Neha HR Thesis 1

8/12/2019 Neha HR Thesis 1

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RETENTION STRATEGIES IN PRIVATE SECTOR

A comparison between an Indian company and a MNC in

In telecom sector.

ISSERTATION REPORT

!"#$

Submitted for the partial fulfilment of the requirement for the award

O%

POST GRA&ATE IP'OMA IN MANAGEMENT

S&(MITTE ()

Ne*a &pad*yay

PGM+!"#$

&NER T,E S&PERVISION O-

(idis*a (*attac*arya

1



CERTIFICATE

This is to certify that the work presented in the thesis entitled “RETENTION

STRATEGIES IN PRIVATE SECTOR in partial f!lfil"ent of the re#!ire"ent for the

award of $e%ree of “POST GRA$&ATION $IP'O(A IN (ANAGE(ENT fro" IIP(

NE) $E'*I is an a!thentic work carried o!t !nder "y s!per+ision and %!idance,

To the -est of "y knowled%e. the content of this thesis does not for" a -asis for the

award of any pre+io!s $e%ree to any one else,

Si%nat!re of %!ide

Place/

$ate/

2



ACKNOWLEDGEMENT

I a" +ery %ratef!l to "y instit!te for %i+in% "e the opport!nity of workin% in this pro0ect

and for %i+in% "e !sef!l instr!ction,

I e1tend "y re%ards and sincere thanks to 2idisha 2hattacharya with who" s!pport 3

effort. I ha+e co"pleted "y pro0ect,

Also I a" thankf!l to the "ana%e"ent and e"ployees of CO(VIVA and &NINOR for

allowin% "e to "ake this pro0ect and takin% o!t their +al!a-le ti"e to fill !p the

#!estionnaires and ena-lin% "e to co"plete this pro0ect.

Neha &padhyay

3



CERTIFICATE OF APPROVAL

The fore%oin% thesis “RETENTION STRATEGIES IN PRIVATE SECTORS.

is here-y appro+ed as a credita-le st!dy of research topic and has -een presented in

satisfactory "anner to warrant its acceptance as pre4re#!isite to the de%ree for which it

has -een s!-"itted,

It is !nderstood that -y this appro+al. the !ndersi%ned do not necessarily endorse any

concl!sion drawn or opinion e1pressed therein. -!t appro+e the thesis for the p!rpose

for which it is s!-"itted,

(Internal Examiner) (External Examiner)

(Head ! De"artment)

4



TABLE OF CONTENTS

1. EXECUTIVE SUMMARY

2. ABSTRACT

3. OBJECTIVES

4. COMPANY OVERVIEW

COMVIVA

• Histo!

• P"#os$ %&' i&t$&t

• C"sto($s

• A)%'s

• Po'"*ts %&' s$+i*$s.

UNINOR

• U&i&o i& so*i$t!

• B%&*,$s

• Visio&

• Po'"*ts %&' s$+i*$s

5



-. REVIEW OF LITERATURE

E(#o!$$ $t$&tio&

C,%&/i&/ '$(o/%#,!

N$$' o0 t,$ st"'!

E(#o!$s %&' t,$i $! 'i+$s to $t%i& t%$&t

T!#$ o0 $&+io&($&t $(#o!$$s &$$' i& % *o(#%&!

. RESEARCH METHOOLY

5. ANALYSES AN FININS

6. RECOMMENATIONS

7. SUETIONS

18. LIMITATIONS

11. CONCLUSION

12. ANNEXURE I

Bi9io/%#,!

13.ANNEXURE II

:"$stio&&%i$

6



EXECUTIVE SUMMARY

Pri+ate sector or%ani5ations are ac!tely aware of the need to attract and retain co""itted staff

and "!ch has -een done to pro+ide fra"eworks with which or%ani5ations can operate with

consistency and confidence,

Or%ani5ations can6t force. -e%. or -!y the type of workforce needed to s!cceed today, As

-!siness leaders str!%%le to -oost the ret!rn on their h!"an capital and flawlessly e1ec!te their

latest -!siness strate%ies. it6s no wonderin% that e"ployee retention a top priority,

This Pro0ect is all a-o!t the strate%ies which pri+ate co"panies !se to retain their -est talent in

the co"pany and how effecti+e these strate%ies are,

I ha+e considered two co"panies fro" teleco" sector, The first one is an Indian co"pany that

is CO(VIVA and the other one is an (NC &NINOR, A co"parison is done -etween -oth the

co"panies re%ardin% how they s!cceed in retainin% e"ployees,

A s!r+ey has -een done of 78 respondents each fro" each co"pany "akin% a total of 988

respondents !sin% a #!estionnaire and on the -asis of their responses analyses thro!%h piecharts and -ar dia%ra"s ha+e -een done,

Vario!s factors ha+e -een considered like trainin% and de+elop"ent. co"pensation. rewards.

work life -alance. ad+ance"ent opport!nities. senior "ana%e"ent s!pport. e"ployee

participation etc which leads to satisfaction a"on% e"ployees and hence helps to retain the",

Also the stip!lated ti"e for the pro0ect is ins!fficient to !nder%o an e1ha!sti+e st!dy a-o!t the

topic assi%ned and "oreo+er the scope of the topic :Retention strate%ies; is wide eno!%h. so it

is diffic!lt to co+er the entire topic within the stip!lated ti"e

7



ABSTRACT

Employee retention is a process in w*ic* t*e employees are encora/ed to remain wit* t*e

or/ani0ation %or t*e ma1imm period o% time or ntil t*e completion o% t*e pro2ect. Employee

retention is bene%icial %or t*e or/ani0ation as well as t*e employee. Employees today aredi%%erent. T*ey are not t*e ones w*o don3t *a4e /ood opportnities in *and. As soon as t*ey %eel

dissatis%ied wit* t*e crrent employer or t*e 2ob5 t*ey switc* o4er to t*e ne1t 2ob. It is t*e

responsibility o% t*e employer to retain t*eir best employees. I% t*ey don3t5 t*ey wold be le%t

wit* no /ood employees. A /ood employer s*old 6now *ow to attract and retain its employees.

Most employees %eel t*at t*ey are wort* more t*an t*ey are actally paid. T*ere is a natral

disparity between w*at people t*in6 t*ey s*old be paid and w*at

Or/ani0ations spend in compensation. 7*en t*e di%%erence becomes too /reat and anot*er

opportnity occrs5 trno4er can reslt. Pay is de%ined as t*e wa/es5 salary5 or compensation

/i4en to an employee in e1c*an/e %or ser4ices t*e employee per%orms %or t*e or/ani0ation. Pay

is more t*an 8dollars and cents98 it also ac6nowled/es t*e wort* and 4ale o% t*e *man

contribtion. 7*at people are paid *as been s*own to *a4e a clear5 reliable impact on trno4er in

nmeros stdies.

Employees comprise t*e most 4ital assets o% t*e company. In a wor6 place w*ere employees are

not able to se t*eir %ll potential and not *eard and 4aled5 t*ey are li6ely to lea4e becase o%

stress and %rstration. In a transparent en4ironment w*ile employees /et a sense o% ac*ie4ement

and belon/in/ness %rom a *ealt*y wor6 en4ironment5 t*e company is bene%ited wit* a stron/er5

reliable wor6:%orce *arborin/ bri/*t new ideas %or its /rowt* (lo/ Online And Earn Money.

8



OBJECTIVES; :

To identi%y t*e strate/ies sed by pri4ate companies to retain <ality sta%%.

To ma6e a comparison between t*e strate/ies sed by an Indian company

and an MNC.

To analy0e t*e e%%ecti4eness o% t*e strate/ies sed to retain <ality sta%%.

To /i4e some s//estions so as to impro4e t*e present system o% employee

retention.

9



COMPAN)OVERVIE7

10



I&'i%& *o(#%&!

COMVIVA

Com4i4a adds 4ale to t*e mobile ser4ice pro4ider3s bsiness and operational en4ironment5creatin/ sbscriber stic6iness 4ia inno4ati4e prodcts5 applications and ser4ice o%%erin/s t*atcater to e4ery aspect o% t*e sbscriber wis* list5 w*ilst addressin/ critical operational issescon%rontin/ t*e mobile ser4ice pro4ider today.

7it* an e1tensi4e port%olio o% soltions t*at dri4es content5 commerce and commnity:%ocsedser4ices and re4enes %or operators5 Com4i4a enables mobile sers to interact and accessin%otainment easily.

Operator /oals o% impro4in/ per%ormance and en*ancin/ t*e ser ser4ice e1perience arespported wit* soltions t*at enable rapid and pro%itable ser4ice e1tension to new and e1istin/sbscriber se/ments5 w*ilst enablin/ end:to:end ser4ice and cstomer li%ecycle mana/ement.

A /lobal leader5 Com4i4a3s soltions power 4ale added ser4ices %or operator cstomers in o4er=" contries worldwide.

Co#o%t$ ,isto!.

-ormed in #>>>5 Com4i4a *as /rown rapidly to become a reco/ni0ed leader in t*e pro4ision o%inte/rated VAS soltions to t*e mobile world.

Initially5 Com4i4a %ocsed closely on ser4in/ t*e needs o% operators in its *ome mar6et o% India5 be%ore ta6in/ soltions to rapidly /rowin/ mar6ets o4erseas.

(y meetin/ t*e di4erse demands o% operators in a mltitde o% locations5 Com4i4a rapidly/ained local mar6et e1pertise and 6now:*ow5 w*ic* it now e1ploits to pro4ide a di%%erentiated port%olio o% o%%erin/s across t*e /lobe.

Com4i4a *as /rown <ic6ly in t*e decade since its %ormation5 bot* or/anically andinor/anically. In !""!5 Com4i4a mer/ed wit* CellClod Tec*nolo/ies.

In !""?5 Com4i4a attracted ma2or in4estment %rom leadin/ bsiness *oses and 4entrecapitalists5 namely t*e (*arti /rop5 Se<oia Capital and Cisco Systems5 %or t*e prpose o%e1peditin/ /rowt*.

In late !""@5 Com4i4a ac<ired ataay So%tware 'imited5 a leadin/ player in t*e mobile Internetspace.

T*e company3s name was c*an/ed to Com4i4a Tec*nolo/ies 'imited5 %rom (*arti T$$so0t

Li(it$'; i& A#i 2887.

11



P"#os$ %&' i&t$&t.

Com4i4a3s core prpose dri4es t*e company3s strate/y5 pro4ides a %ocs %or prodct and ser4icede4elopment and /ides its approac* to deli4ery and cstomer ser4ice.

Core Prpose

To enric* t*e li4es o% o4er a billion people wit* 4ale added telecom soltions t*at en*ance t*eirli4eli*ood and li%estyle.

Com4i4a *as %ormlated ambitios /oals %or t*e comin/ B years5 re%lected in t*e company3sintent.

Intent

To be nmber one in its c*osen mar6ets5 ac*ie4ed based on a %ondation o% e1cellence5

inno4ation and partners*ips.Vales

Com4i4a *as articlated 4ales t*at will spport t*e company in reali0in/ its core prpose andintent. T*ese 4ales are;

E1cellence Cstomer Centricity Responsi4eness Inte/rity People -ocs.

C"sto($s.

Com4i4a *as deployed prodcts and soltions in o4er =" contries wit* its deployments enablin/4ale added ser4ices %or o4er ?"" million sbscribers worldwide.

&SA

'atin America

Erope

Middle east

Asia paci%ic

A%rica.

A)%'s2818

7inner o% t*e Golden Peacoc6 Award %or Mobile Internet Gateway

2887

7inner o% t*e A%rica COM Awards

12



7inner o% t*e Golden Peacoc6 Award %or Virtal SIM

.

7inner o% t*e Golden Peacoc6 Award %or ,b Tec*nolo/y and Soltions

GSMA3s Mobile Money %or t*e &nban6ed

GSMA Global Mobile Awards

2886

eloitte Tec*nolo/y !""=.

Golden Peacoc6 Award %or Inno4ation !""=

GSMA Mobile Asia Con/ress Awards

A%rica COM Awards s*ort listed %or C*ar/in/ Pro1y enterprise soltion

2885

eloitteTec*nolo/y!""@

Golden Peacoc6 Award %or Inno4ation !""@

288

eloitte Tec*nolo/y !""D

288-

SIMa/ine Award -eb !""?

Red ,errin/ Award A/st !""?F

eloitte Tec*nolo/y ec !""?F

I&'"st! %sso*i%tio&.

• GSM Association.

• IAMAI. T*e Internet Mobile Association o% India.

• MMA. Mobile mar6etin/ association.

13



• MP-I. Mobile payment %orm o% India.

PROUCTS AN SERVICES AT COMVIVA

I&t$/%t$' Mo9i$ VAS So"tio&s

As a /lobal leader in t*e pro4ision o% inte/rated VAS5 Com4i4a creates inno4ati4e5 timely5 andcompellin/ soltions t*at enable ser4ice pro4iders to nleas* t*e %ll power o% mobilecommnications w*ilst deli/*tin/ cstomers5 dri4in/ re4enes5 and deli4erin/ bottom:line bene%its.

T*e beaty o% t*e Com4i4a port%olio lies in its inte/rated approac* to soltion bildin/. Prodctsare standards based5 enablin/ easy inte/ration into t*e operator3s networ6 en4ironment. T*e

port%olio is broad5 pro4idin/ operators wit* an end:to:end ser4ice deli4ery partner. Com4i4a3sMana/ed Ser4ices o%%erin/ %rt*er rein%orces t*is capability by pro4idin/ end:to:endmana/ement o% t*e operator3s port%olio o% 4ale added soltions

1. Voi*$ A##i*%tio&s

A''i&/ V%"$ to Voi*$

Voice based ser4ices are 6ey to dri4in/ VAS pta6e in emer/in/ mar6ets5 w*ere manysbscriber se/ments %ace t*e c*allen/e o% low literacy le4els. Com4i4a o%%ers a site o% 4oiceapplications t*at encora/e 4ale added ser4ice e1ploration and sa/e by a /rowin/ nmber o%

sbscribers w*o pre%er 4oice:based interactions.

A//$/%t$' Voi*$ A##i*%tio&s N$t)o <AVAN=

AVAN enables deli4ery o% an nlimited port%olio o% 4oice:acti4ated ric* applications5 wit*otp%ront in4estment5 creatin/ a sstainable competiti4e ad4anta/e in rapidly /rowin/ mar6ets

iS$%*,

Pro4ides intelli/ent 4oice and te1t : searc* on all a4ailable store%ronts5 enablin/ %aster locationo% desired content

Voi*$C,%t

A li4elier5 more personal alternati4e to Internet c*at t*at nites people and creates lastin/sscriber loyalty

Voi*$SMS

14

http://www.comviva.com/products/voiceApps/avan.htm

http://www.comviva.com/products/voiceApps/iSearch.htm

http://www.comviva.com/products/voiceApps/voiceChat.htm

http://www.comviva.com/products/voiceApps/voiceSMS.htm

http://www.comviva.com/products/voiceApps/avan.htm

http://www.comviva.com/products/voiceApps/iSearch.htm

http://www.comviva.com/products/voiceApps/voiceChat.htm

http://www.comviva.com/products/voiceApps/voiceSMS.htm



As simple as SMS5 bt wit* t*e added ad4anta/es o% addin/ real emotion to a messa/e

Vit"% SIM

Enables operators to e1tend a%%ordable mobile commnication ser4ices to new se/ments <ic6lyand cost:e%%ecti4e.

2. Mo9i$ M"si*

Msic applications trans%orm t*e mobile e1perience5 enablin/ sers to en2oy msicindependently and collaborati4ely and pro4idin/ a constantly c*an/in/ sorce o% entertainment%or sers and a sstainable re4ene stream %or operators. Com4i4a continosly inno4ates todeploy new mobile msic ser4ices t*at captre t*e ima/ination o% t*e entire sbscriber base.

Coo Ri&/ B%* To&$

Bi/,t$&i&/ t,$ C%$ E>#$i$&*$

Com4i4a3s Color Rin/ (ac6 Tone CR(TF5 w*ic* replaces t*e traditional Hdrin/ drin/3 wit* a personally c*osen tne5 ser4es o4er #B million sbscribers worldwide5 and *as dramaticallyimpro4ed t*e re4ene streams o% many operators across t*e /lobe.

7it* interestin/ tnes to listen to5 callers are *appy to wait %or t*e called party to answer t*e p*one5 meanin/ en*anced call completion. To entertain t*eir callers5 sbscribers ent*siastically

select appropriate tnes5 c*an/in/ t*ese on a re/lar basis5 w*ic* translates into increasedcstomer satis%action and re4enes %or t*e operator.

E&,%&*$'; S"st%i&%9$ R$+$&"$ St$%(

CR(T is constantly e4ol4in/5 o%%erin/ new ser4ice propositions5 sc* as Ads R(T and Greetin/Tnes5 creatin/ a sstainable re4ene stream %or operators and cstomer deli/*t %or sbscribers

P$so&%i?%tio& *$%t$s Lo!%t!

(y o%%erin/ /reat capacity to personali0e rin/ bac6 tones5 CR(T taps into ser creati4ity and

/enerates sbscriber stic6iness by pro2ectin/ t*e ser3s indi4idality

A+%i%9$ to A

,andset and SIM independent5 CR(T is a4ailable to all sbscribers5 w*et*er prepaid5 postpaid5%i1ed or wireless

15

http://www.comviva.com/products/voiceApps/virtualphone.htm

http://www.comviva.com/products/voiceApps/virtualphone.htm



$$ti&/ T"&$s

T"&$s 0o F$sti+$ O**%sio&s

Greetin/ Tnes bilds on t*e sccess o% Com4i4a3s Color Rin/ (ac6 Tone CR(TF5 o%%erin/operators t*e opportnity to attract new sbscribers wit* a %esti4e approac* to msical rin/ bac6tones.

Sbscribers simply c*oose a %esti4e tne to sit a special occasion5 sc* as t*e New )ear5 andt*e operator plays t*e /reetin/ tne %or a speci%ic period.

E&,%&*$s C"sto($ $i/,t

Greetin/ Tnes o%%ers a new way %or sbscribers to entertain t*eir callers and con4ey t*e moodo% a special occasion or %esti4al

A''itio&% CRBT R$+$&"$ St$%(

Greetin/ Tnes o%%ers operators a new re4ene stream and w*en attractin/ new sbscribers5 t*eopportnity to con4ert t*ese to t*e %ll CR(T ser4ice

No A''itio&% I&+$st($&t

Operators wit* t*e CR(T plat%orm need ma6e no additional in4estment to o%%er Greetin/ Tnes

A's RBT

P$so&%i?$' Mo9i$ M%$ti&/

A constant companion5 t*e mobile is a per%ect medim %or tar/eted mar6etin/ campai/ns.Com4i4a3s Ads R(T allows sbscribers to rent ot t*eir rin/ bac6 tone %or promotional prposes. It en/a/es consmers in a *i/*ly personali0ed manner5 e1ploitin/ ad4anced pro%ilin/tec*ni<es to more accrately deli4er rele4ant promotional messa/es impro4in/ t*e li6eli*oodo% brand recall.

-or ad4ertisers5 Ads R(T is a *i/*ly e%%ecti4e promotional tool as t*e caller pays ndi4idedattention to t*e mar6etin/ messa/e : and wit* a sbscriber recei4in/ many calls %rom a wide peer

/rop5 t*e reac* and impact o% a promotional commnication is e1tended amon/ t*e tar/etadience.

-or operators5 Ads R(T pro4ides t*e opportnity to create new ser4ice pac6a/es to attractsbscribers and maintain loyalty.

16



N$) R$+$&"$ St$%(

Ads R(T o%%ers operators a new re4ene stream and o%%ers an entry le4el strate/y %or %rt*er

mobile mar6etin/

I&&o+%ti+$ S$+i*$ B"&'$s

Operators can o%%er sbscribers rewards5 sc* as a limited nmber o% %ree call mintes or %reeSMS5 or %ree CR(T downloads

Vi% M%$ti&/

T*e personali0ed natre o% Ads R(T ensres callers discss ad campai/ns and t*e new ser4iceamon/ t*eir peers5 e1tendin/ awareness and *elpin/ bild brand loyalty

M"si*%

T,$ Mo9i$ %s % P$so&% M"si* St%tio&

Mobile and online msic sales are now ri4alin/ t*e sales o% p*ysical msic worldwide andmobile msic is %orecast to /row to &S!@ billion in t*e ne1t ! years. In many emer/in/mar6ets5 w*ere t*e mobile replicates as a PC5 mobile msic represents a ma2or re4eneopportnity %or operators. To satis%y sbscribers3 demands5 operators need to pro4ide simple and<ic6 access to a wide ran/e o% msic o%%erin/s.

Com4i4a3s Msica enables operators to e1ploit t*e new mobile msic opportnity bydi%%erentiatin/ t*eir msic port%olio5 bildin/ a loyal msic:lo4in/ sbscriber base and dri4in/data ARP& le4els.

i+$s 'o)&o%'s

Operators are able to impro4e data ARP&s %ollowin/ t*e introdction o% mobile msic o%%erin/s

B"i's t,$ s"9s*i9$ 9%s$

7it* a broad port%olio o% msic a4ailable5 and a simple to na4i/ate men5 Msica spportsoperators in t*eir bid to attract new sbscribers and satis%y t*e c*an/in/ msical tastes o%e1istin/ sbscribers

A+%i%9$ to A

Msica is networ6 and de4ice independent5 ensrin/ a4ailability o% t*e ser4ice to all sbscribers.

17



3. Mo9i$ Vi'$o

N$>t /$&$%tio& so"tio&s

7it* t*e rollot o% ne1t /eneration networ6s in rapidly /rowin/ mar6ets /lobally5 operators needto introdce a site o% mltimedia applications t*at appeal to a cross:section o% t*e ser base bycombinin/ %n wit* %nctionality.

Com4i4a *as de4eloped its Mltimedia Soltion %or t*e Ne1t Generation to capitali0e on t*e/rowin/ demand %or 4ideo and mltimedia applications %rom a 4ersatile plat%orm.

M"ti($'i% So"tio& 0o t,$ N$>t $&$%tio&

MSNG bilds sbscriber stic6iness by enablin/ deli4ery o% a wealt* o% mltimedia applicationso4er BG networ6s.

4. M$ss%/i&/

F%st; $i%9$ ($ss%/i&/ %&' i&t$%*ti+it! s$+i*$s

Com4i4a3s %eatre:ric*5 modlari0ed messa/in/ plat%orms ensre t*e smoot* deli4ery o% te1t andmltimedia based messa/es5 w*et*er P!P or A!P5 4ia mobile or %i1ed:line networ6s5 w*ilstoptimi0in/ mana/ement o% application ric*5 *i/*:4olme messa/es.

Com4i4a interacti4ity soltions enable an impro4ed ser e1perience 4ia sel%:care applicationsand dri4e VAS ser4ice pta6e.

SMS Pot0oio

Enables swi%t SMS and MMS messa/e deli4ery w*ilst cost:e%%ecti4ely *andlin/ increased tra%%ic4olmes

USS

Applications to encora/e ser4ice disco4ery and sbscriber sel%:care5 a4ailable 4ia a simple5 browser:based inter%ace5 and deli4ered o4er a *i/*:speed5 secre plat%orm

I&st%&t M$ss%/i&/ %&' P$s$&*$ S$+i*$s <IMPS=

e4elopin/ %rom a social networ6in/ to a social media medim

18

http://www.comviva.com/products/mVideo/msng.htm

http://www.comviva.com/products/message/sms_portfolio.htm

http://www.comviva.com/products/message/ussd.htm

http://www.comviva.com/products/message/imps.htm

http://www.comviva.com/products/mVideo/msng.htm

http://www.comviva.com/products/message/sms_portfolio.htm

http://www.comviva.com/products/message/ussd.htm

http://www.comviva.com/products/message/imps.htm



M$ss%/i&/ S$+i*$ $i+$! P%t0o( <MSP=

Mana/es 4aried content %rom mltiple pro4iders5 *andlin/ billions o% mltimedia messa/esannally

M$ss%/$ M%&%/$($&t So"tio&s

Com4i4aJs messa/e mana/ement soltions empower sers wit* /reater control o4er t*ecommnication en4ironment

Ro%(i&/ So"tio&s

Com4i4a o%%ers a broad site o% roamin/ ser4ices %rom a sin/le plat%orm5 redcin/ in4estmentre<irements and simpli%yin/ ser4ice e1pansion and mana/ement

-. Mo9i$ Mo&$! %&' R$*,%/$.

Com4i4a3s mobile money and rec*ar/e soltions enable operators to pro4ide a complete site o%%inance related ser4ices to mobile sers %rom electronic rec*ar/e to a mobile wallet to mobile payments.

(o9i@"it! Mo9i$ Mo&$! So"tio&s

Com4i4a3s award:winnin/ mobi<ityK soltions e1tend mobile money and ban6in/ ser4ices to

t*e nban6ed and pro4ide added con4enience to ban6ed sbscribers

P$TUPS P$#%i' R$*,%/$

Com4i4a3s PreT&PSK3s prepaid rec*ar/e soltion radically redces t*e cost and impro4esspeed to mar6et o% prepaid distribtion and mana/ement5 w*ilst its micro:rec*ar/e propositione1tends access to mobile commnications

. Mo9i$ I&t$&$t

T*e Internet is a /lobal p*enomenon t*at is all per4asi4e in lar/e parts o% t*e world rat*er li6emobile commnications. -or many people5 mobile Internet will be t*eir only e1perience o% t*eInternet. Com4i4a3s site o% mobile Internet soltions *elps ensre t*e e1perience is positi4e andenric*in/.

Mo9i$ I&t$&$t %t$)%!

19

http://www.comviva.com/products/message/msdp.htm

http://www.comviva.com/products/message/mMgt.htm

http://www.comviva.com/products/message/roaming.htm

http://www.comviva.com/products/mobiquity/mobiquity.htm

http://www.comviva.com/products/pretups/pretups.htm

http://www.comviva.com/products/MobileInternet/mig.htm

http://www.comviva.com/products/message/msdp.htm

http://www.comviva.com/products/message/mMgt.htm

http://www.comviva.com/products/message/roaming.htm

http://www.comviva.com/products/mobiquity/mobiquity.htm

http://www.comviva.com/products/pretups/pretups.htm

http://www.comviva.com/products/MobileInternet/mig.htm



(rin/s a ric*er and %aster 7eb e1perience to mobile sers /lobally

WAP %t$)%!

A mar6et:pro4en soltion5 deli4erin/ Internet content to mobile sers %or close to a decade.

5. Mo9i$ A'+$tisi&/

E&%9i&/ t,$ Mo9i$ A'+$tisi&/ E*os!st$(

Com4i4a ta6es a *olistic 4iew o% t*e ad4ertisin/ space and aims to enable mltiple ecosystem players to en/a/e sbscribers wit* *i/*ly personali0ed promotional messa/es and campai/ns.

Com4i4a *elps t*e ad4ertisin/ indstry to reac* ot to tar/et se/ments5 by le4era/in/ t*eoperators3 consmer pro%ile in%ormation and reac*.

Operators can create inno4ati4e ser4ice bndles5 incorporatin/ ad4ertisin/ messa/es t*atsbsidi0e t*e cost o% ser4ice sa/e : brin/in/ 4ale to sbscribers and t*e ad4ertisin/ indstry.T*ey can also cross promote content and ser4ices.

Content pro4iders5 ad4ertisin/ space promoters and ot*er players are able to collaborate wit*int*e ecosystem to de4elop t*e potential o% t*e mobile as a new promotional medim e1perimentin/ wit* interacti4e contests5 discont copons5 or inte/ratin/ promotional messa/esin rin/ bac6 tones and te1t:based messa/es.

E1istin/ applications inclde;

A's RBT

Personali0ed mar6etin/ messa/es t*at create a new re4ene stream %or operators and a new promotional c*annel %or ad4ertisers

I&t$%*ti+$ M%$ti&/

(y insertin/ t*eir own5 or t*ird party promotions into nsed &SS te1t space5 operators can

deli4er conte1t sensiti4e promotional messa/es5 sr4eys5 or competitions5 ensrin/ a *i/*er H*it3and Hcon4ersion3 rate

M%ss M%$ti&/ C%(#%i/&s

Com4i4a *as e1tensi4e e1perience o% deli4erin/ mass mar6et SMS dri4en promotionalcampai/ns. In t*e past year Com4i4a deli4ered close to D" billion AppSMSC messa/es %or one

20

http://www.comviva.com/products/MobileInternet/wap.htm

http://www.comviva.com/products/mMusic/AdsRBT.htm

http://www.comviva.com/products/mAdvert/InteractiveMkt.htm

http://www.comviva.com/products/mAdvert/mmCampaign.htm

http://www.comviva.com/products/MobileInternet/wap.htm

http://www.comviva.com/products/mMusic/AdsRBT.htm

http://www.comviva.com/products/mAdvert/InteractiveMkt.htm

http://www.comviva.com/products/mAdvert/mmCampaign.htm



operator cstomer5 raisin/ awareness amon/ t*e tar/et adience o% operator and t*ird partymar6etin/ messa/es and promotions.

6. M%&%/$' S$+i*$s

As a leader in t*e pro4ision o% 4ale added ser4ices to ma2or operators /lobally5 Com4i4a %llynderstands t*e comple1ities o% de4elopin/5 deployin/ and mana/in/ a broad port%olio o%ser4ices and e1ploits t*is domain 6nowled/e in deli4erin/ its Mana/ed Ser4ices o%%erin/.

M%&%/$' S$+i*$s

Pressre to rollot new ser4ices rapidly5 impro4e %inancial per%ormance and maintain ser4ice

ptime le4els can pro4e a c*allen/e on operators3 resorces. 7it* Com4i4a3s Mana/ed Ser4ices5operators simply trans%er owners*ip o% ser4ice deployment and per%ormance le4els and direct precios resorce to mana/in/ t*eir core asset5 t*e end sbscriber.

H"9 So"tio&s

Com4i4a o%%ers soltions in a *osted en4ironment5 deployin/ *b:based soltions t*at niteoperators on a sin/le plat%orm5 enablin/ en*anced time to mar6et5 redcin/ in4estment andoperational costs and deli4erin/ a seamless ser4ice e1perience.

7. C"sto($ Li0$*!*$ M%&%/$($&t

So"tio&s to 'i+$ i(#o+$' s$+i*$ $>#$i$&*$

7it* mar6et dynamics constantly c*an/in/5 many operators are mo4in/ away %rom s*ort:termtactical mar6etin/ initiati4es5 to lon/:term relations*ip de4elopment strate/ies in order to secre/rowt* by deli4erin/ consistently sperior ser4ice t*ro/*ot t*e sbscriber li%ecycle.

Com4i4a3s Cstomer 'i%ecycle Mana/ement Soltions enable ser4ice pro4iders to impro4ee%%iciencies wit*in t*eir or/ani0ations and ac*ie4e an en*anced ser4ice e1perience.

A'%/i"(

Ada/imK &ni%ied (siness Spport Soltions spport t*e operator t*ro/*ot t*e prepaid and postpaid sbscriber li%ecycle5 pro4idin/ one ni%ied 4iew o% operations and enablin/ en*ancedmar6etin/ initiati4es

Bii&/ So"tio&s

21

http://www.comviva.com/products/ManagedServices/mobileVAS.htm

http://www.comviva.com/products/ManagedServices/hubs.htm

http://www.comviva.com/products/CLM/adagium.htm

http://www.comviva.com/products/CLM/billing.htm

http://www.comviva.com/products/ManagedServices/mobileVAS.htm

http://www.comviva.com/products/ManagedServices/hubs.htm

http://www.comviva.com/products/CLM/adagium.htm

http://www.comviva.com/products/CLM/billing.htm



d(I'' and Elo/y billin/ soltions spport pre: and post:paid billin/ re<irements and addressVAS and ne1t /eneration c*ar/in/ re<irements

S"9s*i#tio& E&/i&$

Sbscription En/ine ensres timely deli4ery o% *i/* 4olmes o% content %rom 4arios sorces5creatin/ cstomer loyalty w*ilst streamlinin/ operations

18. Mo9i$ $+i*$ So"tio&s

A& E&,%&*$' Mo9i$ E>#$i$&*$ 0o t,$ N$>t $&$%tio&

T*e award:winnin/ Com4i4a Mobile e4ice Soltions site comprises messa/in/ and browsin/

soltions t*at are standards:dri4en5 pre:inte/rated on a wide ran/e o% plat%orms and tested %oroperability wit* mltiple mar6et leadin/ operators worldwide.

Com4i4aJs Mobile e4ice Soltions team is noted %or its ric* e1perience in portin/5 inte/rationand cstomi0ation as well as its ability to pro4ide mobile de4ice soltions t*at bene%it cstomersde to t*eir cost:e%%iciency and speed to mar6et.

T*e soltions3 modlar desi/n allows cstomers to pic6 and mi1 %eatres to optimi0e memory%ootprints t*at are re<ired by t*e ran/e o% mobile de4ices5 wit* some modles able to be sed ascomponents wit* t*ird:party applications.

(ilt on t*e pro4en C- %ramewor65 Com4i4a Mobile e4ice Soltions cater to t*e entire mobilede4ice mar6et incldin/ &'Cs5 %eatre p*ones5 smart p*ones and Internet de4ices : and can beimplemented to ac*ie4e a completely *omo/enos loo6 and %eel wit* all applications on t*ede4ice.

Bo)si&/

Com4i4a Mobile e4ice Soltions o%%er 4ersatile mobile browsin/ applications %or t*e widestran/e o% mobile de4ices

M$ss%/i&/

A complete site o% mobile messa/in/ soltions en/ineered to meet t*e re<irements o% ni%iedmessa/in/

22

http://www.comviva.com/products/CLM/subEngine.htm

http://www.comviva.com/products/mDevices/browse.htm

http://www.comviva.com/products/mDevices/messaging.htm

http://www.comviva.com/products/CLM/subEngine.htm

http://www.comviva.com/products/mDevices/browse.htm

http://www.comviva.com/products/mDevices/messaging.htm



MNC

UNINOR

T*ey are a new mobile operator5 wit* a locali0ed approac* to t*e Indian mar6et. T*ey combinet*e %orce o% India3s second lar/est real estate company5 &nitec* 'td and Norway:based Telenor5t*e Dt* lar/est mobile commnications /rop in t*e world. Now t*ey3re brin/in/ t*eir ser4icesand inno4ation in commnications to all o% India

• ,olds a pan:India &AS license to o%%er mobile telep*ony ser4ices in eac* o% India3s !!

circles.

• ,as also recei4ed spectrm to roll ot t*ese ser4ices in !# o% t*e !! circles• A/reement to raise Telenor owners*ip to D@.!?L

T*e Telenor Grop *as pro4en itsel% to millions o% cstomers arond t*e world o4er a lon/ period o% time. 7it* o4er #?" years o% telecom e1perience5 t*e /rop is now present in #Bcontries worldwide wit* o4er #D= million mobile sbscriptions as o% ! !""> and $"5"""employees across t*e /lobe. A dominant position in mar6ets most similar to India means t*e/rop brin/s e1istin/ competencies in distribtion5 tar/eted o%%erin/s5 and cstomer li%ecyclemana/ement and or/ani0ation cltre to or operations in India.As India3s second lar/est di4ersi%ied real estate ma2or wit* o4er B" years o% presence acrosslocations nationwide5 t*e &nitec* Grop comes into t*is 2oint 4entre as a partner wit* decadeso% consmer %acin/ e1perience in t*e Indian mar6et. &nitec* is t*e only Indian partner amon/

t*e new operatorsF to be listed on t*e Indian Stoc6 E1c*an/es5 and pro4ides in:dept* insi/*tsinto bsiness: as well as consmer mar6etin/ in t*e di4erse Indian mar6et. T*is ni<e partners*ip /i4es s t*e ad4anta/e o% t*e most e1tensi4e and t*e most rele4ant e1perience torollot ser4ices in India.

UNINOR IN SOCIETY.

At &ninor5 t*ey belie4e in sa%e/ardin/ *man wort*. A non:discriminatory and respect%lattitde towards cstomers5 collea/es and wider society will be t*e *allmar6 o% or approac*.And t*ey will wor6 to be at t*e %ore%ront in matters o% *ealt*5 sa%ety5 secrity and t*e

en4ironment. T*eir primary responsibility is to *elp people commnicate w*ere4er t*ey are.T*ey will le4era/e on t*eir combination o% local *erita/e and /lobal telecom e1perience tode4elop prodcts and ser4ices t*at positi4ely a%%ect people3s li4es. ri4en by t*eir 4ales5 t*eywill wor6 to;

• Ma1imi0e t*e enablin/ e%%ect o% mobile telecommnications

• Promote sa%er prodcts and ser4ices

• Ma6e responsible bsiness practices part o% e4eryt*in/ we do.

23



B%&*,$s i& I&'i%.

• And*ra Prades*

• erala

• Tamil Nad

• (i*ar

• arnata6a

• Orissa

• &p east

• &p west

• Mmbai

• ol6ata

• 7est (en/al

• Ma*aras*tra.

Visio&

T*eir 4ision is simple5 yet power%l. T*ey e1ist to *elp yo /et t*e %ll bene%it o%commnications ser4ices in yor daily li4es.T*is means pro4idin/ ser4ices t*at brin/ soltions to yor e4eryday endea4ors and needs5

enablin/ yor %tre aspirations to come e4en closer.T*ey are dri4en by t*is promise to yo.: A promise to 6eep t*in/s simple. A promise to listen and respond. A promise to constantlyinno4ate5 moti4ate and spport9 so yo see c*an/e.C*an/e t*at ta6es yo w*ere yo want to /o.

24



T*ese 4ales are embedded in or t*o/*ts and enli4ened in or actions. It is or 4ales t*ats*ape or personality and brin/ t*e brand &ninor ali4e. T*ey re%lect in t*e way we be*a4e andalso in t*e prodcts and ser4ices we o%%er. T*ey say t*at we are *ere to;

M%$ it $%s!

7e 6eep t*in/s simple. 7e ma6e prodcts and processes easy to nderstand5 easy to se andeasy to c*oose. No waste. No 2ar/on. No complications. 7e ma6e t*in/s *appen <ic6ly5 simplyand openly so t*at yo nderstand s better.

B$ i&s#ii&/

7e are creati4e and inno4ati4e. 7e brin/ ener/y and %res* ideas to e4eryt*in/ we do. 7e bildmoti4ated teams5 encora/in/ e4eryone sta%% and cstomers to do more5 to try more5 and to be more.

$$# #o(is$s.7eJre *onest and strai/*t%orward. 7e3re reliable and responsible. 7e do w*at we say. 7e ta6eowners*ip. 7e3re abot actions5 not words. 7e3re abot deli4ery5 not o4er :promisin/. 7edeli4er on time and to t*e 4ery best <ality. And in t*e nli6ely e4ent t*at t*in/s do /o wron/yo can rely on s to ta6e responsibility and sort it ot <ic6ly and transparently.)o can rely on s.

B$ $s#$*t0".7e care abot cstomers5 commnities and collea/es. 7e stri4e to 6now or cstomers and tonderstand t*eir needs. 7e are t*o/*t%l and considerate. 7e listen and respond becase we6now loyalty *as to be earned. 7e3ll listen to yor needs and we will do or 4ery best to answert*em. )or opinions and yor %eedbac6 are always 4aled t*ey *elp s to create a betterser4ice

PROUCTS AN SERVICES AT UNINOR .

PREPAI PLANS

VALUE PACAES

REHARE

25



REVIEW OF

LITERATURE

26



I&to'"*tio&

R$t$&tio&

7*at ma6es an or/ani0ation competiti4e today Most retail stores5 ban6s5 insrance companies

and many ot*er or/ani0ations *a4e t*e same types o% prodcts and ser4ices. 7*at distin/is*es

one or/ani0ation %rom anot*er 7*at /i4es one or/ani0ation t*e competiti4e ad4anta/e It is

their people….

An or/ani0ation does not want to spend t*e time5 resorces and money to retain all o% t*eir

employees. A *i/*:per%ormin/ or/ani0ation wants to %ocs on t*e retention o% t*eir most talented

employees5 o%ten re%erred to as *i/* potentials.

Trno4er is costly5 particlarly w*en or/ani0ations *a4e spent time and money on identi%yin/5de4elopin/5 and promotin/ indi4idals w*o are 4iewed to be t*e %tre leaders o% t*eor/ani0ation.

Retainin/ 6ey employees is most crcial corporate problem. A soltion means more pro%itablecompanies5 *appier5 more prodcti4e employees5 and more satis%ied cstomers. Once a company*as captred talented people5 t*e retrn:on:in4estment re<ires closin/ t*e bac6 door to pre4ent

t*em %rom wal6in/ otQ. Or/ani0ations t*at nderstand employee retention and its cases5 andact pon it5 ltimately *a4e a competiti4e ad4anta/e.

E(#o!$$ R$t$&tio&

Employee retention means somet*in/ di%%erent based on w*o yo as6. -or some it can mean

retainin/ t*e most talented employees5 or pre4entin/ people %rom lea4in/ t*e or/ani0ation5 or t*e

way employees are compensated5 or t*e e1tra bene%its t*at employees are /i4en sc* as stoc6

options5 day care5 and %le1ible wor6 *ors. Employee retention is somet*in/ t*at is speci%ic to

eac* indi4idal or/ani0ation.

T*e term employee retention be/an to be sed in t*e bsiness en4ironment in t*e #>@"s and

early H="s. Prior to t*at5 t*e ma2ority o% employees wor6ed %or t*e same or/ani0ation %or t*e

len/t* o% t*eir careerQ. T*ere *as been sbstantial increase in 2ob mobility in last decade or two

becase o% t*e a4ailability o% 2obs in 4arios or/ani0ations comin/ p in di%%erent sectors. 7it*

t*is5 t*e notion o% wor6in/ %or 2st one or/ani0ation be/an to deteriorate and employees be/an to

27



ma6e 4olntary 2ob c*an/es. Employers %ond t*emsel4es dealin/ wit* a new isse retention

o% employees.

Retention is abot de4elopin/ strate/ies t*at redce t*e nmber o% people w*o lea4e t*e

or/ani0ation %or a4oidable reasons. Or/ani0ations need to retain employees wit* t*e re<ired

balance o% s6ills and e1perience to ensre t*at t*e bsiness can be maintainedQ.

Today3s bsinesses are more dependent t*an e4er be%ore on t*eir top per%ormers to inno4ate and

pro4ide ser4ices t*at di%%erentiate a company %rom its %ierce competitors. In ot*er words5

corporations are reliant pon t*eir *man assets to sr4i4e and t*ri4e.Q

In #>>@5 Mcinsey Company coined t*e term t*e war for talent’ 9 and soon reali0ed t*ey *ad

named a p*enomenon t*at many people *ad been e1periencin/ bt *ad not %lly articlated. T*e

war %or talent be/an in t*e late #>="3s wit* t*e birt* o% t*e In%ormation A/e9 wit* it5 t*e

importance o% *ard assets:mac*ines5 %actories5 and capital:declined relati4e to t*e importance o%

intan/ible assets sc* as proprietary networ6s5 brands5 intellectal capital5 and talent. Company3s

reliance on talent *as increased dramatically o4er t*e last two decades.

T*e talent wars are /rowin/ ot o% a %ndamental paradi/m s*i%t in t*e employer:employee

relations*ip; %rom t*e old slow:mo4in/ ri/id5 pay:yor:des:and:climb:t*e:ladder model5 to t*e

new %ast:mo4in/ increasin/ly e%%icient %ree mar6et %or talent. T*is is t*e essence o% t*e talent

wars. In t*e new economy5 e4ery term o% t*e employment : sc*edles5 location5 assi/nments5 co:

wor6ers5 pay5 and more : will be open to ne/otiations5 w*et*er or/ani0ationsF li6e it or not. T*e

most 4alable talent will *a4e t*e most ne/otiatin/ power. In t*e new economy5 t*e best people

are t*e most li6ely to lea4e. I% an employer *as any *ope o% retainin/ t*e best people %or t*e lon/

term in t*e new economy5 t*is retention will *a4e to *appen one person at a time5 one day at a

time5 on t*e basis o% an on/oin/ ne/otiation.

Histo! o0 R$t$&tio&

Today3s wor6place is not t*e wor6place o% a /eneration a/o. -i%ty years a/o5 most wor6ers %it

into a similar mold; male5 %ll:time5 ei/*t to %i4e5 ble collar5 *orly wa/e wor6ers w*o *ad

learned most o% t*e s6ills on t*e 2ob. T*en5 %or t*ose lc6y eno/* to %ind a nic*e in a lar/e

company5 t*e e1pectation o% contined employment and steady ad4ancement made a*omo/eneos pattern o% wor6 an ideal arran/ementQ

rc6er #>>!F says5 All or/ani0ations now say rotinely5 HPeople are or /reatest asset.3 )et

%ew practice w*at t*ey preac*5 let alone trly belie4e it. Most still belie4e5 t*o/* per*aps not

consciosly5 w*at nineteent*:centry employers belie4ed; people need s more t*an we need

t*emQ

28





economy5 employers are *a4in/ a more di%%iclt time *oldin/ onto 4alable talent5 w*o are 2st

not patient eno/* %or a company to H/et its act to/et*er and bac6 on its %eet.3

Retention cannot be sol4ed in t*e sal sense. T*ere can be no sil4er bllet pro/ram or set o%

pro/rams t*at will bind employees to t*e or/ani0ation in t*e presence o% attracti4e opportnities

elsew*ere. Employers can and s*old wor6 *ard to eliminate problems in t*e wor6place t*atmi/*t dri4e t*eir 4aled employees into t*e arms o% competitors. (t5 as noted earlier5 most

people w*o <it do so to ta6e 2obs elsew*ere5 and dissatis%action wit* crrent 2obs dri4es

trno4er only w*en ot*er positions are a4ailable. T*e pllQ o% alternati4es is t*e ma2or dri4er o%

trno4er5 not 2st as t*e ps*Q o% problems in t*e crrent wor6place. T*e /rowin/ need to %ind

talent in t*e otside mar6et will become t*e main dri4er o% t*e retention problem5 alt*o/*

employers e1acerbate t*e problem by %ocsin/ employee attention on t*e labor mar6et and

/i4in/ t*em more in%ormation on ot*er 2obs5 increasin/ t*e li6eli*ood t*at t*ey will lea4e.

Or/ani0ations need employees wit* *i/*er le4els o% s6ills. T*ey need /ood commnication

s6ills5 be /reat team players as well as *a4e t*e needed tec*nical s6ills. T*e problem is t*at t*ereare not eno/* potential employees w*o possess t*ose s6ills. T*ere are %ewer people to %l%il

more demandin/ 2obs.

C,%&/i&/ $(o/%#,i*s

T*e mar6etplace %or talent is increasin/ly /lobal and company wor6%orces are t*ere%ore di4erse

in comple15 new ways. Companies can no lon/er rely solely on local5 re/ional or e4en national

wor6%orces to meet t*eir bsiness needs de in part to t*e /lobali0ation o% company operations

and labor spply isses5 and in part to company e%%orts to attract employees %rom di%%erent bac6/ronds w*o more closely re%lect t*e di4ersity o% t*eir cstomer baseQ.

Retainin/ top talent was less o% an isse in t*e past5 bt t*e s*i%tin/ tides o% t*e nspo6en

employee+employer contract *a4e created new crrents in t*e wor6place.

E1pectations and desires abot t*e employment relations*ip t*e dealF are also becomin/ more

comple1. Employees now de%ine t*emsel4es and t*eir e1pectations in terms t*at /o beyond

traditional /ender5 a/e5 and et*nic cate/ories and t*ese de%initions can c*an/e o4er time. Some

pre%er an employment relations*ip t*at allows t*em to try a nmber o% di%%erent 2obs as a way to

/ain e1perience and de4elop a broad s6ill set. Ot*ers want balance between wor6 and

commitments beyond wor6. Still ot*ers are loo6in/ %or a %ast trac6 t*at o%%ers c*allen/in/ wor65

<ic6 ad4ancement and *i/* rewards.

T*e new access:oriented employment en4ironment will necessitate c*an/es in t*e 4ale

proposition o%%ered to employees. -or t*ose s6ills t*at are mc* in demand5 t*e terms o%

employment are li6ely to be dri4en more and more by t*e indi4idal employee5 based on w*at

*e+s*e demands and is moti4ated to o%%er. T*e reslt is li6ely to be a series o% mc* more

30



tailored 4ale propositions t*at balance t*e needs and e1pectations o% t*e company wit* t*ose o%

indi4idal employees. 7*ile not e4eryone will command a trly personali0ed arran/ement wit*

t*eir employer5 we anticipate a mc* more cstomi0ed approac* to recritin/ and retainin/ 6ey

talent.

Era o% li%etime employment in one or/ani0ation is o4er and people e1pect to wor6 %or mltipleemployers drin/ t*eir careers. In s*ort5 t*ey no lon/er *a4e a stron/ sense o% loyalty to t*eir

employers5 and as a conse<ence5 t*ey3re prepared to mo4e on w*en t*e time is ri/*t:%or t*em.

A len/t*y stay wit* one employer once was a si/n o% c*aracter or stability9 not anymore.

Employee3s attitde5 across all /enerations5 *as c*an/ed re/ardin/ t*e appropriate amont o%

time to stay wit* one or/ani0ation.

Employee trno4er is one o% t*e lar/est t*o/* widely n6nown costs an

Or/ani0ation %aces. 7*ile companies rotinely 6eep trac6 o% 4arios costs sc* as spplies and

payroll5 %ew ta6e into consideration *ow mc* employee trno4er will cost t*em; Ernst )on/estimates it costs appro1imately #!"5""" to replace #" pro%essionals. Accordin/ to researc*

done by Sibson Company5 to recop t*e cost o% losin/ 2st one employee a %ast %ood restarant

mst sell @5D#B combo meals at !.?" eac*. Employee trno4er costs companies B" to ?"L o%

t*e annal salary o% entry:le4el employees5 #?"L o% middle:le4el employees5 and p to $""L %or

pper le4el5 speciali0ed employees. Now t*at so mc* is bein/ done by or/ani0ations to retain its

employees.

W,! is $t$&tio& so i(#ot%&tD Is it "st to $'"*$ t,$ t"& o+$ *ostsD

7ell5 t*e answer is a de%inite no. It3s not only t*e cost incrred by a company t*at emp*asi0es

t*e need o% retainin/ employees bt also t*e need to retain talented employees %rom /ettin/

poac*ed.

31



R$t$&tio& st%t$/i$sN$$' o0 t,$ st"'!.

People do not leave an organization, they leave their bosses. This is one of the many factors

floating around for employees to make the switch

Sal4a/in/ t*e talent pool is a to/* tas6 %or companies and ,R departments ali6e. ,owe4er5 t*isis an incon4enient trt* in t*e star6 reality o% attrition 4erss t*e desperate e%%orts o% retention.Any or/ani0ation s%%ers w*en t*e most e%%icient and 4alable employee decides to part ways be it t*e top notc* or lower down t*e ran6s5 t*ey create a 4acmeit*er %or t*e company inlar/e or in t*eir immediate %rame o% srrondin/s. Employees are said to be a companyJs /reatestasset. Attractin/5 sa%e/ardin/5 nrtrin/ and preser4in/ t*em are a mission in itsel%5 w*ic* ta6estotal commitment and endorsement. 7*ile t*e middle mana/ement *as a career c*art well in place to ta6e on t*e ne1t position5 t*e top *ierarc*y *as a contin/ency plan laid %irm. It is t*e/rop w*ic* is lower down t*e ran6s %or w*om t*ere is no sccession plannin/ strate/y in place5

and w*o comprise t*e 4olatile lot. T*ey are easy tar/ets o% poac*in/ in t*e competiti4e talentmar6et.

R$%so&s to $si/&

In a /lobalised mar6etplace and !$+@ 2ob %nction5 it is imperati4e to stress on connectin/ on a personal le4el wit* employees. 7*ile on t*e 2ob5 lac6 o% commnication5 lac6 o% timelyreco/nition and compensation5 con%lict wit* team members or boss5 ins%%icient per6s5 promotionand pay pac6a/e5 in condci4e en4ironment5 incompatibility wit* t*e cltre5 wor6 et*ics5in%le1ibility in t*e wor6 timin/5 insensiti4ity wit* indi4idal *ealt* problems5 etc5 may act assome o% t*e reasons w*ic* %orce t*e best players to searc* %or better options. T*e main isse is to

identi%y w*y employees lea4eis it wit* respect to a particlar team or department5 a speci%ic 2ob %nction w*ic* is *i/* pressred5 a reportin/ mana/er or are t*ere /eneric isses w*ic* needto be addressed. -or employees to stay moti4ated and dedicated5 and per%orm to t*e best o% t*eirability5 en/a/in/ in %air and transparent dealin/s5 an e%%ecti4e commnication c*annel5 2obrotation5 ensrin/ a c*allen/in/ role5 an open:door policy5 a de%ined career pat*5 proper trainin/and s6ills p /radation5 addressin/ /rie4ances5 inclsi4e decision ma6in/5 employeeempowerment5 e%%ecti4e per%ormance mana/ement and appraisal5 are mandatory. (t5 t*ese are a/i4en nder any circmstance and stand as t*e basic re<isites. It re%lects t*e cltre o% t*ecompany5 its brand identity and t*e <ality o% its wor6%orce. T*ey *a4e to mo4e ot %rom 2st bein/ a pblicity mec*anism or a policy on paper to more dili/ent implementation %or t*e o4erall betterment o% t*e or/ani0ation and its wor6%orce. 7*at employees need and demand5 andcompanies are increasin/ly tryin/ to adopt are inno4ati4e ways to not only ma6e employee li%eeasier bt also to en*ance it .Since t*ere are increasin/ *ealt* concerns e4en %rom a 4ery yon/a/e5 medical bene%its are o% tmost importance. Similarly5 in an a/e w*ere commtin/ eats p aconsiderable amont o% a personJs time5 any arran/ement to redce t*e tra4elin/ woes act as ama2or attraction. Pro4ision o% concier/e ser4ices redces t*e tension o% employee to a /reate1tent as additional responsibilities are ta6en care o% by t*e company wit*in its premises.Employees Stoc6 Owners*ip Plans ESOPsF *elp bild p an indi4idalJs %inancial ban6.Edcational tie:ps *elp employees p/rade t*eir s6ill:sets and t*ereby /i4e t*em a better

32



c*ance in t*e otside 2ob mar6et and impro4e t*eir career scope. -le1i time policies andtelecommtin/ pri4ile/es are also some o% t*e pcomin/ ideas t*at are bein/ tried and tested bycompanies. Also5 in t*is stress:ridden a/e and lac6 o% wor6:li%e e<ilibrim5 companies en/a/et*eir employees in career and personal conselin/ sessions by in4itin/ pro%essionals on a periodic basis. It is o%ten t*e small t*in/s t*at ma6e a lar/e di%%erence. More t*an w*at is

%rnis*ed to employees5 it is t*e attitde o% t*e or/ani0ation and mana/ement5 and t*e assrancet*at it 4ales and cares %or t*e wor6%orce w*ic* ma6es a */e di%%erence to t*e employeemindset.

R$t$&tio& i&+o+$s 0i+$ (%o t,i&/s;

Compensation

En4ironment

Growt*

Relations*ip

Spport

Co(#$&s%tio&G

Compensation constittes t*e lar/est part o% t*e employee retention process. T*e employees

always *a4e *i/* e1pectations re/ardin/ t*eir compensation pac6a/es.

Compensation pac6a/es 4ary %rom indstry to indstry. So an attracti4e compensation pac6a/e

plays a critical role in retainin/ t*e employees. Compensation incldes salary and wa/es5

bonses5 bene%its5 prere<isites5 stoc6 options5 bonses5 4acations5 etc. 7*ile settin/ p t*e

pac6a/es5 t*e %ollowin/ components s*old be 6ept in mind;

S%%! %&' (o&t,! )%/$; It is t*e bi//est component o% t*e compensation pac6a/e. It

is also t*e most common %actor o% comparison amon/ employees. It incldes

• (asic wa/e

• ,ose rent allowance

• earness allowance

• City compensatory allowance

Salary and wa/es represent t*e le4el o% s6ill and e1perience an indi4idal *as. Time to time

increase in t*e salaries and wa/es o% employees s*old be done. And t*is increase s*old be

based on t*e employee3s per%ormance and *is contribtion to t*e or/ani0ation. (ons; (onses

33



are sally /i4en to t*e employees at t*e end o% t*e year or on a %esti4al. Economic bene%its; It

incldes paid *olidays5 lea4e tra4el concession5 etc. 'on/:term incenti4es; 'on/ term incenti4es

inclde stoc6 options or stoc6 /rants. T*ese incenti4es *elp retain employees in t*e

or/ani0ationJs start p sta/e.

H$%t, i&s"%&*$; ,ealt* insrance is a /reat bene%it to t*e employees. It sa4es

employees money as well as /i4es t*em a peace o% mind t*at t*ey *a4e somebody to ta6e

care o% t*em in bad times. It also s*ows t*e employee t*at t*e or/ani0ation cares abot

t*e employee and its %amily.

A0t$ $ti$($&t; It incldes payments t*at an Employee /ets a%ter *e retires li6e EP-

Employee Pro4ident -ndF etc.

Mis*$%&$o"s *o(#$&s%tio&; It may inclde employee assistance pro/rams li6e

psyc*olo/ical consellin/5 le/al assistance etcF5 disconts on company prodcts5 se o% a

company cars5 etc.

E(#o!$s A&' T,$i $! i+$s To Att%*t A&' R$t%i& T%$&t

Po*t$ %&' %(9$ I&'i%

• Early responsibilities in career

• -le1ible and transparent or/ani0ational cltre

• Global opportnities t*ro/* a 4ariety o% e1posre and di4erse e1periences

• Per%ormance Reco/nition

A($i*%& E>#$ss <I&'i%=

• Stron/ /lobal brand

• Vale:based en4ironment

• Pioneer in many people practices

34



NTPC

• 'earnin/ and /rowt* opportnities

• Competiti4e rewards

• Opportnity to /row5 learn and implement

• Stron/ social secrity and employee wel%are per%ormance: oriented cltre.

Jo,&so& Jo,&so&

•

Stron/ 4ales o% trst5 carin/ %airness5 and respect wit*in t*e or/ani0ation

• -reedom to operate at wor6

• Early responsibility in career

• Trainin/ and learnin/ opportnities

• Visible5 transparent and accessible leaders


• Inno4ati4e ,R pro/rams and practices

%>o S(it, i&$ Co&s"($ H$%t,*%$

• Per%ormance:dri4en Rewards

• Its belie% in Growin/ or own timberQ

• Compre*ensi4e de4elopment and learnin/ pro/rams

• -lat or/ani0ation5 w*ere per%ormance cold lead to 4ery <ic6 pro/ression

• C*allen/in/ wor6 conte1t


• E1*asti4e indction and orientation pro/ram

T%t% St$$

35



• Or/ani0ation p*ilosop*y and cltre

• ob stability

• -reedom to wor6 and inno4ate

Col/ate Palmoli4e India

• Company brand

• Open 5 transparent5 and carin/ or/ani0ation

• Mana/ement accordin/ to t*e mana/in/ wit* respect to /idin/ principles

• Trainin/ ad de4elopment pro/rams

• Strctred career plannin/ process

• Global career opportnities

Wi#o

• Company3s brand as an employer

• Early opportnities %or /rowt*

• ,i/* de/ree o% atonomy

• Vale compatibility

• Inno4ati4e people pro/ram

I&'i%& Oi Co#o%tio&

• Company brand ima/e

• 7or6 et*ics

• 'earnin/ and /rowt* opportnities

• C*allen/in/ wor6 assi/nments

• Growin/ or/ani0ation

TCS

• T*e /rop brand e<ity

• Stron/ corporate /o4ernance and citi0ens*ip

36



• Commitment to learnin/ and de4elopment

• (est in people practices

• C*allen/in/ assi/nments

• Opportnity to wor6 wit* %ortne ?"" clients

• Or/ani0ation En4ironment

It is not abot mana/in/ retention. It is abot mana/in/ people. I% an or/ani0ation mana/es

people well5 employee retention will ta6e care o% itsel%. Or/ani0ations s*old %ocs on mana/in/

t*e wor6 en4ironment to ma6e better se o% t*e a4ailable *man assets. People want to wor6 %or

an or/ani0ation w*ic* pro4ides

•

Appreciation %or t*e wor6 done

• Ample opportnities to /row

• A %riendly and cooperati4e en4ironment

• A %eelin/ t*at t*e or/ani0ation is second *ome to t*e employee

Or/ani0ation en4ironment incldes

• Cltre

• Vales

• Company reptation

• ality o% people in t*e or/ani0ation

• Employee de4elopment and career /rowt*

• Ris6 ta6in/

• 'eadin/ tec*nolo/ies

• Trst

Types o% en4ironment t*e employee needs in an or/ani0ation

• L$%&i&/ $&+io&($&t; It incldes continos learnin/ and impro4ement o% t*e

indi4idal5 certi%ications and pro4ision %or *i/*er stdies5 etc.

• S"##ot $&+io&($&t; Or/ani0ation can pro4ide spport in t*e %orm o% wor6:li%e

balance. 7or6 li%e balance incldes;

37



-le1ible *ors

Telecommtin/

ependent care

Alternate wor6 sc*edles

Vacations

7ellness

• Wo $&+io&($&t; It incldes e%%icient mana/ers5 spporti4e co:wor6ers5 c*allen/in/

wor65 in4ol4ement in decision:ma6in/5 clarity o% wor6 and responsibilities5 and

reco/nition. 'ac6 or absence o% sc* en4ironment ps*es employees to loo6 %or new

opportnities. T*e en4ironment s*old be sc* t*at t*e employee %eels connected to t*e

or/ani0ation in e4ery respect.

Growt* and Career Growt* and de4elopment are t*e inte/ral part o% e4ery indi4idal3s

career. I% an employee can not %oresee *is pat* o% career de4elopment in *is crrent

or/ani0ation5 t*ere are c*ances t*at *e3ll lea4e t*e or/ani0ation as soon as *e /ets an

opportnity. T*e important %actors in employee /rowt* t*at an employee loo6s

%or *imsel% are;

• Wo #o0i$; T*e wor6 pro%ile on w*ic* t*e employee is wor6in/

s*old be in sync wit* *is capabilities. T*e pro%ile s*old not be too low or too *i/*.

• P$so&% /o)t, %&' '$%(s; Employees responsibilities in t*e or/ani0ation s*old

*elp *im ac*ie4e *is personal /oals also. Or/ani0ations can not 6eep aside t*e indi4idal

/oals o% employees and %oster or/ani0ations /oals. Employees3 priority is to wor6 %or

t*emsel4es and later on comes t*e or/ani0ation. I% *e3s not satis%ied wit* *is /rowt*5 *e3ll

not be able to contribte in or/ani0ation /rowt*.

• T%i&i&/ %&' '$+$o#($&t; Employees s*old be trained and /i4en c*ance to impro4e

and en*ance t*eir s6ills. Many employers %ear t*at i% t*e employees are well rained5

t*ey3ll lea4e t*e or/ani0ation %or better 2obs. Or/ani0ation s*old not limit t*e resorces

on w*ic* or/ani0ation3s sccess depends. T*ese trainin/s can be /i4en to impro4e many

s6ills li6e;

Commnications s6ills

Tec*nical s6ills

38



In:*ose processes and procedres impro4ement related s6ills or cstomer satis%action

related s6ills

Special pro2ect related s6ills

Need %or sc* trainin/s can be reco/ni0ed %rom indi4idal per%ormance re4iews5 indi4idal

meetin/s5 employee satis%action sr4eys and by bein/ in constant toc* wit* t*e employees.

I(#ot%&*$ o0 R$%tio&s,i# i& E(#o!$$ R$t$&tio& Po/%(

Sometimes t*e relations*ip wit* t*e mana/ement and t*e peers becomes t*e

reason %or an employee to lea4e t*e or/ani0ation. T*e mana/ement is sometimes not able to

pro4ide an employee a spporti4e wor6 cltre and en4ironment in terms o% personal or

pro%essional relations*ips. T*ere are times w*en an employee starts %eelin/ bitterness towards

t*e mana/ement or peers.

T*is bitterness cold be de to many reasons. T*is decreases employee3s interest and *e

becomes demoti4ated. It leads to less satis%action and e4entally attrition. A spporti4e wor6

cltre *elps /row employee pro%essionally and boosts employee satis%action. To en*ance /ood pro%essional relations*ips at wor65 t*e mana/ement s*old 6eep t*e %ollowin/ points in mind.

Respect %or t*e indi4idal; Respect %or t*e indi4idal is t*e mst in t*e or/ani0ation.

• R$%tio&s,i# )it, t,$ i(($'i%t$ (%&%/$G A man/er plays t*e role o% a mentor and a

coac*. ,e desi/ns and plans wor6 %or eac* employee. It is *is dty to in4ol4e t*e

employee in t*e processes o% t*e or/ani0ation. So an or/ani0ation s*old *ire mana/ers

w*o can ma6e and maintain /ood relations wit* t*eir sbordinates.

• R$%tio&s,i# )it, *o$%/"$s; Promote team wor65 not only amon/ teams bt in

di%%erent departments as well. T*is will indce competition as well as impro4e t*e

Relations*ip amon/ collea/es.

• R$*"it ),o$ ,$%t$'!; An employee s*old be recrited i% t*ere is a proper place and

dties %or *im to per%orm. Ot*erwise *e3ll %eel seless and will be dissatis%ied.

39



Employees s*old 6now w*at t*e or/ani0ation e1pects %rom t*em and w*at t*eir e1pectation

%rom t*e or/ani0ation is. eli4er w*at is promised. Promote an

employee based cltre; T*e employee s*old 6now t*at t*e or/ani0ation is t*ere to spport *im

at t*e time o% need. S*ow t*em t*at t*e or/ani0ation cares and *e3ll s*ow t*e same %or t*e

or/ani0ation. An employee based cltre may inclde decision ma6in/ at*ority5 a4ailability o%

resorces5 open door policy5 etc.

• I&'i+i'"% '$+$o#($&t; Ta6in/ proper care o% employees incldes ac6nowled/ement

to t*e employee3s dreams and personal /oals. Create opportnities %or t*eir career /rowt*

by pro4idin/ mentors*ip pro/rams5 certi%ications5 edcational corses5 etc.

• I&'"*$ o!%t!; Or/ani0ations s*old be loyal as well as t*ey s*old promote loyalty in

t*e employees too. Try to ma6e t*e crrent employees stay instead o% recritin/ new

ones.

Spport 'ac6 o% spport %rom mana/ement can sometimes ser4e as a reason %or employee

retention. Sper4isor s*old spport *is sbordinates in a way so t*at eac* one o% t*em is a

sccess. Mana/ement s*old try to %ocs on its employees and spport t*em not only in t*eir

di%%iclt times at wor6 bt also t*ro/* t*e times o% personal crisis. Mana/ement can spport

employees by pro4idin/ t*em reco/nition and appreciation. Employers can also pro4ide 4alable

%eedbac6 to employees and ma6e t*em %eel 4aled to t*e or/ani0ation.

T*e %eedbac6 %rom sper4isor *elps t*e employee to %eel more responsible5con%ident and empowered. Top mana/ement can also spport its employees in t*eir personal

crisis by pro4idin/ personal loans drin/ emer/encies5 c*ildcare ser4ices5 employee assistance

Pro/rams5 consolin/ ser4ices5 etc

Employers can also spport t*eir employees by creatin/ an en4ironment o% trst

and inclcatin/ t*e or/ani0ational 4ales into employees. T*s employers can

spport t*eir employees in a nmber o% ways as %ollows;

• (y pro4idin/ %eedbac6

• (y /i4in/ reco/nition and rewards

• (y consellin/ t*em

• (y pro4idin/ emotional spport

40



RESEARCH METHOOLOYR$s$%*, $si/&;

T*e researc* desi/n indicates t*e type o% researc* met*odolo/y nder ta6en to collect t*ein%ormation %or t*e stdy. T*e researc*er sed bot* descripti4e and analytical type o% researc*desi/n %or *is researc* stdy. T*e main ob2ecti4e o% sin/ descripti4e researc* is to describe t*estate o% a%%airs as it e1its at present. It mainly in4ol4es sr4eys and %act %indin/ en<iries o%di%%erent 6inds. T*e researc*er also sed analytical researc* desi/n to analy0e t*e e1istin/ %acts%rom t*e data collected %rom t*e cstomer.

A$% o0 st"'!;T*e area o% stdy is con%ined to employees o% COMVIVA and &NINOR5 Gr/aon operations.

R$s$%*, i&st"($&tGT*e Strctred <estionnaire is sed as t*e researc* instrment %or t*e stdy.

:"$stio&&%i$ $si/&G

T*e <estionnaire %ramed %or t*e researc* stdy is a strctred <estionnaire in w*ic* all t*e<estions are predetermined be%ore condctin/ t*e sr4ey. T*e %orm o% <estion is only closedtype.T*e <estionnaire %or t*e researc* was %ramed in a clear manner sc* t*at it enables t*erespondents to nderstand and answer t*e <estion easily. T*e <estionnaire was desi/ned insc* a way t*at t*e <estions are s*ort and simple and is arran/ed in a lo/ical manner.

S%(#i&/ '$si/&;A Sample desi/n is a de%inite plan %or obtainin/ a sample %rom a /i4en poplation. It is t*e procedre sed by t*e researc*er in selectin/ items %or t*e sample.

S%(#$ si?$;Sample si0e#"" samples t*at is ?" employees %rom COMVIVA and ?" employees %rom&NINOR.

41



S%(#i&/ T$*,&i@"$;Con4enient samplin/ *as been sed %or selectin/ t*e samples.

ATA COLLECTION METHO

Pi(%! '%t%GPrimary data is t*e new or %res* data collected %rom t*e respondents t*ro/* strctredsc*edled <estionnaire.S$*o&'%! '%t%G

T*e secondary data are collected t*ro/* t*e companies3 websites5 articles on net5 boo6s andot*er websites.

ANALYSES

AN

FININS

42



:UALITY OF WOR.

HI %ind meanin/ and %l%ilment in my wor6 H.

Cm#i#a

<=>

??>

98>

TR&E

so"ewhat tr!e

not at all tr!e

$NINOR

@?>

9=>

98>

TR&E

so"ewhat tr!enot at all tr!e

T*e t*in/s t*at ma6e t*e companies /reat places to wor6 responses concentrated not on t*e %inancial

rewards5 bt t*e people oriented aspects sc* as consistency o% mana/ement5 opportnities %or wor6in/

43



on e1citin/ pro2ects5 commitment to people5 a listenin/ en4ironment5 %eelin/ 4aled. T*e t*in/s

companies wold do to ma6e t*eir company an e4en better place to wor6.

At COMVIVA ot o% ?" respondents ma1imm D= L B$+?"F employees %eel t*at t*ey %ind meanin/ and

%l%ilment in t*eir wor6 and 4ery mc* satis%ied wit* t*e <ality o% wor6 in t*eir company.

At &NINOR also ma1imm nmber o% respondents t*at is @! L o% employees are satis%ied wit* t*e

<ality o% wor6 in t*e company.

T*ere is a 4ery less di%%erence in t*e responses o% t*e employees o% bot* t*e companies.

T,is s,o)s t,%t 9ot, t,$ *o(#%&i$s #o+i'$ @"%it! )o to t,$i $(#o!$$s to i&*$%s$ t,$i

$&/%/$($&t i& t,$ )o %&' $t%i& t,$(.

TALENT RECONITION AN ENCOURAEMENT.

HMy talents are reco/ni0ed and I am encora/ed to se t*em.

44



COMVIVA

<?>

=>

Always&s!ally

$NINOR

=B>

9<>

Always

&s!ally

At COMVIVA B# ot o% ?" D!LF respondents %eel t*at t*ey are always encora/ed to se t*eir talents as

mc* as possible. B=L o% respondents are not t*at *appy wit* potential ma1imi0in/ practices o% t*eir

or/ani0ation. T*ey %eel t*ere are certain t*in/s employers can do to *elp promote a more stimlatin/ and

c*allen/in/ en4ironment %or almost e4eryone.

At &NINOR $! ot o% ?" respondents t*at is =$ L employees %eel t*at t*eir talents are always reco/ni0ed

and t*ey are always encora/ed to se t*em in t*e company. ,ere t*e nmbers o% respondents w*o are

not %lly satis%ied are 4ery less t*at is 2st #D L =F.

T,is s,o)s t,%t UNINOR is *o(#%%ti+$! 9$tt$ %t $*o/&i?i&/ t%$&ts o0 t,$i $(#o!$$s %&'

"tii?i&/ t,$( to 0" $>t$&t to)%'s t,$ o/%&i?%tio&% o9$*ti+$ ),i*, i& t"& s%tis0i$s t,$

$(#o!$$s $%'i&/ to)%'s t,$i o!%t! to)%'s t,$ *o(#%&!

EMPOWERMENT.

45



HI *a4e at*ority and resorces to accomplis* my tar/ets.3

COMVIVA

B?>

<>

??>

TR&E

so"ewhat tr!e

not at all tr!e

$NINOR

<B>

??>

9B>

TR&E

so"ewhat tr!e

not at all tr!e

It is a %eelin/ o% 2ob owners*ip and commitment bro/*t abot t*ro/* t*e ability to ma6e

decisions5 be responsible5 be measred by reslts5 and be reco/ni0ed as a t*o/*t%l5 contribtin/*man bein/ rat*er t*an a pair o% *ands doin/ w*at ot*ers say. It implies *a4in/ t*e at*ority toma6e decisions5 %ollow t*ro/*5 and /et t*in/s done.

People are mc* more willin/ to accept increased ris6 i% t*ey percei4e t*ey also *a4e control o4er

decisions relatin/ to t*at ris6 as well as rele4ant in%ormation and resorces to bac6 t*eir decisions

At COMVIVA $!L t*at !# ot o% ?" employees %eel t*at t*ey are empowered to ta6e decisions and are

pro4ided eno/* resorces to ac*ie4e t*eir tar/ets. (t ?=L respondents are not %lly satis%ied by t*e

empowerment style o% t*e company.

At &NINOR most o% t*e employees t*at is D$L t*at is B! %eel t*at t*ey *a4e desired at*ority and

resorces to ta6e decisions and accomplis* tar/ets.

T,is s,o)s t,%t UNINOR #o+i'$s (o$ %"t,oit! %&' $so"*$s to its $(#o!$$s %&' /i+$s t,$( %

0$$i&/ o0 $(#o)$($&t *o(#%%ti+$! to COMVIVA. T,is i(#o+$s t,$ $(#o!$$s *o((it($&t

to)%'s t,$ o/%&i?%tio&.

AVANCEMENT OPPORTUNITIES.

46



HIn my company employees *a4e eno/* opportnities %or ad4ancement3.

COMVIVA

@B>

?<>8>

TR&E

so"ewhat tr!e

not at all tr!e

$NINOR

=?>

9=>8>

TR&E

so"ewhat tr!e

not at all tr!e

Re%er to 4arios prospects and openin/s %or t*e employees to /o p t*e ladder wit*in t*e or/ani0ational

strctre. Not only5 *as it re%erred to a/mentin/ o% stats bt also increasin/ o% 2ob responsibilities and

/reater atonomy bt also empowerment in mltiple dimensions

Employees are committed to t*eir wor6 and in to/* times5 t*ey will stay t*e corse wit* a company

i% %or no ot*er reason t*an t*ey *a4e to. (t i% t*ey don3t see t*e potential %or ad4ancement and

opportnity particlarly in t*e treatment o% t*e best and bri/*test wit*in t*eir companies t*ey startt*in6in/ in mar6ed contrast.

At COMVIVA @$L respondents are 4ery mc* satis%ied wit* t*e career + ad4ancement opportnities in t*e

company.

At &NINOR =!L respondents %eel t*at t*e company pro4ides /ood ad4ancement opportnities.

Comparin/ between t*e two5 &NINOR *ere also *as a /reater nmber t*at is =!L bt t*ere is not a mc*

di%%erence between t*e two percenta/es.

I& t,is *%t$/o! 9ot, t,$ *o(#%&i$s #o+i'$ /oo' %'+%&*$($&t o##ot"&iti$s to its $(#o!$$s

),i*, (%$s t,$ $(#o!$$s i&t$$st$' i& t,$i )o %& i& t"& i& t,$ *o(#%&! 9"t sti UNINOR

,%s % si/,t! "##$ ,%&' i& t,is *%t$/o!.

SUPPORT AN RECONITION.

47



HI /et proper spport %rom my mana/ement and also reco/nition o% my e%%orts pt3.

@8>

?<>

B>

8>

98>

?8>

8>

B8>

78>

<8>

@8>

TR&E Not at all

tr!e

COMVIVA

TR&E

So"ewhat tr!e

Not at all tr!e

=?>

9<>

?>8>

98>

?8>

8>

B8>

78>

<8>

@8>

=8>

C8>

TR&E Not at all

tr!e

$NINOR

TR&E

So"ewhat tr!e

Not at all tr!e

Care and concern %or employees *as emer/ed as one o% t*e most important %actors in%lencin/ employeecommitment to t*eir employers. T*e lac6 o% employee appreciation plays a critical role in employee3s

decisions to lea4e t*eir or/ani0ations9 analo/osly Employees w*o %eel t*ey are listened to5 spported5 and

reco/ni0ed %or t*eir contribtions are li6ely to be more en/a/ed. People li6e to be reco/ni0ed %or t*eir ni<e

contribtions.

At COMVIVA @"L o% t*e respondents t*at is B? ot ?" employees %eel t*at t*e mana/ement spports t*em

and t*eir e%%orts are reco/ni0ed and appreciated. !DL respondents are not totally satis%ied and $L respondents

do not at all a/ree t*at t*eir e%%orts are reco/ni0ed.

At &NINOR =!L respondents t*at are $# ot o% t*e ?" employees %eel t*at t*ey /et reco/nition %or t*eir

contribtion and mana/ement spports t*em in e4ery aspect related to wor6. #DL employees do not %lly

a/ree and only !L employees not at all a/ree.

T,$ '%t% s,o)s t,%t UNINOR s"##ot %&' $*o/&itio& st!$ is (o$ s%tis0%*to! t,%& COMVIVA %&'

t,"s (o$ &"(9$ o0 $(#o!$$s %$ s%tis0i$' 9! t,$ *o(#%&i$s (%&%/$($&t.

48





REWARS AN OPPORTUNITIES..

HMy company pro4ides attracti4e rewards and opportnities periodically to retain talent and e1pertise3

COMVIVA

7B>B>

9?>

Always

So"eti"es

Ne+er

$NINOR

@?>

?B>B>

Always

So"eti"es

Ne+er

Opportnities moti4ate employees to wor6 wit* t*eir %ll e%%orts and rewardin/ per%ormance assres t*eir %tre

e1cellent per%ormance. T*is process *elps employees to /et interest in t*eir wor6 and assres t*eir retention.

At COMVIVA ?$L respondents t*at are !@ ot ?" are positi4e abot t*e reward system o% t*e company. And ?DL

are discontented in 4aried de/rees wit* t*e companies reward system.

At &NINOR most o% t*e employees t*at is @!L are positi4e re/ardin/ t*e reward system o% t*e company. Only

B=L are not t*at mc* satis%ied by t*e same.

T,is *$%! i&'i*%t$s t,%t UNINOR 9$i$+$s (o$ i& #o+i'i&/ 9$&$0i*i% o##ot"&iti$s to its $(#o!$$s %&'

$)%'i&/ t,$i #$0o(%&*$ i& o'$ to /$t t,$ 9$st $s"ts %&' (%i&t%i& t,$i i&t$$st i& t,$ o9 %s )$ %s

t,$ *o(#%&!.

50



WOR LIFE BALANCE

COMVIVA

9?>

==>

A%ree

$o not a%ree

$NINOR

?<>

@B>

A%ree

$o not a%ree

An improper balance between wor6 and personal li%e is a/ain an important %actor w*ic* leads to %rstration

amon/ employees and becomes t*e reason %or t*eir lea4in/ a 2ob. A company s*old *elp its employees to maintain

a wor6 li%e balance so t*at employees stic6 to or/ani0ation %or a lon/er period.

At COMVIVA most o% t*e employees t*at are ==L %eel t*at wor6 li%e balance is spported by t*e company. T*at is

t*e company /i4es t*em e<al time %or t*eir personal li%e as well. Only #!L are discontented.

At &NINOR @$ L o% t*e employees %eel t*at company spports wor6 li%e balance. ,ere !DL employees do not %eel

so.

Co(#%%ti+$! COMVIVA is 9$tt$ %t $&%9i&/ t,$ $(#o!$$s (%i&t%i& t,$i )o i0$ 9%%&*$ 9! (%i&/

t,$( )o o&! 0o s#$*i0i$' ti(i&/s %&' 9! &ot (%i&/ t,$( i/&o$ t,$i #$so&% i0$ 9$*%"s$ o0 )o.

51



T,is (%$s t,$ $(#o!$$s ,%##! %&' '$'i*%t$' i& t,$ )o %&' t,$! 'o t,$ )o )it, 0" i&t$$st %&'

$(%i& *o((itt$' to)%'s t,$ *o(#%&!.

SENIOR MANAEMENT INTEREST IN EMPLOYEE WELLBEIN

HIn my company senior mana/ement is sympat*etic and always willin/ to loo6 into t*e

/rie4ances and complaints o% employees3

COMVIVA

??>

<B>

9B> TR&E

SO(E)*ATTR&E

NOT AT A''

TR&E

$NINOR

B=>

B<>

<> TR&E

SO(E)*AT

TR&E

NOT AT A''

TR&E

Its part o% t*e en4ironment o% mtal trst5 accontability and responsibility t*at3s important in en/a/in/

people and winnin/ discretionary e%%ort.

At COMVIVA most o% t*e employees t*at are D$L partially a/ree. Only !! L %lly a/ree and #$L

employees do not a/ree at all t*at senior mana/ement is interested in t*eir well bein/.

52



At &NINOR $=L and $DL employees a/ree %lly and partially respecti4ely t*at senior mana/ement is

sympat*etic and always willin/ to loo6 into t*e /rie4ances and complaints o% employees. And only DL do

not a/ree at all.

T,is s,o)s t,%t %t UNINOR t,$$ is % #o#$ $&+io&($&t o0 ("t"% t"st %&' %**o"&t%9iit! %&'

t,$! 9$i$+$ i& %& i&0o(% %&' ,$%t,! s$&io s"9o'i&%t$ $%tio&s,i# ),i*, %/%i& $%'s to t,$

$(#o!$$ s%tis0%*tio& %&' *o((it($&t to)%'s t,$ *o(#%&!.

COMPENSATION AN BENEFITS.

H. Salaries5 compensation5 bene%its5 allowances and per<isites pro4ided by my company are <ite

attracti4e and are based on t*e 2ob responsibilities.3

COMVIVA

@?>

9<>

9?>

TR&E

So"ewhat tr!e

Not at all tr!e

$NINOR

C?>

<> ?>

TR&E

So"ewhat tr!e

Not at all tr!e

Companies 6now t*at t*ey *a4e to remnerate t*eir employees well eno/*9 becase o% t*e isse o%

ris6 o% loosin/ talent and 4irtosity. As t*e labor mar6et eases5 bein/ a4era/e won3t be /ood eno/*

%or employers particlarly in recritin/ or retainin/ t*e in demand talent w*o always *a4e t*e

eno/* 2ob options and5 *ence5 bar/ainin/ power.

53



At COMVIVA lar/e nmber o% employees t*at is @!L are 4ery mc* satis%ied by t*e compensation and

bene%its pro4ided by t*e company. #DL employees are somew*at satis%ied and #! L are not at all

contented.

At &NINOR lar/er percenta/e o% employees are satis%ied by t*e compensation and bene%its pro4ided by

t*e company t*at is >!L. Only DL are somew*at satis%ied and t*ere are only !L employees w*o are not

at all satis%ied.

T,is s,o)s t,%t $(#o!$$s %t UNINOR %$ ("*, (o$ *o&t$&t$' %&' s%tis0i$' 9! t,$ s%%!;

%o)%&*$s %&' ot,$ 9$&$0its #o+i'$' 9! t,$ *o(#%&! %&' 0$$ t,%t t,$s$ %$ 9%s$' o& t,$i o9

$s#o&si9iiti$s.

EMPLOYEE PARTICIPATION AN ACNOWLEEMENT

HMy or/ani0ation is open and recepti4e to new and inno4ati4e ideas %rom t*e Employees.3

COMVIVA

7<>?=>

9<>

TR&E

So"ewhat tr!e

Not at all tr!e

$NINOR

<B>

?>

B>

TR&E

So"ewhat tr!e

Not at all tr!e

Employees w*o %eel t*ey are listened to5 spported5 and reco/ni0ed %or t*eir contribtions are li6ely to be

more en/a/ed. People li6e to be reco/ni0ed %or t*eir ni<e contribtions. Gi4in/ people a c*ance to

54



pro4ide inpt − pro4idin/ a %orm %or opinions− is not only a part o% bildin/ more c*allen/e and

stimlation into wor6 en4ironment5 bt also a part o% in4ol4in/ people to en*ance en/a/ement and a

sense o% accontability. Spport and reco/nition in an en/a/in/ en4ironment bilds employee sel%:esteem

and creates stron/ partners*ips.

T*ere is not a 4ery mc* di%%erence in bot* t*e companies re/ardin/ employee participation anden/a/ement. In COMVIVA ?DL employees %eel t*at t*ey are listened to and ac6nowled/ed5 !=L a/ree

partially and #DL do not a/ree. 7*ereas in &NINOR D$L employees a/ree %lly5 B!L partially a/ree

and only $ L do not a/ree.

T,is s,o)s t,%t 9ot, t,$ *o(#%&i$s 'o $&*o"%/$ $(#o!$$ #%ti*i#%tio& 9"t &ot to % +$! %/$

$>t$&t %&' UNINOR is %/%i& si/,t! ,i/, i& t,is *%t$/o!.

WOR LOA

B?>B<>

9?>

8>

98>

?8>

8>

B8>

78>

*IG* AVERAGE 'O)

COMVIVA

*IG*

AVERAGE

'O)

<?>

B>

B>

8>

98>

?8>

8>

B8>

78>

<8>

@8>

*IG* AVERAGE 'O)

$NINOR

*IG*

AVERAGE

'O)

T*is is a %actor t*at a/ain leads to a satis%action or dissatis%action o% employees. Sometimes becase o% e1cess

o% wor6load employees %eel %rstrated and tend to lea4e t*e company. T*e wor6 load on an employee s*old depend

on *is capacity and capabilities.

55



At COMVIVA $!L respondents t*at are !# ot o% ?" employees %eel t*at t*e wor6 load /i4en to t*em is *i/* and

?=L employees %eel t*at t*e wor6load is eit*er a4era/e or low bt not *i/*.

At &NINOR D!L employees t*at are B# ot o% ?" %eel t*at wor6 load is 4ery *i/* in t*e company and only B=L

%eel t*at it is eit*er low or a4era/e.

So COMVIVA 9$i$+$s (o$ i& #o+i'i&/ )o o%' to t,$ $(#o!$$ ),i*, ,$ *%& $%si! (%&/$ %&' i& ),i*,

,$ *%& #"t ,is 9$st $00ots to *o&ti9"t$ to t,$ *o(#%&!s o9$*ti+$.

FUTURE CAREER CONTINUATION

COMVIVA

B>

<?>

B>

DES

NOT S&RE

NO

56



$NINOR

@<>

??>?>

DES

NOT S&RE

NO

At COMVIVA most o% t*e employees t*at is D!L are not sre abot continin/ t*eir career in t*e

company. Only B$L employees are sre t*at t*ey want to contine in t*e same or/ani0ation and only $Ldon3t want to contine.

At &NINOR most o% t*e employees t*at is @DL want to contine in t*e same company . Only !! L

employees are not sre and !L do not want to contine.

T,is t,%t t,$$ %$ (o$ &"(9$ o0 $(#o!$$s %t UNINOR ),o %$ 0"! s%tis0i$' 9! t,$ *o(#%&!

%&' )%&t to *o&ti&"$ t,$i 0"t,$ *%$$ )it, *o(#%&!.

RECCOMENATIONS

1. T%i&i&/ %&' $+$o#($&t.

It is important %or a company3s mana/ement to be acti4ely in4ol4ed in t*e de4elopment and

implementation o% t*eir employee3s initial and continin/ trainin/ pro/rams5 t*e identi%ication o% trainin/

needs5 and t*e re4iew and appro4al o% trainin/ materials so t*at all t*e employees %eel encora/ed to

participate in t*em and t*ere%ore %eel satis%ied and be retained

2. E(#o)$($&t

7or6in/ pon pro4idin/ employees more empowerment to its employees enables t*em to ta6e

independent decisions in t*e interest o% t*e company. T*is wold /i4e t*em a %eelin/ o% responsibility.

T*ey will be more committed towards t*e wor6 and *ence be loyal to t*e or/ani0ation.

57



It3s also a %nction o% stron/ per%ormance mana/ement pro/rams t*at *elp people set clear /oals assess

pro/ress a/ainst t*ose /oals5 nderstand /aps in s6ills and *ow to close t*em5 and w*at t*eir lon/er:term

opportnities mi/*t be.

A nmber o% companies *a4e bilt reptations %or bein/ bot* /reat employers and /reat ser4ice

or/ani0ations by empowerin/ employees to ma6e t*eir own5 on:t*e:spot decisions abot *ow best to address cstomer needs.Alon/ wit* pro4idin/ o% decision:ma6in/ at*ority to t*e employees on part o% or/ani0ation5 t*ere is a

need %or clear commnication and edcation as well as decision:ma6in/ tools and spport. In addition5

pro4idin/ o% responsibility and atonomy *as to be seen as core and consistent part o% t*e en4ironment.

3. A'+%&*$($&t o##ot"&iti$s

-or career ad4ancement5 t*ere3s no <estion9 it3s more di%%iclt today5 w*en so many companies *a4e

%latter or/ani0ational strctres. In part5 companies can rede%ine ad4ancement5 %ocsin/ less on traditional

spans o% control and reportin/ relations*ips t*an on elements li6e s6ill mastery5 team leaders*ip5 andspecial assi/nments and so on. T*e 7eb can also be sed as an important tool to do sel%:assessments

abot s6ills and career %ocs5 and prse t*e trainin/ necessary %or career ad4ancement. Also a special

selection+trainin/ pro/ram can be de4ised t*at mo4es non:pro%essional employees to pro%essional

positions based on trainin/ and e1perience rat*er t*an t*e positi4e edcation re<irement ot*erwise

needed to <ali%y %or t*e position to deal wit* t*e decisions concernin/ e1ternal 4erss internal

recritment+promotion.

4. R$)%' %&' R$*o/&itio&.Or/ani0ations s*old also de4elop new and inno4ati4e approac*es t*at demonstrate t*e lin6 between t*e type o% rewards and reco/nition bein/ sed and t*e cltre o% t*e or/ani0ation ort*e cltre to be ac*ie4edF.

T*ere is need to bild s%%icient %le1ibility into t*e employment cycle and e1perience to emp*asi0e

di%%erent rewards and cltral elements at di%%erent sta/es in t*e process.

Employers cannot 4iew attraction5 retention and en/a/ement t*ro/* a sin/le lens5 or pro4ide aone:si0e:%its:all pro/ram t*at will ser4e t*ese t*ree distinct needs wit* e<al sccess. It can seapproac*es li6e “total rewards optimization” 9 a tool5 to test di%%erent reward port%olios anddetermine precisely *ow %ar t*ey can /o in cttin/ bac6 or redesi/nin/ plans wit*ot ne/ati4elya%%ectin/ employee en/a/ement and prodcti4ity. It acts as a critical %irst step in allocatin/%inancial and ot*er resorces %or ma1imm 4ale.

-.Wo i0$ 9%%&*$

58



Or/ani0ations s*old %rnis* wor6+*ome balance pro/rams w*ic* pro4ide employees wit*t*e %le1ibility to mana/e bot* wor6 and *ome commitments. T*is may inclde time o%% inlie arran/ements5 2ob s*arin/5 part time wor65 %amily rooms9 wor6 based c*ildcare %acilities5*ome:based wor65 pro4ision o% career3s lea4e and *ealt* pro/rams.

7*en employees %eel t*eir employer cares abot t*em5 t*ey are more willin/ to spport c*an/e5

stay late i% needed5 wor6 an e1tra day5 and be more %le1ible. T*ey are also more loyal and more

li6ely to stay wit* t*e or/ani0ation. -amily:%riendly policies and bene%its /ain employee

commitment and loyalty better t*an any ot*er pro/ram.

. C"t"$ o0 t"st

At a minimm5 an or/ani0ation3s cltret*e way we do t*in/s *ereQmst promote core4ales and et*ical standards. (t a 4ibrant wor6place cltre can do mc* more5 %or/in/ a stron/

lin6 between people and per%ormance. T*is *appens w*en cltre comes ali4e in t*erelations*ips t*at bind employees wit* eac* ot*er5 wit* t*eir mana/ers and wit* cstomers. A positi4e cltre ener/i0es employees to e1cel in t*eir 2obs and spports t*em to meet t*eir personal needs and /oals. 7it* a talent crnc* pon s5 t*e <ality o% t*e cltre an or/ani0ation bilds will eit*er be a competiti4e ad4anta/e or disad4anta/e.

Trst is t*e bedroc6 o% a positi4e or/ani0ational cltre. A *i/*:trst cltre de%ines /reatwor6places5 re/ardless o% an or/ani0ation3s si0e5 sector or contry. Employees trst mana/ersw*o are concerned abot t*eir well:bein/5 listen and respond to t*eir inpt5 are open and *onestabot c*an/e5 and consistently act t*e or/ani0ation3s 4ales. Trstwort*y mana/ers can also *elpinstill in employees a sense o% pride in t*eir wor6 and a tre sense o% camaraderie.

5. R$("&$%tio& %&' Co(#$&s%tio& Companies need to remnerate t*eir employees well eno/* at least at par wit* compensationand remneration le4el e1istin/ in indstry9 becase o% t*e isse o% ris6 o% loosin/ talent and4irtosity

. -le1ible competiti4e and e%%icient classi%ication and compensation systems are critical to t*e e%%orts o%

t*e or/ani0ation. Alternati4e classi%ication and compensation systems pro4ide t*e e1empt or/ani0ations

%le1ibility to meet competiti4e needs and to mo4e %rom seniority:based pay systems to per%ormance based

alternati4es. Or/ani0ations need to bild and implement a per%ormance mana/ement system t*at incldes

pay %or per%ormance. T*ey s*old create a system t*at enables *i/* potentials to be able to in%lence

directly t*e measres pon w*ic* t*ey are bein/ rewarded. Pro4ide t*em reco/nition t*at is in terms o%

t*eir 4ale and contribtion o4er a4era/e per%ormers wit*in t*e or/ani0ation. T*is may inclde *i/*er

compensation5 stoc6 options5 or per%ormance bonses.

6. :"%it! o0 Wo

59



Employees indicated t*at c*allen/in/ wor6 and tili0in/ t*eir stren/t*s and talents were most important

in retainin/ t*em. T*e or/ani0ation needs to e1amine t*e bsiness to identi%y t*e areas o% /rowt* t*at

/enerate income and are 6ey to its sccess. Also t*ey need to identi%y t*e s6ills5 talents5 and competencies

needed to ma6e t*ose areas sccess%l. T*en potential indi4idals wit* t*ose matc*in/ s6ills5 talents5 and

competencies s*old be placed into t*ose critical positions. I% possible5 or/ani0ation can redesi/n 2obs

and %it t*e indi4idals to t*e wor65 not t*e 2ob. More emp*asis can be placed on sin/ t*e talents andcompetencies o% employees5 rat*er t*an 2ob descriptions and dties.

7. E(#o!$$ #%ti*i#%tio& %&' %*&o)$'/$($&t

T*is is also important in order to retain employees. Or/ani0ations s*old encora/e employees to

participate in decision ma6in/ and ac6nowled/e t*eir ideas to ma6e t*em %eel a part o% t*e w*ole process

and t*e company .T*is moti4ates t*em to ta6e interest in t*eir wor6 and t*ey stay in t*e or/ani0ation

lon/er as t*ey are satis%ied. .

LIMITATIONS.

T*e scope o% t*e stdy in terms o% co4era/e is limited to t*e Gr/aon operations o% COMVIVA

as well as &NINOR.

T*ere is a lot o% *ea4y bias attac*ed wit* t*e responses becase o% personnel e1perience

Relctance on t*e part o% t*e employees to disclose t*eir in%ormation in t*e <estionnaire.

60



7*ile distribtin/ t*e <estionnaire5 people were not ready to accept one e1tra brden o% wor65

w*ic* was not a part o% t*eir o%%ice 2ob.

Not e4erybody was willin/ to /i4e time and t*ey were relctant to discss certain internal mattersto t*e otsiders.

T*e %indin/s o% t*e stdy are solely based on t*e in%ormation pro4ided by t*erespondents.

-indin/s o% t*e researc* may c*an/e de to area5 demo/rap*y5 a/e conditiono% economy etc

CONCLUSION

Employee Retention in4ol4es ta6in/ measres to encora/e employees to remain in t*e

or/ani0ation %or t*e ma1imm period o% time. Corporate is %acin/ a lot o% problems in employee

retention t*ese days. ,irin/ 6nowled/eable people %or t*e 2ob is essential %or an employer. (t

retention is e4en more important t*an *irin/. T*ere is no deart* o% opportnities %or a talented person. T*ere are many or/ani0ations w*ic* are loo6in/ %or sc* employees. I% a person is not

satis%ied by t*e 2ob *e3s doin/5 *e may switc* o4er to some ot*er more sitable 2ob. In today3s

en4ironment it becomes 4ery important %or or/ani0ations to retain t*eir employees.

T*e top or/ani0ations are on t*e top becase t*ey 4ale t*eir employees and t*ey 6now *ow to

6eep t*em /led to t*e or/ani0ation. Employees stay and lea4e or/ani0ations %or some reasons.

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T*e reason may be personal or pro%essional. T*ese reasons s*old be nderstood by t*e

employer and s*old be ta6en care o%. T*e or/ani0ations are becomin/ aware o% t*ese reasons

and adoptin/ many strate/ies %or employee retention.

(ot* t*e companies COMVIVA and &NINOR employee nmber o% strate/ies to retain t*e best

talent in t*e company li6e pro4idin/ trainin/ and de4elopment pro/rammes 5 *elpin/ employeesto properly balance t*eir wor6 li%e and personal li%e 5 pro4idin/ rewards and opportnities to

/row5 maintainin/ an en4ironment o% mtal trst 5 /ood compensation and bene%its etc. And

t*ese strate/ies are 4ery e%%ecti4e as most o% t*e employees are satis%ied in most o% t*e

cate/ories. (t &NINOR is better in most o% t*e retention strate/ies li6e trainin/ and

de4elopment5 compensation5 rewards and reco/nition etc. And COMVIVA is better at

maintainin/ wor6 li%e balance. Also most o% t*e employees are sre abot continin/ t*eir career

in &NINOR and most o% t*e employees at COMVIVA are not sre w*et*er t*ey will stay in t*e

company or not %or a lon/ time.

O4erall employees at &NINOR w*ic* is an MNC are more satis%ied in most o% t*e cate/ories o%retainin/ employees and t*s it is better t*an COMVIVA in employee retention.

ANNEXURE I

BIBLORAPHY

WEBSITES

62



www.answer.com

www./oo/le.com

www.com4i4a.com

www.ninor.in

BOOS

Robins5 #>>=F ; ,&MAN RESO&RCE MANAGEMENT. Prentice ,all5 New )or6 .

Israni5 R ,ars*a. !""#F Mana/ement e4elopment Institte5 En/a/e Employees and (oostRetention5 !""#

C.(.Memoria ; ,man resorce mana/ement

JOURNALS AN MAAKINES

,man resorce mana/ement

People mana/ement

ANNEXURE II

:UESTIONNARE

NAME

63

http://www.answer.com/

http://www.google.com/

http://www.comviva.com/

http://www.uninor.in/

http://www.answer.com/

http://www.google.com/

http://www.comviva.com/

http://www.uninor.in/



AGE

C,OOSE T,E P,RASE T,AT (EST ESCRI(ES )O&.

#. I %ind personal meanin/ and %l%illment in my wor6.

aF Tre bF Somew*at tre cF Not at all tre.

!. T*e mana/ement reco/ni0es my talents and encora/es me to se t*em as mc* as

possible.

aF Always bF &sally

B. My company /i4es me at*ority and resorces to accomplis* my tar/ets.

aF Tre bF Somew*at tre cF Not at all tre

$. In my company employees *a4e eno/* opportnities %or ad4ancement.


?. I /et proper spport o% my seniors and reco/nition o% wor6 done.


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D. I am encora/ed to participate in trainin/ and de4elopment pro/rams to impro4e my

S6ills and 6nowled/e.

aF Tre bF Somew*at tre cF Not at all tre

@. My company pro4ides attracti4e rewards and opportnities to retain talent and e1pertise.

aF Always. bF Sometimes. cF Ne4er.

=. 7or6:li%e balance is spported by t*is or/ani0ation.

aF A/ree bF o not a/ree

>. In my company top mana/ement is sympat*etic and always willin/ to loo6 into t*e

/rie4ances and complaints o% employees.


#". Salaries5 compensation5 bene%its5 allowances and per<isites pro4ided by my

company are <ite attracti4e and are based on t*e 2ob responsibilities.

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##. My or/ani0ation is open and recepti4e to new and inno4ati4e ideas %rom t*e

employees.


#!. 7*at is yor opinion re/ardin/ t*e wor6 load %rom t*e company

aF ,i/* bF A4era/e cF 'ow

#B 7old yo li6e to plan yor %rt*er career in t*is or/ani0ation

aF )es bF Not Sre cF No

T,AN )O&.

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Neha HR Thesis 1