Employee Retention

A Study on Employee Retention
ABSTRACT
Employee retention is a process in which the employees are encouraged to
remain with the organization for the maximum period of time or until the completion
of the project. Employee retention is beneficial for the organization as well as the
employee. Employees today are different. They are not the ones who dont 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 dont, they would be left with no good employees.
A good employer should know how to attract and retain its employees.
Most employees feel that they are worth more than they are actually paid.
There is a natural disparity between what people think they should be paid and what
organizations spend in compensation. When the difference becomes too great and
another opportunity occurs, turnover can result. Pay is defined as the wages, salary, or
compensation given to an employee in exchange for services the employee performs
for the organization. Pay is more than "dollars and cents;" it also acknowledges the
worth and value of the human contribution. What people are paid has been shown to
have a clear, reliable impact on turnover in numerous studies.
Employees comprise the most vital assets of the company. In a work place
where employees are not able to use their full potential and not heard and valued, they
are likely to leave because of stress and frustration. In a transparent environment
while employees get a sense of achievement and belongingness from a healthy work
environment, the company is benefited with a stronger, reliable work-force
harbouring bright new ideas for its growth Blog Online And Earn Money.
BES Group of Institutions (GVIC), Angallu
Page 1
Introduction
Employee turnover is one of the largest though widely unknown costs an
organization faces. While companies routinely keep track of various costs such as
supplies and payroll, few take into consideration how much employee turnover will
cost them: Ernst & Young estimates it costs approximately $120,000 to replace 10
professionals. According to research done by Sibson & Company, to recoup the cost
of losing just one employee a fast food restaurant must sell 7,613 combo meals at
$2.50 each. Employee turnover costs companies 30 to 50% of the annual salary of
entry-level employees, 150% of middle-level employees, and up to 400% for upper
level, specialized employees. Now that so much is being done by organizations to
retain its employees.
Why is retention so important? Is it just to reduce the turn over costs ?
Well, the answer is a definite no. Its 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.
Retention involves five major things:
Compensation
Environment
Growth
Relationship
Support
Compensation:
Compensation constitutes the largest part of the employee retention process. The
employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. So an attractive
compensation package plays a critical role in retaining the employees.
Compensation includes salary and wages, bonuses, benefits, prerequisites, stock
options, bonuses, vacations, etc. While setting up the packages, the following
components should be kept in mind:
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Salary and monthly wage: It is the biggest component of the compensation
package. It is also the most common factor of comparison among employees. It
includes
Basic wage
House rent allowance
Dearness allowance
City compensatory allowance

Salary and wages represent the level of skill and experience an individual has.
Time to time increase in the salaries and wages of employees should be done. And
this increase should be based on the employees performance and his contribution to
the organization. Bonus: Bonuses are usually given to the employees at the end of the
year or on a festival. Economic benefits: It includes paid holidays, leave travel
concession, etc. Long-term incentives: Long term incentives include stock options or
stock grants. These incentives help retain employees in the organization's start up
stage.
Health insurance: Health insurance is a great benefit to the employees. It saves

employees money as well as gives them a peace of mind that they have somebody to
take care of them in bad times. It also shows the employee that the organization cares
about the employee and its family.
After retirement: It includes payments that an Employee gets after he retires like
EPF (Employee Provident Fund) etc.
Miscellaneous compensation: It may include employee assistance programs (like
psychological counselling, legal assistance etc), discounts on company products, use
of a company cars, etc.
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Types of environment the employee needs in an organization
Learning environment: It includes continuous learning and improvement of the

individual, certifications and provision for higher studies, etc.
Support environment: Organization can provide support in the form of work-life

balance. Work life balance includes:
Flexible hours
Telecommuting
Dependent care
Alternate work schedules
Vacations
Wellness
Work environment: It includes efficient managers, supportive co-workers,

challenging
work,
involvement
in
decision-making,
clarity
of
work
and
responsibilities, and recognition. Lack or absence of such environment pushes

employees to look for new opportunities. The environment should be such that the
employee feels connected to the organization in every respect.
Growth and Career Growth and development are the integral part of every
individuals career. If an employee can not foresee his path of career development in
his current organization, there are chances that hell leave the organization as soon as
he gets an opportunity. The important factors in employee growth that an employee
looks for himself are:
Work profile: The work profile on which the employee is working should be in sync
with his capabilities. The profile should not be too low or too high.
Personal growth and dreams: Employees responsibilities in the organization should
help him achieve his personal goals also. Organizations can not keep aside the
individual goals of employees and foster organizations goals. Employees priority is
to work for them selves and later on comes the organization. If hes not satisfied with
his growth, hell not be able to contribute in organization growth.
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Training and development: Employees should be trained and given chance to
improve and enhance their skills. Many employers fear that if the employees are well
rained, theyll leave the organization for better jobs. Organization should not limit the
resources on which organizations success depends. These trainings can be given to
improve many skills like:
Communications skills
Technical skills
In-house processes and procedures improvement related skills or customer
satisfaction related skills
Special project related skills
Need for such trainings can be recognized from individual performance reviews,
individual meetings, employee satisfaction surveys and by being in constant touch
with the employees.
Importance of Relationship in Employee Retention Program
Sometimes the relationship with the management and the peers becomes the reason
for an employee to leave the organization. The management is sometimes not able to
provide an employee a supportive work culture and environment in terms of personal
or professional relationships. There are times when an employee starts feeling
bitterness towards the management or peers.
This bitterness could be due to many reasons. This decreases employees interest and
he becomes demotivated. It leads to less satisfaction and eventually attrition. A
supportive work culture helps grow employee professionally and boosts employee
satisfaction. To enhance good professional relationships at work, the management
should keep the following points in mind.
Respect for the individual: Respect for the individual is the must in the organization.
Relationship with the immediate manager: A manger plays the role of a mentor and
a coach. He designs and plans work for each employee. It is his duty to involve the
employee in the processes of the organization. So an organization should hire
managers who can make and maintain good relations with their subordinates.
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Relationship with colleagues: Promote team work, not only among teams but in
different departments as well. This will induce competition as well as improve the
Relationship among colleagues.
Recruit whole heartedly: An employee should be recruited if there is a proper place
and duties for him to perform. Otherwise hell feel useless and will be dissatisfied.
Employees should know what the organization expects from them and what their
expectation from the organization is. Deliver what is promised. Promote an
employee based culture: The employee should know that the organization is there to
support him at the time of need. Show them that the organization cares and hell show
the same for the organization. An employee based culture may include decision
making authority, availability of resources, open door policy, etc.
Individual
development:
Taking
proper
care
of
employees
includes
acknowledgement to the employees dreams and personal goals. Create opportunities

for their career growth by providing mentorship programs, certifications, educational
courses, etc.
Induce loyalty: Organizations should be loyal as well as they should promote loyalty
in the employees too. Try to make the current employees stay instead of recruiting
new ones.
Support Lack of support from management can sometimes serve as a reason for
employee retention. Supervisor should support his subordinates in a way so that each
one of them is a success. Management should try to focus on its employees and
support them not only in their difficult times at work but also through the times of
personal crisis. Management can support employees by providing them recognition
and appreciation. Employers can also provide valuable feedback to employees and
make them feel valued to the organization.
The feedback from supervisor helps the employee to feel more responsible, confident
and empowered. Top management can also support its employees in their personal
crisis by providing personal loans during emergencies, childcare services, employee
assistance Programs, conseling services, etc
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Employers can also support their employees by creating an environment of trust and
inculcating the organizational values into employees. Thus employers can support
their employees in a number of ways as follows:
By providing feedback
By giving recognition and rewards
By counseling them
By providing emotional support
Page 7
INDUSTRY PROFILE
India is the world leader in milk production with total volume of 115 million
tons. Driven by steady population growth and rising income, milk consumption
continues to rise in India. Dairy market is currently growing at an annual growth rate
of around 7 per cent in volume terms. The market size of Indian dairy industry stands
at around US$ 45 billion.
Since Indias population is predominantly vegetarian; milk serves as an
important part of daily diet. Indians use milk in various preparations such as in
brewing tea and coffee, in making yogurt or curd and in preparing many Indian
dishes. For most households, milk is also a popular beverage due to its nutritional
value.
In India, rural households consume almost 50 percent of total milk production.
The remaining 50 percent is sold in the domestic market. Of the share of milk sold in
the domestic market, almost 50 percent is consumed in fluid form, 35 percent is
consumed as traditional products (cheese, yoghurt and milk based sweets), and 15
percent is consumed for the production of butter, ghee, milk powder and other
processed dairy products (including baby foods, ice cream, whey powder, casein, and
milk albumin).
Most dairy products are consumed in the fresh form and only a small quantity
is processed for value addition. In recent years, however, the market for branded
processed food products has expanded. Although only around 2 per cent food is
processed in India, still the highest processing happens in the dairy sector, where 35
per cent of the total produce is processed, of which only 13 per cent is processed by
the organised sector.
While world milk production declined by 2 per cent in the last three years,
according to FAO estimates, Indian production has increased by 4 per cent. The milk
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production in India accounts for more than 13% of the total world output and 57% of
total Asia's production. The top five milk producing nations in the world are India
,USA, Russia, Germany and France.Although milk production has grown at a fast
pace during the last three decades (courtesy: Operation Flood), milk yield per animal
is very low.
The main reasons for the low yield are
Lack of use of scientific practices in milching.
Inadequate availability of fodder in all seasons.
Unavailability of veterinary health services.
MILK YIELD COMPARISON:

Country
Milk Yield (Kgs per year)
USA
7002
UK
5417
Canada
5348
New Zealand
2976
Pakistan
1052
India
795
World (Average)
2021
Source: Export prospects for agro-based industries, World Trade Centre, Mumbai.
MARKET SIZE AND GROWTH:
Market size for milk (sold in loose/ packaged form) is estimated to be 36mn
MT valued at Rs470bn. The market is currently growing at round 4% pa in volume
terms. The milk surplus states in India are Uttar Pradesh, Punjab, Haryana, Rajasthan,
Gujarat, Maharashtra, Andhra Pradesh, Karnataka and Tamil Nadu. The
manufacturing of milk products is concentrated in these milk surplus States. The top 6
states viz. Uttar Pradesh, Punjab, Madhya Pradesh, Rajasthan, Tamil Nadu and
Gujarat together account for 58% of national production.
Page 9

Milk production grew by a mere 1% pa between 1947 and 1970. Since the early 70's,
under Operation Flood, production growth increased significantly averaging over 5%
pa.About 75% of milk is consumed at the household level which is not a part of
commercial dairy industry. Loose milk has a larger market in India as it is perceived
to be fresh by most consumers. In reality however, it poses a higher risk of
adulteration and contamination.
The production of milk products, i.e. milk products including infant milk food,
malted food, condensed milk & cheese stood at 3.07 lakh MT in 1999. Production of
milk powder including infant milk-food has risen to 2.25 lakh MT in 1999, whereas
that of malted food is at 65000 MT. Cheese and condensed milk production stands at
5000 and 11000 MT respectively in the same year.
PRODUCTION OF MILK IN INDIA
Year
Production in million MT
1988-89
48.4
1989-90
51.4
1990-91
53.7
1991-92
56.3
1992-93
58.6
1993-94
61.2
1994-95
63.5
1995-96
65
1996-97
68.5
1997-98
70.8
1998-99
74.7
1999-00(E)
78.1
2000-01(T)
81.0
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E= estimated
T= target expected
MAJOR PLAYERS
The packaged milk segment is dominated by the dairy cooperatives. Gujarat
Co-operative Milk Marketing Federation (GCMMF) is the largest player. All other
local dairy cooperatives have their local brands (For e.g. Gokul, Warana in
Maharashtra, Saras in Rajasthan, Verka in Punjab, Vijaya in Andhra Pradesh, Aavin in
Tamil Nadu, etc). Other private players include J K Dairy, Heritage Foods, Indiana
Dairy, Dairy Specialties, etc. Amrut Industries, once a leading player in the sector has
turned Diary Products rupt and is facing liquidation.
PACKAGING TECHNOLOGY
Milk was initially sold door-to-door by the local milkman. When the dairy cooperatives initially started marketing branded milk, it was sold in glass bottles sealed
with foil. Over the years, several developments in packaging media have taken place.
In the early 80's, plastic pouches replaced the bottles. Plastic pouches made
transportation and storage very convenient, besides reducing costs. Milk packed in
plastic pouches/bottles have a shelf life of just 1-2 days, that too only if refrigerated.
In 1996, Tetra Packs were introduced in India. Tetra Packs are aseptic laminate packs
made of aluminum, paper, board and plastic.
Milk stored in tetra packs and treated under Ultra High Temperature (UHT)
technique can be stored for four months without refrigeration. Most of the dairy cooperatives in Andhra Pradesh, Tamil Nadu, Punjab and Rajasthan sell milk in tetra
packs. However tetra packed milk is costlier by Rs5-7 compared to plastic pouches. In
1999-00 Nestle launched its UHT milk. Amul too re-launched its Amul Taaza brand of
UHT milk. The UHT milk market is expected to grow at a rate of more than 10-12%
in coming years
EXPORT POTENTIAL
India has the potential to become one of the leading players in milk and milk
product exports. Location advantage: India is located amidst major milk deficit
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countries in Asia and Africa. Major importers of milk and milk products are
Bangladesh, China, Hong Kong, Singapore, Thailand, Malaysia, Philippines, Japan,
UAE, Oman and other gulf countries, all located close to India.
LOW COST OF PRODUCTION:

Milk production is scale insensitive and labor intensive. Due to low labor cost,
cost of production of milk is significantly lower in India. Concerns in export
competitiveness are.
QUALITY:
Significant investment has to be made in milk procurement, equipments,
chilling and refrigeration facilities. Also, training has to be imparted to improve the
quality to bring it up to international standards.
PRODUCTIVITY:
To have an exportable surplus in the long-term and also to maintain cost
competitiveness, it is imperative to improve productivity of Indian cattle. There is a
vast market for the export of traditional milk products such as ghee, panzer,
shrikhand, rasgolas and other ethnic sweets to the large number of Indians scattered
all over the world.
SWOT ANALYSIS
Strength
Weakness
Largest milk producer in the

world
A huge base of around 11
Poor feeding practices
Poor access to institutional credit
Lack of cold storage facilities
million farmers
Traditional
emphasis
on
consumption
Opportunity
Threat
Page 12
Elastic
demand;
economic
growth will spur demand
Increasing
preference
dairy industry is unorganized

for
branded dairy products
Nearly 80 per cent of the Indian
Removal of import duty has led to

the threat of dumping
Growing focus on health and

nutrients in urban market
INDIA'S EXPORTS OF MILK PRODUCTS

Description
(Quantity, M T.:
Value,
Rs.
Million)
1995-96
Quantity
Value
Quantity
Value
Quantity
Value
Skimmed
powder
4,638.62
3,35.32
282.70
19.64
5.00
0.375
Milk and Milk

Food for babies
8.27
2.019
111.37
4.27
11.00
2.02
Milk cream
332.23
28.04
1.00
0.084
Sweetened
condensed milk
41.73
2.84
9.22
0.97
60.39
7.22
Whey
78.46
3.75
11.50
1.01
6.00
0.342
Ghee/Butter/Butter
oil
7,895.08
431.1
299.97
19.2
4,352.08
2,38.95
(a) Fresh
0.10
0.013
(b) Processed
5.67
1.20
2.1
0.375
22.10
2.19
(c) Other
66.64
8.35
36.78
0.69
24.84
4.55
TOTAL
8,72.7
52.4
2,55.6
milk
1996-97
1997-98
Cheese
KEY FACTS
Page 13
65 per cent of the milk is sold in loose form
Only 5 per cent of the milk is sold through retail chains
70 per cent is delivered to the homes by milk agents
Carton milk or packaged milk has been growing at 24 per cent annually
Most branded FMCG companies are keen on launching flavoured dairy products
whose market size is pegged at US$ 166 million
CRITICAL ISSUES
Liquid milk
Key success factors
Business concerns
Demand drivers
Sourcing
Financial distress of co-
Packaging in smaller
operatives
units
Small market size
Convenience
Distribution
Packaged
Technology
milk
Health concerns
Milk
Branding
products
Inadequate infrastructure
income
Refrigeration
Infant mil
Education
Increase in per capita
Poor penetration
Changing food habits
Marketing
REGULATORY CHANGES
Dairy sector was de-licensed in 1991
No industrial license is required fro dairy industry
Foreign equity participation permitted to the extent of 51 per cent in dairy

processing sector
Excise duty on dairy machinery has been fully waived off
KEY LEGISLATIONS:
Milk and Milk Products Order 1992: With following controls
Page 14
Collection areas/milk sheds specified
Processing capacity fixed
Revised MMPO in 2002: Controls stand withdrawn

The production, distribution and supply of milk products are controlled by the Milk
and Milk Products Order, 1992. The order sets sanitary requirements for dairies,
machinery, and premises, and includes quality control, certification, packing, marking
and labeling standards for milk and milk products.
The Infant Milk Substitutes, Feeding Bottles and Infant Foods (Regulation of
Production, Supply and Distribution) Act, 1992 and Rules 1993
COMPANY PROFILE
JERSEY CREAMLINE DAIRY PRODUCTS LTD:
Page 15

It is customer centric private dairy employing modern machinery and applying
advanced technologies. It constantly endeavors to give its customers the best products
by way of continuous research and innovation.Creamline, an ISO 22000 accredited
dairy, is a leading manufacturer & supplier of milk and milk products in Southern
India spanning across Andhra Pradesh, Tamilnadu, Karnataka and with a foothold at
Nagpur in Central India. It operates its milk procurement, milk and milk products
processing and distribution through Strategic Business Units (SBUs). Its milk and
dairy products are sold under the popular brand name JERSEY. Since inception, the
company has been growing consistently under the visionary leadership of promoter
directors, business acumen of operational heads and unrelenting efforts of committed
workforce.
The Company entered into strategic partnership with M/s. Godrej Agrovet
Limited, the largest animal feed manufacturing company in the country, in the Year
2005 by offering equity stake of to strengthen its backward integration with farmers,
the primary producers of milk, for compound feed supply. The Company is open to
strategic business tie-ups at national and international level and is looking at export
opportunities to its products. The workforce of the company is composed of a
balanced mixture of technocrats, dairy engineers, production and quality specialists
besides the dedicated top-notch management team overseeing the entire corporate
functioning.
The Company has excellent infrastructure with 30 own and 9 associate milk
chilling centers, 40 BMCUs, 7 packing stations, 6 sales offices and 1 state of the art
powder plant/SBU at Ongole.
It has a combined milk processing capacity of 6.85 lakh liters per day. The
company markets its products through a well laid distribution network comprising of
company owned parlors, exclusive franchise outlets, product push carts. Besides, the
company also sells its products through 5000 agents panning across Southern India
and Maharashtra. The company has entered the market of cultured products like
Yoghurt, Curd, Lassi and Buttermilk in 2005 and within a short span made its mark in
the dairy market.
Since its incorporation in the year 1986, the company has successfully applied many
innovative practices like 24 hour parlors with unemployed youth in 1993, mobile milk
Page 16

testing labs in 1998 etc. The company is now planning to expand its operations to
Central India by setting up new Processing & Packaging Units.Jersey has become a
household name for dairy products and continues to create consumers delight to
perfection. Continued support and encouragement of customers including households,
prestigious defense establishments, railways, educational institutions, IT Companies,
star hotels, and hospitals in ever increasing numbers stand testimony to our superior
quality products.
COMPANY PRODUCTS
MILK
Milk is regarded as the most nearly perfect single food stuff. Today, milk is the
most important single item of human diet, as it is beneficial at all stages of human
growth literally from cradle to grave due to its high nutritive value. Importance of
milk in diet is mainly due to its contribution of high quality protein, its exceptional
richness in Calcium and its general supply of pre-formed Vitamin A and of riboflavin
and other members of B2 complex.Customer priority comes first to us always.
Currently, we process and supply the following range of milk.
MILK PRODUCTS
CURD:
JERSEY curd is prepared with fresh quality milk under the influence of lactic
acid bacteria at around 40oC. The milk, inoculated with bacterial culture, is
hygienically packed in clean food grade plastic cups and sealed by an automated
packing machine prior to incubation. After curd achieved the desirable properties, it is
kept at chilled temperature until delivered to customer. JERSEY curd is a fresh, safe,
hygienic and tasty product which has all nutritious goodness of milk.
JERSEY CURD is available in quantities of 100 g, 200 g, and 500 g with a shelf life
of 7 days at chilled storage conditions
BUTTERMILK
This is an inseparable part of traditional South Indian meal since ages. It is
made from fresh pasteurized standardized milk curd that contains lactic acid bacteria,
diluted along with required amount of spices extracts and salt for added taste. Jeera
powder added for our Jeera flavored Butter Milk.
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JERSEY BUTTER MILK is available in two flavors. Regular flavor is available in
200 ml sachet and Jeera flavor is available in 200 ml plastic container. The products
have a shelf life of 5 days.
LASSI:
Sweetened Lassi is also the most popular cultured milk beverage. It is
prepared using fresh pasteurized standardized milk curd. Sugar is added and
homogenized to give excellent mouth feel. Lassi contains appreciable amounts of
milk proteins and phospholipids.
FLAVORED MILK
Is made from sterilized double toned milk which consists of 1.5% fat and
9.0% SNF. It is available in different flavors such as badam, strawberry, banana and
chocolate. The sugar is also added to enhance the taste.
JERSEY flavored milk is available in glass bottles of 200 ml and has a shelf life of 6
months.
GHEE:
This is very popular milk product and is widely consumed with regular meals.
It has unique pleasant flavor and grainy texture. Ghee is pure clarified butter fat with
negligible moisture content. Ghee has high nutritive value with fat-soluble vitamins
(A, D, E & K). It is widely used for shallow and deep-frying of food. Countless Indian
sweetmeats based with cereals, milk solids, fruits and vegetables are cooked in ghee.
JERSEY GHEE is available in 200 g, 500 g, and 1 L packs and has a shelf life
of 3 months. Bulk quantity also available in 15kg tins.Our Ghee also has AGMARK
certification.
COOKING BUTTER:
This is the butter obtained from cream without any additives like salt,
colouring or flavoring agents. It is concentrated form of milk fat. It contains more
than 82% milk fat, 1.5% curd and 16% moisture. It is very high in fat which contains
fat-soluble vitamins A, D, E and K.JERSEY COOKING BUTTER is available in 200
g, 500 g and 1 Kg poly packs. It has a shelf life of one month at deep freeze storage
temperatures.Butter also available in bulk packs in 20 Kg carton form.
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PANEER:
It is a healthy, protein-rich food. It is a pure coagulated milk product made
from fresh milk of 6% fat and 9% SNF. Paneer is formed when milk is precipitated by
adding sour milk, lactic acid or citric acid. It is the most common form of Indian
cheese and is a high protein food. So, panzer is often substituted for meat in Indian
vegetarian cuisine.
Panzer is packed and sold in 200 g, 500 g and 1 Kg poly packs. It has a shelf life of 1
month.
DOODH PEDALS:
It is a desiccated sweetened product made from fresh milk and contains 45%
milk solids and 35% sugar. It is slightly brownish white in colour and has coarse
grainy structure. The product is hygienically packed. Doodhpeda is a nutritious
product with delicious taste and having a shelf life of 7 days.
BASUNDI:
It is a popular milk delicacy served on special occasions. It is prepared from
fresh milk with 6% Fat and 9% SNF. Milk is precipitated with a gentle heating
continuously scooping out the skim and adding sugar. JERSEY Burundi is packed in
attractive food grade plastic containers and has a shelf life of 7 days.
ICE CREAMS
There are certain things in life that are sheer delight to the soul and add
meaning to our existence. These go beyond the limits of age and are cherished and
adored by everybody. Ice creams certainly are among those finer things in life. Ice
cream is a power pack of nutrients. It is the most palatable source of milk proteins and
a rich source of calcium, phosphorous and other minerals vital in building strong
bones and teeth. Ice cream is also an excellent source of food energy. Having twice or
three times the fat content of milk, and more than half its total solids being sugar
(sucrose and lactose) the energy value of ice cream is very high. That makes ice
cream a very desirable food for growing children and persons who need to put on
weight.
Jersey brand of exotic ice creams are made of fresh milk based fats and are
brought to you by Creamline Dairy. A preferred choice of every connoisseur of fine
Page 19

taste, what really makes the difference is the processes that are adopted at Creamline
to make our products endearing to everybody. Utmost care is taken to ensure the
highest level of hygiene and superlative efforts are made to create the flavors which
make you to coming back to Jersey again and again.Now that is the reason why we
caution you eating Jersey Ice Cream can be addictive. Just try once and see for
yourself.
COMPANY FOOD SAFETY POLICY
We at CDPL are committed to provide safe and nutritious Milk & Milk
products to our customers that comply with all the legal and regulatory requirements,
by adopting good manufacturing practices and good hygiene practices.We are
committed for continual improvement of our food safety management system, aiming
at customer satisfaction & delight and endeavor to become a global player.To this
effect we communicate, implement and maintain the requirements of the food safety
throughout the food chain.
COMPANY TAGLINE
Health- Fun-Excitement
COMPANY VISION, MISSION & VALUES
VISION
To emerge as a Leader in Dairy Foods with Global Presence through Business
Excellence and ensuring Customer Delight
MISSION
To grow continuously, offering value added Dairy Products and gain customers
confidence through Innovative Practices
VALUES
We act with a sense of pride adopting ethical practices and compassionate approach
COMPANY AWARDS AND REWARDS
Won best vendor in hospitality sector award by Taj group in 2004.
Accredited with ISO 9001 certification in 2002.
Won best entrepreneur of the year 2001 award from Hyderabad
management association.
Page 20

Entered in to strategic partnership with Godrej Agrovet limited.
BOARD OF DIRECTORS
CDPL has the advantage of being run by industry professionals since incorporation in
the year 1986. It is first generation entrepreneurial company
Managing Director Mr. K. Bhasker Reddy,
Director Finance Mr. M. Gangadhar,
Director Technical Mr. D. Chandrasekhar Reddy,
Executive Director Mr. C. BalrajGoud and Mr. SrinathShettkar.
The members have substantial experience in their respective fields such as Dairy
Technology, Finance, Marketing and HR & Administration.
MAJOR COMPETITORS
Vijaya milk dairy
Dodla milk dairy
Heritage milk products
Tirumala milk products
RESEARCH METHODOLOGY
Page 21
Scope of the study

It is not about managing retention. It is about managing people. If an organization
manages people well, employee retention will take care of itself. Organizations should
focus on managing the work environment to make better use of the available human
assets. People want to work for an organization which provides
Appreciation for the work done
Ample opportunities to grow
A friendly and cooperative environment
A feeling that the organization is second home to the employee

Organization environment includes
Culture
Values
Company reputation
Quality of people in the organization
Employee development and career growth
Risk taking
Leading technologies
Trust
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Research Design:
The research design indicates the type of research methodology under taken to collect
the information for the study.
The researcher used both descriptive and analytical type of research design for his
research study. The main objective of using descriptive research is to describe the
state of affairs as it exits at present. It mainly involves surveys and fact finding
enquiries of different kinds. The researcher used descriptive research to discover the
characteristics of customers. Descriptive research also includes demography
characteristic of consumer who use the product.
The researcher also used analytical research design to analyze the existing facts from
the data collected from the customer.
Area of study:
The area of study is confined to employees of CREAMLINE DAIRY PRODUCTS
LTD
Research instrument:
The Structured questionnaire is used as the research instrument for the study.
Questionnaire Design:
The questionnaire framed for the research study is a structured questionnaire in
which all the questions are predetermined before conducting the survey. The form of
question is of both closed and open type.
The scales used to evaluate questions are:
Dichotomous scale (Yes or No)
Likert 5 point scale (Highly satisfied, satisfied, Neither Satisfied nor dissatisfied,
Dissatisfied, Highly dissatisfied)
Category scale (Multiple items)
Ranking type (R1, R2, R3)
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The questionnaire for the research was framed in a clear manner such that it
enables the respondents to understand and answer the question easily. The
questionnaire was designed in such a way that the questions are short and simple and
is arranged in a logical manner.
Pilot study:
It is appropriate to conduct pilot survey to check the reliability of the questionnaire.
So pilot study was conducted on 5 respondents which is a 10% of the sample.
Sampling design:
A Sample design is a definite plan for obtaining a sample from a given population. It
is the procedure used by the researcher in selecting items for the sample.
Sample size:
Sample size=125 samples, variance and confidence methods are used for
determining sample size.
Sampling Technique:
The researcher adopted simple random sampling for the study.
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DATA COLLECTION METHOD

Primary data:
Primary data is the new or fresh data collected from the respondents through
structured scheduled questionnaire.
Secondary data:
The secondary data are collected through the structured questionnaire, literature
review and also from the past records maintained by the company.
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STATISTICAL TOOLS AND TECHNIQUES

PERCENTAGE ANALYSIS:
Percentage = (No. Of respondents / total no. Of respondents)*100
WEIGHTED AVERAGE METHOD:
Formula:
Mean score = total score/no of respondents.
Where total score = no of respondents*weighted average
CHI SQUARE TEST:
1. Null Hypothesis (Ho): There is no difference in attributes
2. Alternate Hypothesis(H1): There is a difference in attributes
3. Level of significance = 0.05
4. Degrees of freedom = (r-1)(c-1)
5. Expected frequency:
E = R.T C.T
6. Calculation of :
= (O-E)2
7. The tabulated value of at given level of significance with (r-1)(c-1)
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LIMITATIONS OF THE STUDY

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

1. PERCENTAGE ANAYLSIS
2. AWARENESS OF HR POLICIES
Chi-Square Test
To find whether there exists a significant relationship between Work Culture of the
Company and interpersonal relationship between employees.
H0: There is a no significant relationship between Work Culture of the Company and
interpersonal relationship between employees.
H1: There is a significant relationship between Work Culture of the Company
and interpersonal relationship between employees.
Calculated value is more than table value therefore accept H0
Result:
There is a significant relationship between overall satisfaction and aspects of job.
KENDALLS COEFFICIENT OF CONCORDANCE
Null hypothesis (H0): There is a no significant difference in the rank assigned by
respondents towards the attributes that gives them satisfaction in the company.
Alternate hypothesis (H1): There is a significant difference in the rank assigned by
respondents towards the attributes that gives them satisfaction in the company.
Ranking Based on Satisfaction
K=20:
Salary, Superior Role, Team Coordination, Work responsibilities, Rules and Policies,
Physical work environment Training
Calculated value : S= 5815.714
Table value : 1158
Calculated value is more than table value therefore reject H0
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Result:
There is a significant difference in the rank assigned by respondents towards the
attributes that gives them satisfaction in the company.
ONE RUN TEST:
Null hypothesis (H0): The samples are not taken randomly.
Alternate hypothesis (H1): The samples are taken randomly.
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RETENTION MANAGEMENT
Background: retention management is a highly topical subject and an important
dilemma many organizations might face in the future, if not facing it already. We
believe that the leader plays a key role in employee retention and retention
management. The concept of retention management can both have a narrow, and a
broader significance. Both parts of its significance are generally included in this
thesis. The background of the thesis present a few articles that discuss issues that
makes it important for the organization, and the leaders, to work hard with retention
management. The research is based on the leaders in the Finnish case company
Creamline Diary Products. Following key questions are intended to be answered:
What are the consequences between leaders actions and employees retention? Which
is the leaders role when it comes to retaining employees?
Purpose statement: The purpose of the thesis is to investigate and analyze how
company leaders today can retain their key employees. How can the provision of key
human resources develop a long-term relationship that makes top employees stay in
the company? The study aims to establish the procedure leaders apply to retain
employees. The purpose is to compare the qualitative study, made at the case
company, with findings from the thesis theoretical framework.
Research method: The study is a qualitative, as well as a theoretical study where
empirical findings and theories has been compared. The intention of investigating and
using the Finnish company Creamline Diary Products Limited as a case company, is
to make the information from the theories more valid, and also the interest in how
retention management works in practice. Eleven qualitative interviews were
conducted at Creamline Diary Products?
financial department, both with supervisors and employees to get a broader view at
the phenomenon retention management. Result: Leaders and their skill in creating a
culture of retention, has becoming a key in why people stay and what usually drives
them away from a company. The leader has become the main factor in what motivates
peoples decision to stay or leave. For organizations to keep its key employees their
number one priority should be to look at their management, because people leave
managers and not companies. Characteristics in a leader that are of importance, as the
leader plays a key role in retention management is: trust builder, esteem builder,
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communicator, talent developer and coach, and talent finder. The leaders relation to
the employees plays a central role in retaining employees.
Employee Retention Strategies
The basic practices which should be kept in mind in the employee retention
strategies are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the
organization.
4. Have faith in them, trust and respect them
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have fun.
These practices can be categorized in 3 levels:
Low,
medium and
high level.
Low Level Employee Retention Strategies:
Appreciating and recognizing a well done job

Personalized well done and thank-you cards from supervisors
Congratulations e-cards or cards sent to spouses/families
Voicemails or messages from top management
Periodic days off for good performance
Rewards ( gift, certificates, monetary and non monetary rewards)
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Recognizing professional as well as personal significant events
Wedding gifts
Anniversary gifts
New born baby gifts
Scholarships for employees children
Get well cards/flowers
Birthday cards, celebrations and gifts
Providing benefits
Home insurance plans
Legal insurance
Travel insurance
Disability programs
Providing perks: It includes coupons, discounts, rebates, etc
Discounts in cinema halls, museums, restaurants, etc.
Retail store discounts
Computer peripherals purchase discounts
Providing workplace conveniences
On-site ATM
On-site facilities for which cost is paid by employees
laundry facility for bachelors
Shipping services
Assistance with tax calculations and submission of forms
Financial planning assistance
Casual dress policies
Facilities for expectant mothers
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Parking
Parenting guide
Lactation rooms
Flexi timings
Fun at work
Celebrate birthdays, anniversaries, retirements, promotions, etc
Holiday parties and holiday gift certificates
Occasional parties like diwali, holi, dushera, etc
Organize get together for watching football, hockey, cricket matches
Organize picnics and trips for movies etc
Sports outings like cricket match etc
Indoor games
Occasional stress relievers
Casual dress day
Green is the color day
Handwriting analysis
Tatoo, mehandi, hair braiding stalls on weekends
Mini cricket in office
Ice cream Fridays
Holi-Day breakfast
Employee support in tough time or personal crisis
Personal loans for emergencies
Childcare and eldercare services
Employee Assistance Programs ( Counseling sessions etc)
Emergency childcare services
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Medium Level Strategies for Employee Retention
Appreciating and recognizing a well done job

Special bonus for successfully completing firm-sponsored certifications
Benefit programs for family support
Child adoption benefits
Flexible benefits
Dependents care assistance
Medical care reimbursement
Providing conveniences at workplace
Gymnasiums
Athletic membership program
Providing training and development and personal growth opportunities
Sabbatical programs
Professional skills development
Individualized career guidance
High Level Strategies
Promoting Work/Life Effectiveness

Develop flexible schedules
Part-time schedules
Extended leaves of absence
Develop Support Services
On-site day care facility etc.
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Understand employee needs: This can be done through proper management style and
culture
Listen to the employee and show interest in ideas
Appreciate new ideas and reward risk-taking
Show support for individual initiative
Encourage creativity
Encouraging professional training and development and/or personal growth

opportunities: It can be done through:
Mentoring programs
Performance feedback programs
Provide necessary tools to the employees to achieve their professional and personal
goals
Getting the most out of employee interests and talents
Higher study opportunities for employees
Vocational counselling
Offer personalized career guidance to employees
Provide an environment of trust: Communication is the most important and

effective way to develop trust.
Suggestion committees can be created

Open door communication policy can be followed
Regular feedbacks on organizations goals and activities should be taken from

the employees by:
Management communications
Intranet and internet can be used as they provide 24X7 access to the information
Newsletters, notice boards, etc.
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Hire the right people from the beginning: employee retention is not a process that
begins at the end. The process of retention begins right from the start of the
recruitment process.
The new joinees should fit with the organizations culture. The personality,
leadership characteristics of the candidate should be in sync with the culture of the
hiring organization.
Referral bonus should be given to the employees for successful hires. They are the
best source of networking. Proper training should be given to the managers on
interview and management techniques. An internship program can be followed to
recruit the fresh graduates.
Retention Success Mantra
Transparent Work Culture

In todays fast paced business environments where employees are constantly striving
to achieve business goals under time restrictions; open minded and transparent work
culture plays a vital role in employee retention. Companies invest very many hours
and monies in training and educating employees. These companies are severely
affected when employees check out, especially in the middle of some big company
project or venture. Although employees most often prefer to stay with the same
company and use their time and experience for personal growth and development,
they leave mainly because of work related stress and dissatisfactions .More and more
companies have now realized the importance of a healthy work culture and have a
gamut of people management good practices for employees to have that ideal fresh
work-life. Closed doors work culture can serve as a deterrent to communication and
trust within employees which are potential causes for work- Related apathy and
frenzy.
A transparent work environment can serve as one of the primary triggers to facilitate
accountability, trust, communication, responsibility, pride and so on. It is believed that
in a transparent work culture employees rigorously communicate with their peers and
exchange ideas and thoughts before they are finally matured in to full-blown
concepts. It induces responsibility among employees and accountability towards other
peers, which gradually builds up trust and pride. More importantly, transparency in
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work environment discourages work-politics which often hinders company goals as
employees start to advance their personal objectives at the expense of development of
The company as a single entity.
Quality Of Work
The success of any organization depends on how it attracts, recruits,
motivates, and retains its workforce. Organizations need to be more flexible so that
they develop their talented workforce and gain their commitment. Thus, organizations
are required to retain employees by addressing their work life issues. The elements
that are relevant to an individuals quality of work life include the task, the physical
work environment, social environment within the organization, administrative system
and relationship between life on and off the job. The basic objectives of a QWL
program are improved working conditions for the Employee and increase
organizational effectiveness.
Providing quality work life involves taking care of the following aspects:
Occupational health care: The safe work environment provides the basis for the
person to enjoy working. The work should not pose a health hazard for the person.
The employer and employee, aware of their risks and rights, could achieve a lot in
Their mutually beneficial dialogue.
Suitable working time: Organizations are offering flexible work options to their
employees wherein employees enjoy flexi-timings for dedicating their efforts at work.
Appropriate salary: The appropriate as well as attractive salary has always been an
important factor in retaining employees. Providing employees salary at par with the
other counterparts of above that what competitors are paying motivates them to stick
With the company for long. QWL consists of opportunities for active involvement in
group working arrangements or problem solving that are of mutual benefit to
employees or employers, based on labor management cooperation.
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People also conceive of QWL as a set of methods, such as autonomous work groups,
job enrichment, and high-involvement aimed at boosting the satisfaction and
productivity of workers. It requires employee commitment to the organization and an
environment in which this commitment can flourish. Providing quality at work not
only reduces attrition but also helps in reduced absenteeism and improved job
satisfaction. Not only does QWL contribute to a company's ability to recruit quality
people, but also it enhances a company's competitiveness. Common beliefs support
the contention that QWL will positively nurture a more flexible, loyal, and motivated
workforce, which are essential in determining the company's competitiveness.
Supporting Employees
Organizations these days want to protect their biggest and most valuable asset
and they want to do this in a way that best suits their organizational culture. Retaining
employees is a difficult task. Providing support to the employees acts as a mantra for
retraining them. Employers can also support their employees by creating an
environment of trust and inculcating the organizational values into employees.
The management can support employees directly or indirectly. Directly, they
provide support in terms of personal crises, managing stress and personal
development. Management can support employees, indirectly, in a number of ways as
follows:
Manage employee turnover: Employee turnover affects the whole organization in
terms of productivity. Managing the turnover, hence, becomes an important task. A
proactive approach can be adopted to reduce attrition. Strategies should be framed in
advance and implemented when the times arrives. Turnover costs should also be taken
into consideration while framing these strategies.
Become employer of choice: What makes a company an employer of choice? Is the
benefit it offers or the compensation packages it gives away to its employees? Or is it
measured in terms of how they value their employees or in terms of customer
satisfaction? Becoming an employer of choice involves following a road map which
tells where to go as a brand.
Engage the new recruits: The newly hired employees are said to be least engaged in
the organization. Keeping them engaged is an important task. The fresh talent should
be utilized to maximum before they start feeling bored in the organization.
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Optimize employee engagement: An organizations productivity is measured not in
terms of employee satisfaction but by employee engagement. Employees are said to
be engaged when they show a positive attitude toward the organization and express a
commitment to remain with the organization. Employee satisfaction also comes with
high engagement levels. So, organizations should aim to maximize the engagement
among employees.
Coaching and mentoring: Employees whose work performance suffers due to poor
interpersonal relationships or because of lack of interpersonal skills should be
provided proper coaching by their superiors. Planed coaching sessions help an
individual to work through issues, maximize his potential and return to peak
performance.
Feedback
Feedback acts as a channel of communication between the employee and his manager.
The amount of information employees receive about how well or how poorly they
have performed is what we call feedback. It is a dialog between a manager and an
employee which acts as a way of sharing information about the performance. It
suggests where the employee performance is effective and where performance has to
improve. Managers can provide either positive feedback or negative feedback to
employees. This feedback helps the employee assess his performance and identify the
improvement areas. Positive feedback communicates managerial satisfaction. Positive
recognition for good performance boosts up morale of employees and results in
performance improvement to a higher productivity level. It is believed that positive
feedback is the only type of feedback that generates performance above the minimum
acceptable
level.
Negative
feedback
obviously
communicates
managers
dissatisfaction. However, negative feedback sometimes make employee to put more

efforts to improve his performance. But such times are very rare. Moreover this
improvement is short term. Some managers do not provide any kind of feedback to
their employees. Due to no feedback, employees may assume that they are performing
productively or they may feel that the manager is satisfied with their performance.
Studies reveal the performance tends be same or even decreases if no feedback is
provided. Thus, feedback is necessary because:
It builds trust and enhances communication between manager and employee.
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It gives managers and employees a way to identify and discuss skills and strengths.
Positive feedback leads to employee retention and Retention.
It helps in identifying performance areas that need improvement and specific ways to
improve them. It acts as an opportunity to enhance performance by identifying
resources for skill development. It is an opportunity for managers and employees to
assess and identify career and advancement opportunities. It helps employees to
understand the effectiveness of their performance and contributes to their overall
knowledge about the work Managers have tendency to ignore good performances of
their employees. Providing no feedback may demotivate employees and may lead to
employee absenteeism. Input from managers side is necessary as it help employees to
improve their performance and increase productivity.
Communication Between Employee and Employer

Communication is a process in which a message is conveyed to the receiver by the
sender. The message may be or may not be in a common format or language that both
the sender and receiver understand. So there is a need to encode and decode the
message in the process. Encoding and decoding also helps in the security of the
message. The process of communication is incomplete without the feedback.
Communication is the solution to almost everything in this world. Same applies to
employee retention also.
Straight-from-the-shoulder communication is what the employees need from their
employers. Employees look for organizations where communication and process are
transparent. Nothing is hidden and shared with the employees.
There are 3 categories of employees:
A: Who will leave their current employer in 3 years of their employment
B: Who have a probability of leaving their current employer in next 3 years
C: Who will stay with their current employer in the next 3 years
Category A: These are the employees who lack communication with their employers.
Category C: These are the employees who have proper, well structured
communication with their employers. Communication is also the way to win the
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employees trust in the organization. Employees trust the employers who are friendly
and open to them. This trust leads to employee loyalty and finally retention.
Employers also feel that the immediate supervisors are the most authenticated and
trusted source of information for them. So the organizations should hire managers
who are active communicators. Communication mediums.
Open door policy: Organizations should support open door policies so that the
employees feel comfortable and are able to express their doubts and feeling to their
employers. Frequent meetings and Social gatherings Emails, Newsletters, Intranet and
many more. So there should be effective communication across the organization and
this communication should be two-way. Communication alone can lead to
unimaginable heights of employee retention.
Importance Of Employee Retention
The process of employee 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 (including hiring costs, training costs and productivity loss),
industry experts often quote 25% of the average employee salary as a conservative
estimate.
Loss of Company Knowledge: When an employee leaves, he takes with him
valuable knowledge about the company, customers, current projects and past history
(sometimes to competitors). Often much time and money has been spent on the
employee in expectation of a future return. When the employee leaves, the investment
is not realized.
Interruption of Customer Service: Customers and clients do business with a
company in part because of the people. Relationships are developed that encourage
continued sponsorship of the business. When an employee leaves, the relationships
that employee built for the company are severed, which could lead to potential
customer loss.
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Turnover leads to more turnovers: When an employee terminates, the effect is felt
throughout the organization. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.
Goodwill of the company: The goodwill of a company is maintained when the
attrition rates are low. Higher retention rates motivate potential employees to join the
organization.
Regaining efficiency: If an employee resigns, then good amount of time is lost in
hiring a new employee and then training him/her and this goes to the loss of the
company directly which many a times goes unnoticed. And even after this you cannot
assure us of the same efficiency from the new employee
What Makes 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
dont come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.
Job and person mismatch: A candidate may be fit to do a certain type of job which
matches his personality. If he is given a job which mismatches his personality, then he
wont be able to perform it well and will try to find out reasons to leave the job.
No growth opportunities: No or less learning and growth opportunities in the current
job will make candidates job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the employee
feels de-motivated and loses interest in job.
Lack of trust and support in co workers, seniors and management: Trust is the
most important factor that is required for an individual to stay in the job. Nonsupportive co workers, seniors and management can make office environment
unfriendly and difficult to work in.
Stress from overwork and work life imbalance: Job stress can lead to work life
imbalance which ultimately many times lead to employee leaving the organization.
Compensation: Better compensation packages being offered by other companies may
attract employees towards themselves.
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New job offer: An attractive job offer which an employee thinks is good for him with
respect to job responsibility, compensation, growth and learning etc. can lead an
employee to leave the organization.
Managing Employee Retention:
The task of managing employees can be understood as a three stage process:
1. Identify cost of employee turnover.
2.Understand why employee leave.
3.Implement retention strategies
The organizations should start with identifying the employee turnover rates within a
particular time period and benchmark it with the competitor organizations. This will
help in assessing the whether the employee retention rates are healthy in the company.
Secondly, the cost of employee turnover can be calculated. According to a survey, on
an average, attrition costs companies 18 months salary for each manager or
professional who leaves, and 6 months pay for each hourly employee who leaves.
This amounts to major organizational and financial stress, considering that one out of
every three employees plans to leave his or her job in the next two years.
Understand why employees leave :
Why employees leave often puzzles top management. Exit interviews are an ideal
way of recording and analyzing the factors that have led employees to leave the
organization. They allow an organization to understand the reasons for leaving and
underlying issues. However employees never provide appropriate response to the
asked questions. So an impartial person should be appointed with whom the
employees feel comfortable in expressing their opinions.
Implement retention strategy :
Once the causes of attrition are found, a strategy is to be implemented so as to reduce
employee turnover. The most effective strategy is to adopt a holistic approach to
dealing with attrition.
An effective retention strategy will seek to ensure:
Attraction and recruitment strategies enable selection of the right candidate
for each role/organization New employees initial experiences of the organization are
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positive Appropriate development opportunities are available to employees, and that
they are kept aware of their likely career path with the organization
The organizations reward strategy reflects the employee drivers
How To Increase Employee Retention Companies have now realized the
importance of retaining their quality workforce. Retaining quality performers
contributes to productivity of the organization and increases morale among
employees/ Four basic factors that play an important role in increasing employee
retention include salary and remuneration, providing recognition, benefits and
opportunities for individual growth. But are they really positively contributing to the
retention rates of a company? Basic salary, these days, hardly reduces turnover. Today,
employees look beyond the money factor.
Retention Bonus
Higher attrition rates within a particular industry have forced companies to use some
innovative strategies to retain employees. Retention Bonus is one of the important
tools that are being used to retain employees. Retention bonus is an incentive paid to
an employee to retain them through a critical business cycle. Retention bonuses are
becoming more common in the corporate world because companies are going through
more transitions like mergers and acquisitions. They need to give key people an
attractive incentive to stay on through these transitions to ensure productivity.
Retention bonuses have proven to be a useful tool in persuading employees to stay. A
retention bonus plan is not a panacea. According to a survey, non management
employees generally receive about 10 percent of their annual salaries in bonuses,
while management and top-level supervisors earn an additional 50 percent of their
annual salaries. While bonuses based on salary percentages are the generally used,
some companies choose to pay a flat figure. In some companies, bonuses range from
25 percent to 50 percent of annual salary, depending on position, tenure and other
factors. Employees are chosen for retention bonuses based on their contributions to
management and the generation of revenue. Retention bonuses are generally vary
from position to position and are paid in one lump sum at the time of termination.
However, some companies pay in instalments as on when the business cycle
completes. A retention period can run somewhere between six months to three years.
It can also run for a particular project.
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A project has its own life span. As long as the project gets completed, the
employees who have worked hard on it are entitled to receive the retention bonus. For
example, the implementation of a system may take 18 months, so a retention bonus
will be offered after 20 months. Although retention bonuses are becoming more
common everywhere, some industries are more likely than others to offer them.
Retail/wholesale companies are the most appropriate to implement stay-pay
bonuses, followed by financial service providers and manufacturing firms. Companies
of all sizes use retention bonus plans to keep knowledge employees retained in the
company. To retain its key senior employees post merger with EDS Corporation,
Mphasis is providing cash component based retention bonus plan for its employees.
This is mainly to retain good employees and provide them a cash incentive to keep
them motivated.
Hire Right Talent
Employee retention starts with recruitment. Early departures arise from the
wrong recruitment process. Here are a few ways to ensure how to hire the right talent
for a particular job. Hire appropriate candidates. Hire candidates who are actually
suitable for the job. For this the employer should understand the job requirements
clearly. Dont hire under qualified or clearly overqualified candidates.
Provide realistic job preview at the time of hiring: Mostly employees leave an
organization because they are given the real picture of their job responsibilities at the
time of joining. Attrition rate can be reduced if a right person is hired for a right job.
Realistic preview of the job responsibilities can be given to the employment seekers
by various methods like discussions, trial periods, internships etc.
Clearly discuss what is expected from the employee: Before joining the
organization, tell the candidate what is expected from him. Setting wrong expectations
or hiding expectations will result in early leaving of employees.
Discuss what the expectations of the employees are: Ask employees what they
expect from the organization. Be realistic. If their requirements can be fulfilled only
then promise them. Or tell them beforehand that their requirements cannot be
fulfilled.
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Dont show them an unrealistic picture Culture fit: Try to judge individuals
capability to adapt to the organizations culture. A drastic change in the culture may
give a culture shock to the candidate.
Referrals: According to the research, referred candidates stay longer with the
organization. There is a fear of hampering the image and reputation of the person who
referred the candidate.
Manager Role in Retention

When asked about why employees leave, low salary comes out to be a
common excuse. However, research has shown that people join companies, but leave
because of what their managers do or dont do. It is seen that managers who respect
and value employees competency, pay attention to their aspirations, assure
challenging work, value the quality of work life and provided chances for learning
have loyal and engaged employees. Therefore, managers and team leaders play an
active and vital role in employee retention.
Managers and team leaders can reduce the attrition levels considerably by creating a
motivating team culture and improving the relationships with team members. This can
be done in a following way:
Creating a Motivating Environment: Team leaders who create motivating
environments are likely to keep their team members together for a longer period of
time. Retention does not necessarily have to come through fun events such as parties,
celebrations, team outings etc. They can also come through serious events. e.g.
arranging a talk by the VP of Quality on career opportunities in the field of quality.
Employees who look forward to these events and are likely to remain more engaged.
Standing up for the Team: Team leaders are closest to their team members. While
they need to ensure smooth functioning of their teams by implementing management
decisions, they also need to educate their managers about the realities on the ground.
When agents see the team leader standing up for them, they will have one more
reason to stay in the team.
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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 dont feel over burdened.
Focus on future career: Employees are always concerned about their future career. A
manager should focus on showing employees his career ladder. If an employee sees
that his current job offers a path towards their future career aspirations, then they are
likely to stay longer in the company. Therefore, managers should play the role of
career counsellors as well.
How to Improve Employee Retention?
People want to enjoy their work so make work fun and enjoyable.
Understand that employees need to balance life and work so offer flexible starting
times and core hours. Provide 360 feedback surveys and other questionnaires to foster
open communication. Consider allowing anonymous surveys occasionally so
employees will be more honest and candid with their opinions. Provide opportunities
within the company for career progression and cross-training. Offer attractive,
competitive benefits .
Organizations should target job applications for employees who have characteristics
that fit well with the organizational culture. Upon conducting an interview, seek out
traits, such as loyalty. Also, ask the potential employee what motivates them on the
job. Having more information about the potential employees expectations can help
retain them, should they get hired into the company.
Rewards and Recognition
Page 47

Employees want to be recognized for a job well done. Rewards and recognition
respond to this need by validating performance and motivating employees toward
continuous improvement. Rewarding and recognizing people for performance not
only affects the person being recognized, but others in the organization as well.
Through a rewards program, the entire organization can experience the commitment
to excellence. When the reward system is credible, rewards are meaningful; however,
if the reward system is broken, the opposite effect will occur. Employees may feel that
their performance is unrecognized and not valued, or that others in the organization
are rewarded for the wrong behaviours. Unrecognized and no valued performance can
contribute to turnover. Recognition for a job well done fills the employees' need to
receive positive, honest feedback for their efforts.
Need for Rewards and Recognition
Recognition should be part of the organization's culture because it contributes to both
employee satisfaction and retention. Organizations can avoid employee turnover by
rewarding top performers. Rewards are one of the keys to avoiding turnover,
especially if they are immediate, appropriate, and personal. A Harvard University
study concluded that organizations can avoid the disruption caused by employee
turnover by avoiding hiring mistakes and selecting and retaining top performers.
One of the keys to avoiding turnover is to make rewards count. Rewards are to be
immediate, appropriate, and personal. Organizations may want to evaluate whether
getting a bonus at the end of the year is more or less rewarding than getting smaller,
more frequent payouts. Additionally, a personal note may mean more than a generic
company award. Employees should be asked for input on their most desirable form of
recognition. Use what employees say when it comes time to reward for performance.
Designing a Rewards and and Recognition Solution
In designing a rewards and recognition program, the following guidelines should be
considered.
Rewards should be visible to all members of the organization.
Rewards should be based on well-defined, credible standards that have been

developed using observable achievements.
Rewards should have meaning and value for the recipient.

Page 48
Rewards can be based on an event (achieving a designated goal) or based on a time

frame (performing well over a specific time period).
Rewards that are spontaneous (sometimes called on-the-spot awards) are also highly
motivating and should also use a set criteria and standard to maintain credibility and
meaning.
Rewards should be achievable and not out of reach by employees.
Nonmonetary rewards, if used, should be valued by the individual. For example, an

avid camper might be given a 10-day pass to a campsite, or, if an individual enjoys
physical activity, that employee might be given a spa membership. The nonmonetary
rewards are best received when they are thoughtfully prepared and of highest quality.
Professionalism in presenting the reward is also interpreted as worthwhile
recognition.
Rewards should be appropriate to the level of accomplishment received. A cash award
of $50 would be inappropriate for someone who just recommended a process that
saved the organization a million dollars. Determining the amount of money given is a
delicate matter of organizational debate in which organizational history, financial
parameters, and desired results are all factors. Recognition for a job well done can be
just as valued and appreciated as monetary awards. Formal recognition program can
be used with success. First Data Resources, a data processing services company that
employees more than 6,000 individuals in Omaha, Nebraska, uses a formal
recognition program (Adams, Mahaffey, and Rick,2002). Rewards are given on a
monthly, quarterly, and yearly basis, and range from Nebraska football tickets, gift
certificates, pens, plaques, mugs, and other items.
One of the most popular awards at First Data is called the "Fat Cat Award" that
consists of: $500 gift check Professional portrait of the employee
Appreciation letter from the CEO and senior management
E-mails, phone calls, and notes from peers

In addition to nonmonetary rewards, employees can be rewarded using money in
numerous ways. Cash is a welcome motivator and reward for improving
Page 49

performance, whether at formal meetings or on the spot. Variable bonuses linked to
performance are another popular reward strategy. Profit sharing and pay-for-skills are
monetary bonus plans that both motivate individuals and improve goal achievement.
Small acts of recognition are valuable for employee daily Retention. Sometimes a
personal note may mean more than a generic company award.
In one survey, employees cited the following as meaningful rewards (Moss, 2000):
Employee of the month awards Years of service awards
Bonus pay (above and beyond overtime) for weekend work
Invitations for technicians to technical shows and other industry events
Meaningful and Retention Rewards

What gives meaning to rewards and recognition? What makes them effective? First,
rewards and recognition should be based on a clear set of standards, with
performance verifiable or observable. The standards for the reward should also be
achievable. If the reward is based on an unachievable result, such as a production goal
that is beyond employees' power, then those employees will not be motivated.
Meaningful rewards and recognition that are achievable have the greatest impact.
Case Studies
1.Employee Retention Best Practices in Keeping and Motivating Employees By
LisBeth Claus Ask any CEO of an organization, What keeps you awake at night?
and you will get a response that relates to people management issues. a main concern
for any organization (whether small or large; private, public or nonprofit) is its
capacity to attract, engage, and retain the right people. The problem of retention is
compounded by the predicted talent shortage resulting from the upcoming retirement
of the baby boomers, the scarcity of talent with relevant work skills for todays jobs,
the changing values about work and the high cost of turnover. Research and human
resource practices provide us with a number of recommendations to increase
employee retention.
2.How Auditing Company X Works with Retaining Valuable Employees : Swedish
Case
study
University
essay
from
Hogskolan
Jonkoping/IHH,
EMM
Page 50

(Entrepreneurskap, Marknadsforing, Management) Author: Josip Bogic; Elina
Armanto; Maja Cassel; [2008]
Abstract: Today, neither employees nor employers seem to take for granted that a
person will stay with the same firm until retirement. Yet, keeping employees for
longer periods is an imp-ortant challenge for firms. One industry where retention is
interesting is the auditing industry in Sweden, this because certain requirements are
needed to become an auditor. Firstly, the employee needs to have a Swedish
university
degree,
including
specific
courses
within
au-diting/accounting.
Furthermore, the person needs practical experience for a specific period of time. Due
to these statements the challenge of retaining and motivating valuable employees is
crucial for the auditing firms, which is why we have chosen to do a case study at
Auditing Company X to see how they work with employee retention. We have
compared the findings to our chosen theory, which consist of four categories: the
hiring process, in-ternal labor market and career, motivation and performance, and
finally culture and leader-ship. These four categories are initially based on Leigh
Branham?s book: ?Keeping the people who keep you in business: 24 ways to hang on
to your most valuable talent? (Bran-ham, 2001).
In our conducted case study, at Auditing Company X, we have been able to conclude
that the firms retention practices are to a great extend in line with the theoretical
framework. There are some areas that need further attention from the company, such
as an individualized reward system and communication between managers and
employees. Even though there are some parts to work on the most important aspects
of retention, such as having a holistic and long-term orientation, Auditing Company X
seems to have incorporated this into their practices successfully.
3.Retention: An explanatory study of Swedish employees in the financial sector
regarding leadership style, remuneration and elements towards job satisfaction
University essay from Vaxjo universitet/Ekonomihogskolan Author: Sanna Paulsson;
Linda Lindgren; [2008]
Abstract: Introduction: Companies today are forced to function in a world full of
change and complexity, and it is more important than ever to have the right employees
in order to survive the surrounding competition. It is a fact that a too high turnover
rate affects companies in a negative way and retention strategies should therefore be
Page 51

high on the agenda. When looking at this problem area we found that there may be
actions and tools that companies could use to come to terms with this problem.
Research told us that leadership, remuneration and elements like participation,
feedback, autonomy, fairness, responsibility, development and work-atmosphere is
important for job satisfaction and retention.
Object: The main objective is to increase the understanding regarding employees
retention in relation to leadership style, remuneration and elements such as
participation, feedback, autonomy, fairness, responsibility, development and work
atmosphere in the Swedish financial
Sector Method: We wanted to investigate how employee of the Swedish financial

sector prefers to be retained, and how they consider and react to the chosen areas.
The survey has a quantitative approach with a web based questionnaire and includes
129 respondents from Diary Products s, insurance and finance companies. The
theoretical framework includes leadership and leadership style, financial as well as
non-financial remuneration and research done in later years regarding participation,
feedback, autonomy, fairness, responsibility, development and work-atmosphere
connected to retention.
Conclusion: The result shows that regarding leadership the respondents prefer
leadership based on relations were they feel appreciation. Both appreciations from the
closest manager as well as the company management influences employee job
satisfaction in a positive way. More money was the most common reason for wanting
to change jobs, and when asking how the remuneration system should be designed,
base pay with additional bonus and benefits were preferred. But also non financial
factors such as participation, feedback, autonomy, fairness, responsibility,
development and work-atmosphere must be taken in consideration to satisfy since
they seem to increase employees? Willingness to stay in the company.
4.What leaders can do to keep their key employees - Retention Management
University essay from Goteborgs universitet/Foretagsekonomiska institutionen
Author: Lisa Hedberg; Maria Helnius; [2007-09-03T08:22:31Z]
Page 52

Abstract: Background: retention management is a highly topical subject and an
important dilemma many organizations might face in the future, if not facing it
already. We believe that the leader plays a key role in employee retention and
retention management. The concept of retention management can both have a narrow,
and a broader significance. Both parts of its significance are generally included in this
thesis. The background of the thesis present a few articles that discuss issues that
makes it important for the organization, and the leaders, to work hard with retention
management. The research is based on the leaders in the Finnish case company
Creamline Diary Products.
Following key questions are intended to be answered: What are the consequences
between leaders actions and employees retention? Which is the leaders role when it
comes to retaining employees? Purpose statement: The purpose of the thesis is to
investigate and analyze how company leaders today can retain their key employees.
How can the provision of key human resources develop a long-term relationship that
makes top employees stay in the company? The study aims to establish the procedure
leaders apply to retain employees. The purpose is to compare the qualitative study,
made at the case company, with findings from the thesis theoretical framework.
Research method:
The study is a qualitative, as well as a theoretical study where empirical
findings and theories has been compared. The intention of investigating and using the
Finnish company Creamline Diary Products Limited as a case company, is to make
the information from the theories more valid, and also the interest in how retention
management works in practice. Eleven qualitative interviews were conducted at
Creamline Diary Products?
financial department, both with supervisors and
employees to get a broader view at the phenomenon retention management. Result:

Leaders and their skill in creating a culture of retention, has becoming a key in why
people stay and what usually drives them away from a company. The leader has
become the main factor in what motivates peoples decision to stay or leave. For
organizations to keep its key employees their number one priority should be to look at
their management, because people leave managers and not companies. Characteristics
in a leader that are of importance, as the leader plays a key role in retention
Page 53

management is: trust builder, esteem builder, communicator, talent developer and
coach, and talent finder. The leaders relation to the employees plays a central role in
retaining employees, because employees need to feel involvement, and that their
presence count. When retention is a core value, good things happen for customers,
employees, and the company. because employees need to feel involvement, and that
their presence count. When retention is a core value, good things happen for
customers, employees, and the company.
FINDINGS
It is found out that, 40% of respondents are aware of HR Policies and 60 % of

respondents are not aware of HR Policies.
It is found out that, 76% of respondents are getting right amount of accurate
information at right time and 24% of respondents are not getting right amount
of accurate information at right time.
It is found out that, 82% of respondents are able to meet superiors expectation
and 18% respondents are not able to meet superiors expectation.
It is found out that,57% of respondents feels that there pay is on par with
compare to employees handling similar responsibilities, and 39% of
respondents feels that there pay is less with compare to employees handling
similar responsibilities.
It is found out that, 70% of respondents are satisfied with hygiene and
cleanliness of company infrastructure and 30% of respondents are not satisfied
with hygiene and cleanliness of company infrastructure.
It is found out that, 40% of respondents are satisfied with Availability of

system, storage facilities of company and 60% of respondents are not satisfied
with Availability of system, storage facilities of company.
Page 54
It is found out that, 78% of respondents skills are recognized by superiors and
22% of respondents skills are not recognized by superiors.
It is found out that, 74% of respondents feel that superiors are taking efforts to
motivate them and 26% of respondents feel that superiors are not taking
efforts to motivate them.
It is found out that, 83% of respondents feel that workload is manageable and
10% of respondents feel that workload is very hard to manage.
It is found out that,55% of respondents feels that the field worker are able to
get updates on internal activities, and 45% of respondents feels that the field
worker are not able to get updates on internal activities.
It is found out that, 89% of respondents feel that the superiors are easily
accessible and 11% of respondents feel that the superiors are not easily
accessible.
It is found out that, 51% of respondents feel that their complaints are resolved
quickly and 49% of respondents feel that their complaints are not resolved
quickly.
From weighted Average analysis it is found that most of the respondents are
satisfied with the working hours of the organization
From weighted Average analysis it is found that roles & responsibilities are
clearly defined by the Reporting heads.
From weighted Average analysis it is found that employees feel that their
superior's commitment towards job is good.
From weighted Average analysis it is found that respondents feel that training
and orientation programs are neither good nor bad.
From weighted Average analysis it is found that most of the respondents are
satisfied with job.
From chi-square it is found that there is a significant relationship between

Work Culture of the Company and interpersonal relationship between
employees.
Page 55
From chi-square it is found that there is a no significant relationship between

overall satisfaction and Commitment towards Company.
From chi-square it is found that there is a significant relationship between

overall satisfaction and aspects of job.
From Kendalls coefficient of concordance it is found that there is a significant

difference in the rank assigned by respondents towards the attributes that gives
them satisfaction in the company.
From One Run Test it is found that the samples are taken randomly.
SUGGESTIONS
Employee should be provided with proper training.
Employee should be appreciated for good work.
Employee should be motivated to welcome the change.
If any changes are brought in to software or any module is added then proper
training should be given.
Page 56
Conclusion
Retention is an important concept that has been receiving considerable attention

from academicians, researchers and practicing HR managers. In its essence,
Retention comprises important elements such as the need or content, search and
choice of strategies, goal-directed behaviour, social comparison of rewards
reinforcement, and performance-satisfaction. The increasing attention paid towards
Retention is justified because of several reasons. Motivated employees come out with
new ways of doing jobs. They are quality oriented. They are more productive.
Any technology needs motivated employees to adopt it successfully. Several

approaches to Retention are available. Early theories are too simplistic in their
approach towards Retention. For example, advocates of scientific Management
believe that money is the motivating factor. The Human Relations Movement posits
that social contacts will motivate workers. Mere knowledge about the theories of
Page 57

Retention will not help manage their subordinates. They need to have certain
techniques that help them change the behavior of employees.One such technique is
reward. Reward, particularly money, is a motivator according to need-based and
process theories of Retention. For the behavioral scientists, however, money is not
important as a motivator. Whatever may be the arguments, it can be stated that money
can influence some people in certain circumstance. Being an outgrowth of Herzbergs,
two factor theory of Retention, job enrichment is considered to be a powerful
motivator. An enriched job has added responsibilities. The makes the job interesting
and rewarding. Job enlargement refers to adding a few more task elements
horizontally. Task variety helps motivate job holders. Job rotation involves
shifting an incumbent from one job to another.
Recommendations
1. Develop an attractive employee value proposition.

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

Every company should have all the normal compensation mechanisms common to
their type of employment. yet, total rewards packages go far beyond money. While
money might temporarily retain employees, it does not always equate with
engagement. People want a chance to make a difference and realize themselves. That
Page 58

self-realization is multi-dimensional and different for each employee. The total reward
structure should include, in addition to compensation, support for employees to attain
their personal objectives aligned with the goals of their organization.
3. Give feedback on employee performance on a regular basis.

Most managers and employees are not enamored with the performance appraisal
process in their organization. yet, an effective performance management process
serves many purposes. Ongoing performance feedback allows employees to better
know where they stand, gives them a formal means to provide input, indicates that
their managers pay attention to them and that their performance matters. This
feedback contributes to employee engagement and retention.
4. Be flexible in terms of work-life balance. Workers more and more value a balance
between work and life. They want more flexible ways to engage with their employer.
To attract and retain workers with different work and career expectations,
organizations have to be more flexible in structuring work and its expectations. It calls
for a different managerial mindset and practices that involve letting go of old ways of
controlling workers time and attendance in favor of result criteria such as output,
productivity and quality.
5. Create a culture of engagement. Employees have become more connected with

others in the organization (and the broader supply-and-customer chain) through
project-based team work and process management activities. Employees are shifting
their loyalty to people, teams and projects and away from company loyalty. It is
organizations that create the culture and climate that allow people, processes and
projects to become fully connected and engaged with one another. Engaged
employees are more likely to stay with their employer.
6. Train managers to be effective. Exit interviews consistently show that poor and
bad management practices greatly contribute to an employees decision to leave a
Page 59

company. It is imperative to provide supervisors and managers with adequate tools to
become effective managers since we cannot assume that these competencies are
innate. Professor Patrick Connor, recently retired after teaching 25 years at the
atkinson Graduate school of Management, is
famous among MBA students and alumni for his Connorisms.He told them, your
employees do not work for you, they work for themselves. When I teach my students
about managing organizations, I have them reflect on what really matters to
employees and what they are constantly asking of their managers and their
organizations. In the end, what employees expect of their managers is fairly simple:
Can I trust you? are you committed to excellence? Do you care about me? What
people constantly ask of their organization is: Do you tell the truth? Do you keep
promises? Do you act fairly? Do you respect me? Managers and organizations that
keep these questions in mind will have a competitive advantage over others in
retaining their employees.
BIBLIOGRAPHY
BOOKS
Human Resource Management C.B.Memoria
Research methodology C.R.Kothari
Journals, Newspaper and Internet
For more Notes, Presentations, Project Reports visit
a2zmba.blogspot.com
hrmba.blogspot.com
mbafin.blogspot.com
jersey Diary Products .com
Page 60

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A Study on Employee Retention

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

A Study on Employee Retention

House rent allowance

City compensatory allowance

Health insurance: Health insurance is a great benefit to the employees. It saves

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

Learning environment: It includes continuous learning and improvement of the

Support environment: Organization can provide support in the form of work-life

Work environment: It includes efficient managers, supportive co-workers,

responsibilities, and recognition. Lack or absence of such environment pushes

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

acknowledgement to the employees dreams and personal goals. Create opportunities

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

By giving recognition and rewards

By providing emotional support

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

A Study on Employee Retention

The main reasons for the low yield are

Lack of use of scientific practices in milching.

Inadequate availability of fodder in all seasons.

Unavailability of veterinary health services.

MILK YIELD COMPARISON:

Milk Yield (Kgs per year)

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

LOW COST OF PRODUCTION:

Largest milk producer in the

A huge base of around 11

Poor feeding practices

Poor access to institutional credit

Lack of cold storage facilities

BES Group of Institutions (GVIC), Angallu

A Study on Employee Retention

growth will spur demand

dairy industry is unorganized

branded dairy products

Nearly 80 per cent of the Indian

Removal of import duty has led to

Growing focus on health and

INDIA'S EXPORTS OF MILK PRODUCTS

Milk and Milk

A Study on Employee Retention

65 per cent of the milk is sold in loose form

Only 5 per cent of the milk is sold through retail chains

70 per cent is delivered to the homes by milk agents

Key success factors

Financial distress of co-

Small market size

Increase in per capita

Changing food habits