A MINOR PROJECT REPORT

ON
A STUDY OF STRATEGIES FOR RETAINING EMPLOYEE IN
CALL CENTER

Submitted in partial fulfillment of requirement of Bachelor of

Business Administration (B.B.A) General

BBA IIIrd Semester (Morning) (B)

Batch 2012-2015
Submitted to:

Submitted by:

Mrs. Mugdha Sehgal

Ashita Rastogi

Assistant Professor

07714101712

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL

KALKAJI

ACKNOWLEDGEMENTS

A lot of effort has gone into this training report. My thanks are due to many
people with whom I have been closely associated.
I would like all those who have contributed in completing this project. First of all, I
would like to send my sincere thanks to MRS MUGDHA SEHGAL for her helpful
hand in the completion of my project.
I would like to thank my entire beloved family & friends for providing me monetary
as well as non monetary support, as and when required, without which this
project would not have completed on time. Their trust and patience is now
coming out in form of this thesis.

STUDENTS UNDERTAKING
I hereby certify that this is my original work and it has never been submitted
elsewhere.

By: ASHITA RASTOGI

07714101712

CONTENTS

1.

Description

2.

Acknowledgement

3.

Student Undertaking

4.

Contents

5.

List of figures

6.
7.

Executive Summary
Introduction to topic

8.

Objectives

9.

Literature review

10. Company Profile and Overview

11. Research Methodology
12. Analysis & Interpretation
13. Findings & Inferences
14. Limitations
15. Recommendations and Conclusion
16. Appendices
17. Bibliography

Page No.

LIST OF TABLES
LIST OF TABLES
S. No

Table title

1.

Organisation Structure

2.

Company Details

3.

Research Report

Page No.

LIST OF FIGURES

LIST OF FIGURES
S. No
1.

Organisation Structure

2.

Competency Iceberg

3.

Succession Planning

LIST OF SYMBOLS, ABBREVIATIONS OR NOMENCLATURE (OPTIONAL)

EXECUTIVE SUMMARY

One of the most pressing challenges facing todays executives is keeping their
best people. Effective employee retention is a systematic effort by employers to
create and foster an environment that encourages the current employees to
remain employed. Retention is all about keeping good people and how to
manage them. Philosophically, employee retention is important; in almost all
cases, it si senseless to allow good people to leave your call centre. When they
leave, they take with them intellectual property, relationships, investments (in
both time and money), an occasional employee or two, and a chunk of your
future. Employee Retention Strategies helps call centre, provide effective
employee communication to improve commitment and enhance workforce
support for key corporate initiatives.
The objective of the thesis is To study employee retention, identify areas
of excellence and areas needing improvement; and provide suggestions for
such improvement. The aim of this Thesis is to implement strategies
successfully, analyze their working and performance, and highlight where
they are doing well, while providing suggestions and recommendations for
improvement. Employee retention is very important to study because to
survive in such a competitive market is very difficult without the permanent
support of an employee that is to retain employee
A significant problem faced by the call centre strategy is retaining employees in
the call centre. In the wake of globalization, Outsoaring are losing their 80% of
the valuable managerial talent pool to other competitors companies. Often
aspiring managers view call centre as tavern or just a stepping stone to climb to
prestigious MNCs.

INTRODUCTION TO THE TOPIC

Call Centre analysis is an applied research process that can identify the most
likely

causes

of

turnover

in

given

situation.

With

this approach,

we first determine who is terminating (e.g., effective performers, ineffective

performers, or both), the stage at which they terminate (e.g., after one week,
after one year), and why they leave. We can then suggest solutions tailored to
the

existing

problem.

Scored Applications
Selecting employees who are likely both to perform well and to stay with a single
employer is a good retention strategy. Performance Associates has successfully
used a weighted or scored application as a low-cost, non-intrusive technique for
predicting tenure in many settings. One client reduced a historical 50% turnover
rate among seasonal employees to just 10% by scoring a dozen pieces of
information on the standard application form and using a cut-score to select new
hires.
Employee Opinion Survey
Losing good performers, especially after they have accumulated some tenure, is
a costly problem. We may recommend an employee opinion survey to pinpoint
issues contributing to turnover of seasoned employees. An EOS is like a
"snapshot" of employee attitudes that we can then link statistically to employee
intentions to stay or leave the CALL CENTER , Again, defining the problem is half
the solution.
Personnel Research
Sometimes employee retention is best understood in the context of broad
spectrum research rather than a focus on pinpointing problems. For example,
we have helped some clients identify documented linkages between employee
retention, customer retention, and profitability. In one instance we were able to
determine approximately how much a large service company lost from customer
cancellations because of employee turnover.
Training Design

The lack of adequate employee training is commonly associated with low

retention rates. Our approach to designing training content builds on the solid
foundation of job analysis. By focusing on the requirements of the job, we
minimize the inclusion of both superfluous and insufficient material in a training
program.
Career Planning
Employees are more likely to stay for the "long haul" if they feel they have a
career, not just a job, with an CALL CENTER . Performance Associates can
provide career guidance and resource materials for employees, taking into
account their abilities, personality, and interests. We can also assist employers
with placement decisions for new hires that are compatible with employees longterm potential.
Performance Appraisal
Performance plays an integral role in retention by mediating some employees'
decisions to stay or leave, especially if there is a link to compensation.
Therefore, we may suggest the development or modification of an CALL
CENTER

CALL CENTER 's performance appraisal system in order to yield

accurate information about each employee's job performance.

Individual Development Plans
We can take an active role in helping an employee develop skills to perform his
or her current job better or prepare for future opportunities.

Individual

development plans are customized to the employee's needs and integrated with
CALL CENTER resources, such as training, job rotation opportunities, and
mentoring. Follow-up coaching and counselling are common elements of these
plans.
Bargaining power
Managing people in the knowledge-based industry is critical as the human
resource is the soul of the organization. Since there is a high demand for
knowledge workers, talented professionals often enjoy high bargaining power
due to the knowledge and skills they have. The attitude is different for those who
are taking up responsibilities at a lesser age and a lower level of experience.
These factors have resulted in the clear shift to individualized career

management from organization career commitment. Managing the pool of people

talent is essential for the growth of knowledge-based sectors like IT and CALL
CENTER.
Motivating the workforce
As global competition is growing rapidly, a technological edge supported by
talented manpower has become crucial for survival in the market, which is why
organizations give top priority to technology advancement programmes. HR
managers are now performing the role of motivators for their knowledge workers
to accept new changes.
Competency Development
The success of the knowledge-based industry is dependent on its manpower
talent pool. Hence, human capital is the real asset for any organization. This
makes HR's role critical in recruiting, managing and retaining the best people
available. The HR department has a clear role in this process, and determines
the success rate of any organization.
Recruitment and Training
Recruitment has become a major function from an important sub-system in HR.
HR managers play a vital role in creating assets for the organization in the form
of quality manpower.
Another challenge for HR managers is to put systems in place to make people a
perfect fit for their jobs. Skill obsolescence is rapid in the software industry. To
overcome this problem, organizations give utmost priority to training and skill
enhancement programmers' on a continuous basis. Many companies are
providing technical training to their employees on various platforms every quarter.
Most find this regular training quite useful, apart from the feeling of security it
provides.

The Trust Factor

Low levels of trust inhibit knowledge sharing in the knowledge-based industry.
Concerned over recent reports about an employee of an Indian call centre who
allegedly sold bank account details, Nasscom is gearing up to face unforeseen
challenges regarding confidentiality. Any case of theft or breach of confidentiality
should be treated seriously.
Critical Factors
At Call Centre they believe that the knowledge-based industry faces five critical
challenges. One of the most important is talent management and development.
Professionals bring with them a lot of aspirations, and to be on the competitive
edge they look out for three important dimensionslearning, technology and
early opportunities. A recent study conducted by call centre showed that people
join the company because of the above, and these act as a differentiating model
for the organization. In the IT industry, the best practices of today may not be the
best practices after some time, so it is imperative that the company constantly
improve its own business-aligned HR processes to be at the leading edge.
Another dimension to the challenges faced by the industry is the growing pace of
talent acquisition, which creates with it the challenge of smoother assimilation of
new employees into the organization fold. The pressure of delivering the best
quality service in reduced time-frames calls for ensuring that employees maintain
a work-life balance. Another important issue, which will continue, is retention of
existing employees.
Employee Benefits Provided By Call centre
A part from the legal and mandatory benefits such as provident-fund and gratuity,
below is a list of other benefit call center professionals are entitled to the
following:

1. Group Medi-claim Insurance Scheme: This insurance scheme is to provide

adequate

insurance

coverage

of

employees

for

expenses

related

to

hospitalization due to illness, disease or injury or pregnancy in case of female

employees or spouse of male employees. All employees and their dependent
family members are eligible. Dependent family members include spouse, nonearning parents and children above three months.
2. Personal Accident Insurance Scheme: This scheme is to provide adequate
insurance coverage for Hospitalization expenses arising out of injuries sustained
in an accident. This covers total / partial disablement / death due to accident and
due to accidents.
3.

Subsidized

Food

and

Transportation:

The

organizations

provide

transportation facility to all the employees from home till office at subsidized
rates. The lunch provided is also subsidized.
4. Company Leased Accommodation: Some of the companies provides shared
accommodation for all the out station employees, in fact some of the CALL
CENTRE companies also undertakes to pay electricity/water bills as well as the
Society charges for the shared accommodation. The purpose is to provide to the
employees to lead a more comfortable work life balance.
5. Recreation, Cafeteria, ATM and Concierge facilities: The recreation
facilities include pool tables, chess tables and coffee bars. Companies also have
well equipped gyms, personal trainers and showers at facilities.
6. Corporate Credit Card: The main purpose of the corporate credit card is
enable the timely and efficient payment of official expenses which the employees
undertake for purposes such as travel related expenses like Hotel bills, Air tickets
etc

7. Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the
employees on the basis of business need. The employee is responsible for the
maintenance and safeguarding of the asset.
8. Personal Health Care (Regular medical check-ups): Some of the call
centres provides the facility for extensive health check-up. For employees with
above 40 years of age, the medical check-up can be done once a year.
9. Loans: Many call centre companies provide loan facility on three different
occasions: Employees are provided with financial assistance in case of a medical
emergency. Employees are also provided with financial assistance at the time of
their wedding. And, the new recruits are provided with interest free loans to assist
them in their initial settlement at the work location.
10. Educational Benefits: Many call centre companies have this policy to
develop the personality and knowledge level of their employees and hence
reimburse the expenses incurred towards tuition fees, examination fees, and
purchase of books subject, for pursuing MBA, and/or other management
qualification at India's top most Business Schools.
11. Performance based incentives: In many call centre companies they have
plans for, performance based incentive scheme. The parameters for calculation
are process performance i.e. speed, accuracy and productivity of each process.
The Pay for Performance can be as much as 22% of the salary.
12. Flexi-time: The main objective of the flextime policy is to provide opportunity
to employees to work with flexible work schedules and set out conditions for
availing this provision. Flexible work schedules are initiated by employees and
approved by management to meet business commitments while supporting
employee personal life needs .The factors on which Flexi time is allowed to an
employee include: Child or Parent care, Health situation, Maternity, Formal
education program.

13. Flexible Salary Benefits: Its main objective is to provide flexibility to the
employees to plan a tax-effective compensation structure by balancing the
monthly net income, yearly benefits and income tax payable. It is applicable of all
the employees of the organization. The Salary consists of Basic, DA and
Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent
Allowance, Leave Travel Assistance, Medical Reimbursement, and Special
Allowances.
14. Regular Get together and other cultural programs: The companies
organizes cultural program as and when possible but most of the times, once in a
quarter, in which all the employees are given an opportunity to display their
talents in dramatics, singing, acting, dancing etc. Apart from that the
organizations also conduct various sports programs such as Cricket, football, etc
and regularly play matches with the teams of other organizations and colleges.
15. Wedding Day Gift: Employee is given a gift voucher of Rs. 5000/-.
16. Employee Referral Scheme: In several companies employee referral
scheme is implemented to encourage employees to refer friends and relatives for
employment in the organization.
17. Employee Stock Option Plan Now, the actual question, why people are
leaving? What types of retention strategies are required? What is expected from
HR Professional and how they can address this issue?

OBJECTIVE
To study why employees are leaving the CALL CENTRE.
To study employee retention strategies used by CALL CENTRE to retain
employee.
To identify what employees look for from their jobs in the CALL CENTRE.
To identify the satisfier that will improve the level of employee satisfaction.

LITERATURE REVIEW

Efficiency, effectiveness and survival of any organization anywhere, whether big

or small, depend on the recently discovered human capital. Thus acquisition of
qualified human resources, developing them and maintaining them becomes all
the more important. Employee turnover not only reduces the human capital in an
organization but also organizational productivity besides incurring the cost of
acquiring human resources for replacement and developing them. Hence
increased emphasis is being laid on retention of human resources now a days
specially with the onset of recent Revolutions such as Information Technology,
which is labor intensive in nature, supported by increased globalization.
Economic theory argues that performance based compensation contracts
increase employees incentives to exert effort, resulting in improved performance
( Milgrom and Roberts 1992; Prendergast 1999). Previous empirical and
laboratory studies on this topic have compared across compensation schemes or
examined how changes to a more performance-sensitive incentive scheme
influence employees compensation and performance (Waller and Chow 1985;
Lazear 2000; Banker et al. 2001). Yet, no research has addressed the impact of
changes to less performance-sensitive plans on employee performance.
In the real world, many companies use or switch to less performance-sensitive
incentive schemes. Examples include Sears (Driscoll 1994), the shoe
manufacturing industry (Freeman and Kleiner 1998), and Fujitsu (Tanikawa
2001). Our study contributes evidence on how a switch to a less performancesensitive incentive scheme affects an individual employees productivity and
compensation. Furthermore, we examine whether employee ability affects their
productivity in light of the plan change and which employee group is affected
most by such a change.
The mission statement of any organization is the first and foremost tool to attract
the clients, customers, donors, funders, volunteers and employees to an
organization. Experts recognize that relying on the mission as management tool
is an effective strategy to improve performance (Drucker 1990, Garner 1989,
Herman and Heimovics 1991, Knauft, Berger and Grey 1991, Mason 1996,

Pearce and David 1987, Sawhill and Williamson 2001, Sheehan 1996). Warren
Bennis, an authority on nonprofit organizations, recognized the significance and
importance of missions when he stated the following: At the heart of every great
group is a shared dream. All great groups believe that They could change the
world That belief is what brings the necessary cohesion and energy to their
work ( Hesselbein and Cohen 1999 p.317)

A mission statement identifies operational objectives, gives staff goals to direct its
behavior, describes performance standards, and speaks to organizational
survival and vision for the future (Smith, Heady, Carson, and Carson 2001). The
presence of a salient mission statement reminds employees of the purpose of
their work and helps managers guide employees in the fulfillment of that mission.
Several studies have investigated employee perceptions of organizational values
(for example, Krist of 1996). Consistently, those studies have found that a better
match between employees and organizational values predicts commitment and
satisfaction (O Reilly, Chatman, and Caldwell 1991).
Concepts:
A multitude of factors explains why employees remain in or leave an
organization, but scholars have consistently recognized employees expressed
intentions to stay as a reliable precursor to actual turnover and as reflective of
employee commitment to the organization (Maertz and Campion 1998, Hom and
Griffeth 1995, Hom and Kinicki 2001 ). The researchers investigated factors such
as satisfaction with compensation, supervisors, and coworkers, in addition to
overall attitudes of satisfaction (Griffeth, Horn, gaertner 2000). They found that
overall satisfaction was negatively associated with

turnover intentions.

Satisfaction with pay or compensation is of particular interest because it may be

the counterpart to relying on the mission to motivate and keep employees
(Preyra and Pink 2001).

The nature of nonprofits places an expectation on employees to work for the

cause, not the paycheck. An additional consideration is that employees
dispositional and descriptive characteristics explain tendencies toward positive
and negative attitudes towards the organization. For example, age, tenure, and
position have all been shown to influence employees commitment and
satisfaction (Griffeth, Horn, and Gaertner 2000). Older, longtime, and managerial
level employees tend to express more commitment to the organization.
Awareness, agreement, and alignment at least three basic principles influence
employee attitudes towards the mission: awareness, agreement, and alignment.
First the organizations purpose (that is, its mission) must be salient in the
employees minds. Are they and their coworkers aware of the organizations
mission and values? Second, employees must agree with the expressed purpose
and values of the organization.
If employees are going to work diligently for what may be lower compensation,
they need to perceive agreement between their values and the organizations
(Krist of 1996). Third, employees must perceive a connection between their work
and the fulfillment of the mission (Mason 1996).
Employee Retention philosophically, employee retention is important; in almost
all cases, it is senseless to allow good people to leave your organization. When
they leave, they take with them intellectual property, relationship, investments ( in
both time and money ), an occasional employee or two, and a chunk of your
future. Employee Retention Strategies helps organizations provide effective
employee communication to improve commitment and enhance workforce
support for key corporate initiatives.
We also provide full support for your marketing-communication efforts by helping
you build customer loyalty by distinguishing and positioning your organizations
unique products and services in todays crowded marketplace. In addition to
influencing employees, the compensation plan can affect company performance
by impacting recruitment and retention ( Stiglitz 1975; Salo and Salop 1976;

Demski and Feltham 1978; Milgrom and Roberts 1992). For example,
performance based compensation contracts attract and retain high performers
and differentiate high from low performers (e.g., Baron and Kreps 1999; Banker
et al. 2001). A company benefits when low-performance employees leave, but
suffers a setback when high-performance employees depart. Thus it is important
to consider who will join /leave the company when the performance sensitivity of
the compensation contract is changed.
Ideas:
A strong retention strategy becomes a powerful recruitment tool: Effective
employee retention is a systematic effort by employers to create and foster an
environment that encourages current employees to remain employed by having
policies and practices in place that address their diverse needs. A strong
retention strategy becomes a powerful recruitment tool. Employee retention
matters, as, organizational issues such as training time and investment, costly
candidates etc., are involved. Hence, failing to retain a key employee is a costly
proposition for any organization.

Various estimates suggest that losing a middle manager in most organizations,

translates to a loss of up to five times his salary. This might be worse for CALL
CENTRE companies where fresh talent is intensively trained and inducted and
then further groomed to the successive stages. In this scenario, the loss of a
middle manager can often prove dear. The loss of a critical employee in an
industry where there is no competition and/or it is negligible, will not inflict
remarkable loss as the replacement will be ready at hand but where the
competition is tough and cut throat, the loss of an employee will always be higher
and damaging, unless a plan has been devised to counteract such losses with
succession planning to replace the lost hand readily, but foremost the retention
policies are devised and practiced to avoid such embarrassing situations. Our
study focuses on a car dealership in India that changed its compensation
scheme from being totally commission-based to a mix of fixed salary and lower

commission rates. This change was in response to the requirement of the 1998
Taiwanese Labor Law amendment. Our database includes 4,392 pieces of
detailed, individual-level data (e.g., salespersons compensation, sales quantities,
performance ratings, and demographic information) and firm-level data (e.g.,
turnover rates, new hires) for a period of 56 months.

Respect, Recognition

and Rewards: These are known as 3 Rs of employee retention strategy

package. These three basic ingredients which correspond to the physiological,
social and economical needs of a human being are very important factors in
winning the heart, mind and soul of any individual. If we place them in order it
makes a pyramid where reward is placed at the bottom, recognition in the middle
and respect at the top of the 3 Rs pyramid. The order in which they are arranged
or placed shows the importance in retention strategy. By following this strategy
organization is rewarded with Increased Productivity, Reduced Absenteeism,
A More Pleasant Work Environment & Improved Profits.
A

Steadfast

Philosophy:

Uses

only

research

based,

theory-supported

approaches to improving employee engagement. Avoided are the gimmicks such

as employee of the month, suggestion boxes, prizes or other carrots. While
commonly used, these short term fixes fail to produce genuine employee loyalty,
more than 60 years of research tells us so (Kruthika Rao 2007).

Keis

Employment Retention Wheel: The first step to improving employee retention is

to understand why employees stay with their current employer. Many experts
dwell on the reasons employees leave, which is not as important or revealing as
the reasons they stay. Companies have tried many different programs and perks
to hold onto good employees. However, studies show that these efforts are not
enough to retain good employees when the support that is needed to achieve job
success is not adequate.
Keis employment retention strategy is based upon two primary beliefs:
1 It is difficult for employers to retain good employees if they dont have a
process to hire the right people in the first place.
2 Retention processes must directly support the reasons that successful,
satisfied employees stay.

Keis concentration on the center of the employee retention wheel provides

employers with internet-based tools that give employees systematic, ongoing
support to be successful in their work and satisfied with their employment.
Issues:
Myths about Employee Morale Prevent Companies from Achieving Retention
Success: Despite years research that point to far different solutions, many
companies use the wrong tactics when trying to improve employee morale,
satisfaction and retention. These myths prevail, in part, because business have
used these methods, however wrong, for a very long time and have become
used to trying the same ideas.
Myth # 1: People most often leave a company for more pay
Myth # 2: Incentive programs produce long-term profits and improve productivity
and morale.
Myth # 3: People dont want more responsibility
Myth # 4: Loyalty is dead
Myth # 5: Improving employee satisfaction is expensive
Myth # 6: Employee satisfaction is fluff
Myth # 7: Supervisors are the problem
Myth # 8: My company/industry/people are different
Arguments:
Factors That Affect Employee Retention: Most managers understand the
importance of employee retention and its impact on the overall health and vitality
of the organization. The importance of retaining top organizational talent will only
increase over the coming years as the massive cohort of baby boomers begin to
reach retirement age making it easy for younger employees to find work.
Furthermore, this study goes beyond related prior studies by investigating how
employee ability affects their performance when a company changes its
compensation plan to a less performance sensitive one. We capture employees
ability by using both continuous variables (i.e., number of cars sold and
reciprocal of time to the first promotion since he/she joined the dealership) and

categorical variable (i.e., employee annual performance rating). The employee

ability measure not only helps us identify specific performance groups that are
most affected by the compensation plan change but also provides additional
insights into causes of employee separation after the plan change. These
findings have managerial implications since they can help top management
anticipate possible impacts on incentives and efforts of different employee groups
as well as on employee recruitment and separation due to the compensation plan
change to a less performance sensitive one.
Findings:
-

AT THE TIME OF RECRUITMENT

Select the right people through competency screening

o Use psychometric tests to get people who can work at night and
handle the
o monotony
o Offer an attractive, competitive, benefits package
o Make clear of performance enhanced incentives and other benefits.
Keep those
o Promises, later
-

AT THE OFFICE

An employees work must be communicated to him clearly and thoroughly

Give the employee necessary tools, time and training
Have a person to talk to each employee at regular intervals
The quality of supervision an employee receives is critical to employee retention
Provide the employee a stress free work environment
Make sure that employees know that their work is important for the organization
Employees must feel rewarded, recognized and appreciated
Work-life initiatives are important
Implement competency models, which are well integrated, with HR processes
like selection & recruitments, training, performance appraisal and potential
appraisal

NIGHT SHIFTS

Have doctors to advise them about health problems and the ways and means to
deal with them
Organize programs where people from other professions, who have night shifts
talk to call centre employees about their experiences
Organize training, counseling and development programs for employees
If needed, provide special lights in the office/workplace to ensure that their
bodies get sufficient vitamin D
Methodological Approaches:
Employee Recognition Increases Retention: The truth is that recognizing
employees for their hard work is one of the least expensive and easiest ways to
improve the level of employee retention in your organization. The return on
investment for a managers time and limited expenses can be incredible.
Hollenbeck and Williams (1986) pointed out an important distinction between the
frequency and functionality of turnover. While the former refers to the number of
turnover separations, the latter refers to the implication of those separations for
an organization. Using a meta-analysis of 55 studies, William and Livingstone
(1994) reported that poorer performers tended to leave when the pat was based
on performance and to stay when it is not.
The implication of their findings is that performance-based compensation plans
can lead to functional turnover. Lazear (2000) reported that about one-third of
improved performance can be attributed to selection effects, i.e., less-productive
workers leave the company and are replaced by more-productive workers. In
Banker et al. (2001), results showed that a performance-based scheme in a retail
firm attracted and retained more productive salespersons, while the performance
of the less productive sales staff declined before they left. Efficiency,
effectiveness and survival of any organization anywhere, whether big or small,
depend on the recently rediscovered human capital.

Thus acquisition of qualified human resources, developing them and maintaining

them becomes all the more important. Employee turnover not only reduces the
human capital in an organization but also organizational productivity besides
incurring the costs of acquiring human resources for replacement and developing
them. Hence increased emphasis is being laid on retention of human resources
now a days especially with the onset of recent Revolutions such as Information
Technology, which is labor intensive in nature, supported by increased
globalization. Paper attempts to rediscover the Indian wisdom on HRM with
special reference to the causes of employee turnover and the retention strategies
as spelt out more than 5000 years ago in panchatantra, a classical work on
management, yet very relevant to this day.

Retention Strategies Help to Drive Revenue Growth: Employee satisfaction is

essential to any effective employee retention strategy any good HR manager
knows that. However few managers think of the impact that employee
satisfaction has on their customers and ultimately on their company profits. One
can assume that happier, more productive employees will make more sales, treat
customers better, and ultimately make more money for the company, but few
companies have analyzed this assumption to the extent that Sears, Roebuck and
Company has. Sears has put this common assumption to the numbers test and
the results are intriguing to say the very least. Companies design compensation
schemes not only to induce more employee effort but also to attract potential
employees.

Recent studies suggest that performance-based incentive plans effectively sort

employees by ability (Lazear 2000; Banker et al. 2001). Selection effects include
recruiting and separation effects. The former relates to the type of employees
who join the company and the latter to the type of employees who leave. Lazear
(200) showed that contracts with higher piece rates attract high-ability
employees.

In a review paper, Prendergast (1999) argued that compensation contracts are

important means for a company to recruit more capable workers, since they will
benefit more from a performance-sensitive compensation plan than the less
capable will. In turn, the more capable will be more likely to be attracted to the
company than the less capable; therefore, the company will have a higher
percentage of high performers. Employee Turnover and Retention Strategies:
Panchatantra (an Indian ideology), rich in human resource management ideas,
emphasizes the role of human capital and identifies the reasons as to why
employees leave an organization and thereby point out, by inference and
implication, the strategies, both direct and indirect, as to how to retain them. It
declares that the employees, if alive and kept well, will stand by the management
even in the face of a disaster. Hence it advocates that the management should
look after the well being (welfare) of the employee well.
It states that it is a natural tendency in people to hate the have-nots even if
educated, efficient and well-serving and hence the management should take care
not to hate the poor employees. It also asserts that doing a job just for filling the
belly is no job at all, hence the management should not treat the employees with
the mind-set that they are working for filling their belly. It also reiterates the
purpose of life as showing loving kindness to all and serving for the living of
many, not merely answering the call of belly, thus the management should show
loving kindness to all employees.

Call centre is an international business process outsourcer with particular expertise

in customer management. It develops and implements a range of outsourcing
solutions

for

many

leading

organizations

in

the

commercial,

financial

services, utility and public sectors. These include transformational outsourcing,

combining our skills in consulting, technology and outsourced service provision to

stimulate and facilitate business change and flexibility.
Call Centre is part of United Utilities plc, a FTSE 100 company. In 2001, the
company launched a strategic alliance with Cap Gemini Ernst & Young. The
agreement provides a powerful combination of outsourcing and IT skills and
experience that is unique in the UK.
In December 2002, we acquired UK contact center operator, 7C and the
shareholding of 7C India, in which GE Capital has a strategic investment.

2.2 ORGANIZATION STRUCTURE

2.4 CURRENT SALES, PRODUCT MIX

Outsourced services include:

Customer management outsourcing

Business services outsourcing

Transformation and technology

The CALL CENTRE Mission

To work in partnership with our customers to transform public service delivery, and
continually improve services to the citizen on the basis of best value.
Values
CALL CENTER

is trusted by many leading organizations to manage millions of

customer interactions every year. It differentiates through the following brand

values, but to support their clients' cultures they embed and communicate their
brand values to their customers. They are the sum total of everything they want
their clients to feel and think about them.

Passionate about service

Efficient and effective

Proactive innovators

Results focused

Experts plus

Their core values shape the way they run CALL CENTER and interact as a team.
They have five core values - all of which reflect the company's founding belief that
their people are as critical to their success as are clients and their customers.

Our customers are our business

We will respect every individual in our company

We will adopt a performance focused approach

We will be flexible and decisive

Quality as a way of life

Services and Markets

As an international business process outsourcer, with particular expertise in

customer management, CALL CENTER

develops and implements a range of

outsourcing solutions for many leading organizations in the commercial sector,

financial services, utility and public sectors.
These range from contact center operations, for example, through to complete
transformational outsourcing - combining their skills in consulting, technology and
outsourced service provision to stimulate and facilitate business change and deliver
a step change in performance.
They work in partnership with their clients to deliver enhanced business
performance, whilst reducing costs and improving the service and realizing the
potential of customer relationships.

2.5 MARKET POSITION

Contact centres

Customer relationship management

Telemarketing

Billing

Document handling

Payment processing

Debt management

Print & fulfillment

Finance & accounting

Human resources

Change management

Careers

Career development is fundamental to their success as a business. It promotes a

culture of continuous self-development; provides a stimulus for personal and
business growth; complements their appraisal process; and, importantly, supports
an individual's ongoing development plans.
CALL CENTER

is a rapidly growing company delivering business process

outsourcing services for blue-chip clients in the UK and overseas. They continually
develop leading edge IT, telephony and processing systems that ensure they can
not only win new clients, but also deliver world-class service on behalf of their
customers.
They are therefore continually seeking to recruit motivated and committed
individuals to join their team and develop their careers in line with their growth.
Opportunities are always available in Customer Services, Transformation and
Technology and Business Change. In addition, they have occasional openings in
our Sales, Marketing, Finance and HR operations.
Key Facts
Call Centre is an international business process outsourcer with particular
expertise in customer management.

300 million turnover

Manages over 34 million client customer accounts

9,000 employees

Economies through scale

204 million UK customer transactions

65 million bills and documents printed and sent out

95 million payments processed

6 billion collected in payments

Independent accreditations

Investors in People

ISO 9001

The CALL CENTRE Promise

A flexible, scalable, multi-channel service delivered from our Centres of

excellence

Reduced cost per employee served

Guaranteed levels of service

Improved accuracy and timeliness of critical transactions

Access to experienced Shared Service Center practitioners who will

leverage your existing Enterprise Resource Planning (ERP) solution (HR
Systems)

2.6 DIRECT COMPETITORS

-

Genpact
IBM
V- customer care

2.7 FUTURE PLANS

At the heart of any successful activity lies a competence or a skill. In todays
competitive world it is becoming particularly important to build on the competitive
activities of business. There has been much thinking about business strategy
over the last three decades; particularly regarding what competencies a business
needs to have in order to compete in a specific environment. Top management is
identifying corporate core competencies and working to establish them
throughput the organization. Human Resource Development builds competencybased models that drive business results.
All organizations are talking about competencies. Some have truly worked the
concept into several of their processes. A few have a fully implemented
competency modeling and reporting system in place. These address the
development of people from process design through succession.
The process is completely customizable. The decisions of competency design
are driven by a number of organizational factors, including management

philosophy, customer requirements, business needs, and in-place processes.

These factors vary from one organization to another, requiring a customized
approach to competencies in the workplace.
What are competencies?
Competencies are clusters of knowledge, skills/abilities and underlying personal
characteristics that drive resultant behavior leading to success/superior
performance on job. The stress and due bias is towards the behavioral
dimension. The word capability is also inter-changeably used to connote this
meaning.
Competency = Ability + Willingness
The word competency is widely used in business and personnel psychology. A
competency is also something you can measure, and lists of competencies form
a common language for describing how people perform in different situations.
Every job can be described in terms of key competencies. This means that they
can be used for all forms of assessment, including appraisals, training needs
analysis and of course, selection.
The Competency Iceberg
It can be helpful to think of competencies in terms of an iceberg. Technical
competencies are at the tip - the portion above the waterline that is clearly visible
(and therefore easier to assess).
Behavioral competencies are below the waterline - they are more difficult to
assess, and often harder to develop. Behavioral competencies can be
understood as manifestations of how a person views him or herself (self-image),
how he or she typically behaves (traits), or motives him or her (motives).

Skill: A person's ability to do something well.

Knowledge: Information that a person uses in a particular area.
Self-Image: A person's view of him or herself, identity, personality and worth.
Trait: A typical aspect of a person's behavior.
Motive: What drives someone's behavior in a particular area? (An underlying
need for achievement, affiliation or power)
Competencies are not "add-on" responsibilities or skills. Instead, they are a way
of clarifying existing job requirements and expectations about performance.
A competency model describes the combination of knowledge; skills and
characteristics needed to effectively perform a role in an organization and is used
as a human resource tool for selection, training and development appraisal and
succession planning. Identifying and mapping these competencies is rather
complex. A competency model consists of a set of competencies that have been
selected through some research process that demonstrates their importance for
success on the job.
The competencies identified for call centre India have been listed in the
Competency model below:

Succession Planning
Training

Promotions

Competency Model

Business & Commercial focus

Client & Customer Focus
Working with others
Developing others
Confidence & Communication
Performance Focus
Working proactively
Leading others
Expert Knowledge
Planning & Reviewing
Solving problems
Creativity & Innovation
Change focus

Influencing others

Career Planning
Recruitment

Pay Decisions
Assignments
Performance Management
Competency model for CALL CENTRE India

Work

A competency model ensures the HRM systems:

Selection Systems All interviews are looking for the same set of abilities and
characteristics.
Training and Development

It provides a list of behaviors and skills that

must be developed to maintain satisfactory levels of performance.

Succession Planning

It focuses on the same set of attributes and skills

relevant to success on the positions under consideration.

Performance Management

It

clarifies

what

is

expected

from

the

individuals.
Appraisal System It focuses on specific behavior, offering a roadmap for
recognition, reward and possible advancement.
This project focuses on three areas of Competency-based applications:
Recruitment & Selection: Competency Based Interviewing guide
Performance Management System: Performance appraisal Process
Career Planning: Career Progression Program for Support staff

RESEARCH METHODOLOGY
SAMPLE SIZE
At least 50 to 75 employees from outsourcing space i.e. from call centre.

PRIMARY DATA
This project will be based on the exploratory research of using two variables for
the utmost employee retention which is based on the Hierarchical growth and the
financial benefits.

SECONDARY DATA
A secondary data is that data that is required to conduct the study and can be
obtained from books, journals, magazines, records etc. Secondary data is data
taken by the researcher from secondary sources, internal or external. Secondary
data is collected from following sources: 1 Magazines and journals
2 Company websites.
3 Internet
4 Books
LIMITATION
Many constraints were involved in doing this study. Some of them are as follows.
The most significant limitation has been the individuals involved in this
study were very busy and did not spare much time in discussion.
The sample size selected for the survey was too small as compared to
large population.
The project was carried out only in the Delhi, so findings on data gathered
can be best true for Delhi only and not applicable to other parts of state
and country.
Indian stock market is a market where sentiments play a major role in price;
hence 100% accurate predictions cannot be made about its future path

ANALYSIS AND FINDINGS

Q1. When the idea of leaving this company come across your mind

1yr back

6mnth

3mnth

Response
21
18
20
11
5

3 Yrs
2 Yr
1yr
6mnth
3mnth

Response
3mnth; 7%
6mnth; 15%
1yr; 27%

3 Yrs; 28%

2 Yr; 24%

As per the data suggested that CALL CENTER

CALL CENTER , has high

attrition rate, as per the graph, 24% of the people suggested that they idea of
leaving company came his mind post 2 yrs. However almost, 21% of the people
suggested they leave company within 3 to 6 months.

Q2. In your opinion what is d rate of attrition in your company

50-60%

20- 30%

Below 20%
Response
7
12
9
32
15

50 to 60%
40 to 50%
30 to 40%
20 to 30 %
Below 20%

Response
50 to 60%; 9%
40 to 50%; 16%
Below 20% ; 20%
30 to 40% ; 12%
20 to 30 %; 43%

This study had been carried out of to judge the employee retention strategy 43%
of the people suggested that company has 20 to 30 percentage of attrition which
has the alarming at this point of time, Adding to this 20% of the people said they
have below 20% of the attrition.

Q3. What are d main reasons for people leaving the company

Self development

Better compensation

Safety

Long term benefits

Work environment

Response
5
35
5
27
5

Self development
Better compensation
Safety
Long term benefits
Work environment

Response
Work environment; 6% Self development; 6%
Long term benefits; 35%

Better compensation; 45%

Safety; 6%

This response, shows why people leave CALL CENTER

CALL CENTER ,

compensation is the factor contributed most in terms of the people attrition as,
CALL CENTER hiring junior Team member at the 15 K to 18K monthly income,
however CALL CENTER

mostly hire people lower at what other organization

paying i.e. 20 to 25 K per month.

Q4. Are you changing your job primarily for better compensation?

Yes

No

Response
55
20

Yes
No

Response
No; 27%

Yes; 73%

Compensation and benefits cost for each week the position is vacant, even if
there are people performing the work. As per the study CALL CENTER

CALL

CENTER , 73% of the people looking for job because of the right compensation,
Calculate the lost productivity at 100% if the position is completely vacant for any
period of time.

Q5. Are you quitting the job for better future or career prospects in terms of
skills?

Yes

No

Response
35
40

Yes
No

Response

No; 53%

Yes; 47%

As per the study suggested, that, 47% of the people quitting job from the CALL
CENTER CALL CENTER because of the better future and the career prospects
which is because CALL CENTER

CALL CENTER

lacking on the better

environment for employees.

Q6. Do you have any system for reversal your grievances? Please rank them

No channels

Many channels

Few channels

Enough
Response
5
35
8
27

No channels
Many channels
Few channels
Enough

Response
No channels; 7%
Enough; 36%
Many channels; 47%
Few channels; 11%

Grievances handling process and the system for reversal, is the very important
factor for retaining the employees of CALL CENTER CALL CENTER , however
the HR connect kind of programme really helping CALL CENTER
CENTER
CENTER

CALL

to gain the confidence, 46% of the people suggested that CALL

CALL CENTER

has many channels,

for grievances handling

process.

Q7. Company adequately equipped for corporate social responsibility (csr)

Very highly

Moderately

Fair

Response
20
40
15

Very highly
Moderately
Fair

Response
Fair; 20%

Very highly; 27%

Moderately; 53%

As per the data suggested that, 53% of the people going for CALL CENTER
CALL CENTER because they think company is following the moderately on the
CSR issues, however 27% of the people are very highly effective, of the following
CSR strategy of the company.

Q8. How satisfied are you with the CALL CENTER you are currently working for.
a Extremely satisfied
b Very satisfied
c

Neither satisfied nor dissatisfied

d Very satisfied

e Extremely satisfied
Satisfaction Level
12
30
9
30
19

Extremely satisfied
Very satisfied
Neither satisfied nor dissatisfied
Very dissatisfied
Extremely dissatisfied

Satisfaction Level

Extremely satisfied; 12%

Extremely dissatisfied ; 19%

Very satisfied; 30%

Very dissatisfied ; 30%

Neither satisfied nor dissatisfied ; 9%

This question giving an insight of the satisfaction level which is key to the all
retention policy of the employees as per this study almost 49% of the employees
of CALL CENTER Call center is not satisfied or very dissatisfied with the work
with CALL CENTER Call center , This area is called the gray area for every HR
persona and for the company also because almost half of the people are not
happy with the company although of the several reason which could be starting
from pay hike to operational issues, some 42% of the people are satisfied or very
satisfied to working with the company.

Q9. How is your working experience till now with CALL CENTER
CENTRE?

CALL

a Much more positive than negative

b More positive than negative
c

More negative than positive

d Much more negative than positive

Experience
Much more positive than negative
More positive than negative
More negative than positive
Much more negative than positive

with

The company
36
15
37
12

This question is meant for the till now working with CALL CENTER

Call center

how employee of the company is experienced towards JOB enrichment and job
satisfaction , as per our study suggested that almost 36% of the people are
thinking much more positive than the Negative when it comes to the working
experience with the CALL CENTER

Call center which is one of the good area

for the employer, adding to this 37% of the employees are those who are saying
that they have lesser positive experience with this company rather than the more
negative experience. Recommendation for the HR team of this company is to find
out the gap analysis and try to cover up this pitfall in the employee behaviour for
example CALL CENTER could provide some of the market correction or proper
team training also to provide the better insight what as an organisation they are
working for employees.

Q10. If your experience is more negative, than what factors do you hold
responsible for that. Select all that apply.
a My performance evaluation and the outcome.
b My role, responsibility
c

Job training

d My boss
e My co-workers
f

My compensation

g Relocation
h Medical benefits and insurance
i

Vacation

Any other

My performance evaluation and the outcome.

My role, responsibility
Job training
My boss
My co-workers
My compensation
Relocation
Medical benefits and insurance
Vacation
Any other

14
7
8
17
12
23
4
2
5
8

Any other; 8%

Vacation
; 5%
My performance
evaluation and the outcome.; 14%
Medical benefits and insurance; 2%
My role, responsibility ; 7%
Relocation; 4%
Job training; 8%
My compensation; 23%
My boss; 17%
My co-workers; 12%

This question is primarily gives understanding employees of this company are

perceiving that they have lesser positive and more negative experience with this
company. As per our graph suggested that 23% of the employees have lesser
compensation than there perceiving value which is why they are not experiencing
good while working with this company. 12% of the employees suggested that
there Co workers are not good so they have negative powerhouse in there
thinking. 17% of the people suggested that their relation with reporting manager
is not co operative and so they are not happy to working with this company.
These are the area where HR can work out and try to reduce this anxiety as
much as possible. Because ultimately the employees are not happy with this
company.

FINDINGS AND INFERENCES

CALL CENTRE has an outstanding strategic position, a great brand, fantastic
employees and a

remarkable future. You are Welcome to be a part of this

bandwagon. We believe that our people are our greatest strength. We are
committed to hiring talented individuals and promoting diversity in the workplace
and committed to providing our employees with the resources they need to excel.
To make the Employee First concept work, CALL CENTER launched a variety of
internal

initiatives

designed

to

both

give

employees

more

personally

responsibility for the companys service offerings and a voice with upper
management. CALL CENTREs enlightened approach to employee development

focus on giving people whatever they need to succeed: be it a virtual assistant or

talent transformation sabbaticals; expert guidance or fast track growth; inner
peace or democratic empowerment. The objective of the thesis is To study
employee

retention,

identify

areas

of

excellence

and

areas

needing

improvement; and provide suggestions for such improvement. The aim of this
Thesis is to implement strategies successfully, analyze their working and
performance, and highlight where they are doing well, while providing
suggestions and recommendations for improvement. Employee retention is very
important to study because to survive in such a competitive market is very
difficult without the permanent support of an employee that is to retain employee.
To reach out to distinct objective of this project, I proposed this project based on
the exploratory research of using two variables for the utmost employee retention
which is based on the Hierarchical growth and the financial benefits. Companies
invest very many hours and monies in training and educating employees. These
companies are severely affected when employees check out, especially in the
middle of some big company project or venture. Although employees most often
prefer to stay with the same company and use their time and experience for
personal growth and development, they leave mainly because of work related
stress and dissatisfactions. More and more companies have now realized the
importance of a healthy work culture and have a gamut of people management
good practices for employees to have that ideal fresh work-life. Closed doors
work culture can serve as a deterrent to communication and trust within
employees which are potential causes for work-related apathy and frenzy. A
transparent work environment can serve as one of the primary triggers to
facilitate accountability, trust, communication, responsibility, pride and so on. It is
believed that in a transparent work culture employees rigorously communicate
with their peers and exchange ideas and thoughts before they are finally matured
in to full-blown concepts. It induces responsibility among employees and
accountability towards other peers, which gradually builds up trust and pride.
More importantly, transparency in work environment discourages work-politics
According to our survey result out of 75 people which is our sample size said
28% people are strongly agree with this views that call centre a clear focus and
sense of direction for the future. And 38% people agreed with this views that call

centre has cleared focus towards the future direction. But 14 % people said they
disagree with a views of call center that they has clear focus towards future but
the 20% people as our respondent are strongly disagree with the statement that
ask call centre has a clear focus and sense of direction or not.

LIMITATIONS
Many constraints were involved in doing this study. Some of them are as follows.
The most significant limitation has been the individuals involved in this
study were very busy and did not spare much time in discussion.
The sample size selected for the survey was too small as compared to
large population.
The project was carried out only in the Delhi, so findings on data gathered
can be best true for Delhi only and not applicable to other parts of state
and country.

Indian stock market is a market where sentiments play a major role in price;
hence 100% accurate predictions cannot be made about its future path

RECOMMENDATION
The research shows that there is a relationship between Positional benefits and
employee retention in the organization. It also concluded that internal
advertisement cannot be used in the small and medium scale software
enterprises. Though there is an association between benefit structure and
employee preference for staying the company, the research revels that this
relationship is not conducive for implementing the variable benefit structure
strategy.
My dissertation for retention strategies in the software industry was highly
informative and supportive to my future it has helped me to gain knowledge of

conducting study of human resource function in an organization. This project will

be based on the exploratory research of using two variables for the utmost
employee retention which is based on the Hierarchical growth and the financial
benefits.
The objective of the thesis is To study employee retention, identify areas of
excellence and areas needing improvement; and provide suggestions for such
improvement. The aim of this Thesis is to implement strategies successfully,
analyze their working and performance, and highlight where they are doing well,
while providing suggestions and recommendations for improvement. Employee
retention is very important to study because to survive in such a competitive
market is very difficult without the permanent support of an employee that is to
retain employee
Many HR professionals feel that work performance is a contemplation of how
employees feel about themselves and their work, If an employee experience a
sense of pride in the job then the work quality, efficiency, and retention increases
significantly. Employees who suffer from low self esteem and display lack of
enthusiasm exhibits negative feelings at the work place. Protecting the self
esteem of the employee will be top agenda for future organization. One of the
best ways to achieve that is by providing socially acceptable positions titles to the
employees.

CONCLUSION
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.
Call centre analysis is an applied research process that can identify the most
likely

causes

of

turnover

in

given

situation.

With

this approach,

we first determine who is terminating (e.g., effective performers, ineffective

performers, or both), the stage at which they terminate (e.g., after one week,
after one year), and why they leave. We can then suggest solutions tailored to
the

existing

problem.

Scored Applications
Selecting employees who are likely both to perform well and to stay with a single
employer is a good retention strategy. Performance Associates has successfully
used a weighted or scored application as a low-cost, non-intrusive technique for
predicting tenure in many settings. One client reduced a historical 50% turnover
rate among seasonal employees to just 10% by scoring a dozen pieces of
information on the standard application form and using a cut-score to select new
hires.
Employee Opinion Survey

Losing good performers, especially after they have accumulated some tenure, is
a costly problem. We may recommend an employee opinion survey to pinpoint
issues contributing to turnover of seasoned employees. An EOS is like a
"snapshot" of employee attitudes that we can then link statistically to employee
intentions to stay or leave the CALL CENTER CALL CENTER . Again, defining
the problem is half the solution.
Personnel Research
Sometimes employee retention is best understood in the context of broad
spectrum

research

rather

than

focus

on pinpointing

problems.

For

example, we have helped some clients identify documented linkages between

employee retention, customer retention, and profitability. In one instance we
were able to determine approximately how much a large service company lost
from customer cancellations because of employee turnover.
Training Design
The lack of adequate employee training is commonly associated with low
retention rates. Our approach to designing training content builds on the solid
foundation of job analysis. By focusing on the requirements of the job, we
minimize the inclusion of both superfluous and insufficient material in a training
program.
Career Planning
Employees are more likely to stay for the "long haul" if they feel they have a
career, not just a job, with a call centre. Performance Associates can provide
career guidance and resource materials for employees, taking into account their
abilities, personality, and interests. We can also assist employers with placement
decisions for new hires that are compatible with employees long-term potential.
Performance Appraisal
Performance plays an integral role in retention by mediating some employees'
decisions to stay or leave, especially if there is a link to compensation.
Therefore, we may suggest the development or modification of an call centres
performance appraisal system in order to yield accurate information about each
employee's job performance.
Individual Development Plans

We can take an active role in helping an employee develop skills to perform his
or her current job better or prepare for future opportunities.

Individual

development plans are customized to the employee's needs and integrated with
call centre resources, such as training, job rotation opportunities, and mentoring.
Follow-up coaching and counselling are common elements of these plans.

APPENDICES
Questionnaires

Q1. When the idea of leaving this company come across your mind

1yr back

6mnth

3mnth

Q2. In your opinion what is d rate of attrition in your company

50-60%

20- 30%

Below 20%

Q3. What are d main reasons for people leaving the company

Self development

Better compensation

Safety

Long term benefits

Work environment

Q4. Are you changing your job primarily for better compensation?

Yes

No

Q5. Are you quitting the job for better future or career prospects in terms of
skills?

Yes

No

Q6. Do you have any system for reversal your grievances? Please rank them

No channels

Many channels

Few channels

Enough

Q7. Company adequately equipped for corporate social responsibility (csr)

Very highly

Moderately

Fair

Q8. How satisfied are you with the call centre you are currently working for.
Extremely satisfied
Very satisfied
Neither satisfied nor dissatisfied
Very satisfied
Extremely satisfied

Q9. How is your working experience till now with call centre?
Much more positive than negative
More positive than negative
More negative than positive
Much more negative than positive

Q10. If your experience is more negative, than what factors do you hold
responsible for that. Select all that apply.
o
o
o
o
o
o
o
o
o

My performance evaluation and the outcome.

My role, responsibility
Job training
My boss
My co-workers
My compensation
Relocation
Medical benefits and insurance
Vacation

o Any other

BIBLIOGRAPHY
1 Essentials of Human Resource Management And Industrial
Relations

P. Subba Rao

2 Human Resource Management

K.Gupta

3 Research Methodology

C.R.Kothari

4 Personal Management

C.P.Memoria

5 Training and development (trends and experiences)

Sumati Reddy
6 Training and development (Country experiences) K.B.S.Kumar

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SHOTLAND, A. (1997) A Meta-Analysis of the Relations among Training
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3. ANDERSON, J. R. (1982) Acquisition of Cognitive Skills. Psychology
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