a study of strategies for retaining employees in call center

7/23/2019 A Study of Strategies for Retaining Employees in Call Center

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A MINOR PROJECT REPORTON

A STUDY OF STRATEGIES FOR RETAINING EMPLOYEE INCALL CENTER

Submitted in partial fulfillment of requirement of Bachelor ofBuine Adminitration !B"B"A# $eneral

BBA IIIrd Semeter !Mornin%# !B#Batch &'(&)&'(*

Submitted to+ Submitted b,+

Mr" Mu%dha Seh%al Ahita Rato%i

Aitant Profeor '--(.('(-(&

JA$ANNAT/ INTERNATIONA0 MANA$EMENT SC/OO01A01AJI


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ACKNOWLEDGEMENTS

A lot of effort ha %one into thi trainin% report" M, than2 are due to man,

people 3ith 3hom I ha4e been cloel, aociated"

I 3ould li2e all thoe 3ho ha4e contributed in completin% thi pro5ect" 6irt of all7 I

3ould li2e to end m, incere than2 to MRS MUGDHA SEHGAL for her helpful

hand in the completion of m, pro5ect"

I 3ould li2e to than2 m, entire belo4ed famil, 8 friend for pro4idin% me monetar,

a 3ell a non 9 monetar, upport7 a and 3hen required7 3ithout 3hich thi

pro5ect 3ould not ha4e completed on time" Their trut and patience i no3

comin% out in form of thi thei"


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STUDENTS UNDERTAKING

I hereb, certif, that thi i m, ori%inal 3or2 and it ha ne4er been ubmitted

ele3here"

B,+ ASHITA RASTOGI

07714101712


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CONTENTS

(" :ecription Pa%e No"

&" Ac2no3led%ement

;" Student


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LIST OF TABLES

LIST OF TABLES

S. No Ta!" #$#!" Pa%" No.

(" Or%aniation Structure

&" Compan, :etail

;" Reearch Report

LIST OF FIGURES

LIST OF FIGURES

S. No

(" Or%aniation Structure

&" Competenc, Iceber%

;" Succeion Plannin%

0IST O6 SMBO0S7 ABBREIATIONS OR NOMENC0AT


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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 toremain 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. !hen 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 $trategies helps call centre, provide effective

employee communication to improve commitment and enhance workforce

support for key corporate initiatives.

T(" o)"*#$+" o, #(" #("-$- $- To -#/ "3!o"" "#"5#$o56 $"5#$, a"a-

o, "*"!!"5*" a5 a"a- 5""$5% $3o+""5#8 a5 3o+$" -/%%"-#$o5- ,o

-/*( $3o+""5#9. T(" a$ o, #($- T("-$- $- #o $3!""5# -#a#"%$"-

-/**"--,/!!6 a5a!:" #("$ ;o


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Call Centre anal,i i an applied reearch proce that can identif, the mot

li2el, caue of turno4er in a %i4en ituation" ith thi approach7

3e firt determine 3ho i terminatin% !e"%"7 effecti4e performer7 ineffecti4e

performer7 or both#7 the ta%e at 3hich the, terminate !e"%"7 after one 3ee27

after one ,ear#7 and 3h, the, lea4e" e can then u%%et olution tailored to

the e>itin% problem"

S*o" A33!$*a#$o5-

Selectin% emplo,ee 3ho are li2el, both to perform 3ell and to ta, 3ith a in%le

emplo,er i a %ood retention trate%," Performance Aociate ha uccefull,

ued a 3ei%hted or cored application a a lo3)cot7 non)intrui4e technique for

predictin% tenure in man, ettin%" One client reduced a hitorical *'D turno4er

rate amon% eaonal emplo,ee to 5ut ('D b, corin% a doen piece of

information on the tandard application form and uin% a cut)core to elect ne3

hire"

E3!o"" O3$5$o5 S/+"

0oin% %ood performer7 epeciall, after the, ha4e accumulated ome tenure7 i

a cotl, problem" e ma, recommend an emplo,ee opinion ur4e, to pinpoint

iue contributin% to turno4er of eaoned emplo,ee" An EOS i li2e a

FnaphotF of emplo,ee attitude that 3e can then lin2 tatiticall, to emplo,ee

intention to ta, or lea4e the CA00 CENTER 7 A%ain7 definin% the problem i half

the olution"

P"-o55"! R"-"a*(

Sometime emplo,ee retention i bet undertood in the conte>t of broadpectrum reearch rather than a focu on pinpointin% problem" 6or e>ample7

3e ha4e helped ome client identif, documented lin2a%e bet3een emplo,ee

retention7 cutomer retention7 and profitabilit," In one intance 3e 3ere able to

determine appro>imatel, ho3 much a lar%e er4ice compan, lot from cutomer

cancellation becaue of emplo,ee turno4er"

Ta$5$5% D"-$%5


8/60

The lac2 of adequate emplo,ee trainin% i commonl, aociated 3ith lo3

retention rate" Our approach to dei%nin% trainin% content build on the olid

foundation of 5ob anal,i" B, focuin% on the requirement of the 5ob7 3e

minimie the incluion of both uperfluou and inufficient material in a trainin%

pro%ram"

Ca"" P!a55$5%

Emplo,ee are more li2el, to ta, for the Flon% haulF if the, feel the, ha4e a

career7 not 5ut a 5ob7 3ith an CA00 CENTER " Performance Aociate can

pro4ide career %uidance and reource material for emplo,ee7 ta2in% into

account their abilitie7 peronalit,7 and interet" e can alo ait emplo,er

3ith placement deciion for ne3 hire that are compatible 3ith emplo,ee lon%)

term potential"

P",oa5*" A33a$-a!

Performance pla, an inte%ral role in retention b, mediatin% ome emplo,eeG

deciion to ta, or lea4e7 epeciall, if there i a lin2 to compenation"

Therefore7 3e ma, u%%et the de4elopment or modification of an CA00

CENTER CA00 CENTER G performance appraial ,tem in order to ,ield

accurate information about each emplo,eeG 5ob performance"

I5$+$/a! D"+"!o3"5# P!a5-

e can ta2e an acti4e role in helpin% an emplo,ee de4elop 2ill to perform hi

or her current 5ob better or prepare for future opportunitie" Indi4idual

de4elopment plan are cutomied to the emplo,eeG need and inte%rated 3ith

CA00 CENTER reource7 uch a trainin%7 5ob rotation opportunitie7 and

mentorin%" 6ollo3)up coachin% and counellin% are common element of thee

plan"

Ba%a$5$5% 3o;"

Mana%in% people in the 2no3led%e)baed indutr, i critical a the human

reource i the oul of the or%aniation" Since there i a hi%h demand for

2no3led%e 3or2er7 talented profeional often en5o, hi%h bar%ainin% po3er

due to the 2no3led%e and 2ill the, ha4e" The attitude i different for thoe 3ho

are ta2in% up reponibilitie at a leer a%e and a lo3er le4el of e>perience"

Thee factor ha4e reulted in the clear hift to indi4idualied career


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mana%ement from or%aniation career commitment" Mana%in% the pool of people

talent i eential for the %ro3th of 2no3led%e)baed ector li2e IT and CA00

CENTER"

Mo#$+a#$5% #(" ;o


10/60

T(" T/-# Fa*#o

0o3 le4el of trut inhibit 2no3led%e harin% in the 2no3led%e)baed indutr,"

Concerned o4er recent report about an emplo,ee of an Indian call centre 3ho

alle%edl, old ban2 account detail7 Nacom i %earin% up to face unforeeen

challen%e re%ardin% confidentialit," An, cae of theft or breach of confidentialit,

hould be treated erioul,"

C$#$*a! Fa*#o-

At Call Centre the, belie4e that the 2no3led%e)baed indutr, face fi4e critical

challen%e" One of the mot important i talent mana%ement and de4elopment"

Profeional brin% 3ith them a lot of apiration7 and to be on the competiti4e

ed%e the, loo2 out for three important dimenionHlearnin%7 technolo%, and

earl, opportunitie" A recent tud, conducted b, call centre ho3ed that people

5oin the compan, becaue of the abo4e7 and thee act a a differentiatin% model

for the or%aniation" In the IT indutr,7 the bet practice of toda, ma, not be the

bet practice after ome time7 o it i imperati4e that the compan, contantl,

impro4e it o3n buine)ali%ned /R procee to be at the leadin% ed%e"

Another dimenion to the challen%e faced b, the indutr, i the %ro3in% pace of

talent acquiition7 3hich create 3ith it the challen%e of moother aimilation of

ne3 emplo,ee into the or%aniation fold" The preure of deli4erin% the bet

qualit, er4ice in reduced time)frame call for enurin% that emplo,ee maintain

a 3or2)life balance" Another important iue7 3hich 3ill continue7 i retention of

e>itin% emplo,ee"

E3!o"" B"5",$#- Po+$" B Ca!! *"5#"

A part from the le%al and mandator, benefit uch a pro4ident)fund and %ratuit,7

belo3 i a lit of other benefit call center profeional are entitled to the

follo3in%+


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1. Go/3M"$=*!a$ I5-/a5*" S*(""+ Thi inurance cheme i to pro4ide

adequate inurance co4era%e of emplo,ee for e>pene related to

hopitaliation due to illne7 dieae or in5ur, or pre%nanc, in cae of female

emplo,ee or poue of male emplo,ee" All emplo,ee and their dependent

famil, member are eli%ible" :ependent famil, member include poue7 non)

earnin% parent and children abo4e three month"

2. P"-o5a! A**$"5# I5-/a5*" S*(""+ Thi cheme i to pro4ide adequate

inurance co4era%e for /opitaliation e>pene ariin% out of in5urie utained

in an accident" Thi co4er total partial diablement death due to accident and

due to accident"

>. S/-$$:" Foo a5 Ta5-3o#a#$o5+ The or%aniation pro4ide

tranportation facilit, to all the emplo,ee from home till office at ubidied

rate" The lunch pro4ided i alo ubidied"

4. Co3a5 L"a-" A**ooa#$o5+ Some of the companie pro4ide hared

accommodation for all the out tation emplo,ee7 in fact ome of the CA00

CENTRE companie alo underta2e to pa, electricit,3ater bill a 3ell a the

Societ, char%e for the hared accommodation" The purpoe i to pro4ide to the

emplo,ee to lead a more comfortable 3or2 life balance"

?. R"*"a#$o56 Ca,"#"$a6 ATM a5 Co5*$"%" ,a*$!$#$"-+ The recreation

facilitie include pool table7 che table and coffee bar" Companie alo ha4e

3ell equipped %,m7 peronal trainer and ho3er at facilitie"

@. Co3oa#" C"$# Ca+ The main purpoe of the corporate credit card ienable the timel, and efficient pa,ment of official e>pene 3hich the emplo,ee

underta2e for purpoe uch a tra4el related e>pene li2e /otel bill7 Air tic2et

etc


12/60

7. C"!!/!a P(o5" La3#o3+ Cellular phone and or 0aptop are pro4ided to the

emplo,ee on the bai of buine need" The emplo,ee i reponible for the

maintenance and afe%uardin% of the aet"

. P"-o5a! H"a!#( Ca" R"%/!a "$*a! *("*teni4e health chec2)up" 6or emplo,ee 3ith

abo4e .' ,ear of a%e7 the medical chec2)up can be done once a ,ear"

. Loa5-+ Man, call centre companie pro4ide loan facilit, on three different

occaion+ Emplo,ee are pro4ided 3ith financial aitance in cae of a medical

emer%enc," Emplo,ee are alo pro4ided 3ith financial aitance at the time of

their 3eddin%" And7 the ne3 recruit are pro4ided 3ith interet free loan to ait

them in their initial ettlement at the 3or2 location"

10. E/*a#$o5a! B"5",$#-+ Man, call centre companie ha4e thi polic, to

de4elop the peronalit, and 2no3led%e le4el of their emplo,ee and hence

reimbure the e>pene incurred to3ard tuition fee7 e>amination fee7 and

purchae of boo2 ub5ect7 for puruin% MBA7 andor other mana%ement

qualification at IndiaG top mot Buine School"

11. P",oa5*" a-" $5*"5#$+"-+ In man, call centre companie the, ha4e

plan for7 performance baed incenti4e cheme" The parameter for calculation

are proce performance i"e" peed7 accurac, and producti4it, of each proce"

The Pa, for Performance can be a much a &&D of the alar,"

12. F!"$=#$"+ The main ob5ecti4e of the fle>time polic, i to pro4ide opportunit,

to emplo,ee to 3or2 3ith fle>ible 3or2 chedule and et out condition fora4ailin% thi pro4iion" 6le>ible 3or2 chedule are initiated b, emplo,ee and

appro4ed b, mana%ement to meet buine commitment 3hile upportin%

emplo,ee peronal life need "The factor on 3hich 6le>i time i allo3ed to an

emplo,ee include+ Child or Parent care7 /ealth ituation7 Maternit,7 6ormal

education pro%ram"


13/60

1>. F!"$!" Sa!a B"5",$#-+ It main ob5ecti4e i to pro4ide fle>ibilit, to the

emplo,ee to plan a ta>)effecti4e compenation tructure b, balancin% the

monthl, net income7 ,earl, benefit and income ta> pa,able" It i applicable of all

the emplo,ee of the or%aniation" The Salar, conit of Baic7 :A and

Con4e,ance Allo3ance" The 6le>ible Benefit Plan conit of+ /oue Rent

Allo3ance7 0ea4e Tra4el Aitance7 Medical Reimburement7 and Special

Allo3ance"

14. R"%/!a G"# #o%"#(" a5 o#(" */!#/a! 3o%a-+ The companie

or%anie cultural pro%ram a and 3hen poible but mot of the time7 once in a

quarter7 in 3hich all the emplo,ee are %i4en an opportunit, to dipla, their

talent in dramatic7 in%in%7 actin%7 dancin% etc" Apart from that the

or%aniation alo conduct 4ariou port pro%ram uch a Cric2et7 football7 etc

and re%ularl, pla, matche 3ith the team of other or%aniation and colle%e"

1?. W"$5% Da G$,#+ Emplo,ee i %i4en a %ift 4oucher of R" *''')"

1@. E3!o"" R","a! S*(""+ In e4eral companie emplo,ee referral

cheme i implemented to encoura%e emplo,ee to refer friend and relati4e for

emplo,ment in the or%aniation"

17. E3!o"" S#o*< O3#$o5 P!a5 No37 the actual quetion7 3h, people are

lea4in%K hat t,pe of retention trate%ie are requiredK hat i e>pected from

/R Profeional and ho3 the, can addre thi iueK


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OBECTI'E

To tud, 3h, emplo,ee are lea4in% the CA00 CENTRE"

To tud, emplo,ee retention trate%ie ued b, CA00 CENTRE to retainemplo,ee"

To identif, 3hat emplo,ee loo2 for from their 5ob in the CA00 CENTRE"

To identif, the atifier that 3ill impro4e the le4el of emplo,ee atifaction"


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LITERATURE RE'IEW


16/60

Efficienc,7 effecti4ene and ur4i4al of an, or%aniation an,3here7 3hether bi%

or mall7 depend on the recentl, dico4ered human capital" Thu acquiition of

qualified human reource7 de4elopin% them and maintainin% them become all

the more important" Emplo,ee turno4er not onl, reduce the human capital in an

or%aniation but alo or%aniational producti4it, beide incurrin% the cot of

acquirin% human reource for replacement and de4elopin% them" /ence

increaed emphai i bein% laid on retention of human reource no3 a da,

peciall, 3ith the onet of recent Re4olution uch a Information Technolo%,7

3hich i labor inteni4e in nature7 upported b, increaed %lobaliation"

Economic theor, ar%ue that performance baed compenation contract

increae emplo,ee incenti4e to e>ert effort7 reultin% in impro4ed performance

! Mil%rom and Robert (@@&L Prender%at (@@@#" Pre4iou empirical and

laborator, tudie on thi topic ha4e compared acro compenation cheme or

e>amined ho3 chan%e to a more performance)eniti4e incenti4e cheme

influence emplo,ee compenation and performance !aller and Cho3 (@?*L

0aear &'''L Ban2er et al" &''(#" et7 no reearch ha addreed the impact of

chan%e to le performance)eniti4e plan on emplo,ee performance"

In the real 3orld7 man, companie ue or 3itch to le performance)eniti4e

incenti4e cheme" E>ample include Sear !:ricoll (@@.#7 the hoe

manufacturin% indutr, !6reeman and 1leiner (@@?#7 and 6u5itu !Tani2a3a

&''(#" Our tud, contribute e4idence on ho3 a 3itch to a le performance)

eniti4e incenti4e cheme affect an indi4idual emplo,ee producti4it, and

compenation" 6urthermore7 3e e>amine 3hether emplo,ee abilit, affect their

producti4it, in li%ht of the plan chan%e and 3hich emplo,ee %roup i affected

mot b, uch a chan%e"

The miion tatement of an, or%aniation i the firt and foremot tool to attract

the client7 cutomer7 donor7 funder7 4olunteer and emplo,ee to an

or%aniation" E>pert reco%nie that rel,in% on the miion a mana%ement tool

i an effecti4e trate%, to impro4e performance !:ruc2er (@@'7 $arner (@?@7

/erman and /eimo4ic (@@(7 1nauft7 Ber%er and $re, (@@(7 Maon (@@=7


17/60

Pearce and :a4id (@?-7 Sa3hill and illiamon &''(7 Sheehan (@@=#" arren

Benni7 an authorit, on nonprofit or%aniation7 reco%nied the i%nificance and

importance of miion 3hen he tated the follo3in%+ At the heart of e4er, %reat

%roup i a hared dream" All %reat %roup belie4e that The, could chan%e the

3orld That belief i 3hat brin% the necear, coheion and ener%, to their

3or2 ! /eelbein and Cohen (@@@ p";(-#

A miion tatement identifie operational ob5ecti4e7 %i4e taff %oal to direct it

beha4ior7 decribe performance tandard7 and pea2 to or%aniational

ur4i4al and 4iion for the future !Smith7 /ead,7 Caron7 and Caron &''(#" The

preence of a alient miion tatement remind emplo,ee of the purpoe of

their 3or2 and help mana%er %uide emplo,ee in the fulfillment of that miion"

Se4eral tudie ha4e in4eti%ated emplo,ee perception of or%aniational 4alue

!for e>ample7 1rit of (@@=#" Conitentl,7 thoe tudie ha4e found that a better

match bet3een emplo,ee and or%aniational 4alue predict commitment and

atifaction !O Reill,7 Chatman7 and Cald3ell (@@(#"

Co5*"3#-

A multitude of factor e>plain 3h, emplo,ee remain in or lea4e an

or%aniation7 but cholar ha4e conitentl, reco%nied emplo,ee e>preed

intention to ta, a a reliable precuror to actual turno4er and a reflecti4e of

emplo,ee commitment to the or%aniation !Maert and Campion (@@?7 /om and

$riffeth (@@*7 /om and 1inic2i &''( #" The reearcher in4eti%ated factor uch

a atifaction 3ith compenation7 uper4ior7 and co3or2er7 in addition to

o4erall attitude of atifaction !$riffeth7 /orn7 %aertner &'''#" The, found thato4erall atifaction 3a ne%ati4el, aociated 3ith turno4er intention"

Satifaction 3ith pa, or compenation i of particular interet becaue it ma, be

the counterpart to rel,in% on the miion to moti4ate and 2eep emplo,ee

!Pre,ra and Pin2 &''(#"


18/60

The nature of nonprofit place an e>pectation on emplo,ee to 3or2 for the

caue7 not the pa,chec2" An additional conideration i that emplo,ee

dipoitional and decripti4e characteritic e>plain tendencie to3ard poiti4e

and ne%ati4e attitude to3ard the or%aniation" 6or e>ample7 a%e7 tenure7 and

poition ha4e all been ho3n to influence emplo,ee commitment and

atifaction !$riffeth7 /orn7 and $aertner &'''#" Older7 lon%time7 and mana%erial

9le4el emplo,ee tend to e>pre more commitment to the or%aniation"

A3arene7 a%reement7 and ali%nment at leat three baic principle influence

emplo,ee attitude to3ard the miion+ a3arene7 a%reement7 and ali%nment"

6irt the or%aniation purpoe !that i7 it miion# mut be alient in the

emplo,ee mind" Are the, and their co3or2er a3are of the or%aniation

miion and 4alueK Second7 emplo,ee mut a%ree 3ith the e>preed purpoe

and 4alue of the or%aniation"

If emplo,ee are %oin% to 3or2 dili%entl, for 3hat ma, be lo3er compenation7

the, need to percei4e a%reement bet3een their 4alue and the or%aniation

!1rit of (@@=#" Third7 emplo,ee mut percei4e a connection bet3een their 3or2

and the fulfillment of the miion !Maon (@@=#"

Emplo,ee Retention philoophicall,7 emplo,ee retention i importantL in almot

all cae7 it i enele to allo3 %ood people to lea4e ,our or%aniation" hen

the, lea4e7 the, ta2e 3ith them intellectual propert,7 relationhip7 in4etment ! in

both time and mone, #7 an occaional emplo,ee or t3o7 and a chun2 of ,our

future" Emplo,ee Retention Strate%ie help or%aniation pro4ide effecti4e

emplo,ee communication to impro4e commitment and enhance 3or2force

upport for 2e, corporate initiati4e"

e alo pro4ide full upport for ,our mar2etin%)communication effort b, helpin%

,ou build cutomer lo,alt, b, ditin%uihin% and poitionin% ,our or%aniation

unique product and er4ice in toda, cro3ded mar2etplace" In addition to

influencin% emplo,ee7 the compenation plan can affect compan, performance

b, impactin% recruitment and retention ! Sti%lit (@-*L Salo and Salop (@-=L


19/60

:em2i and 6eltham (@-?L Mil%rom and Robert (@@" 6or e>ample7

performance baed compenation contract attract and retain hi%h performer

and differentiate hi%h from lo3 performer !e"%"7 Baron and 1rep (@@@L Ban2er

et al" &''(#" A compan, benefit 3hen lo3)performance emplo,ee lea4e7 but

uffer a etbac2 3hen hi%h)performance emplo,ee depart" Thu it i important

to conider 3ho 3ill 5oin lea4e the compan, 3hen the performance eniti4it, of

the compenation contract i chan%ed"

I"a-

A tron% retention trate%, become a po3erful recruitment tool+ Effecti4e

emplo,ee retention i a ,tematic effort b, emplo,er to create and foter an

en4ironment that encoura%e current emplo,ee to remain emplo,ed b, ha4in%

policie and practice in place that addre their di4ere need" A tron%

retention trate%, become a po3erful recruitment tool" Emplo,ee retention

matter7 a7 or%aniational iue uch a trainin% time and in4etment7 cotl,

candidate etc"7 are in4ol4ed" /ence7 failin% to retain a 2e, emplo,ee i a cotl,

propoition for an, or%aniation"

ariou etimate u%%et that loin% a middle mana%er in mot or%aniation7

tranlate to a lo of up to fi4e time hi alar," Thi mi%ht be 3ore for CA00

CENTRE companie 3here freh talent i inteni4el, trained and inducted and

then further %roomed to the uccei4e ta%e" In thi cenario7 the lo of a

middle mana%er can often pro4e dear" The lo of a critical emplo,ee in an

indutr, 3here there i no competition andor it i ne%li%ible7 3ill not inflict

remar2able lo a the replacement 3ill be read, at hand but 3here thecompetition i tou%h and cut throat7 the lo of an emplo,ee 3ill al3a, be hi%her

and dama%in%7 unle a plan ha been de4ied to counteract uch loe 3ith

ucceion plannin% to replace the lot hand readil,7 but foremot the retention

policie are de4ied and practiced to a4oid uch embarrain% ituation" Our

tud, focue on a car dealerhip in India that chan%ed it compenation

cheme from bein% totall, commiion)baed to a mi> of fi>ed alar, and lo3er


20/60

commiion rate" Thi chan%e 3a in repone to the requirement of the (@@?

Tai3anee 0abor 0a3 amendment" Our databae include .7;@& piece of

detailed7 indi4idual)le4el data !e"%"7 aleperon compenation7 ale quantitie7

performance ratin%7 and demo%raphic information# and firm)le4el data !e"%"7

turno4er rate7 ne3 hire# for a period of *= month" Repect7 Reco%nition

and Re3ard+ Thee are 2no3n a > R- of emplo,ee retention trate%,

pac2a%e" Thee three baic in%redient 3hich correpond to the ph,iolo%ical7

ocial and economical need of a human bein% are 4er, important factor in

3innin% the heart7 mind and oul of an, indi4idual" If 3e place them in order it

ma2e a p,ramid 3here re3ard i placed at the bottom7 reco%nition in the middle

and repect at the top of the > R-p,ramid" The order in 3hich the, are arran%ed

or placed ho3 the importance in retention trate%," B, follo3in% thi trate%,

or%aniation i re3arded 3ith Increased Productivity, Reduced Absenteeism,

A More Pleasant Work Environment & Improved Profits.

A Steadfat Philooph,+ e fail to produce %enuine emplo,ee lo,alt,7

more than =' ,ear of reearch tell u o !1ruthi2a Rao &''-#" 1ei

Emplo,ment Retention heel+The firt tep to impro4in% emplo,ee retention i

to undertand 3h, emplo,ee ta, 3ith their current emplo,er" Man, e>pert

d3ell on the reaon emplo,ee lea4e7 3hich i not a important or re4ealin% a

the reaon the, ta," Companie ha4e tried man, different pro%ram and per2

to hold onto %ood emplo,ee" /o3e4er7 tudie ho3 that thee effort are not

enou%h to retain %ood emplo,ee 3hen the upport that i needed to achie4e 5ob

ucce i not adequate"

1ei emplo,ment retention trate%, i baed upon t3o primar, belief+

( It i difficult for emplo,er to retain %ood emplo,ee if the, dont ha4e a

proce to hire the ri%ht people in the firt place"

& Retention procee mut directl, upport the reaon that ucceful7

atified emplo,ee ta,"


21/60

1ei concentration on the center of the emplo,ee retention 3heel pro4ide

emplo,er 3ith internet)baed tool that %i4e emplo,ee ,tematic7 on%oin%

upport to be ucceful in their 3or2 and atified 3ith their emplo,ment"

I--/"-

M,th about Emplo,ee Morale Pre4ent Companie from Achie4in% Retention

Succe+ :epite ,ear reearch that point to far different olution7 man,

companie ue the 3ron% tactic 3hen tr,in% to impro4e emplo,ee morale7

atifaction and retention" Thee m,th pre4ail7 in part7 becaue buine ha4e

ued thee method7 ho3e4er 3ron%7 for a 4er, lon% time and ha4e become

ued to tr,in% the ame idea"

M,th (+ People mot often lea4e a compan, for more pa,

M,th &+ Incenti4e pro%ram produce lon%)term profit and impro4e producti4it,

and morale"

M,th ;+ People dont 3ant more reponibilit,

M,th .+ 0o,alt, i dead

M,th *+ Impro4in% emplo,ee atifaction i e>peni4e

M,th =+ Emplo,ee atifaction i fluff

M,th -+ Super4ior are the problem

M,th ?+ M, compan,indutr,people are different

A%/"5#-

6actor That Affect Emplo,ee Retention+ Mot mana%er undertand the

importance of emplo,ee retention and it impact on the o4erall health and 4italit,

of the or%aniation" The importance of retainin% top or%aniational talent 3ill onl,

increae o4er the comin% ,ear a the mai4e cohort of bab, boomer be%in toreach retirement a%e ma2in% it ea, for ,oun%er emplo,ee to find 3or2"

6urthermore7 thi tud, %oe be,ond related prior tudie b, in4eti%atin% ho3

emplo,ee abilit, affect their performance 3hen a compan, chan%e it

compenation plan to a le performance eniti4e one" e capture emplo,ee

abilit, b, uin% both continuou 4ariable !i"e"7 number of car old and

reciprocal of time to the firt promotion ince hehe 5oined the dealerhip# and


22/60

cate%orical 4ariable !i"e"7 emplo,ee annual performance ratin%#" The emplo,ee

abilit, meaure not onl, help u identif, pecific performance %roup that are

mot affected b, the compenation plan chan%e but alo pro4ide additional

ini%ht into caue of emplo,ee eparation after the plan chan%e" Thee

findin% ha4e mana%erial implication ince the, can help top mana%ement

anticipate poible impact on incenti4e and effort of different emplo,ee %roup

a 3ell a on emplo,ee recruitment and eparation due to the compenation plan

chan%e to a le performance eniti4e one"

F$5$5%-

- %& &'E &()E O* RE+R(&)E-&

Select the ri%ht people throu%h competenc, creenin%

o


23/60

- -('& $'(*&$

/a4e doctor to ad4ie them about health problem and the 3a, and mean to

deal 3ith them

Or%anie pro%ram 3here people from other profeion7 3ho ha4e ni%ht hift

tal2 to call centre emplo,ee about their e>perience

Or%anie trainin%7 counelin% and de4elopment pro%ram for emplo,ee

If needed7 pro4ide pecial li%ht in the office3or2place to enure that their

bodie %et ufficient 4itamin :

M"#(oo!o%$*a! A33oa*("-

Emplo,ee Reco%nition Increae Retention+ The truth i that reco%niin%

emplo,ee for their hard 3or2 i one of the leat e>peni4e and eaiet 3a, to

impro4e the le4el of emplo,ee retention in ,our or%aniation" The return on

in4etment for a mana%er time and limited e>pene can be incredible"

/ollenbec2 and illiam !(@?=# pointed out an important ditinction bet3een the

frequenc, and functionalit, of turno4er" hile the former refer to the number of

turno4er eparation7 the latter refer to the implication of thoe eparation for

an or%aniation"


24/60

Thu acquiition of qualified human reource7 de4elopin% them and maintainin%

them become all the more important" Emplo,ee turno4er not onl, reduce the

human capital in an or%aniation but alo or%aniational producti4it, beide

incurrin% the cot of acquirin% human reource for replacement and de4elopin%

them" /ence increaed emphai i bein% laid on retention of human reource

no3 a da, epeciall, 3ith the onet of recent Re4olution uch a Information

Technolo%,7 3hich i labor inteni4e in nature7 upported b, increaed

%lobaliation" Paper attempt to redico4er the Indian 3idom on /RM 3ith

pecial reference to the caue of emplo,ee turno4er and the retention trate%ie

a pelt out more than *''' ,ear a%o in panchatantra7 a claical 3or2 on

mana%ement7 ,et 4er, rele4ant to thi da,"

Retention Strate%ie /elp to :ri4e Re4enue $ro3th+ Emplo,ee atifaction i

eential to an, effecti4e emplo,ee retention trate%, 9 an, %ood /R mana%er

2no3 that" /o3e4er fe3 mana%er thin2 of the impact that emplo,ee

atifaction ha on their cutomer and ultimatel, on their compan, profit" One

can aume that happier7 more producti4e emplo,ee 3ill ma2e more ale7 treat

cutomer better7 and ultimatel, ma2e more mone, for the compan,7 but fe3

companie ha4e anal,ed thi aumption to the e>tent that Sear7 Roebuc2 and

Compan, ha" Sear ha put thi common aumption to the number tet and

the reult are intri%uin% to a, the 4er, leat" Companie dei%n compenation

cheme not onl, to induce more emplo,ee effort but alo to attract potential

emplo,ee"

Recent tudie u%%et that performance)baed incenti4e plan effecti4el, ortemplo,ee b, abilit, !0aear &'''L Ban2er et al" &''(#" Selection effect include

recruitin% and eparation effect" The former relate to the t,pe of emplo,ee

3ho 5oin the compan, and the latter to the t,pe of emplo,ee 3ho lea4e" 0aear

!&''# ho3ed that contract 3ith hi%her piece rate attract hi%h)abilit,

emplo,ee"


25/60

In a re4ie3 paper7 Prender%at !(@@@# ar%ued that compenation contract are

important mean for a compan, to recruit more capable 3or2er7 ince the, 3ill

benefit more from a performance)eniti4e compenation plan than the le

capable 3ill" In turn7 the more capable 3ill be more li2el, to be attracted to the

compan, than the le capableL therefore7 the compan, 3ill ha4e a hi%her

percenta%e of hi%h performer" Emplo,ee Turno4er and Retention Strate%ie+

Panchatantra !an Indian ideolo%,#7 rich in human reource mana%ement idea7

emphaie the role of human capital and identifie the reaon a to 3h,

emplo,ee lea4e an or%aniation and thereb, point out7 b, inference and

implication7 the trate%ie7 both direct and indirect7 a to ho3 to retain them" It

declare that the emplo,ee7 if ali4e and 2ept 3ell7 3ill tand b, the mana%ement

e4en in the face of a diater" /ence it ad4ocate that the mana%ement hould

loo2 after the 3ell bein% !3elfare# of the emplo,ee 3ell"

It tate that it i a natural tendenc, in people to hate the ha4e)not e4en if

educated7 efficient and 3ell)er4in% and hence the mana%ement hould ta2e care

not to hate the poor emplo,ee" It alo aert that doin% a 5ob 5ut for fillin% the

bell, i no 5ob at all7 hence the mana%ement hould not treat the emplo,ee 3ith

the mind)et that the, are 3or2in% for fillin% their bell," It alo reiterate the

purpoe of life a ho3in% lo4in% 2indne to all and er4in% for the li4in% of

man,7 not merel, an3erin% the call of bell,7 thu the mana%ement hould ho3

lo4in% 2indne to all emplo,ee"

Call centre i an international buine proce outourcer 3ith particular e>pertie

in cutomer mana%ement" It de4elop and implement a ran%e of outourcin%

olution for man, leadin% or%aniation in the commercial7 financial

er4ice7 utilit, and public ector" Thee include tranformational outourcin%7


26/60

combinin% our 2ill in conultin%7 technolo%, and outourced er4ice pro4iion to

timulate and facilitate buine chan%e and fle>ibilit,"

Call Centre i part of perience that i unique in the


27/60

Buine er4ice outourcin%

Tranformation and technolo%,

T(" CALL CENTRE M$--$o5

To 3or2 in partnerhip 3ith our cutomer to tranform public er4ice deli4er,7 and

continuall, impro4e er4ice to the citien on the bai of bet 4alue"

'a!/"-

CA00 CENTER i truted b, man, leadin% or%aniation to mana%e million of

cutomer interaction e4er, ,ear" It differentiate throu%h the follo3in% a5

+a!/"-7 but to upport their clientG culture the, embed and communicate their

brand 4alue to their cutomer" The, are the um total of e4er,thin% the, 3ant

their client to feel and thin2 about them"

Paionate about er4ice

Efficient and effecti4e

Proacti4e inno4ator

Reult focued

E>pert plu

Their *o" +a!/"-hape the 3a, the, run CA00 CENTER and interact a a team"

The, ha4e fi4e core 4alue ) all of 3hich reflect the compan,G foundin% belief that

their people are a critical to their ucce a are client and their cutomer"

Our cutomer are our buine

e 3ill repect e4er, indi4idual in our compan,

e 3ill adopt a performance focued approach

e 3ill be fle>ible and decii4e

Qualit, a a 3a, of life

S"+$*"- a5 Ma


28/60

A an international buine proce outourcer7 3ith particular e>pertie in

cutomer mana%ement7 CA00 CENTER de4elop and implement a ran%e of

outourcin% olution for man, leadin% or%aniation in the commercial ector7

financial er4ice7 utilit, and public ector"

Thee ran%e from contact center operation7 for e>ample7 throu%h to complete

tranformational outourcin% ) combinin% their 2ill in conultin%7 technolo%, and

outourced er4ice pro4iion to timulate and facilitate buine chan%e and deli4er

a tep chan%e in performance"

The, 3or2 in partnerhip 3ith their client to deli4er enhanced buine

performance7 3hilt reducin% cot and impro4in% the er4ice and realiin% the

potential of cutomer relationhip"

2.? MARKET POSITION

Contact centre

Cutomer relationhip mana%ement

Telemar2etin%

Billin%

:ocument handlin%

Pa,ment procein%

:ebt mana%ement

Print 8 fulfillment

6inance 8 accountin%

/uman reource

Chan%e mana%ement

Ca""-


29/60

Career de4elopment i fundamental to their ucce a a buine" It promote a

culture of continuou elf)de4elopmentL pro4ide a timulu for peronal and

buine %ro3thL complement their appraial proceL and7 importantl,7 upport

an indi4idualG on%oin% de4elopment plan"

CA00 CENTER i a rapidl, %ro3in% compan, deli4erin% buine proce

outourcin% er4ice for blue)chip client in the pertie in cutomer mana%ement"

;'' million turno4er

Mana%e o4er ;. million client cutomer account

@7''' emplo,ee

Economie throu%h cale

&'. million


30/60

A fle>ible7 calable7 multi)channel er4ice deli4ered from our Centre of

e>cellence

Reduced cot per emplo,ee er4ed

$uaranteed le4el of er4ice

Impro4ed accurac, and timeline of critical tranaction

Acce to e>perienced Shared Ser4ice Center practitioner 3ho 3ill

le4era%e ,our e>itin% Enterprie Reource Plannin% !ERP# olution !/R

S,tem#

2.@ DIRECT COMPETITORS

- $enpact- IBM- ) cutomer care

2.7 FUTURE PLANS

At the heart of an, ucceful acti4it, lie a competence or a 2ill" In toda,

competiti4e 3orld it i becomin% particularl, important to build on the competiti4e

acti4itie of buine" There ha been much thin2in% about buine trate%,

o4er the lat three decadeL particularl, re%ardin% 3hat competencie a buine

need to ha4e in order to compete in a pecific en4ironment" Top mana%ement i

identif,in% corporate core competencie and 3or2in% to etablih them

throu%hput the or%aniation" /uman Reource :e4elopment build competenc,)

baed model that dri4e buine reult"

All or%aniation are tal2in% about competencie" Some ha4e trul, 3or2ed the

concept into e4eral of their procee" A fe3 ha4e a full, implemented

competenc, modelin% and reportin% ,tem in place" Thee addre the

de4elopment of people from proce dei%n throu%h ucceion"

The proce i completel, cutomiable" The deciion of competenc, dei%n

are dri4en b, a number of or%aniational factor7 includin% mana%ement


31/60

philooph,7 cutomer requirement7 buine need7 and in)place procee"

Thee factor 4ar, from one or%aniation to another7 requirin% a cutomied

approach to competencie in the 3or2place"

W(a# a" *o3"#"5*$"-

Competencie are cluter of 2no3led%e7 2illabilitie and underl,in% peronal

characteritic that dri4e reultant beha4ior leadin% to ucceuperior

performance on 5ob" The tre and due bia i to3ard the beha4ioral

dimenion" The 3ord capabilit, i alo inter)chan%eabl, ued to connote thi

meanin%"

Co3"#"5* J A$!$# W$!!$5%5"--

The 3ord competenc, i 3idel, ued in buine and peronnel p,cholo%," A

competenc, i alo omethin% ,ou can meaure7 and lit of competencie form

a common lan%ua%e for decribin% ho3 people perform in different ituation"

E4er, 5ob can be decribed in term of 2e, competencie" Thi mean that the,

can be ued for all form of aement7 includin% appraial7 trainin% need

anal,i and of coure7 election"

T(" Co3"#"5* I*""%

It can be helpful to thin2 of competencie in term of an iceber%" Technical

competencie are at the tip ) the portion abo4e the 3aterline that i clearl, 4iible

!and therefore eaier to ae#"

Beha4ioral competencie are belo3 the 3aterline ) the, are more difficult to

ae7 and often harder to de4elop" Beha4ioral competencie can be

undertood a manifetation of ho3 a peron 4ie3 him or herelf !elf)ima%e#7ho3 he or he t,picall, beha4e !trait#7 or moti4e him or her !moti4e#"


32/60

S


33/60

S/**"--$o5 P!a55$5%

Ta$5$5% Poo#$o5-

Ca"" P!a55$5%

R"*/$#"5#

Pa D"*$-$o5- Woplorator, reearch of uin% t3o 4ariable for

the utmot emplo,ee retention 3hich i baed on the /ierarchical %ro3th and the

financial benefit"

SECONDARY DATA

A econdar, data i that data that i required to conduct the tud, and can be

obtained from boo27 5ournal7 ma%aine7 record etc" Secondar, data i data

ta2en b, the reearcher from econdar, ource7 internal or e>ternal" Secondar,

data i collected from follo3in% ource+ )

( Ma%aine and 5ournal

& Compan, 3ebite"

; Internet

. Boo2

LIMITATION

Man, contraint 3ere in4ol4ed in doin% thi tud," Some of them are a follo3"

The mot i%nificant limitation ha been the indi4idual in4ol4ed in thi

tud, 3ere 4er, bu, and did not pare much time in dicuion"

The ample ie elected for the ur4e, 3a too mall a compared to

lar%e population"

The pro5ect 3a carried out onl, in the :elhi7 o findin% on data %athered

can be bet true for :elhi onl, and not applicable to other part of tate

and countr,"

Indian toc2 mar2et i a mar2et 3here entiment pla, a ma5or role in priceL

hence (''D accurate prediction cannot be made about it future path


36/60

ANALYSIS AND FINDINGS


37/60

Q(" hen the idea of lea4in% thi compan, come acro ,our mind

(,r bac2

=mnth

;mnth

Repone

; r &(

& r (?

(,r &'

=mnth ((

;mnth *

3 Yrs; 28%

2 Yr; 24%1yr; 27%

6mnth; 15%

3mnth; 7%

Response

A per the data u%%eted that CA00 CENTER CA00 CENTER 7 ha hi%h

attrition rate7 a per the %raph7 &.D of the people u%%eted that the, idea of

lea4in% compan, came hi mind pot & ,r" /o3e4er almot7 &(D of the people

u%%eted the, lea4e compan, 3ithin ; to = month"

Q&" In ,our opinion 3hat i d rate of attrition in ,our compan,


38/60

*')='D

&') ;'D

Belo3 &'D

Repone

*' to ='D -.' to *'D (&

;' to .'D @

&' to ;' D ;&

Belo3 &'D (*

50 to 60%; 9%

40 to 50%; 16%

30 to 40% ; 12%

20 to 30 %; 43%

Below 20% ; 20%

Response

Thi tud, had been carried out of to 5ud%e the emplo,ee retention trate%, .;D

of the people u%%eted that compan, ha &' to ;' percenta%e of attrition 3hich

ha the alarmin% at thi point of time7 Addin% to thi &'D of the people aid the,

ha4e belo3 &'D of the attrition"

Q;" hat are d main reaon for people lea4in% the compan,

Self de4elopment


39/60

Better compenation

Safet,

0on% term benefit

or2 en4ironment

Repone

Self de4elopment *

Better compenation ;*

Safet, *

0on% term benefit &-

or2 en4ironment *

Self development; 6%

Better ompens!t"on; 45%

S!fety; 6%

#on$ term ene&ts; 35%

'or( env"ronment; 6%

Response

Thi repone7 ho3 3h, people lea4e CA00 CENTER CA00 CENTER 7

compenation i the factor contributed mot in term of the people attrition a7

CA00 CENTER hirin% 5unior Team member at the (* 1 to (?1 monthl, income7ho3e4er CA00 CENTER motl, hire people lo3er at 3hat other or%aniation

pa,in% i"e" &' to &* 1 per month"

Q." Are ,ou chan%in% ,our 5ob primaril, for better compenationK

e


40/60

No

Repone

e **No &'

Yes; 73%

)o; 27%

Response

Compenation and benefit cot for each 3ee2 the poition i 4acant7 e4en if

there are people performin% the 3or2" A per the tud, CA00 CENTER CA00

CENTER 7 -;D of the people loo2in% for 5ob becaue of the ri%ht compenation7

Calculate the lot producti4it, at (''D if the poition i completel, 4acant for an,

period of time"

Q*" Are ,ou quittin% the 5ob for better future or career propect in term of

2illK

e

No


41/60

Repone

e ;*

No .'

Yes; 47%)o; 53%

Response

A per the tud, u%%eted7 that7 .-D of the people quittin% 5ob from the CA00

CENTER CA00 CENTER becaue of the better future and the career propect

3hich i becaue CA00 CENTER CA00 CENTER lac2in% on the better

en4ironment for emplo,ee"

Q=" :o ,ou ha4e an, ,tem for re4eral ,our %rie4anceK Pleae ran2 them

No channel

Man, channel

6e3 channel


42/60

Enou%h

Repone

No channel *

Man, channel ;*

6e3 channel ?

Enou%h &-

)o h!nnels; 7%

*!ny h!nnels; 47%

+ew h!nnels; 11%

,no-$h; 36%

Response

$rie4ance handlin% proce and the ,tem for re4eral7 i the 4er, important

factor for retainin% the emplo,ee of CA00 CENTER CA00 CENTER 7 ho3e4er

the /R connect 2ind of pro%ramme reall, helpin% CA00 CENTER CA00

CENTER to %ain the confidence7 .=D of the people u%%eted that CA00

CENTER CA00 CENTER ha man, channel7 for %rie4ance handlin%

proce"

Q-" Compan, adequatel, equipped for corporate ocial reponibilit, !cr#

er, hi%hl,

Moderatel,

6air


43/60

Repone

er, hi%hl, &'

Moderatel, .'

6air (*

.ery h"$hly; 27%

*oder!tely; 53%

+!"r; 20%

Response

A per the data u%%eted that7 *;D of the people %oin% for CA00 CENTER

CA00 CENTER becaue the, thin2 compan, i follo3in% the moderatel, on the

CSR iue7 ho3e4er &-D of the people are 4er, hi%hl, effecti4e7 of the follo3in%

CSR trate%, of the compan,"

Q?" /o3 atified are ,ou 3ith the CA00 CENTER ,ou are currentl, 3or2in% for"

a E>tremel, atified

b er, atified

c Neither atified nor diatified

d er, atified


44/60

e E>tremel, atified

Satifaction 0e4el

E>tremel, atified (&

er, atified ;'

Neither atified nor diatified @er, diatified ;'

E>tremel, diatified (@

,tremely s!t"s&ed; 12%

.ery s!t"s&ed; 30%

)e"ther s!t"s&ed nor d"ss!t"s&ed ; 9%

.ery d"ss!t"s&ed ; 30%

,tremely d"ss!t"s&ed ; 19%

Satisfaction Level

Thi quetion %i4in% an ini%ht of the atifaction le4el 3hich i 2e, to the all

retention polic, of the emplo,ee a per thi tud, almot .@D of the emplo,ee

of CA00 CENTER Call center i not atified or 4er, diatified 3ith the 3or2

3ith CA00 CENTER Call center 7 Thi area i called the %ra, area for e4er, /R

perona and for the compan, alo becaue almot half of the people are not

happ, 3ith the compan, althou%h of the e4eral reaon 3hich could be tartin%

from pa, hi2e to operational iue7 ome .&D of the people are atified or 4er,

atified to 3or2in% 3ith the compan,"

Q@" /o3 i ,our 3or2in% e>perience till no3 3ith CA00 CENTER CA00

CENTREK


45/60

a Much more poiti4e than ne%ati4e

b More poiti4e than ne%ati4e

c More ne%ati4e than poiti4e

d Much more ne%ati4e than poiti4e

E>perience 3ith

The compan,

Much more poiti4e than ne%ati4e ;=

More poiti4e than ne%ati4e (*

More ne%ati4e than poiti4e ;-

Much more ne%ati4e than poiti4e (&

Thi quetion i meant for the till no3 3or2in% 3ith CA00 CENTER Call center

ho3 emplo,ee of the compan, i e>perienced to3ard JOB enrichment and 5ob

atifaction 7 a per our tud, u%%eted that almot ;=D of the people are

thin2in% much more poiti4e than the Ne%ati4e 3hen it come to the 3or2in%

e>perience 3ith the CA00 CENTER Call center 3hich i one of the %ood area

for the emplo,er7 addin% to thi ;-D of the emplo,ee are thoe 3ho are a,in%

that the, ha4e leer poiti4e e>perience 3ith thi compan, rather than the more

ne%ati4e e>perience" Recommendation for the /R team of thi compan, i to find

out the %ap anal,i and tr, to co4er up thi pitfall in the emplo,ee beha4iour for

e>ample CA00 CENTER could pro4ide ome of the mar2et correction or proper

team trainin% alo to pro4ide the better ini%ht 3hat a an or%aniation the, are

3or2in% for emplo,ee"


46/60

Q('" If ,our e>perience i more ne%ati4e7 than 3hat factor do ,ou hold

reponible for that" Select all that appl,"

a M, performance e4aluation and the outcome"

b M, role7 reponibilit,

c Job trainin%

d M, bo

e M, co)3or2er

f M, compenation

% Relocation

h Medical benefit and inurance

i acation

5 An, other

M, performance e4aluation and the outcome" (.

M, role7 reponibilit, -

Job trainin% ?

M, bo (-

M, co)3or2er (&

M, compenation &;

Relocation .Medical benefit and inurance &

acation *

An, other ?


47/60

*y perform!ne ev!l-!t"on !nd the o-tome; 14%

*y role respons""l"ty ; 7%

o tr!"n"n$; 8%

*y oss; 17%

*y owor(ers; 12%

*y ompens!t"on; 23%elo!t"on; 4%

*ed"!l ene&ts !nd "ns-r!ne; 2%

.!!t"on ; 5%ny other; 8%

Thi quetion i primaril, %i4e undertandin% emplo,ee of thi compan, are

percei4in% that the, ha4e leer poiti4e and more ne%ati4e e>perience 3ith thi

compan," A per our %raph u%%eted that &;D of the emplo,ee ha4e leer

compenation than there percei4in% 4alue 3hich i 3h, the, are not e>periencin%

%ood 3hile 3or2in% 3ith thi compan," (&D of the emplo,ee u%%eted that

there Co 3or2er are not %ood o the, ha4e ne%ati4e po3erhoue in there

thin2in%" (-D of the people u%%eted that their relation 3ith reportin% mana%er

i not co operati4e and o the, are not happ, to 3or2in% 3ith thi compan,"

Thee are the area 3here /R can 3or2 out and tr, to reduce thi an>iet, a

much a poible" Becaue ultimatel, the emplo,ee are not happ, 3ith thi

compan,"


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FINDINGS AND INFERENCES

CA00 CENTRE ha an outtandin% trate%ic poition7 a %reat brand7 fantatic

emplo,ee and a remar2able future" ou are elcome to be a part of thi

band3a%on" e belie4e that our people are our %reatet tren%th" e arecommitted to hirin% talented indi4idual and promotin% di4erit, in the 3or2place

and committed to pro4idin% our emplo,ee 3ith the reource the, need to e>cel"

To ma2e the Emplo,ee 6irt concept 3or27 CA00 CENTER launched a 4ariet, of

internal initiati4e dei%ned to both %i4e emplo,ee more peronall,

reponibilit, for the compan, er4ice offerin% and a 4oice 3ith upper

mana%ement" CA00 CENTRE enli%htened approach to emplo,ee de4elopment


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focu on %i4in% people 3hate4er the, need to ucceed+ be it a 4irtual aitant or

talent tranformation abbaticalL e>pert %uidance or fat trac2 %ro3thL inner

peace or democratic empo3erment" The ob5ecti4e of the thei i To tud,

emplo,ee retention7 identif, area of e>cellence and area needin%

impro4ementL and pro4ide u%%etion for uch impro4ement" The aim of thi

Thei i to implement trate%ie uccefull,7 anal,e their 3or2in% and

performance7 and hi%hli%ht 3here the, are doin% 3ell7 3hile pro4idin%

u%%etion and recommendation for impro4ement" Emplo,ee retention i 4er,

important to tud, becaue to ur4i4e in uch a competiti4e mar2et i 4er,

difficult 3ithout the permanent upport of an emplo,ee that i to retain emplo,ee"

To reach out to ditinct ob5ecti4e of thi pro5ect7 I propoed thi pro5ect baed on

the e>plorator, reearch of uin% t3o 4ariable for the utmot emplo,ee retention

3hich i baed on the /ierarchical %ro3th and the financial benefit" Companie

in4et 4er, man, hour and monie in trainin% and educatin% emplo,ee" Thee

companie are e4erel, affected 3hen emplo,ee chec2 out7 epeciall, in the

middle of ome bi% compan, pro5ect or 4enture" Althou%h emplo,ee mot often

prefer to ta, 3ith the ame compan, and ue their time and e>perience for

peronal %ro3th and de4elopment7 the, lea4e mainl, becaue of 3or2 related

tre and diatifaction" More and more companie ha4e no3 realied the

importance of a health, 3or2 culture and ha4e a %amut of people mana%ement

%ood practice for emplo,ee to ha4e that ideal freh 3or2)life" Cloed door

3or2 culture can er4e a a deterrent to communication and trut 3ithin

emplo,ee 3hich are potential caue for 3or2)related apath, and fren," A

tranparent 3or2 en4ironment can er4e a one of the primar, tri%%er to

facilitate accountabilit,7 trut7 communication7 reponibilit,7 pride and o on" It i

belie4ed that in a tranparent 3or2 culture emplo,ee ri%oroul, communicate

3ith their peer and e>chan%e idea and thou%ht before the, are finall, maturedin to full)blo3n concept" It induce reponibilit, amon% emplo,ee and

accountabilit, to3ard other peer7 3hich %raduall, build up trut and pride"

More importantl,7 tranparenc, in 3or2 en4ironment dicoura%e 3or2)politic

Accordin% to our ur4e, reult out of -* people 3hich i our ample ie aid

&?D people are tron%l, a%ree 3ith thi 4ie3 that call centre a clear focu and

ene of direction for the future" And ;?D people a%reed 3ith thi 4ie3 that call


50/60

centre ha cleared focu to3ard the future direction" But (. D people aid the,

dia%ree 3ith a 4ie3 of call center that the, ha clear focu to3ard future but

the &'D people a our repondent are tron%l, dia%ree 3ith the tatement that

a2 call centre ha a clear focu and ene of direction or not"

LIMITATIONS

Man, contraint 3ere in4ol4ed in doin% thi tud," Some of them are a follo3"

The mot i%nificant limitation ha been the indi4idual in4ol4ed in thi

tud, 3ere 4er, bu, and did not pare much time in dicuion"

The ample ie elected for the ur4e, 3a too mall a compared to

lar%e population"

The pro5ect 3a carried out onl, in the :elhi7 o findin% on data %athered

can be bet true for :elhi onl, and not applicable to other part of tate

and countr,"


51/60

Indian toc2 mar2et i a mar2et 3here entiment pla, a ma5or role in priceL

hence (''D accurate prediction cannot be made about it future path

RECOMMENDATION

The reearch ho3 that there i a relationhip bet3een Poitional benefit and

emplo,ee retention in the or%aniation" It alo concluded that internal

ad4ertiement cannot be ued in the mall and medium cale oft3are

enterprie" Thou%h there i an aociation bet3een benefit tructure and

emplo,ee preference for ta,in% the compan,7 the reearch re4el that thi

relationhip i not conduci4e for implementin% the 4ariable benefit tructure

trate%,"

M, diertation for retention trate%ie in the oft3are indutr, 3a hi%hl,

informati4e and upporti4e to m, future it ha helped me to %ain 2no3led%e of


52/60

conductin% tud, of human reource function in an or%aniation" Thi pro5ect 3ill

be baed on the e>plorator, reearch of uin% t3o 4ariable for the utmot

emplo,ee retention 3hich i baed on the /ierarchical %ro3th and the financial

benefit"

The ob5ecti4e of the thei i To tud, emplo,ee retention7 identif, area of

e>cellence and area needin% impro4ementL and pro4ide u%%etion for uch

impro4ement" The aim of thi Thei i to implement trate%ie uccefull,7

anal,e their 3or2in% and performance7 and hi%hli%ht 3here the, are doin% 3ell7

3hile pro4idin% u%%etion and recommendation for impro4ement" Emplo,ee

retention i 4er, important to tud, becaue to ur4i4e in uch a competiti4e

mar2et i 4er, difficult 3ithout the permanent upport of an emplo,ee that i to

retain emplo,ee

Man, /R profeional feel that 3or2 performance i a contemplation of ho3

emplo,ee feel about themel4e and their 3or27 If an emplo,ee e>perience a

ene of pride in the 5ob then the 3or2 qualit,7 efficienc,7 and retention increae

i%nificantl," Emplo,ee 3ho uffer from lo3 elf eteem and dipla, lac2 of

enthuiam e>hibit ne%ati4e feelin% at the 3or2 place" Protectin% the elf

eteem of the emplo,ee 3ill be top a%enda for future or%aniation" One of the

bet 3a, to achie4e that i b, pro4idin% ociall, acceptable poition title to the

emplo,ee"

CONCLUSION

The ta2 of mana%in% emplo,ee can be undertood a a three ta%e proce+

(" Identif, cot of emplo,ee turno4er"

&"


53/60

3ill help in aein% the 3hether the emplo,ee retention rate are health, in the

compan," Secondl,7 the cot of emplo,ee turno4er can be calculated" Accordin%

to a ur4e,7 on an a4era%e7 attrition cot companie (? month alar, for each

mana%er or profeional 3ho lea4e7 and = month pa, for each hourl,

emplo,ee 3ho lea4e" Thi amount to ma5or or%aniational and financial tre7

coniderin% that one out of e4er, three emplo,ee plan to lea4e hi or her 5ob in

the ne>t t3o ,ear" prein% their opinion"

Call centre anal,i i an applied reearch proce that can identif, the mot

li2el, caue of turno4er in a %i4en ituation" ith thi approach7

3e firt determine 3ho i terminatin% !e"%"7 effecti4e performer7 ineffecti4e

performer7 or both#7 the ta%e at 3hich the, terminate !e"%"7 after one 3ee27

after one ,ear#7 and 3h, the, lea4e" e can then u%%et olution tailored to

the e>itin% problem"

S*o" A33!$*a#$o5-

Selectin% emplo,ee 3ho are li2el, both to perform 3ell and to ta, 3ith a in%le

emplo,er i a %ood retention trate%," Performance Aociate ha uccefull,

ued a 3ei%hted or cored application a a lo3)cot7 non)intrui4e technique forpredictin% tenure in man, ettin%" One client reduced a hitorical *'D turno4er

rate amon% eaonal emplo,ee to 5ut ('D b, corin% a doen piece of

information on the tandard application form and uin% a cut)core to elect ne3

hire"

E3!o"" O3$5$o5 S/+"


54/60

0oin% %ood performer7 epeciall, after the, ha4e accumulated ome tenure7 i

a cotl, problem" e ma, recommend an emplo,ee opinion ur4e, to pinpoint

iue contributin% to turno4er of eaoned emplo,ee" An EOS i li2e a

FnaphotF of emplo,ee attitude that 3e can then lin2 tatiticall, to emplo,ee

intention to ta, or lea4e the CA00 CENTER CA00 CENTER " A%ain7 definin%

the problem i half the olution"

P"-o55"! R"-"a*(

Sometime emplo,ee retention i bet undertood in the conte>t of broad

pectrum reearch rather than a focu on pinpointin% problem" 6or

e>ample7 3e ha4e helped ome client identif, documented lin2a%e bet3een

emplo,ee retention7 cutomer retention7 and profitabilit," In one intance 3e

3ere able to determine appro>imatel, ho3 much a lar%e er4ice compan, lot

from cutomer cancellation becaue of emplo,ee turno4er"

Ta$5$5% D"-$%5

The lac2 of adequate emplo,ee trainin% i commonl, aociated 3ith lo3

retention rate" Our approach to dei%nin% trainin% content build on the olid

foundation of 5ob anal,i" B, focuin% on the requirement of the 5ob7 3e

minimie the incluion of both uperfluou and inufficient material in a trainin%

pro%ram"

Ca"" P!a55$5%

Emplo,ee are more li2el, to ta, for the Flon% haulF if the, feel the, ha4e a

career7 not 5ut a 5ob7 3ith a call centre" Performance Aociate can pro4ide

career %uidance and reource material for emplo,ee7 ta2in% into account their

abilitie7 peronalit,7 and interet" e can alo ait emplo,er 3ith placement

deciion for ne3 hire that are compatible 3ith emplo,ee lon%)term potential"

P",oa5*" A33a$-a!Performance pla, an inte%ral role in retention b, mediatin% ome emplo,eeG

deciion to ta, or lea4e7 epeciall, if there i a lin2 to compenation"

Therefore7 3e ma, u%%et the de4elopment or modification of an call centre

performance appraial ,tem in order to ,ield accurate information about each

emplo,eeG 5ob performance"

I5$+$/a! D"+"!o3"5# P!a5-


55/60

e can ta2e an acti4e role in helpin% an emplo,ee de4elop 2ill to perform hi

or her current 5ob better or prepare for future opportunitie" Indi4idual

de4elopment plan are cutomied to the emplo,eeG need and inte%rated 3ith

call centre reource7 uch a trainin%7 5ob rotation opportunitie7 and mentorin%"

6ollo3)up coachin% and counellin% are common element of thee plan"

APPENDICES

/"-#$o55a$"-

Q(" hen the idea of lea4in% thi compan, come acro ,our mind

(,r bac2

=mnth

;mnth

Q&" In ,our opinion 3hat i d rate of attrition in ,our compan,


56/60

*')='D

&') ;'D

Belo3 &'D

Q;" hat are d main reaon for people lea4in% the compan,

Self de4elopment

Better compenation

Safet,

0on% term benefit

or2 en4ironment

Q." Are ,ou chan%in% ,our 5ob primaril, for better compenationK e

No

Q*" Are ,ou quittin% the 5ob for better future or career propect in term of

2illK

e

No

Q=" :o ,ou ha4e an, ,tem for re4eral ,our %rie4anceK Pleae ran2 them

No channel

Man, channel

6e3 channel

Enou%h

Q-" Compan, adequatel, equipped for corporate ocial reponibilit, !cr#

er, hi%hl,

Moderatel,

6air


57/60

Q?" /o3 atified are ,ou 3ith the call centre ,ou are currentl, 3or2in% for"

E>tremel, atified

er, atified

Neither atified nor diatified

er, atified

E>tremel, atified

Q@" /o3 i ,our 3or2in% e>perience till no3 3ith call centreK

Much more poiti4e than ne%ati4e

More poiti4e than ne%ati4e

More ne%ati4e than poiti4e

Much more ne%ati4e than poiti4e

Q('" If ,our e>perience i more ne%ati4e7 than 3hat factor do ,ou hold

reponible for that" Select all that appl,"

o M, performance e4aluation and the outcome"o M, role7 reponibilit,

o Job trainin%

o M, bo

o M, co)3or2er

o M, compenation

o Relocation

o Medical benefit and inurance

o acation


58/60

o An, other

BIBLIOGRAPHY

1 Eential of /uman Reource Mana%ement And Indutrial

Relation P. S/a Rao

& /uman Reource Mana%ement K.G/3#a

; Reearch Methodolo%, C.R.Ko#(a$

. Peronal Mana%ement C.P.M"o$a


59/60

* Trainin% and de4elopment !trend and e>perience#

S/a#$ R"

= Trainin% and de4elopment !Countr, e>perience# K.B.S.K/a

REFERENCES

(" A0ESSI7 S" M" !(@??# 6idelit, in the :ei%n of Intructional Simulation"

/ournal of +omputer01ased (nstruction,(*6.').-"&" A00I$ER7 $" M"7 TANNENBA


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*" BAI0E7 J" 8 ITMER7 B" !(@@.# Proceedin% of /uman 6actor 8

Er%onomic Societ,"

a study of strategies for retaining employees in call center

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