisfaction, or at
least reduce the discontent
Likes and Dislikes of the
employees and their working
conditions
Improve employee satisfaction in
tandem with personnel problems
Satisfaction leading to
“RETENTION”
28-09-2012

19.  The study can be further
extended to the industries in
vicinity
 The study can be extended
to more time duration to get
the pattern of changes in
employees behavior
 The study can focus on
demographics like gender to get
more clarity
Limitations and Future Road Map
29-08-2016
Subjected to bias and
prejudice of the
respondents
 Area of the study is
confined to the
employees of Moser Baer
Greater Noida plant only
 Time factor can be
considered as a main
limitation

20. Practical Implications
The main purpose of this Satisfaction Survey was to
further improve upon the areas in which the
company was lacking.
My Study contributed to the organization in
following ways:
 More focus on Individual Training &
Development for the growth of the Employee
 More Transparency in the performance
Appraisal Process is required
 It also helped MBIL to continue with the
same strategies in terms of facilities, support
and work environment
28-09-2012

21. RECOMMENDATIONS
Give regular feedbacks on employee performance
Flexibility in terms of WORK-LIFE Balance
Behavioural Training for Shop Floor Workers
Interactions with Top Management
Knowledge Sharing Meeting by respective departments
and their HOD’s
Stay interviews and Informal Exit interviews
28-09-2012

22. Additional Responsibilities
28-09-2012
 Handled the Summer Training MIS at MBIL
for two months
 Compiled the Training Feedback Forms after
conduction of the Training Programs
 Assisted in the process of Joining of
Apprentices
 Procedure of Grievance Handling and
Misconduct

23. LEARNINGS
• Patience
• Self Discipline
• Commitment and Enthusiasm
• Importance of Each Work
PERSONAL
• Professional Code of Conduct
• Punctuality and Sincerity
• Clarity and Transparency in Work Done
PROFESSIONAL
28-09-2012

24. Critical FindingIt Costs Much More to
Replace Employees Than to
Keep Them
28-09-2012

25. 28-09-2012