INSTITUTE OF ENGINEERING

AND MANAGEMENT
(KOLKATA)

Project Report On

“RETENTION at OPUS
Estates”
Submitted By:

ANWESHA
CHATTERJEE
BBA(H)-3rd year

Roll no:071042050049

Registration no:071042050201049

1
 Approval form

Name of the student: Anwesha

Chatterjee
Address: 99A KUMAR PARA LANE KASBA
KOL-42

Institute:
Institute of Engineering
&Management
University: West Bengal University of
Technology

Registration No: 071042050201049

University Roll No:071042050049
Project Title :Retention at “OPUS
Estates”

Duration: April-May 2010.

Project Guide: Miss Shrija Bhadra
• Signature of the student: -
• Approved By:- Miss Shrija Bhadra
2
 • Designation of the approving
authority:-Lecturer

INDEX
TABLE OF CONTENTS

Serial Topic Page

No.
No.
1 Approval form 2
2 Acknowledgement 4
3 Preface 5
4 Details On GCJ Group 8
5 About OPUS ESTATE 12
6 Retention at OPUS 22
7 Introduction on Retention 25
8 Importance of Retention 28
9 Employee Retention strategies 33
10 Research Methodology 36
11 Analysis & Interpretation 39
12 Master Graph 60
13 Findings 61
14 Suggestions 67
15 Annexure/Questionnaire 69
16 Bibliography 72

3
 ACKNOWLEDGEMENT
It gives me great privilege and honour to offer thanks to all those
who

helped me in my project. I would like to extend my sincere thanks

and

gratitude to my project guide Miss. Shrija Bhadra for acting as

a mentor

and as a catalyst during entire duration of my project. I also thank

her for

providing continuous cooperation support and expert guidance

throughout my project, whenever needed.

I also thank the Managing Director of Opus Estates Mr. Ashok

Jaiswal for

granting me the permission to carry out the survey on his

esteemed

organization showing keen interest in the study and for giving

their

valuable suggestions from time to time, as and when required

and also for

rendering all possible help during the time when the study was
conducted.

I express my cordial thanks and acknowledgements to all my

colleagues

and employees for taking out time from their busy schedule and
providing

me with relevant information, which contributed significantly in

my

project analysis and increased my knowledge in a totally new

sphere. It
4
was great interacting with the customers of various frequencies
and

learning from their experiences.

PREFACE
In spite of the theoretical knowledge gained through classroom
study, a person is incomplete if not subject to practical exposure
of real corporate world and may have to face hurdles, which will
be difficult to overcome without any first hand experience of
business.

In this context a project made on any chosen topic has been

inculcated within course to make the individual aware of
happening of the real business world .The report, entitled
“Retention “ has been done by me at OPUS Estates a real estate
marketing company basically functioning in Kolkata.

The prior reason for choosing the organization was my association

with it.
I have been a part of OPUS for the past 3 months and I am
currently working there as the Business Coordinator.

5
As employees are the bases for company so retention of
employees is a

major focus for HR department. The management should identify

the

important factors that affect retention and should take necessary

measures

to improve these. Also, the management should take appropriate

measure

to identify the reasons of employee voluntarily leave.

It is only the employees that implement and give tangibility to the

corporate mission. In other words if it is the highest rung in the

corporate

hierarchy that has ideas, it is the employees’ rung that has the
chisel to

bring the vision to life. In the best of worlds, employees would

love their

jobs. Like their co-workers, work hard for their employers, get
paid well for

their work, have ample chances of advancement and flexible

schedules so

they could attend to personal or family needs when necessary.

And never

6
leave.

But then there’s the real world. And in the real world,
employees, do,

leave, either because they want more money, hate the working
conditions,

hate their co-workers, want a change, or because their spouse

gets a dream

job in another state. Unlike inanimate products and systems that

subject

themselves to fine tuning without any reaction, employees would

not

subject themselves to any measure taken without reaction and

analysis.

Hence managing human resources, particularly retaining them, is

an art

that calls for special skills and strategies.

Employee survey and exit interviews can be used for

assessing the

reasons of employee voluntarily leave. HR interventions such as

improving

selection process, effective orientation and training, better

employee

relation, better career development programs and planning etc

should be

used to improve employee retention.

The top organizations are on the top because they value

their
7
employees and they know how to keep them glued to the
organization. So

it can be rightly concluded that all leading business houses are on

the verge

of improvising their retention strategies. Thus I also wanted to

endeavor

my knowledge upon “EMPLOYEE RETENTION” and grabbed the

opportunity to make a thorough study on it.

THE GCJ GROUP

The Group Dimension

Led by dynamic visionaries and entrepreneurs, the GCJ Group has

established an outstanding record in uncovering opportunities in

diverse

industries. In a track record spanning five decades, the

multifaceted group

has set benchmarks in business areas like iron and steel,

telecommunication, information technology, weighment, cement

and real

estate.

8
Proven Record In Serving
Customers
In the process it is privileged to collaborate with many reputed

multinationals from Italy, France, U.K., Japan and Korea, as well as

some

of the pioneering Indian companies. It has been acknowledged as

a

National Strategic Partner for leading companies from France and

Italy. Since inception the guiding principle of the GCJ Group has
been to

create true value for its stakeholders and to maintain a

transparent and

unbiased relationship with all. The client focused business model

helps

Group companies to deliver optimum solutions to customers and

stay

ahead of the constantly changing consumer demands and

preferences. It is

9
a leader and pioneer in its many fields of endeavor.

Group Strengths
The GCJ Group of companies brings together a talented
professional team

backed by technology and finance. A congenial work culture

encourages

talent and innovations. Respect for individual initiative, effective

manpower utilization, smart working and the multifarious

products and environments, make working for the GCJ Group the
first

choice for people with ideas.

Vision: -
To be the first preference of people with ideas

Key Assets
 Organizational goodwill.
 Land & Building assets across India.
 Good management and financial strength.
 Strong market penetration.
 Trained and qualified professionals.
10
  Widespread application of IT.
 Understanding of consumer behavior.
 Proficiency in time and man management.

Mission:-
To deliver superior value to their customers,
shareholders, employees and society at large.

Values:
 Integrity
 Commitment
 Passion
 Speed
 Support

ESTEEMED CLIENTS of
GCJ Group
♠ALCATEL ♠ARCHIES

♠VODAFONE ♠BIG BAZAR

♠AIRTEL ♠COOKIE MAN

♠MOTOROLA ♠SHOPPERS STOP

11
♠PHILIPS ♠RAYMOND

♠SAMSUNG ♠FABINDIA

♠NOKIA ♠FRANKFINN

♠DIALOGUE ♠ANAND RATHI

♠VOXTEL ♠NIMBO BIRD

♠6 TENS ♠AGRANI

♠ VIBES ♠BARISTA

♠LEE ♠CAMS

♠AQUA JAVA ♠RELIANCE

♠ICICI BANK ♠NIS SPARTA MANAGEMENT

INSTITUTE

♠WRANGLER ♠KAYA SHIN CLINIC

♠CAFÉ COFFEE DAY ♠STATE BANK OF INDIA

♠CHANDRANI PEARLS ♠HDFC BANK

♠MAYFAIR ♠MODI CARE

♠SPENCERS ♠ADITYA BIRLA GROUP

♠AIR HOSTESS ACADEMY ♠MUTHOOT FINANCE

About OPUS
The Group has made significant investments in real estate. The
experience

ranges from building steel yards to erecting shopping malls and

residential complexes. As a consequence it has also acquired

expertise in

Marketing Projects, Consultancy, Strategic Advice and Portfolio

Management. Opus is the latest initiative by this aggressive,

12
multidimensional Group to create a positive difference in the real
estate

marketing space. Opus is a multifaceted, multitalented and

multitasking

professional partner.

For the real estate industry, this is an age of uncertainty. Buyers

need to be

sure that they get the home they want at the right price and time.
For

sellers, the rapidly evolving market dynamics is characterized by

many

difficult challenges. Professional marketing expertise is the need

of the

hour but it requires a mastery of many dimensions.

Opus provides the marketing mastery. They bring together the

hardware

and brain ware to turn real estate projects into marketing

successes. Their

network reaches even unreachable places. Their database driven

model

efficiently reaches the target buyer. Their people have the

training and

experience to turn prospects into customers by effectively

interpreting their

desires. They can fit the developer’s projects to customer needs

with

professional last mile services. Opus is a company that believes

in

13
relationships based on integrity, transparency, courtesy and
commitment.

Whether you are a buyer or seller, they strive to be a reliable

partner who

counsels and guides at every step. In Opus one can trust upon.

The Professional
Dimension
In the real estate industry, paradigms have been shifting rapidly.
It is

shifting from building structures to need fulfillment, from selling

to

marketing. The focus today is on the customer, his dreams and

aspirations.

Opus is the multifaceted, multitalented and multitasking

professional

partner.

Their expertise spans from interpreting the shifting paradigms to

devising

innovative marketing strategies. They specialize in exploring the

many

dimensions of space marketing project planning or customer

programmes,

database marketing or mass advertising, they expertise to ensure

that their

esteemed and highly respected customers or clients make the

right move to

reach out to the right people at the right time in the right manner.
14
The Service Dimension
Opus Customer Focus

Of the many dimensions of real estate, marketing is often most

esoteric. In

the prevailing market condition it requires high degree of

professional

training to convert prospects into customers. For customers too,

the

plethora of choice, the complexity of local conditions and the

pitfalls of law

make buying fraught with uncertainties. Expert advice is the need

of the

day.

Opus Estates provides the expert edge to serve the needs of

buyers and

sellers. With over three decades of combined experience in the

real estate

industry, they fill the gaps of reliable professional services with

domain

knowledge of transactions and processes related to buying,

selling,

promoting and managing properties. As a part of the GCJ Group,

a 50 year

old organization with varied business interests, they have

excellent

15
credentials in the real estate industry, as well as enviable
resources and

experience to implement the service pledge. Integrity,

transparency and

high ethical standards have been the guiding principles of the GCJ
way of

doing business. Their team of highly experienced marketing

professionals

help developers to chalk out effective marketing programmers to

deliver

time-bound results.

Aligned To Customer Needs

For Opus Estates, customer service is the principal product and
they fulfill

several vital roles in real estate marketing – serving key players

with

specialist knowledge, resources and support systems that set new

benchmarks for the real estate industry.

For real estate developers they serve as experienced service

partners who

can be entrusted to conceive and implement marketing

programmers and

advertising campaigns. As an external agency, they bring an

objective

perspective to developments and markets to enable effective

solutions. For

multinationals and Indian corporate, they combine a nationwide

network

16
with local level knowledge to sterile the best commercial
properties for

office and retail, as they’ll as residences for transferred

executives.

Relationship with developers enables to facilitate negotiations

quickly and

competently. For individual homebuyers, they provide calibrated

step-by-

step support throughout the purchase process. They evaluate the

comparative merits of property options in the context of the

buyers needs

to find the best fit. They also provide guidance on legal and
financial issues

to make the transaction easier.

The Service Range

Project Consultancy
{For international companies, investors and developers}

Advice on acquisition of land at strategic locations. Inter city

evaluation.
Project design and phase planning. Project launch strategies.

Commercial Property
{For MNCs and Indian companies}

Research, analysis and identification of potential areas for

property
acquisition, Project budgeting and planning. Advice on expansion
plans. Space search for retail, offices, warehouses, land, etc.

Home Search
{For seekers of residential property}

Information on land, flats, bungalows, penthouses, etc. in cities

across
17
the country. International Properties. NRI services for expatriate
clients.

Investment Services
{For financial investors}

Assessment of property requirements. Portfolio investment and

ROI planning.

Advisory Services
{For homebuyers and developers}

Legal compliance, insurance, project and mortgage finance.

Relocation Services
{For MNCs and Indian companies}

Accommodation for relocation of employees.

PROJECT PORTFOLIO of
OPUS
 GODREJ
 MAYFAIR GROUP
 EMAAR MGF
 TATA HOUSING
 HILAND GROUP
 EDEN GROUP
 SIDDHA
 P S GROUP
 HERITAGE
 BENGAL SHRACHI
 DAFFODIL GROUP
 MITTAL GROUP
 URBANA
 LOHARUKA
 NPR GROUP
 KEPPEL MAGUS
 SHRESTHA GROUP
 BENGAL SHRIRAM
 AVANI GROUP
 UNITECH

18
  BENGAL AMBUJA ASPIRATIONS
 J.J. REALTORS
 ALPHA G CORP
 JAIPURIA GROUP
 ROSEDALE DEVELOPERS
 BENGAL SHELTER PARSVNATH
 ADYA GROUP
 MANI GROUP
 AMRAPALI GROUP-DELHI & NCR
 FORT GROUP
 MERLIN GROUP
 SALTEE GROUP
 SUREKHA GROUP
 REALTECH NIRMAN
 IDEAL
 RDB GROUP
 AMP UNIVERSAL
 BELANI GROUP
 RUCHI REALTY
 PASARI GROUP
 KHETAWAT GROUP
 KWIC/KSUC
 GANGULY GROUP BPTP LTD.

The Resource Dimension

Synergy Of Skills And Systems
As a part of the GCJ Group, Opus Estates brings together the rich

experience of working for various sectors. Their strength lies in

understanding customers based on their interactions across

markets

including the highly competitive telecom sector where total

customer

satisfaction is mandatory. Marketing expertise, information

systems,

database marketing, enquiry management, expert advice…

19
Opus consolidates many resources to make every task easier.
They recruit

motivated achievers, hone their skills through regular, well-

formulated

training programmes and provide personnel with ongoing support

and

education needed to excel. Their proprietary computer-based

systems

contribute to information handling, service efficiency and speed.

Offices

across the country demarcate their resource spread. In planning

marketing

programmes they focus on each property as an individual product

and

tailor the plan to fit the needs of the target audience. Their
marketing and

advertising specialists help developers to customize each product

for its

target audience. They complement the developer’s resources in

manpower

and time to give a selling edge to their projects. For customers

they offer a

variety of services to cover the property life cycle ranging from

expert

advice to deal facilitation to professional management of

property.

Enquiries are segregated in three categories -- Land, Residential

and

Commercial -- for attention by specialized departments. Highly

trained
20
property advisors with micro-knowledge of projects and markets
spare no

effort in satisfying the customers requirements. The accent is on

meeting

needs – not in coaxing customers into accepting a property that is

not

suitable. They believe in building long term relationships.

The Process Dimension

Maximizing Sales Probabilities
The marketing process calls for several systematic steps to
identify and

win a customer, and subsequently satisfy his investment and

lifestyle

needs.

Opus Estates marketing model covers the following key steps.

Database Management

Opus Estates maintains an exclusive list of potential buyers and

property

investors. The large database means considerable savings in cost

and time.

To generate enquiries a regular direct mail and email programme

is

undertaken with telephonic follow up.

Advertising & PR

21
They provide expert advice on advertising, public relations and
media

planning to ensure efficient use of advertising spends. Their

experts

facilitate the creation of press ads, brochures, audio-visuals,

theybsites and

other publicity materials. They also provide expert handling of

project

launches, property exhibitions, road show promotions and

celebrity

management.

Enquiry Handling

Their property advisors undergo weeks of rigorous training to be

well

versed in the nuances of real estate. They provide courteous,

clear and

informed responses to customer queries, in person or on the

phone. They

understand what the customer wants and use their market

knowledge to

satisfy it.

Transaction Support

Once a customer has selected his property, various legal and

financial

aspects have to be dealt with. They help to arrange mortgage

finance

through popular banks, handle the necessary paperwork, provide

tax

22
planning advice and make property buying a pleasure.

Post Sales Services

They aim to build enduring relationship with customers by serving

them

throughout the property life cycle. Their value added services

include

assisting customers furnishing their homes, arranging tenants

and, if

necessary, maintaining the property in their absence.

Differential Advantage
Opus comprises a team of educated, committed and proven
professionals

with successful record. Integrity, transparency, knowledge and

responsibility are the cornerstones of their dealings.

Manpower

Their marketing team has people from highly competitive

telecommunication, FMCG and advertising industries. Their

expertise in

dealing with customers of varied segments and continuously

changing

preferences along with the ability to respond to market dynamics

effectively and swiftly gives us an unbeatable edge in market

planning and

execution.

Structure
23
Customer service is divided into various verticals such as
Residential,

Commercial, Land and Exclusive Projects. Each vertical is backed

by
excellent internal knowledge management systems to facilitate
efficient

customer servicing. The process driven working structure is

geared for

information flow among all concerned.

Support

The robust and disciplined internal support system helps us to be

highly

efficient, professional, consistent and quick on delivery. They

provide

direct support of time-critical issues via help desk service. The

Closing

Desk ensures clients have access to dedicated problem-solvers

when needed.

Retention at OPUS
The GCJ Group has been functioning in the Indian Industry for
over

decades now and has reached new heights. It has been made
possible for

the sheer dedication and unparallel efforts put in each and every
employee

of this group. OPUS, their new initiative, is also moving at a fast

pace

24
towards success. The major reason for this rapid growth lies in
their

workforce and how they retain it. The employees are provided
with a

comfortable working environment to work in. This motivates them

to

work hard and perform. The aspects of security for the female
employee

are specially taken care of.

Most of the employees have target-oriented jobs. This act as

another

motivational factor. The employees strive to reach the target and

thus end

performing better and better. This ultimately works in favor of the

company but the management never forgets to reward the ones

who have

performed. In case of any outstanding performance they are

appreciated

through special gifts.

If someone is a consistent performer he/she is felicitated with

opportunities of growth and promotion. Permission for temporary

leave is

granted as and when required based on a justified reason and

overwork is

adjusted through a day off. No penalty is charged for coming late

on any

day if it is priorly informed.

25
The employees are often involved in the business activities and
fresh and

new ideas are openly praised. The management tries to maintain

a

transparent work culture so that no employee fall prey to the

office politics.

There is a HR manager available who looks after the issues and

problems

faced by any employee and tries to redress it as soon as possible.

The

employees if not satisfied may always opt for a discussion with

the

management.

In such a case, when an employee is on the verge of leaving the

organization, the management arranges for the exit interview.

This gets

conducted with the prior intention of knowing the reason of

leaving and

then to make an effort to hold him back. Both are helpful in equal

ways. Firstly by knowing the reason of leaving, the company will

be able to

rectify its mistake and secondly it may hold back a valuable

employee of

the organization.

Finally it can be penned down that the rate of attrition is very low
in this

organization. There is immense job security for all of them who

work hard

and honestly. Thus it is very evident that the retention strategies

26
formulated by the organization are praiseworthy and will
ultimately result

in being helpful for the stability of its growth.

INTRODUCTION on
Retention
During the past decade, employee turnover has become a
very serious problem for organizations. Managing retention &
keeping the turnover rate below target & including norms is one
of the most challenging issues facing business. All indications
point toward the issue compounding in the future and even as
economic time change, turnover will continue to be an important
issue for most job groups. The causes of turnover are not
adequately identified & solutions are often not matched with the
causes, so the fail. Preventive measures are either not in place or

27
do not target the issue properly, and therefore have little or no
effect, and a method for measuring progress & identifying a
monetary value (ROI) on retention does not exists in most
organizations. Managing employee retention is a practical guide
for manager to retain their talented employees. It shows how to
manage & monitor turnover and how to develop the ROI of
keeping their talent using innovative retention program.
Employees are the most important and valuable assets of an
organization. Organizations today are doing their best to hold on
to their employees. Retaining them is as important as hiring them
in the first place. Retention is the next challenge after hiring the
employees. Retention is important because to make good people
stick in the organization.
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.

Definition
“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 they’ll as the
employee”.

“Employee retention refers to policies and practices

companies use to prevent valuable employees from leaving their
jobs”
28
 Factors that affect
Employee retention:-
 Shifting markets
 Demands for specific skills
 Business conditions
 Demographics
 Lifestyle changes
 Technology issues
 Trends in work life decision as employees needs change

What makes an Employee

leave?
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.

29
 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 supervisor does not appreciate

the work, 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 imbalances: Job stress

can lead to work life imbalances 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: As attractive job offer that 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.

IMPORTANCE OF EMPLOYEE
RETENTION
Now that so much is being done by organizations to retain
its employees why is retention so important? Is it just to reduce
30
the turnover costs? The answer is a definite no. It’s not only the
cost incurred by a company that emphasizes the need of
retaining employees but also the need to retain talented
employees from getting poached. The process of retention will
benefit an organization in the following ways:

1. 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,
industry experts often quote 25% of the average employee
salary as a conservative estimate.

2. Loss of Company Knowledge: When an employee leaves,

he takes with him valuable knowledge about the company,

customers, current projects and past history. Often much
time and money has been spent on the employee is
expectation of a future return.

3. 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.

4. Turnover leads to more turnovers: When an employee

terminates, the effect is felt throughout the organizations.

Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.

31
 5. 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.

6. 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.

How to increase
Employee Retention?
Companies have now realized the importance of retaining
their quality workforce. Retaining quality performance contributes
to productivity of the organization and increase morale among
employees.
Of the 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.

32
Employee Retention can
be increased by involving
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

33
 importantly, they need to know that their opinions matter
and that management is100% 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 punctually 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
certifications, 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 bale to

relate his performance with the company profits and hence will
work hard. This bonus should strictly be productivity based.
5. Recreation facilities: Recreation facilities help in keeping

employees away from recreational programs should be

arranged. They may include taking employees to trips annually
or bi-annually, celebrating anniversaries, sports activities, etc.,

6. Good and healthy working ambience: A good, healthy

and safe working environment always enables employees to

work comfortably and hence they get an incentive to perform
better.
7. Gifts at Some Occasions: Giving out some gifts at the time

of one or
two festivals to the employees making them feel good.

34
The picture states the latest statement that corporate believes in
“Love

them or lose them”

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

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

35
 4) RELATIONSHIP 5) SUPPORT

Employee Retention
Strategies
The basic practices that should be kept in mind in the employee

retention strategies are:

Creating a Motivating Environment: Team leaders who

create motivating environments are likely to keep their 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 team 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.

36
 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 leader. If an employee sees that is
current job offers a path towards their future career likely to stay
longer in the company. Therefore, managers should play the role
of career counselors as well.

Manager role in
Retention
37
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 manager’s 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 when asked
about why employees leave, low salary comes out to be a
common excuse. However, researcher 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 manager’s 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 fro learning have loyal
and engaged employees. Therefore, managers and team leader
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:
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.
38
 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
an have fun.

RESEARCH METHODOLOGY
♦TITLE

“A STUDY ON EMPLOYEE RETENTION “

♦INTRODUCTION

This methodology includes need of the study, objectives of

the study, research design, collection of data and the limitations
of the study.

♦OBJECTIVES OF THE STUDY

The objectives of the study are: -

 To study the present retention strategies adopted by the

company.
 To assess the satisfaction level of employee with existing
retention strategies.
 To study the common reasons of employee voluntarily
leaving or staying in organization.
 To suggest the strategies and steps for reducing turnover
and improving retention.

39
  To study various career development programs offered by
the organization.
 To study the impact of induction & training programs on
retention of employees
 To determine the organizational climate.

♦STATEMENT OF THE PROBLEM

Employees are the most important and valuable assets of an

organization. Employees are the foundation of an organization.
Retaining them is an important as hiring them in the first place.
Hence it is necessary to know the strategies used to retain the
employees in the organization.

♦NEED FOR THE STUDY

The present study is focus on the existing retention

strategies in Opus Estates Pvt Ltd and find out the satisfaction
level of an employee regarding the strategies.

♦RESEARCH DESIGN

Using research tools uses descriptive research procedure for

describing the resent situations in the organization and analytical
research to analyze the results.
♦DESCRIPTIVE RESEARCH

This research includes surveys and facts finding enquires of

different kinds. The major purpose of descriptive research is that
the research can only describe the state of affairs existing at

40
present in the organization. The main feature of this method is
that the researcher has no control over the extraneous variables
called the respondents as they are going to interview the
employees of the organization in order to perform study. They
can only report what happened or what is happening. In social
science and business research, they quiet often use the terms
“ex-post facto research” for descriptive research studies, the
researcher can discover and describe the causes for various
situations but they cannot control the situations.

♦RESEARCH TOOLS

 Data Source : Primary & Secondary Data

 Research Approach : Survey method
 Research Instrument : Questionnaire
 Sampling scheme : Simple random sampling
 Contact method : Personal / Direct
 Sample size : 20

♦DATA SOURCES & COLLECTION METHODS

PRIMARY DATA

Primary data are those which are colleted a fresh and

for the first time & thus happen to be original in character.
Primary data is obtained by the study specially designed to fulfill
the data needs to problem hand. Such data are original in
characters generated by the way of conducting survey.

41
SECONDARY DATA

Secondary data are those which have already been

collected by someone else and which have already been passed
through the statistical process. The Secondary data consist of
reality available compendices already complied statistical
statements. Secondary data consists of not only published
records and reports but also unpublished records.

42
ANALYSIS AND INTERPRETATION

1. The current age of the employees working in the organization

Introduction:

This question is incorporated in the questionnaire for the purpose of

identifying the average age of the workforce in Opus Estates Pvt Ltd
Table 1

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

20-30 12 60
30-40 5 25
40-50 3 15
TOTAL 20 100.0

Graph 1

Inference:
From the above graph, it is observed that 60% of the
respondents are aged between 25-30 yrs, whereas 25% is aged
between 30-40 yrs and only 15% is between 40-50 yrs of age. This
clearly signifies the workforce is fresh and dynamic at very tender
age.

43
2. Employees are attached to this organization for any particular factor

Introduction:

Each employee sticks to his or her current organization for a specific

reason or reasons. This question will help to find the reasons of the
employees who are a part of OPUS estates Pvt ltd.
Table 2

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Compensation 1 5
Rewards &Recognition 1 5
Job Security 6 30
Relationship 12 60
TOTAL 20 100

Graph 2

Inference:

From the above graph, it is observed that 5% of the

respondents have accepted that they are associated to this
company for the compensation they are offered while another 5%
respondents have said it is for the rewards and recognition.6%
respondents have said it is for the job security they are with the
company while the rest 60% have admitted the relationship they
share within the organization acts as a key factor of holding them
back in this place.

44
3. The nature of the job assigned to the individuals

Introduction:

Employees at different levels are assigned with different kinds of

work. This question will help to get an overview of the kinds of jobs
each are assigned and their types.
Table 3

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Job is challenging 10 50
Skills are effectively used 3 15
Work load is reasonable 4 20
Work environment is safe 3 15
TOTAL 20 100.0

Graph 3

Inference:

From the above graph, it is observed that 50% of

respondents strongly have accepted that the job they are
assigned is challenging while 15% respondents have accepted
that their skills are effectively used. Another 20% respondents
have admitted that their workload is reasonable while the rest
15% respondents have pointed that it is the safe working
environment that has a huge impact on the work.

45
4. The management includes the employees in decision-making process

Introduction:

Employees, being a part of the organization should be included in

the work related decisions. This question will get an overview
whether it is really practiced in this organization.
Table 4

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Yes 15 75
No 5 25
TOTAL 20 100.0

Graph 4

Inference:

From the above graph it is found out that 75% of the

respondents have admitted that the organization do involve them in
the decision making process while the rest 25% have admitted that
they are not involved in any decision making process.

46
5. Employees are satisfied with the career development at the
organization

Introduction:

All the employees work and perform with the zeal to get career
development

opportunities in the organizations they are currently involved with.

This question

identifies such scopes in the organization.

Table 5
DIMENSIONS NO.OF RESPONDENTS PERCENTAGE
Very Satisfied 3 15
Satisfied 12 60
Dissatisfied 2 10
Very dissatisfied 3 15
TOTAL 20 100.0

Graph 5

Inference:

From the above graph, it is observed that 75% of the

respondents have

accepted that they are satisfied with the career development

opportunities

that are provided in the organization But 25% respondents have

pointed that they are

dissatisfied and differs in this respect.

47
6. Incentives that make an employee stick to the current job profile.

Introduction:

There are factors that help an employee to determine whether to

stay with the current organization or consider leaving. This question
will fetch an overview upon those factors.
Table 6
DIMENSIONS NO.OF RESPONDENTS PERCENTAGE
Level of challenge
3 15
&responsibility
Career development
14 70
opportunities
Compensations &benefits 3 15
TOTAL 20 100.0

Graph 6

Inference:

From the above graph, it is observed that 70% of the respondents

have accepted that the employees stick to an organization for the
career development opportunities that are offered to them while
another 15% have admitted it is for the level of challenge and
responsibility that make them stick to their current job profile .The

48
rest 15% pointed it is the compensation and benefits which work as
the key factor.

7. The level of satisfaction relating to the challenge and responsibility

involved in the current job profile.

Introduction:

Some employees remain content with the level of challenge and

responsibility they

are ushered with. But some often interpret it as overburden and it

may turn out to be

a reason of their dissatisfaction. This questions rightly figures out

any such

possibility.

Table 7

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Very satisfied 3 15
Satisfied 12 60
Dissatisfied 2 10
Very dissatisfied 3 15
TOTAL 20 100.0

Graph 7

Inference:
49
 From the above graph, it is clear that around 75% of the
respondents are either moderately o highly satisfied with the
level of challenge and responsibility while the rest 25% in not
much satisfied.

8. The management provides opportunities for growth and promotion

Introduction:

Promotions and growth facilities are always motivating for

the

employees in any organization. It is very important that an

organization provide its

workforce with all such facilities. This question will provide an

overview whether

such facilities are provided in this organization.

Table 8

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Yes 14 70
No 6 30
TOTAL 20 100.0

Graph 8

Inference:

50
 From the above graph, it is observed that
70% of the respondents have accepted that they feel there are
enough scopes of growth and promotion provided by the
organization where as the rest 30% feel alike.

9. Organization utilizes employee services effectively and efficiently.

Introduction:

This question is to identify whether the organization utilizes their

services in an effective and efficient manner.

Table 9

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 3 15
Agree 14 70
Disagree 2 10
Strongly disagree 1 5
TOTAL 20 100.0

51
 Graph 9

Inference:

From the above graph, it is observed that 85% of the

respondents have accepted that their services are effectively and
efficiently utilized while the rest 15% have not agreed upon this
point.

52
10. The Training & Development provided by the organization help to

increase the individual performance

Introduction:

This question is to identify whether the training and development

programmes initiated by the organization are of any help to the
employees.

Table 10

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 3 15
Agree 11 55
Disagree 2 10
Strongly disagree 4 20
TOTAL 20 100.0

Graph10

Inference:

From the above graph, it is observed that around

70% of the respondents have agreed upon this point whereas the
rest 30% does not posses the same notion and some strongly
differ.

53
11. The specific retention problems in the company.

Introduction:

Retention may turn out to be a major issue in any organization.

The question is incorporated to find if there is any specific

retention problem in an organization.

Table 11

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Yes 2 10
No 18 90
TOTAL 20 100.0

Graph 11

Inference:

From the above graph, it is observed that 10% of the

respondents are accustomed to the basic retention problem that
is brewing in the company whereas the rest 90% of the
respondents are clueless about such problems.

54
12. There is stress due to overwork

Introduction:

Burdening the employees with workload and immense pressure is

strictly against the

Human Resource Norms, which also include any kind of physical or

mental stress.

This question will help to figure out whether there is stress due to
heavy workload or

pressure.
Table 12

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 10 50
No 10 50
TOTAL 20 100.0

Graph 12

Inference:

From the above graph, it is observed that a mixed

response is obtained in this particular case.50% of the

55
 respondents have admitted to this fact that there is stress due to
overwork. While the rest 50% have denied such possibilities.

13. Employees are recognized and praised suitably by the organization.

Introduction:

The employee recognition and praising plays an important role in

motivating the employees. So proper recognition should be given to
the employees according to their performance. This question is to
identify whether they are recognized or not.
Table 13

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 14 70
No 6 30
TOTAL 20 100.0

Graph 13

Inference:

From the above graph, it is observed that 70% of the

respondents have accepted that they have been recognized and

rewarded suitably by the organization for their performance as

56
 per the policy. Around 30% of respondents have not accepted the

statement.

14. Employees receive adequate support while doing their job.

Introduction:

At the time when an employee is assigned with a new job or a more

challenging one

it is necessary to render him support so that he can perform well

and yield better.

This question will help us figure out whether such facilities are
provided in the

organization.
Table 14

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 16 80
NO 4 20
TOTAL 20 100.0

Graph 14

Inference:

From the above graph, it is observed that 80% of the

respondents have accepted that they do receive adequate
57
 support while performing their work But the rest 20% have not
agreed upon this statement.

15. Employees are happy with the performance appraisal system in the

company.

Introduction:

Organizations have performance appraisal system, which helps

employees to evaluate themselves hence getting a boost to

better their performance. This is truly motivating and immensely

essential.

Table 15

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 12 60
NO 8 40
TOTAL 20 100.0

Graph 15

Inference:

58
 From the above graph, it is observed that 60% of
the respondents strongly have accepted that they are happy with
the performance appraisal system in the company while the rest
40% have not agreed upon this fact.

16. Proud of working with OPUS Estates

Introduction:

OPUS ESTATES is one of the major real estate marketing

industries. This question is to identify how they feel working
with GCJ group and being a part of OPUS Estates

Table 16

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 15 75
NO 5 25
TOTAL 20 100.0

Graph 16

Inference:-

59
 From the above graph, it is observed that 75% of the
respondents have accepted that they have feel proud of working
with OPUS Estates. Around 25% of respondents have not accepted
the statement.

17. The jobs that are assigned to the employees turned out to be the way

they had expected.

Introduction:

Many a times it may so happen that an employee is recruited for

a particular job but in practical way he or she is being asked to

do something else. This question will help identify any such

probabilities in this organization.

Table 17

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 11 55
NO 9 45
TOTAL 20 100.0

60
 Graph 17

Inference:-

From the above graph, it is observed that 55% of

the respondents have accepted that the jobs they are assigned
with turned out to be like the ones they had expected. But the
rest 45% begs to differ at this point.

18 Organization provides health, accident and insurance policy to the

employees

Introduction:

61
The life is not guaranteed to anyone. So every employee needs the
Insurance policies. This question is to identify whether the
employees are provided with health, accident and insurance policy.
Table 18

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 2 10
NO 18 90
TOTAL 20 100.0

Graph 18

Inference:
From the above graph, it is observed that 10% of the
respondents have accepted that they have been covered under the
health and accident insurance policy by the organization or by other
insurance company. Around 90% of respondents have not accepted
the statement.

19 Organization provide leave facility according to the rules to the

employees

Introduction:

62
Employees are provided with appropriate leaves according to the
rules of Human Resource Department as well as in the time of any
justified need.

Table 19

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 6 30
NO 14 70
TOTAL 20 100.0

Graph 19

Inference:

From the above graph, it is observed that 30% of the

respondents have accepted that the organization grants them
leave according to the norms while the majority 70% feels that
they are not facilitated with the leave facility.

20. Organization provides medical facility as and when needed.

63
 Introduction:

Employee safety and health influence the productivity of the

organization. Some well fare facilities should provide to the
employees. This question is to identify whether the organization is
concerned about the health of the employees or not.
Table 20

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 4 20
No 16 80
TOTAL 20 100.0

Graph 20

Inference:

From the above graph, it is observed that 20% of the

respondents have accepted that they have received medical
facilities as and when needed. Around 80% of the respondents
have not accepted the statement.

21. The management employs right person for the right job.

64
Introduction:

Often it may so happen that a particular person recruited for a

particular job is not

being able to perform it properly or may be performing some other

job brilliantly.

This question will figure whether the management employs right

person for the right

job.
Table 21

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

YES 13 65
NO 7 35
TOTAL 20 100.0

Graph 21

Inference:

From the above graph it is observed that 65% of the

respondents have agreed on this fact that the management
employs right kind of people for the right job, but the rest 35 %
feels that the management is not always correct in employing the
right person.

65
 Findings
1. From the graph 1, it is observed that 60% of the respondents
are aged
between 25-30 yrs, whereas 25% is aged between 30-40 yrs and
only 15% is
between 40-50 yrs of age. This clearly signifies the workforce is
fresh and
dynamic at very tender age. But a major concerning fact hidden
within this
is that there is a lack of experience among them. For efficient
operation
experience is essential.

2. From the graph 2, it is observed that 5% of the respondents

have
accepted that they are associated to this company for the
compensation
they are offered while another 5% respondents have said it is for
the
rewards and recognition.6% respondents have said it is for the job
security
they are with the company while the rest 60% have admitted the
relationship they share within the organization acts as a key
factor of
holding them back in this place. Thus it can be figured that the
company
does have grounds to hold their employees back.

3. From the graph 3, it is observed that 50% of respondents

strongly have
accepted that the job they are assigned is challenging while 15%

66
respondents have accepted that their skills are effectively used.
Another
20% respondents have admitted that their workload is reasonable
while the
rest 15% respondents have pointed that it is the safe working
environment
that has a huge impact on the work. Thus it can be summed up
that the
employees are satisfied with their work and work environment.

4. From the graph 4, it is found out that 75% of the respondents

have
admitted that the organization do involve them in the decision
making
process while the rest 25% have admitted that they are not
involved in any
decision making process. Since majority are accepting their
association at
decision making process this can surely be advantageous for the
organization as, through this employees feel important and thus
their
responsibility sense also increases.

5. From the graph 5, it is observed that 15% of the respondents

have
accepted that they are highly satisfied and another 60% of the
respondents
have accepted they are moderately satisfied with the career
development
opportunities that are provided in the organization. But 15%
respondents
have pointed that they are highly dissatisfied and the rest 10%
are
moderately dissatisfied and differs in this respect. Though
majorities are

67
accepting facilities of this sort but care should be taken for the
rest 25%, as
all are equally important to the company.

6. From the graph 6, it is observed that 70% of the respondents

have accepted that the employees stick to an organization for the
career development opportunities that are offered to them while
another 15% have admitted it is for the level of challenge and
responsibility that make them stick to their current job profile
.The rest 15% pointed it is the compensation and benefits which
work as the key factor. This question reflects each individual’s
preference.

7. From the graph 7, it is clear that around 60% of the

respondents are
moderately and another 15% are highly satisfied with the level of
challenge

and responsibility while the rest 15% of the respondents are

highly and rest
10% are moderately dissatisfied. Again for the dissatisfied class
special
attention has to be poured in.

8. From the graph 8, it is observed that 70% of the respondents

have accepted that they feel there are enough scopes of growth
and promotion provided by the organization whereas the rest
30% feel alike. Opportunities should be provided to all in an
unbiased manner.

9. From the graph 9, it is observed that 85% of the respondents

have accepted that their services are effectively and efficiently
utilized while the rest 15% have not agreed upon this point. The
success of any depends on proper utilization of its resources of
68
which workforce is one. Since it is correctly utilized it can be said
that the firm is running in well. But the rest 15% should also be
taken care off.

10. From the graph 10, it is observed that around 55% of the
respondents have strongly and another 15% have moderately
agreed upon the point that the training provided by the
organization helps them to perform better whereas the rest 30%
does not posses the same notion and some strongly differ. The
reason for this difference in opinion has to be looked into because
this issue can lead to dissatisfaction among employees.

11. From the graph 11, it is observed that 10% of the

respondents are accustomed to
the basic retention problem that is brewing in the company
whereas the rest 90% of the respondents are clueless about such
problems.

12. From the graph 12, it is observed that a mixed response is

obtained in this particular case.50% of the respondents have
admitted to this fact that there is stress due to overwork. While
the rest 50% have denied such possibilities. So the 50% of the
employees who have actually admitted of having overt stress
should be dealt with. Such stress related issues strikes
dissatisfaction ultimately resulting to grievance.

13. From the graph 13, it is observed that 70% of the

respondents have accepted that they have been recognized and
rewarded suitably by the organization for their performance as
per the policy. Around 30% of respondents have not accepted the

69
statement. This is surely a very good practice as such gestures
contribute a lot in boosting ones self-confidence.

14. From the graph 14, it is observed that 80% of the

respondents have accepted that they do receive adequate

support while performing their work But the rest 20% have not

agreed upon this statement. Any person recruited in an

organization irrespective of the designation is a fresher to the

company. Thus an individual should be provided support to make

him accustomed to the place. Moreover support is needed at

every stage that helps them to perform better.

15. From the graph 15, it is observed that 60% of the

respondents strongly have accepted that they are happy with the

performance appraisal system in the company while the rest 40%

have not agreed upon this fact. This

aspect has to be taken special care off. A proper performance

appraisal system is an integral part of the concerned HR

department and its perfect presence is utterly necessary in any

company.

16. From the graph 16, it is observed that 75% of the

respondents have accepted that they have feel proud of working
with OPUS Estates. Around 25% of respondents have not

70
accepted the statement. This is definitely an achievement and
one to cherish for. It also is like a reward to proper functioning.
17. From the graph 17, it is observed that 55% of the
respondents have accepted that the jobs they are assigned with
turned out to be like the ones they had expected. But the rest
45% begs to differ at this point. Though the majority have spoken
for the point, this aspect has to be looked into very soon as it is
somewhat a clear indication of employee’s dissatisfaction
regarding the job profile. Employees should be made to do the
jobs they are hired for.
18. From the graph 18, it is observed that 10% of the
respondents have accepted that they have been covered under
the health and accident insurance policy by the organization or by
other insurance company. Around 90% of respondents have not
accepted the statement. It is completely clear from the analysis
that the company does not provide insurance policies. It is a prior
incentive that all major business groups provide their employees
with. This practice must be included within the system.

19. From the graph 19, it is observed that 30% of the

respondents have accepted that the organization grants them
leave according to the norms while the majority 70% feels that
they are not facilitated with the leave facility. Slogging under
work pressure for the entire week, the employees look forward to
leave and holidays. Thus it’s necessary to provide them with
these because it reduces their pressure and as a result they work
better. Thus this practice should also be introduced.

71
20. From the graph 20, it is observed that 20% of the
respondents have accepted that they have received medical
facilities as and when needed. Around 80% of the respondents
have not accepted the statement. Since majorities have come up
with negative response in this aspect it is strongly recommended
that such practice should be introduced soon.

21. From the graph 21, it is observed that 65% of the respondents
have agreed on this fact that the management employs right kind of
people for the right job, but the rest 35 % feels that the
management is not always correct in employing the right person.
Right person is immensely required for the right kind of job to obtain
the right kind of output and for right functioning.

Suggestions
 Need to restructure company’s policy and follow certain
process to overcome problems.
 The ability of the employee to speak his or her mind freely
within the organization is a key factor in employee retention.
 Involve employees in decisions that affect their jobs and the
overall direction of the company.

72
 Recognize excellent performance, and especially link pay to
performance.
 Provide the opportunities within the company for cross
training and career progression.
 Provide opportunity for career and personal growth through
training and educations challenging assignments.
 The quality of the supervisor an employee receives is critical
to employee retention
 The ability of the employee to speak his or her mind freely
within the organization.
 Talent & skill utilization is a key factor to seek employees in
workplace.
 Select right people
 Should make a hierarchy for various positions
 Offer an attractive, Competitive, Benefits package
 Provide opportunities for people to share their knowledge via
training sessions, present actions, mentioning others &
flexible house Retention tips
 Company should follow standard SDLC process
 Implement good employment practices
 Maintain healthy organizational climate
 Proper training should be provided to employees according
to their skills
 Provide medical and insurance policies to all its employees.
 Grant leave facilities and holidays as per the HR norms.

73
 Questionnai
re
Personal Details:

1.Age………………

2.Sex: - Male Female

3.Marital status: Married Unmarried

1.What did you like most about this company?

74
 Compensation Rewards and
Recognition

Job Security Relationship

2. Describe about your job?

Job is challenging Skills are effectively

used

Work load is reasonable Work environment is

safe

3.Does the management include the employees in decision making process

Yes No

4.How satisfied you are with the career development at your firm?

Very satisfied Satisfied

Dissatisfied Very dissatisfied

5.Which of these is most important to you in determining whether you stay with
your current firm or consider leaving?

Level of challenge and responsibility. Communication at my

firm

Career development opportunities Compensation & benefits

6.How satisfied are you with the level of challenge and responsibility in your
current role?

Very satisfied Satisfied

Dissatisfied Very Dissatisfied

7. Does the management provide opportunities for growth and promotion?

Yes No

8. Does the organization utilize employee services effectively and efficiently?

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 Strongly agree Agree

Disagree Strongly disagree

9. Does the training and development provided by the organization help you to
increase your performance?

Strongly agree Agree

Disagree Strongly disagree

10. Do you know the specific retention problems in your company?

Yes No

If yes please specify………………………………………

11. Is there any stress due to overwork?

Yes No

12. Have you received recognition or praise for doing good work?

Yes No

13. Did you receive adequate support to do your work?

Yes No

14. Are you happy with the performance appraisal system?


Yes  No

15.Are you proud of working with OPUS Estates?

Yes  No

16. Did your job duties turn out to be as you expected?

Yes No

17. Does your company provide you health, accident and insurance policies?

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 Yes No

18. Are you provided with the leave facility according to the rules?

Yes No

19.Does your company provide you medical facility immediately?

Yes No

20. Do you agree that the management employs right person for the right job?

Yes No

BIBLIOGRAPHY
(A) BOOKS

1) V.S.P.RAO, Human Resource Management Texts & Cases

Part II, Excel books Publishers.
2) S.S.KHANKA, Human Resource Management S.Chand
Publishers & Co.Ltd

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 3) MOHIT GUPTA, NAVDEEP AGARWAL, Social Research
Methods, Kalyani Publishers

4) C R KOTHARI, Research Methodology, New age

international publishers

(B) LINKS

1) http://epa.sagepub.com/cgi/content/abstract/27/4/309
2) http://erx.sagepub.com/cgi/content/abstract/21/6/423

(C) WEBSITES

1) www.google.com
2) www.yahoo.com
3) www.jomsagepub.com

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