1

ON

USHA PRAVIN GANDHI COLLEGE OF MANAGEMENT VILE PARLE (W), MUMBAI400056

SUBMITTED TO UNIVERSITY OF MUMBAI

ACADEMIC YEAR (2010-2011)

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If employees are to be products, their shelf -lives are getting shorter

DECLARATION

I, ANUJA ASHOK INGOLE of USHA PRAVIN GANDHI COLLEGE OF MANAGEMENT of T.Y.B.M.S. (Semester V) hereby declare that I have compiled this project, titled ATTRITION- THE LOSS OF HUMAN CAPITAL in the academic year 2010-2011.

The information submitted is true and original to the best of my knowledge.

Signature of the student

ANUJA ASHOK INGOLE Date:

CERTIFICATE

I, PROF. DEEPAK GUPTA hereby certify that ANUJA ASHOK INGOLE of USHA PRAVIN GANDHI COLLEGE OF MANAGEMENT of T.Y.B.M.S. (SEMESTER V) has completed his project on ATTRITION- LOSS OF HUMAN CAPITAL in the academic year 2010-2011. The information submitted is true and original to the best of my knowledge.

Signature of the Principal (DR. GEETHA MOHAN)

Signature of the project guide (PROF. DEEPAK GUPTA)

ACKNOWLEDGEMENT

If words are considered as a symbol of approval and token of appreciation then let the words play the heralding role expressing my gratitude. During the perseverance of this Project, I was supported by different people, whose names if not mentioned would be inconsiderate on my part. I take this opportunity to express my profound gratitude and deep regard to my faculty guide Prof. NAME OF THE GUIDE for his exemplary guidance, valuable feedback and constant encouragement throughout the duration of the project. His valuable suggestions were of immense help throughout my project work. His perceptive criticism kept me working to make this project in a much better way. Working under him was an extremely knowledgeable experience for me. I would also like to give my sincere gratitude to all my college librarian staff because of whom I am able to complete my dream project. Last but not least, I would like to thank my parents and my friends for their support and feelings without which this project would have not been possible.

NAME OF THE STUDENT ANUJA ASHOK INGOLE

TABLE OF CONTENTS Executive summary........................................................................... 8

Company profile........................................................................................... 10 Introduction...................................................................................... 18 Analysis of attrition through exit interviews....................................... 24 Formulas for calculating attrition....................................................... 28 Objective........................................................................................... 29 Research methodology....................................................................... 30 Deliverables....................................................................................... 30 Facts and figures................................................................................ 31 Analysis of exit interview questionnaires............................................ 34 Comments by leaving employees........................................................ 41 Findings............................................................................................ 42 Attrition rate of Larsen and Turbo ltd................................................. 43 Steps taken by Larsen and Turbo ltd. to curb attrition......................... 44 Why do employees leave organisations- an evaluation......................... 46 Suggestions....................................................................................... 48 Conclusion........................................................................................ 55 Annexure.......................................................................................... 57

Executive Summary

This report seeks to utilise primary & secondary research in order to offer a greater understanding of the complex issues raised by staff attrition. Specific aims were to: Identify trends in leavers' behaviour jobs/organizations Identify the employers' perspective on employees' reasons for leaving Identify retention strategies that have a positive influence on retention, or at least leave current and former staff with a positive view of the organization A significant difference was established between what employers assumed were key causes of turnover, and the actual reasons employees gave for leaving. Employers largely failed to take into account the importance of providing opportunities for development for their employees. This was three times as important as any other factor in employees decisions to change jobs. The top 3 causes were: Lack of opportunities for personal and career development Personal reasons Salary & benefits and the reasons employees change

Developing an employee retention strategy involves three stages: Identify the level of turnover and benchmarking it against competitors Understand why employees leave Implement retention strategies

Having identified the reasons employees leave, there are a number of specific retention strategies available to employers. This research has emphasized the importance of adopting a holistic approach to dealing with staff attrition.

An effective retention strategy therefore will seek to ensure:

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Attraction and recruitment strategies enable selection of the right candidate for each role/organization New employees initial experience of the organization are positive Appropriate development opportunities are available to employees, and that they are kept aware of their likely career path with the organisation The organisations reward strategy reflects the employee drivers The leaving process is managed effectively

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Company profile

Siemens AG is Europe's largest engineering conglomerate. Siemens was founded by Werner von Siemens on 1 October 1847. Siemens' international headquarters are located in Berlin and Munich, Germany. The company is a conglomerate of six major business divisions: Automation & Control, Power, Transportation, Medical, Information & Communication, and Lighting. On November 28, 2007, Siemens reorganised its operations into three Sectors: Industry, Energy and Healthcare with a total of 15 Divisions. Siemens was established in India in 1922. However, the story of Siemens' association with India began n 1867 when Werner von Siemens personally supervised the laying of the first telegraph line between Calcutta and London. Making the country's priorities its own, Siemens has put its experience in the major core sectors namely, Power, Industry, Telecommunications, Transportation and Healthcare.

In the last three decades, Siemens has played an active role in India's technological progress and has 12 offices and 5 manufacturing units in the country. It also has nearly 600 channel partners for its various products and services.

Business Segments
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Since 1954, Siemens has formed the bulwark of the nation's power needs. It has supplied know-how, technology, equipment and expertise to the power industry, both in the private and the public sector. Siemens' experience and expertise extends practically to all the areas of power generation. From conventional coal based power generation, highly efficient combined cycle plants, co-generation, captive power plants to renewable energy sources, Siemens continues to play a key role to meet the growing demands for electricity, reliably and costeffectively while protecting the environment. Recently, Siemens bagged India's largest power Transmission and Distribution order using the High Voltage Direct Current Technology, over a distance of over 1400 kilometers from the state of Orissa on the East Coast to the state of Karnataka in South India.

Lighting Products and Solutions:Siemens provide economical, long-life lighting for every application, including incandescent and fluorescent ones for domestic and industrial lighting.

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General Lighting Automotive Lighting Electronics & Controls Display/Optics Opto Semiconductors LED Systems Luminaires

Industry The Industry group of Siemens has long played a vital role in innovating products in the areas of Automation, Drives, and Switchgear etc. Siemens additionally offers communication capable switchgear and has pioneered extension of plant automation right down to the actuator and sensor levels. In the field of Motor and Drives, Siemens has a tradition of tailor-made equipment and solutions. The drives from Siemens' product palette guarantee stable operations in the manufacturing process. They also ensure optimum product quality and maximum production. The Engineering and Field Services group of Siemens lays emphasis on providing total service to customer from installation to commissioning and maintenance to training. Siemens' project engineering expertise has been called into play in several hundred core projects in India and abroad. As recognition of our expertise, Siemens AG has accorded Siemens in India the status of Regional Head Quarter for Mining and Material Handling. The Industrial Projects Division secured a prestigious order from Bombay Hospital which included engineering supply, installation and commissioning as well as civil works for the electricals.

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Being a core area, Communications is a vital lifeline for the growth of the nation. Siemens provides a wide array of products and systems for small, medium and large systems and network systems. This is duly backed by reliable installation, commissioning and maintenance service. Siemens was the first to introduce digital Key telephone system technology in India. It also offered application specific solutions for various customer needs viz. video conferencing, trading boards, call centres, voice guidance etc. The Private communications Division along with the Projects Division was instrumental in introducing innovative solutions for the Hotel Industry. The offering included Networking, Cabling, Hotel Application Server, Building Automation Systems, Electric Power and Control Systems

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In a vast country like ours, the demand on transportation in general and rail transportation in particular have seen a quantum jump. Siemens has been a pioneer in the introduction and installation of railway signaling systems. Today, Siemens is the largest supplier of auxiliary inverters for air-conditioned passenger coaches. Siemens is also the largest supplier of light rail vehicles in the world. With access to the latest developments world-wide, in proven rail technology, Siemens is geared to undertake turnkey projects for urban transportation, mass rapid transport projects, traction substations and long distance transmission lines as well as power supply.

Siemens' association with the medical industry can be tracked back to almost a 100 years when Roentgen discovered the X-Ray. The spectrum of diagnostic imaging modalities has expanded manifold from the first CT in 1974 to the latest portable ultrasounds. In the diagnostic field Siemens offers equipment for MRI, Computer Tomography, Nuclear Medicine, Ultrasonography, Digital Angiography and Diagnostic Radiology. The Siemens range of X-Ray units have been indigenously developed and manufactured to meet the specific applications in close co-ordination with actual users. Siemens has supplied and installed a wide range of equipment in leading hospitals and medical centers. Other installations in the Intensive Care Units include Patient Monitoring Systems, Servo-ventilators and Defibrillators.
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The MED Division of Siemens was instrumental in developing and executing the first ever mobile hospital. The Hospital is well equipped to detect various ailments through X-Rays, blood and pathological tests, eye and ear test, ECG for the heart as well as gynecological tests.

Manufacturing Manufacturing has always been a core area for Siemens. Modern factories, a skilled workforce, modern production facilities and quality procedures provide a capability for manufacturing a wide range of products catering to core industrial sectors and priority areas. Quality is a tradition with Siemens, irrespective of whether it's a product or service. The Siemens Total Quality Management System focuses on satisfying needs and expectations of the customers through active participation of all employees in optimizing processes and resources. A formal ISO 9001 certification to most of the business division has reaffirmed Siemens' commitment to provide value to the customers by way of functionality, reliability and safety of products and services.

Employees
Employee-welfare for Siemens is a multidimensional commitment, directed towards creating a favorable working environment, medical assistance, subsidized canteen and transport facilities, housing assistance and amenities for recreation. As part of its social responsibility, Siemens has built a modern plant for the treatment of industrial effluents from its electroplating phosphate plants. In recognition of the efforts in creating a safety consciousness, the British Safety Council, U.K. awarded Siemens the Sword of Honour', the Best Safety Award' was also conferred on Siemens by the Confederation of Engineering Industry. The National Productivity Council awarded the Company the 'Best Productivity Award' in the Heavy Engineering industry and the Indian National Suggestion Schemes Association awarded Siemens a 'Certificate of Excellence' in the suggestion Schemes. Siemens thus continues in its efforts in all directions striving to be the best.

HR vision
To be a strategic business partner transforming Siemens into world class learning organization creating value for all its stakeholders.
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Milestones 1867 Laying of the first trans-continental telegraph line between London and Calcutta which was personally supervised by Werner von Siemens. 1922 Siemens Calcutta. 1955 Set up assembly and repair workshop under Mahalaxmi bridge, Bombay 1957 Siemens was set up as a full-fledged manufacturing company with a unit at Worli, Bombay where Switchboard production began. 1959 Medical equipment manufacturing commenced at Worli, Bombay. 1962 Manufacture of Railway Signaling equipment commenced at Worli, Bombay. 1964 New complex at Kalwa founded for switchboard, switchgear and motor factories. 1966 Manufacture of Motors commenced at Kalwa, Bombay 1977
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India

was

initially

founded

with

headquarters

at

Manufacture of Industrial Electronics equipment commenced at Worli, Bombay. 1981 Assembly of Switchboards extended to Nashik. 1991 New Switchgear factory set up at Aurangabad. 1992 Set up joint venture, Siemens Information Systems Ltd. for Software development at Bombay and Delhi. 1993 Assembly Workshop for Medical products set up at Goa. 1994 Set up facilities for manufacture of Optical Fiber Cable at Aurangabad. 1994 Set up facilities for the manufacture of Solar Photovoltaic systems at Aurangabad. 1994 Set up joint venture, Siemens Communication Software, at Bangalore for developing Software globally as an R&D activity for PN. 1995 Siemens launches a new Company called Siemens Telecom Ltd., which is a joint venture with Bharati Telecom Ltd. 1996 The PN division of Siemens launched its Hicom 100 E Communication Systems and Euroset telephone system in India for the first time. 1998

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Siemens launched SICONT-3SB1 LED Pilot Lights, which has multiple advantages like low power consumption, easy mounting and surge protection.

INTRODUCTION The Attrition Warfare One of the greatest strategies of War had been the strategy of attrition warfare, defined in military terms as a strategy of warfare that pursues victory through the cumulative destruction of the enemys material assets by superior firepower. Metrics like body counts and terrain captured measure the progress of battle. On the opposite end of the spectrum is manoeuvre warfare. All warfare involves both manoeuvre and attrition

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in some mix. The predominant style depends on a variety of factors such as the overall situation, the nature of the enemy and most importantly, on attackers capabilities. If body count can be a parameter to measure effectiveness of attrition warfare, then in corporate recruitment strategies the similar parameter would perhaps be acceptance to offer ratio (from the attackers perspective). Human Resource professionals are under increased pressure from a different kind of a Corporate Sitzkrieg the silent firepower of attrition which causes no less harm to Human capital assets, as compared to the enemys material assets as in the definition above. The concept of what has been stated above can be put into a simple model as shown below.

Environment Strategy

Organisation

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Technology

People

Structure

Culture The pressure of competition from the environment and the evolution of strategy are selfexplanatory in the above figure. The point to note here is the extent of the impact, which involves hitherto soft issues like culture and people, and this is the origin of strategic human resource focus, the war for talent and the need to garrison the human resource capital as one of the strategic parameters.

Defining Attrition: "A reduction in the number of employees through retirement, resignation or death" Attrition is also known as a gradual, natural reduction in membership or personal, as through retirement, resignation or death. Attrition is also called total turnover or wastage rate.

Defining Attrition rate: "the rate of shrinkage in size or number Rising attrition is an added burden to an organisation today. While many organisations are clueless as to how to curb the evil and retain human capital, a few are perceived as
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the darling companies by the employees. What makes these companies so lovable that the employees would not mind to spend their entire employment with these companies?

Reasons for attrition

Non controllable factors 1. Poor health 2. Family issues Relocate

less controllable factors 3. More pay 4. Better prospects

fully controllable factors 5. More opportunity to develop skills 6. Poor relationship with supervisor/ colleagues

Take care of parents/pregnancy

It is not easy to find out as to who contributes and who has the control on the attrition of employees. Various studies/survey conducted indicates that everyone is contributing to the prevailing attrition. Attrition does not happen for one or two reasons. The way the industry is projected and speed at which the companies are expanding has a major part in attrition.

For a moment if we look back, did we plan for the growth of this industry and answer will be no. The readiness in all aspects will ease the problems to some extent. In our country we start the industry and then develop the infrastructure. All the major infrastructure companies have faced these realities. If you look within, the specific reasons for attrition are varied in nature
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and it is interesting to know why the people change jobs so quickly. Even today, the main reason for changing jobs is for higher salary and better benefits. At the same time the attrition cannot be attributed to employees alone.

Organizational matters:

The employees always assess the management values, work culture, work practices and credibility of the organization. The Indian companies do have difficulties in getting the businesses and retain it for a long time. There are always ups and downs in the business. When there is no focus and in the absence of business plans, non-availability of the campaigns makes people to quickly move out of the organization.

Working environment:

Working environment is the most important cause of attrition. Employees expect very professional approach and international working environment. They expect very friendly and learning environment. It means bossism; rigid rules and stick approach will not suit the workplace. Employees look for freedom, good treatment from the superiors, good encouragement, friendly approach from one and all, and good motivation.

Job matters:

No doubt the jobs today bring lots of pressure and stress is high. The employees leave the job if there is too much pressure on performance or any work related pressure. It is quite common that employees are moved from one process to another. They take time to get adjusted with the new campaigns and few employees find it difficult to get adjusted and they leave immediately. Monotony sets in very quickly and this is one of the main reasons for attrition. Youngsters look jobs as being temporary and they quickly change the job once they get in to their own field. The other option is to move to such other process work where there is no pressure of sales and meeting service level agreements (SLA). The
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employees move out if there are strained relations with the superiors or with the subordinates or any slightest discontent. Salary and other benefits:

Moving from one job to another for higher salary, better positions and better benefits are the most important reasons for attrition. The salary offered from MNC companies in Bangalore, Delhi and Mumbai have gone up very high (Rs 15000 to Rs 40000 per month/more) and it is highly impossible for Indian companies to meet the expectation of the employees. The employees expect salary revision once in 4-6 months and if not they move to other organizations.

Personal reasons:

The personal reasons are many and only few are visible to us. The foremost personal reasons are getting married or change of place. The next important personal reason is going for higher education. Most of the BE, MCA and others appear for GATE examination or other examinations and once they get cleared they quickly move out. Health is another aspect, which contributes for attrition. Employees do get affected with health problems like sleep disturbances, indigestion, headache, throat infection and gynecological dysfunction for lady employees. Employees who have allergic problems and unable to cope with the AC hall etc will tend to get various other health problems and loose interest to work.

Poaching:

The demand for trained and competent manpower is very high. Poaching has become very common. The big companies target employees of small companies. The placement agencies have good days for doing more business.

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The employees with 4-6 months experience have very good confidence and dare to walk out and get a better job in a week's time. Most of the organizations have employee referral schemes and this makes people to spread message and refer the know candidates from the previous companies and earn too.

Employees advocate:

One of the main reasons why employees leave companies is because of problems with their managers. An HR professional can be termed an employees advocate and a bridge between top management and employees at all levels. There is a huge gap between HR professionals and employees in terms of understanding challenges and delivering requirements. HR has not really understood the problems associated with employees careers and jobs. The companys overall plans and strategies also depend on HR professionals as they voice employees problems and requirements. The HR department should have genuine interest in the employees welfare. It is responsible for making sure that their expectations are met. By doing this it is easier to meet the companys business targets.

Attrition analysis through exit interviews

In common parlance, Exit Interview is a conversation between a departing employee and a representative of the organization (preferably from either the functional head of the employee or someone from the HR department). Employees who voluntarily leave the organization are sources of valuable information. They can give you an honest feedback about the organization, voice complaints, offer a constructive criticism or let the organization know why he / she are leaving. This is most beneficial for the employer as it is an eye-opener and a significant review to see how the company is doing. You may be surprised what you hear.
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Here's what organizations must keep in mind while conducting an Exit Interviews Select the person carefully who will be doing the interview - Train people in the art of exit interviews so that they are neither over-sympathetic nor callous. The person should be well balanced, as the results of the interview will largely depend on the interviewer. If you don't have the expertise but you genuinely want to do an exit interview, hire somebody externally. Ask the right question - While you have a lot of questions in mind, do not ask irrelevant questions regarding personal life. Offer to help them only if you can. Here are some of the questions you may want to ask

Why did you join this organization? What did you like and dislike most about this company? What prompted you to look for a new job? What is most appealing about the new position? How would you rate your supervisors and peers? What are your suggestions for improving the organization?

The answers to the above will help you redefine some of your policies like appraisal, salaries, benefits, motivational tools, recruitment practices and so on. Do not ask employees to fill questionnaire-like forms - Make it very short and precise. Also conduct a face-to-face interview or at the most a telephonic interview. But under no circumstances ask the employee to fill the form and drop it in an anonymous box as it s highly impersonal and infuriating. The interview should be about them - Most people like talking about themselves and their achievements and accomplishments. Let them do so as talking about how one does their job and what they've accomplished can provide key information to the organization and make the person feel good at the same time. Time the interview - There are two sides to this. When a person gives a notice that he / she may be leaving do an exit interview immediately. You may be able to change their mind. But if the person has been asked to go or is leaving due to some internal politics, there are chances that the person may be very agitated. So conduct the interview at a later date; may be two-three months later. During this period the person may have cooled off and will be able to give a more rational feedback.
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Don't blow up - There are times you may not like what you are hearing about yourself or the organization. But please control yourself as saying anything that you don't really mean or hurting the departing employee will make him only feel that leaving the organization was after all the right decision. Use the information collected - Once the interview is over, do not merely file the form in the personal record of the employee. Collate past information and understand why employees are leaving the organization and help change the internal policies and practices. Keep in mind that exit interviews should be used as to build a parting relationship and not an open forum for character assassination.

What is an Exit Interview? An exit interview is typically a meeting between at least one representative from a company's human resources (HR) department and a departing employee. (The departing employee usually has voluntarily resigned vs. getting laid off or fired.) The HR representative might ask the employee questions while taking notes, ask the employee to complete a questionnaire, or both.

What's the Purpose of an Exit Interview? Human resources departments conduct exit interviews (also called exit surveys) to gather data for improving working conditions and retaining employees. However, a hidden purpose is to help employers avoid costly litigation down the road, caused by "disgruntled" employees. In other words, your comments and the notes an HR rep takes during your exit interview might be used against you in court, should you decide to sue your former employer.

Must I Submit to an Exit Interview?

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No. It is your right to decline an exit interview. A reputable employer will respect your decision. However, a not-so-reputable employer might resent that you didn't participate and file a "would not rehire" or similar adverse notation in your personnel records. The same employer might reveal the notation during a background check.

Should I Participate in an Exit Interview? Naturally, the decision whether or not to participate in an exit interview is ultimately up to you. But there are varying opinions about whether or not you should participate. Some career experts think you should, because, although it doesn't help you much, it helps a sincere employer improve working conditions for remaining employees. But other career experts question the usefulness of an exit interview. (A better time to conduct such a meeting is while an employee is committed, not while he or she is on the way out the door and concerned about burning a bridge.) Consequently, they don't think the risks for departing employees are worth it, so they advise against participating. Alternately, they advise participants to give "generic" responses only or at least think carefully before responding.

Besides potential bridge burning, risks for departing employees include the information falling into the wrong hands and ruining references, the employer revealing negative information during a background check, and as previously indicated, the employer submitting either positive or negative information as evidence in a lawsuit. Some things to consider before participating in an exit interview are listed below.

As a departing employee, will you benefit from an exit interview? Is the exit interview anonymous or must you sign a questionnaire or the HR rep's notes?

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Is the reason you're leaving any of the company's business or an invasion of your privacy?

Why did your employer wait until you're leaving to ask your opinion? Will the HR department really use your comments for improvements or are they just trying to find out the "real" reason you're leaving?

Calculating attrition:

ATTRITION= number of employees left/ average number of employees

There are various other types of attrition that should be taken into account. These are: Fresher attrition is that tells the number of fresher who left the organization within one year. It tells how many are using the company as a springboard or a launch pad.

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Infant mortality is the percentage of people who left the organization within one year. This indicates the ease with which people adapt to the company.

ATTRITION RATE = (number of employees left/ average number of employees)* 100 There is no standard formula to calculate the attrition rate of a company. This is because of certain factors as: Many firms may not include attrition of freshers who leave because of higher studies or within three months of joining.

In some cases, attrition of poor performers may also not be treated as attrition. Calculating attrition rate:

Average number of employees= employees at the beginning of the year+ employees at the end of the year/2 (annual) Here only the number at the beginning of the year and at the end of the year is summed up that were employed by the company. Hence the formula is as easy as it gets. This is done on an annual or yearly basis.

Average number of employees= employees at the beginning of the month+ employees at the end of the month/2 (monthly) Here only the number at the beginning of the year and at the end of the year is summed up that were employed by the company. This is done on a month to month basis.

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To calculate attrition there is a final formula made from the above data to be used for finding the attrition rate. For each company the data is obviously different and hence the formula has to be formulated accordingly..

Objectives:

The objective of the project can be enlisted as follows:

To calculate the rate of attrition for I&S division of Siemens Ltd. This was to check on how many employees have left the company in industrial

solutions and services sector. To identify the grade and duration of service at Siemens where the attrition is the highest.
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This was the main objective as it would help to know where Siemens is at fault and when.

To identify the reasons as to why the employees have left the organization. The reason here was to analyse the psychological philosophy of employees as to

leaving the company.

To find out the steps taken by competitors to curb attrition This step can be more or less related to the bench-marking technique.it helps to

know where you are lacking behind in comparison to your competitors.

Research Methodology Type of research

This project is a descriptive research and focuses on the above mentioned variables. Sampling process The steps in the sampling process are as follows: Population: Employees from Siemens Ltd. who have left/ quit the organization due to personal or professional reasons during the period from September 06-october 07
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Research tool: Exit interview forms Research method: Analyzing the exit questionnaire forms of past 1year Selecting and arranging the required data in a systematic format. Assigning weights to different responses given. Arriving to final conclusion based upon the percentage calculation done. Sample size:50 exit interview forms of 06-07

DELIVERABLES: This project would be beneficial to Siemens Ltd India to reduce the attrition rate and would suggest to Siemens ways and methods so as to prevent outflow of talent & retain good employees into the company.

Facts and figures of attrition in Siemens Ltd:

1. Attrition rate for the period 05-06=9% 2. Attrition rate for the period 06-07=14%

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The above graph represents the attrition rate of two consecutive years i.e. 2005-06 and 200607. From the graph it can be clearly seen that in 2006-07 the attrition rate has increased by 5% from 9% to 14%. Further let us take a look at the trends in attrition rate.

Grade wise attrition rate for the period 06-07:

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The graph above represents the trend of attrition pertaining to different grades. As we can see the rate is highest in the EG or executive grade which comprises of junior executive, executive and senior executive. This may be because the group consist of younger people with an average age of 32; thus lacking stability and looking for new doors and opportunities to open and thus after working for well renowned companies may move to other prestigious companies either in India or abroad, unlike employees of higher age group who look for stability.

Years of service wise attrition rate for the period 06-07:

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The graph above shows the attrition trend pertaining to the years of service the employee served in the company. As we can see the rate is highest among employees who have served for 0-5 years only (75%). This may be due to the fact that the employees are of a younger age group, and consist of fresh graduates as well. Thus such employees after having a work experience in a reputed organisation go for further studies in order to attain higher qualification and receive better offers. It can also be seen in this category that compensation is given more priority over challenging assignments, thus they move on to other employers who are ready to pay them higher compensation. Another reason which may be leading to high attrition rate in this group is the work load pressure.

Analysis of Exit Interview Forms for the period 06-07:

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Reasons for leaving:

The reasons for leaving from the exit interview forms were rated as follows:

As seen from the above graph, highest percentage is attributed to better opportunities (33%) which may mean a better compensation or better growth opportunities, and more challenging assignments. Second priority is given to higher studies (31%) Other reasons such as starting own business, migrating etc comprise 21% of the reasons for leaving and the remaining 15% is attributed to personal reasons such as health, elderly parents, family responsibilities etc.

Aspects scored by the new employer over Siemens

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The above graph compares the various aspects scored by the new employer over Siemens. The highest weightage given by the employees was for compensation (22.22%) which is followed by better career opportunities (17.28) and better designation/ position. Thus it can be inferred from here that most people are quitting their present job because they are not satisfied with their current compensation/ designation/ roles and lack of opportunities and growth.

New compensation package compared with Siemens

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Most of the employees (38%) have not rated this section; this may be in order to maintain confidentiality with regards to their new package. For 24% of the employees this section is not applicable due to reasons like higher studies. However out of the remaining 38%, 32 5 have rated their compensation as being higher or much higher than their current compensation. This clearly indicates that employees have chosen to switch their jobs due to better compensation offered to them. However this could also be because of their work experience in Siemens which is reputed worldwide being an MNC.

Ratings given to working conditions and environment at Siemens:

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Figures in %
86 58 66 66 24 26 70 58 26 38 88 40 56 22 54 22

disagree% 100 neutral% 80 60 agree% 40 20 0

Average:

From the graph above we can see that maximum number of employees have agreed that the working conditions and environment at Siemens is favourable. Highest weightage was given

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to good working relationships followed by clarity of roles and responsibilities and lowest weightage was given to satisfactory compensation package and designation. This shows that in spite of the employees finding the working environment favourable, factors like compensation and lack of recognition etc may be factors leading to attrition in the organisation. It can also be seen that employees are not satisfied with their designation and their duties which again may be adding up to the attrition rate.

Rating given to supervision at Siemens:

Figures in %
78 80 60 40 20 0 66 76

66

62 20

68

56 20

58

58

58

20

disagree

neutral

agree

Average:

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As we can see from the graph above that majority of the employees who left the organisation have rated the supervision in Siemens very high. Flow of communication regarding the policies and procedures, business plans was rated high, but we can see some issues regarding supervisors encouraging feedback and solving issues promptly.

Ratings given to Learning and Growth in Siemens:Figures in %

72 56 62 26 62 68

80 60 40 20 0

62

68

54

52 28

24

52

20

disagree

neutral

agree

Average:
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Maximum number of employees leaving the organisation has rated the organisation high with regards to learning and growth. According to 72% learning input were given on time and majority of the employees found their work challenging however some issues can be seen regarding the growth and development and the progress of the employees. This may be a major reason for attrition especially among employees of younger age group for whom growth and development is a major factor. Low weightage was also given to talents and abilities well utilised (54%). Employees have gathered skills and knowledge over time and if the employer does not utilise these skills and talents, it creates dissatisfaction among the employees and lead to attrition. Note: As we know that employees leaving an organisation try to maintain healthy relationships with the organisation for future prospects of returning or to receive recommendations from the organisation. So the answers given by them may be biased and thus may not be very effective in finding the reasons / trends of attrition in the organisation.

Comments by leaving employees

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When the leaving employees were asked to cite to comment on their reason for leaving and the occasion or event that prompted them to look for an alternative, the following answers were received.

Was facing commutation problem and received better offer with higher salary elsewhere which is in a favorable location. Wanted to be transferred to Chennai office but was not considered.
According to him when employees working at site at a continuous stretch for many years request for a stable job at office, the company is expected to consider such request.

Lengthy and time consuming systems with monetary compensation and growth being limited and very few factors are present which motivate the employees. Was offered EG grade but after joining realized that was suitable for and
could handle MG1 grade from past experiences but was not given a chance.

Being a trainee was not given independent charge and responsibility of small
projects even which could have increased learning and motivation.

Capabilities not well recognized. No proper communication by the supervisor. Inter division transfer possibility was not communicated.

Findings:

The attrition rate for the period 06-07 is 14%. Employees usually quit their jobs due to dissatisfaction pertaining to compensation offered to them. After having worked in a company for substantial number of years some employees migrate abroad due to vast career opportunities available to them.

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As learning is a continuous process some employees decide to switch to academics in order to pursue further studies after gaining considerable years of work experience.

Sometimes due to lack of opportunities to use ones talents and abilities employees are forced to quit their jobs. Maximum of the employees leaving were in the age group 26 to 34 years. EG grade saw the maximum number of employees leaving. Maximum of the employees leaving had worked with Siemens between 0 to 5years. 33% of the employees gave compensation as the major reason for leaving. 31% of the employees gave the reasons as pursuing higher studies. Lack of growth opportunities is seen to be another reason for attrition. Lack of proper communication by supervisor No decision making authority Commutation problem

Attrition rate of Larsen and Turbo Ltd. and the steps taken by it to reduce employee turnover:

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According to Mr. A. M. Naik, chairman of L&T, like other companies in the infrastructure segment, L&T is facing the problem of high attrition. As a whole the company faces an attrition rate of 12.5%

Segment wise attrition rate of L&T:

Figures in %

Steps taken by L&T to curb attrition:

Engineering and construction giant Larsen & Toubro (L&T), which has been reeling under a talent crunch and high attrition among its skilled workforce, has aggressively stepped up its efforts to identify new talent pools and retain people in critical areas of operations like project management and design. Also there is no second line management team to take over from the

46

current team. This has resulted in the L&T Board increasing the tenure of its current management team. In order to retain talent L&T has started various employee retention plans including overhaul in salary cost as well as stock option offers to employees To address the problem more effectively, the company has hired global consulting firm Accenture for defining talent strategies, including identifying new talent pools, and has sought the services of Gallup consulting to fine-tune its employee engagement programme. L&T has an attrition rate of 12-14% which is at par with the industry average in India. Accenture is helping L&T define its talent strategy. This includes planning the workforce for new businesses and expansion of current business operations. One of Accentures key findings was that L&Ts traditional talent pools were drying up. The company needed to identify new talent pools, including working with different tiers of institutes. The company will also need to invest highly in training as candidates may not be of the quality as those sourced traditionally. L&T has also started developing a leadership programme at all levels which focuses on training leaders for the future . The other part is employee engagement, where L&T, through continuous dialogue with its managers, looks to create the best value proposition for them in their careers. Apart from losing skilled workforce to companies in the Middle East, there has been the recent trend of Canadian companies hiring large numbers of employees from the Indian engineering companies. In the last wave, L&T lost 100 skilled people to the Middle East. And now, Canadian companies are targeting L&T employees. L&T has already lost 150 skilled engineers to Canada and the UK. New projects coming up in the Middle East and Canada are mostly in the petrochemicals and oil sectors. These countries need experienced hands in project management and design and they find a good crop in L&T. L&T is taking a hard look at the compensation for its staff, including Esops. Apart from this, they are also setting up training centers and are collaborating with ITIs to scout for better talent. L&T also has an employee engagement division, committed to the softer issues of the workforce pertaining to work-life-balance, stress management and many others.

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Why do employees leave organisations- an evaluation

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We must realise that pay, perks and other material benefits are not all that can make an employee loyal towards the organisation. Those are a few momentary factors , which might allure a candidate to join the organisation, but usually fail to convert him as a loyal and dedicated employee. We must understand that bonus and pay hike, though essential, provide us a momentary happiness. These dont play an adequate role to make them feel a part of the organisation, which convince them the organisation is there to take care of the employees, and not only to pay them their salaries at the end of the month. The employees should be emotionally and passionately involved in the organisational goals, and the employers or leaders of the organisation have a vital role to play in generating the emotion and passion within the employees. The employers should focus on and communicate the long term goals and make the employees realise their importance in the organisation. The process of building a relationship with the employee and generating the elements like loyalness, dedication, trustworthiness etc. begin, not after the employee joins the organisation but when the candidate appears at the interview. During an interview, many a times the panel squeezes out everything they could from the candidate but fails to give a give any significant information about the job description and the specification of the job. The interview process is treated as an occasion, where we are empowered with the discretion of selecting or rejecting a candidate by way of examining his qualifications and past achievements. It is time to realise that an interview is not just a one day event that begins with a coffee and biscuits and ends with a handshake with the last candidate. Rather it is a serious process, which builds the bond between the employer and the potential employee. It is an occasion for the employer to create an image and impression among the candidates and offer them a reason to join the organisation other than the salary and the perks. Hence we should enrich our interview process, making it a meaningful session by way of understanding each other and discover whether there exist a compatibility factor between the recruiter, recruitee and the organisations culture. Another important factor is the frequency of meeting between the supervisor and the subordinate. In many organisations, superiors assign the jobs and then rarely have any one to one sessions with the employee until the next performance appraisal. And it turns out to be a session of surprise for both the people with the accumulated trivial errors, resulting in a big unhappy picture, with a dissatisfied boss and a demoralised subordinate.

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The most important feature in any employment that would entice an employee and would result in a strong bond between the employee and the organisation is the levels of freedom and employee empowerment. Generally the employees would like to be associated with such companies for a longer period, where they have the choice of work rather than being driven by the bosss discretion. The level of freedom creates a greater employee value proposition giving him a strong reason to be with the company for a long period. Let us take a look at how can we deliver a winning employee proposition. This usually requires an equally rational and ideal approach. Example: US major IT Company SAS institute. SAS institute, despite being a not so great payer when compared to its competitors, has quite many superlatives to its credit. SAS has been appearing among the top 20 of the Fortunes 100 best companies to work for every time the list is published. The employee turnover rate never exceeded 5% and keeps hovering around 3-5%. The subscription renewal rate of SASs service by the clients is astounding 98%, which speaks volumes about their levels of satisfaction. SAS institute has a novel way of motivating their employees. When an employee accomplishes a challenging job, it motivates him by way of offering an even more challenging job. This keeps the employees spirits always high. In other words SAS institute emphasises on the intrinsic motivational factors rather than extrinsic (salaries, bonuses, designation etc). This indicates that the intrinsic motivational factors keep the employees ever so enthusiastic and energized, unlike the extrinsic factors, which offer momentary happiness.

Suggestions
Higher studies
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The issue: 31% leaving employees have cited higher studies as a reason for leaving. What you can do: Tying up with Universities or Colleges. Like many companies who have provisions that if an employee wants to pursue higher education he can apply for it in the company and the company sends the employee to a specific institute where it has reserved seats, so the employees get what they want and stay with the company. Next possibility can be a correspondence course designed for their employees. (On the job training). This involves training employees in the theories that are relevant to their education while they work. Separate training lectures can be scheduled for them. Job based degrees (either Graduate or post graduate) will stop the people leaving for higher studies

Better opportunities: The issue: 33%of the leaving employees have stated the reason for leaving as better opportunities. Better opportunities may mean different things. It may mean better job challenges, better working environment, or better remuneration. Research shows (Article: The changing world of work) that its a lackof trust, of communication, of relevant and timely feedback, of appreciation, of fair treatment and of information. In many organizations the size of the company becomes the reason for the lack ofs. Sociological research indicates that once a business entity grows to more than 150 200 people the lack ofs grow into issues because managers, supervisors and/or team leaders get too far away from their people. When you go higher in the organization, you begin to see a lack of familiarity. A lack of familiarity appears to breed discontent, which results in a high rate of employee turnover.

What you can do: 1. Segment turnover by job title, location, level, supervisor, manager, etc. Break
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turnover down into its component parts. Dont accept broad numbers. 2. Focus your turnover reduction efforts on the things you control. 3. Focus on making your managers, supervisors and/or team leaders better. 4. Look at the relationships between people. Dont accept poor management behaviour. You cant afford it in todays ultra-competitive business environment. 5. Look closely at whom your company is recruiting. Are your recruiting methods just bringing you more turnovers? REMEMBER: Poor hiring = High turnover. 6. Check out the criteria that people use when they vote for Best Companies to Work for. Apply them to your company. 7. Find out if the top people in your company spend at least 80 percent of their time managing people or tasks. If the answer is tasks, youre building a turnover problem. 8. Ask your customers to rate the service they get from new employees versus the kind of service they want. 9. Require that every manager, supervisor and team leader compute the cost of turnover in his or her area of responsibility. 10. Take a close look at who isnt leaving. Is it mostly higher-level executives? 11. After employees acquire new knowledge/skill through trainings provide them with a chance to use those knowledge and skills by rotating their jobs. Compensation The Issue: 38% of the leaving employees agreed that they are dissatisfied with the compensation package. What You Can Do: 1. Use industry surveys and other data tools to stay informed on wage trends. 2. To benefit both company and employees, tie increased pay to meeting specific goals aligned with business objectives. 3. Collect data from exit interviews to document trends from your departing employees, and then use this data to make a business case for increasing salaries across the board. 4. Survey employees to find out what perks, benefits, and forms of compensation other than money will help keep them on board Management and Retention The Issue: Around 40% of the leaving employees stated that their supervisors are not open to
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feedback. According to Irving Stackpole, president of healthcare consulting firm Stackpole & Associates, it is absolutely clear that the reasons people stay in jobs are the relationships that they have- primarily with their supervisor. And when those relationships are strained, many people leave. What You Can Do: 1. Improve managers' leadership, communication and interpersonal skills through coaching, training and feedback. Rate these key skills in their evaluations, and tie compensation to performance. 2. Create a safe environment and process for employees to bring up concerns with their managers. Address problems quickly.

Communication The Issue: 58% of the employees have reported that there is a no proper flow of information in the department. What You Can Do: 1. At any time, all of your employees should have a pretty good idea of how business has been, and they should be aware of what issues the company is attempting to address. 2. Regularly keep your people up to date with important events affecting the company. If November was good, let them know, and while you're at it, tell them what you expect to happen in December. 3. Listen to your employees when they have ideas for improvement. Again, the benefits extend beyond just making people feel appreciated for their contributions. These are, after all, the people who do the work every day. They may have some ideas to improve productivity, and when they do come up with one, let everybody know where it came from. Post a "brag board" in your break room, or circulate an internal newsletter that touts these contributions. The pay-off is a contagious feeling of pride and, perhaps, some new efficiency that saves the company money. Set Clear Expectations 1. How often do you appraise your employees/team-members?
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2. What are your expectations from your employees/team-members? What are the parameters to measure their performance? Have you communicated to them? 3. What will be the consequences, if they fail? 4. What will be the rewards, if they exceed the expected level? The three principles that should drive expectations are clarity, relevance, and simplicity: Clarity: Expectations should focus on outcomes, not activities. In other words, you achieve clarity when you identify the expected results rather than the method for achieving them. The advantage of identifying the outcome is that you, the manager, focus only on the goal; after all, the employee will develop the method for achieving the desired results. Relevance: The principle of relevance helps define the "why" of the assignment. If your employees have a full understanding of the project's importance, they can make adjustments as unanticipated factors crop up within the process. They probably also will be more committed to the result because they can see more easily how it fits into the big picture and how their efforts impact the company. Simplicity: If managers identify the work in simple, straightforward terms, employees will find it much easier to follow through on managers' wishes. To accomplish this, a manager must identify the key message in a fashion that the employee can embrace.

Rewards and recognitions

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The issue: 54% of the leaving employees state that their work is not properly rewarded and recognised. What you can do: 1. Build a high degree of recognition value into every reward you offer: Recognition is the most cost-effective motivator there is. While the high cost of other rewards forces us to give them sparingly, recognition can be given any time, at very little cost.

For example, (A Hypothetical Incident) a small manufacturing company made its employees feel like heroes when they attained a major safety milestone 100 days without a single accident. On the morning of day 100, it was announced that a catered lunch would be served the next day, if they made it to the 5:30 shift without an accident. At 5:15 anticipating was building. Managers took confetti and streamers to the balcony overlooking the shop floor. When the 5:30 whistle blew, there were congratulations all around, confetti flew through the air and banners were unfurled. It was a great moment for everyone - and one that was not soon forgotten. The recognition value of this celebration was extremely high, while the monetary cost was relatively low. Highly motivating organizations even celebrate small successes. A health-conscious company distributes fruit bowls to employees' work areas when key personal milestones are attained. Another company uses a more fattening approach: freshbaked chocolate-chip cookies to say thank you.

2. Reward promptly: Rewards should be given as soon as possible after the performance has taken place. This is why the most successful gain-sharing programs pay employees monthly, rather than quarterly or annually as in the past.
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There is a well-accepted law of behavioural psychology, that if you want someone to repeat behaviour, you should positively recognize it immediately. From this law, smart supervisors and managers can learn a vital lesson: Look for any employee doing something right, right now, and recognize it. A support to this, here is my favourite reward story: "When a senior manager in one organization was trying to figure out a way to recognize an employee who had just done a great job, he spontaneously picked up a banana (which his wife had packed in his lunch), and handed it to the astonished employee with hearty congratulations. Now, one of the highest honours in that company has been dubbed the "Golden Banana Award".

3. Give employees a choice of rewards: Rewards are as different as the people who receive them and it doesn't make sense to give rewards that recipients don't find rewarding. For example, some people prefer more pay, while others prefer more time off. A promotion might be more rewarding to one person, while a job-sharing arrangement might be more rewarding for another. Some people are excited about sports events, others about movies. Some employees would love a dinner in a romantic restaurant, others a book by their favourite author. Food, fun, education, improved work environment, gifts, travel, and family-oriented activities - the options are endless.

How do you know what will be rewarding to employees? Ask them. Smart organizations are also letting employees choose their own rewards from reward menus and catalogues. Personalizing rewards shows that a company cares enough to discover what "interests" each employee, rather than just distributing generic items.
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4.

Increase the longevity of your rewards: This can be done in a number of ways: One of the keys to reward longevity is symbolism. The more symbolic an item is of the accomplishment, the more likely it is to continue reminding the employee of why it was given. For instance, a T-shirt or coffee mug with a meaningful inscription will continue rewarding those who wear it, or use it, long after its initial receipt.

Another way to increase the longevity of rewards in your organization is by using some kind of point system. Rather than rewarding each individual behaviour or accomplishment, points can be awarded, which employees can accumulate and eventually trade for items from a reward menu or gift catalog. This keeps the anticipation of rewards fresh for longer periods of time. It also addresses the need for reward individualization.

Talent utilisation The issue: 54% of the leaving employees stated that their talents and abilities were not fully utilised. What you can do: Talent and skill utilization is another environmental factor your key employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute far more than they currently do? You just need to know their skills, talent and experience, and take the time to tap into it. As an example, in a small company, a manager pursued a new marketing plan and logo with the help of external consultants. An internal sales rep, with seven years of ad agency and logo development experience, repeatedly offered to help. His offer was ignored and he cited this as one reason why he quit his job. In fact, the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search.

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Conclusion:
Employee Retention is critical to the long term health and success of any organization. However, in the current scenario of the high economic growth and rapid globalization, attrition rates continue to rise and as a result it is becoming increasingly difficult for companies to attract, motivate and retain key talents. Nowadays, a lot of emphasis is laid on conducting effective exit interviews, employee satisfaction surveys(ESS) and organizational climate(OC) interventions which help the management to learn the reasons why employees leave the company; based on their revelations corrective measures are taken in order the address the problems of existing employees which helps in curbing attrition. Lastly, it is not a single factor, but the overall package - a synergy between money, environment, acquiring the right skills through training, convenience, security, challenge, exposure to newer technologies, well managed succession plan and a whole range of other issues which are involved in making the employee stay in place. Gone are the days when focus was extended only on recruitment and in house training. The need of the hour is to broaden the horizons and to be outward rather than to have inward focus.

Employees are the backbone of any organisation. They give the organisation a chance to survive in an extremely competitive business environment.
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And so taking care of and nourishing them is of the utmost importance for the management. If organisations fail to treat them properly, they will soon find themselves decaying.

Bibliography www.google.com www.citehr.com www.managementparadise.com www.dogpile.com www.hr-guide.com

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Annexure
Sample of Exit Interview form Section I: Personnel Information
Name : Mr./Ms./Mrs. Roll No. :

Please select the appropriate age category: under 21 21-25 26-35 36-45 46-55 55 +

Div & Dept :

Location:

Qualification:

Designation :

Grade /Since :

Supervisors Designation:

Supervisors Id:

Supervisors Name

Date of Hire :

___/___/_____

Last Date of Employment :

___/___/_____

Exit Interview Date :

___/___/_____

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Section II: Reason/s for leaving Please mention 3 reasons ranking them as 1,2,3. (1 being most important.)
Relocating / Migrating abroad Pursue further studies

Health Reasons

Maternity / Childcare responsibilities

Marriage

Personal reasons e.g. Elderly parent responsibilities

Location constraints e.g. daily commute, accommodation problems etc.

Desire change in function to match your interests / abilities

Starting your own business Lack of recognition for your work

Need more flexible work schedule Lack of growth opportunities

Working conditions in the company

Working conditions in the Department

Relations / Conflicts with Superior

Relations / Conflicts with peers

Compensation

Change in field/industry e.g. IT, FMCG

Poor Culture

Was not consciously looking for a job, got

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a better offer

If any other, please specify & Please elaborate the main reason for leaving your job:

What was the occasion/event that prompted you to look for an alternative

Would you like to tell us whom you are joining? (if applicable)

Would you like to tell us in what aspects your new employer scores over Siemens?

a) Better Compensation c) Better designation / position e) Match/fit with my interests / abilities g) Better working conditions

b) Better benefits / perks d) Better career opportunities f) Better location h) Better facilities

Your starting position & salary? (if applicable)

How does your new compensation package compare with ours? (if applicable) 1 2 62 3 4

Lower

Equal

Higher

Much Higher

Section III: Work Conditions & Environment

Please select the response that best indicates how you feel. The scale ranges from 1-5, where 1 - Strongly Disagree 4 - Agree 2 - Disagree 5 - Strongly Agree 3 - Neither Agree nor Disagree NA - Not Applicable

You were clear about your role & responsibilities

NA

You were satisfied with the nature of your duties

NA

The work pressure in your job was manageable

NA

You were provided with adequate tools, resources & infrastructural support

NA

You had information about business plans, service conditions etc

NA

There was good flow of information in your department

NA

You were satisfied with the compensation package

NA

Your were satisfied with your designation in the company

NA

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Your contributions towards the growth of the company have been recognised / rewarded

NA

Working relationship with peers/colleagues/subordinates was good

NA

Company transport facility for commuting every day was adequate

NA

Please feel free to comment/elaborate on any of the above areas you have just rated

Section IV: Supervision (How would you rate your supervisor on the following)

Please select the response that best indicates how you feel. The scale ranges from 1-5, where 1 - Strongly Disagree 4 - Agree 2 - Disagree 5 - Strongly Agree 3 - Neither Agree nor Disagree NA - Not Applicable

Communicated policies & procedures

NA

Demonstrated fair & equitable treatment

NA

Communicated business plans, information down the line

NA

Gave clear directions for work assignments & responsibilities

NA

Encouraged cooperation & teamwork

NA

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Valued suggestions & new ideas

NA

Resolved issues promptly

NA

Encouraged and took feedback

NA

Conducted your Employee Dialogue on Time

NA

Gave useful feedback about your performance (through Employee Dialogue and otherwise) at regular intervals

NA

Took interest in & facilitated your professional growth

NA

Section V: Learning & Growth

Please select the response that best indicates how you feel. The scale ranges from 1-5, where 1 - Strongly Disagree 4 - Agree 2 - Disagree 5 - Strongly Agree 3 - Neither Agree nor Disagree NA - Not Applicable

Your learning needs were correctly identified

NA

The learning provided met the job requirements

NA

Learning inputs were given on time

NA

You received adequate technical/functional inputs to do your job effectively

NA NA

You received behavioral inputs, which brought about a positive change. 65

You were able to apply the learning inputs at your workplace and this has resulted in concrete benefits.

NA

You had the opportunity to work in the desired areas

NA

You found your work challenging

NA

Your talents & abilities were well utilised

NA

You had the opportunity to use variety of skills

NA

There were growth/career opportunities for you

NA

You were happy with your progress/development at Siemens

NA

Section VI: General

If a more satisfactory arrangement could have been worked out, would you be willing to stay

Yes

No

If yes, what would you expect from the company?

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Would you recommend employment with Siemens to others?

Yes

No

Would you rejoin the company?

Yes

No

If you could give us your future contact details Postal address: -

Tel No/s.: Fax : E mail :

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