a project report on summer training

A PROJECT REPORT ON SUMMER TRAINING

ON

A STUDY OF EMPLOYEES Retention

IN

CADBURY INDIA LTD.

BY

ROHAN SAXENA

IN PARTIAL FULFILLMENT OF

Masters in Business administration (HRM)

Institute of Professional Education and Research

Bhopal

PREFACE

I am lucky that, I got an opportunity for making the project report on “CADBURY INDIA

LTD.” I visited to the company for two months and I prepare my project report on the topic

“Employees Retention in Cadbury”. And the study is divided into various chapters to get knowledge.

I also considered some published material on the particular topic as well as about the concern. This

helps me in boosting up my confidence and determination which will help me to face the situation in

coming years. This report is written account of what I learnt and experienced during my project. I

wish, those going through it will not only find it readable but also get as useful Information. During

this whole training I got a lot of experience and came to know about the management practices in

real that how it differs from those of theoretical knowledge and the practically in the real life.

In today’s globalize world, where cutthroat competition is prevailing in the market,

theoretical knowledge is not sufficient. Beside this one need to have practical knowledge, which

would help an individual in his/her carrier activities and it is true that “Experience is best teacher”.

ACKNOWLEDGEMENT

At the very outset, I am highly indebted to the all powerful ALMIGHTY GOD for all the

blessings he showered on me and for being with me throughout the study.

I would like to express my sincere thanks to MISS. Sonali Sobti (HR Branch Manager),

CADBURY INDIA LTD., Gurgaon Branch office and Mr.Amarjeet Khalsa, Director, INSTITUTE

OF PROFESSIONAL EDUCATION AND RESARCH, BHOPAL who provided me an opportunity

to do this project in his esteemed organization and for giving his valuable time and exemplary

guidance during my training, without his constant encouragement it would have been impossible to

test my theoretical knowledge.

I would like to place on record my sincere gratitude and appreciation to my project guide,

Professor, INSTITUTE OF PROFESSIONAL EDUCATION AND RESARCH, Bhopal for her kind

co-operation and guidance which enabled me to complete my project.

I extend my gratitude to the entire staff of CADBURY INDIA LTD for their diligently

attention, cooperation, precious advice, a very congenial environment and sophisticate facilities

during the course of the project

I would also express my profound sense of gratitude to all lecturers of INSTITUTE OF

PROFESSIONAL EDUCATION AND RESARCH, Bhopal, for giving immense inspiration

throughout my MBA(HRM) course, whose teaching not only acted merely as drop of ink rather it

has acted as a stone upon which the training is based.

I also take this opportunity to express my deed gratitude to my loving parents and friends

who are a constant source of motivation and for their never ending support and encouragement

during this project.

ROHAN SAXENA

MEANING OF PROJECT

The word “Project” has great specification in the field of management before starting any

work we must have an idea about its basic. The meaning of the “PROJECT” is as follows: -

“P” – The word ‘p’ signify the phenomenon of planning, which deals symbolization and

proper arrangement of sensex and suggestion on respectively in accordance with need.

“R” – It stand for associated with word resource with which guides to promote planning.

“O” – This letter stands overhead expenses on unestimated expenses, which occur in

manufactures designed or layout of project.

“J” – This letter stands for joint efforts i.e. Project work which is undertaking should be

completed with a combined effort.

“E” – This stands for engineering i.e. worker undertaken is to be employing technical

process.

“C” – This stands for the phenomenon of constriction on which is more essentially and basic

form of work.

“T” – This stands for the techniques unless techniques to work is not Known.

CONCLUSION

In general we came to conclusion. That project is systematic conclusion discussed proposed

particular subject which, include complete information about required to machine tools, appliances

need the various operation required to be done in well sequences

Executive Summary

Job satisfaction represents the constellations of person’s attitude towards or about the

job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a

function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers,

promotion, etc., and of the particular weighting or importance one attaches to these respective

components.

Employee job Satisfaction was a much popularized subject during the 1980’s and 1990’s,

where much of the literature (Stoner & Wankel, 1986; Brewster, Dowling, Grobler, Holland &

Warnich, 2000), focused on the link between Employee Satisfaction and Employee Performance.

Subsequent research has, however, proven that this link is not particularly strong, (Kreitner &

Kinicki, 2005; Ivancevich & Matteson, 2002). What recent research has confirmed is that there is a

clear reciprocal relationship between Employee Satisfaction and Customer Satisfaction (Kraut,

1996). For example, one of the most detailed studies undertaken was that carried out by Heskett,

Sasser and Schlesinger (1995). The authors point out that, “When companies put employees and

customers first, their employees are satisfied, their customers are loyal, their profits increase, and

their continued success is sustained” (as cited in Bailey & Dandrade, 1997).

The concept of Employee Satisfaction can be traced back to Edward Thorndike, who in the

early 1900’s published an article in the Journal of Applied Psychology where he explored the

relationship between work and satisfaction. The concept of Employee Satisfaction has certainly been

researched very thoroughly over the years and has been linked to many other issues like employee

loyalty, employee commitment, employee engagement and job satisfaction.

One of the most quoted theorists is Hertzberg who during the 1950’s developed his theory

which identified two dimensions of satisfaction, namely motivation and hygiene. Hertzberg

maintained that the hygiene factors could not motivate employees but rather helped minimize

dissatisfaction levels if addressed. These hygiene factors include topics such as; company policies,

supervision, salary, interpersonal relationships and working conditions. The motivating factors

addressed topics such as: the work itself, achievement, recognition, responsibility, and advancement.

If continuously good levels are maintained in respect of these topics, a motivated work force is

created.

Modern management considers human being as resource and it is an importance for the

success of any organization. It is the strength and aid. Therefore employee’s attitudes, interest

quality,

job satisfaction, etc., have a bearing productivity of a firm unless the management is able to

recognize employees needs and wants they will lose motivation and morale and it will affect the best

interest of the firm.

Work is one of the most important activities in a person’s life .Who do have satisfying job

rarely have fully satisfying lives. Dissatisfaction in work can lead in many circumstances to lower

production and friction on the job. So that it must be considered by the management and steps should

be taken to find out the factors which cause job dissatisfaction and to reduce such dissatisfaction. In

general employee satisfaction is the attitude towards the work environment, salary, relationship with

their colleagues, job security, grievance handling, performance appraisal, training and development,

management style, quality policy, career counseling and so on.

In this project factors that are taken into consideration for the employee satisfaction are:

Work Environment:

Work environment is the atmosphere to which the employee is actually exposed. This

constitutes a major portion of the influence on the employees. This typically included the quantum of

work allotted, nature and complexities, system being followed, support from colleagues etc.

Relationship with the Superiors and Subordinates:

Healthy and cordial relationship in the department will not only provide healthy environment

but also paves way for smooth flow of work, increases productivity and qualitative performance.

Relationship with Colleagues:

Better understanding and friendly relations with colleagues is necessity for a good

environment. Joining hands together and helping each other enhance stability and confidence among

themselves that contributes to the security and improve performance as a whole.

Motivation and Recognition:

The level of performance of an employee is a function of his abilities. If there is a strong

positive motivation, the output increases and decreases if it is negative. Motivation is a core element

of management which shows that every human being earnestly seeks a secure, friendly and

supportive relationship that gives him a sense of warmth and recognition in groups that are most

important to him.

Salary:

Salaries are influenced by the size of the company, by a specific industry and in part by the

contribution of the incumbent to the process of decision making. The bigger the firm, the greater is

the compensation to the employees. The more attractive the salary, the more attractive will be the

performance of the employees.

Job security:

A person who is satisfied with the current job would continue to remain in the same job. So job

security plays a crucial role in the maintenance of job satisfaction among employees.

Grievance handling:

This is a corrective measure however important when grievances or difficulties or constraints enter in

on employee’s job. The approaches of management, time taken to provide counter measures etc are

the constraints of this factor.

Performance appraisal:

Most firms do not have a choice whether or not it should appraise its personnel and their

performance of the hired personnel will be evaluated by someone at sometime.

Management practices:

The approach of the management towards employees in the interfaces like appraisal and reward

schemes, permitting employees in the interfaces like appraisal and reward schemes, permitting

employees to participate in the organizational issues etc, is also determining the employee

satisfaction. This company has set employee of the year award etc, ensures positive management

approach. These approaches have made the employees to have a good view over their job.

Opportunities for development:

This is a factor strongly related to the higher order needs of the employees on their personal

development. Many people like a challenging job, since that assures them to think and undergo series

development measures. This factor is an essential one for satisfaction of permanent employees.

Quality policy:

Quality is a core concept that rules today’s business. It is a non comprising factor of any industry in

today’s business world. Companies would adopt themselves to the recognize quality standards to

sustain in the market and to provide a better working condition to the employees and job security.

The study on employee satisfaction is relatively recent phenomenon. It can perhaps be said to have

begun in earnest with the famous Hawthrone experiment conducted by Elton Mayo at western

electrical company in 1920s. During the course of their investigation, however they became

Convinced that the factors of social nature were affecting employee satisfaction with the job and

productivity. Since the Hawthrone studies, there has be enormous output of work on the nature,

causes, correct employee satisfaction. The traditional model of employee satisfaction is that it

consists of training and development, salary, management style, quality policy than an individual has

about his work. The total body of influence of the job, the nature of the job itself, the pay, the

promotion prospects, nature of supervision and so on, where the sum total of influences gives to rise

to the feeling of employee satisfaction, the employee is satisfied, where in total, they give rise to

psychological and environmental circumstances that cause a person truly to say “I am Satisfied”.

Employee satisfaction means a pleasurable positive emotional state resulting from the appraisal of

one’s feelings.

This research named “A Study on employee welfare in CADBURY INDIA LIMITED anticipates

identifying the various factors and the extent to which they affect the satisfaction level of the

employees.

Employee satisfaction and welfare is very crucial for every organization because higher satisfaction

level and welfare of the employee have a positive impact on productivity, performance, and

individual’s physical and mental health, profitability, improve quality of products or services and

reduce absenteeism, employee turnover, dispute between labour and management. This gives a

competitive edge to the company over its competitors.

The study tries to cover each and every factor that effect employee welfare and satisfaction level,

weather it is HR policies (recruitment policy, promotion policy, compensation policy etc.) and HR

practices (training and development, performance appraisal, motivation techniques etc.) or some

other personal factor (gender, age, qualification etc.).

The research includes each and every factor because even a single factor can lower satisfaction level

and moral of the employee, which in turn leads to absenteeism, accidents, low productivity etc. and

ultimately effect the organizational goal.

The research will help the company to gain the benefits of higher employee satisfaction level and

have a competitive edge over its competitors.

Area of study

The area of the study is the branch office of the CADBURY INDIA LIMITED, Gurgaon Haryana

Scope of the study

The scope of the study extends from middle hierarchical level (senior sales executives) to upper

hierarchical level (Managers) of the company, so it is a comprehensive study.

Objectives of the study

The objective of conducting such research is to know reasons of employees exit of CADBURY INDIA

LIMITED. Further it will also help to know the various job related and personal factors and their

extent to which they affect the satisfaction level of employees, so that meaningful conclusions and

suggestions could be made in order to make the human resource policies and practices of the

company more effective and efficient.

Research methodology

The research includes both primary and secondary data. The information from the respondents is

collected through questionnaire. The primary data was collected form employees of the CADBURY

INDIA LIMITED and secondary data is collected from the books.

The sample size is 60 and samples are selected on the basis of convenient from every department of

the company.

Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents

with regard to level of satisfaction. For job related factors like scale (five rating scale) is used in

which respondents are required to show their level of satisfaction from 1 to 5 (1= Strongly Agree, 2=

Agree, 3= Neutral, 4= Disagree, 5=Strongly Disagree) and for personal factor simple category scale

is used and respondents are required to tick at the appropriate box. Some facts revealed in the study

are bases on personal observations also.

Tools of interpretation and analysis

Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the

total respondents and data is presented in the form of tables and bar diagrams.

Limitations of the study

The study is also subjected to certain limitations such as, sample is limited to 20, findings and

conclusions are based on knowledge and experience of the respondents sometime may subject to

personal biasness and research study was being done in the year June 2010, with required data

analysis and interpretation, the data needs to be updated at times when it comes to have further usage

of this research study report.

Despite the above limitations I tried my best through the entire study to provide a comprehensive,

complete and detailed report, so that it can help the organization to take appropriate decisions for the

welfare and satisfaction of its employee while giving due consideration to its goals and objectives.

About the CADBURY

Cadbury India's five factories in India churn out close to 8,000 tons of chocolate and the company

sells a million bars every day.

But Bharat Puri, managing director of Cadbury India will never forget the batch of Dairy Milk

chocolates numbered 28F311 manufactured last year at the company's plant in Thane, near Mumbai.

That was the worm-infested batch that triggered a crisis for the company that had always prided itself

on its squeaky clean image.

The timing of the controversy couldn't have been worse. Festival season sales (Cadbury sells almost

1,000 tonnes of chocolates during Diwali) plummeted 30 per cent.

Until then, in the country's FMCG sector plagued by slow, low single digit top line and bottom-line

growth, Cadbury was a sweet exception. But its net profit in 2003 dipped 37 per cent to Rs 45.6 crore

(Rs 456 million) as compared to a 21 per cent increase the previous year.

Now, a year later, Cadbury says that consumers have long forgotten the controversy and are back to

their merry chocolate-chomping ways.

"Sales are back to the pre-controversy levels. Consumer confidence in the product is back and there

has been a steady progression in sales," says Sanjay Purohit, head (marketing) Cadbury India. The

company expects to close the year with a high double digit sales growth.

Company Overview

Cadbury began its operations in 1948 by importing chocolates and then re-packing them before

distribution in the Indian market. After 59 years of existence, it today has five company-owned

manufacturing facilities at Thane, Induri (Pune) and Malanpur (Gwalior), Bangalore and Baddi

(Himachal Pradesh) and 4 sales offices (New Delhi, Mumbai, Kolkata and Chennai). The corporate

office is in Mumbai.

Our core purpose "Working together to create brands people love" captures the spirit of what we are

trying to achieve as a business. We collaborate and work as teams to convert products into brands.

Simply put, we spread happiness!

Currently Cadbury India operates in three sectors viz. Chocolate Confectionery, Milk Food Drinks

and in the Candy category.

In the Chocolate Confectionery business, Cadbury has maintained its undisputed leadership over the

years. Some of the key brands are Cadbury Dairy Milk, 5 Star, Perk, Éclairs and Celebrations.

Cadbury enjoys a value market share of over 70% - the highest Cadbury brand share in the world!

Our flagship brand Cadbury Dairy Milk is considered the "gold standard" for chocolates in India.

The pure taste of CDM defines the chocolate taste for the Indian consumer.

In the Milk Food drinks segment our main product is Bourn vita - the leading Malted Food Drink

(MFD) in the country. Similarly in the medicated candy category Halls is the undisputed leader. We

Recently entered the gums category with the launch of our worldwide dominant bubble gum brand

Bubbaloo. Bubbaloo is sold in 25 countries worldwide.

The Cadbury India Brand Strategy has received consistent support through simple but imaginative

extensions to product categories and distribution. A good example of this is the development of

Bytes. Crispy wafers filled with coca cream in the form of a bagged snack, Bytes is positioned as

"The new concept of sweet snacking". It delivers the taste of chocolate in the form of a light snack,

and thus heralds the entry of Cadbury India into the growing bagged Snack Market, which has been

dominated until now by Salted Bagged Snack Brands. Byte was first launched in South India in

2003.

Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over two

decades, we have worked with the Kerala Agriculture University to undertake cocoa research and

released clones, hybrids that improve the cocoa yield. Our Cocoa team visits farmers and advises

them on the cultivation aspects from planting to harvesting. We also conduct farmers meetings &

seminars to educate them on Cocoa cultivation aspects. Our efforts have increased cocoa

productivity and touched the lives of thousands of farmers.

Cadbury Milestones

The Cadbury story is a fascinating study of industrial and social developments. From a one

man business in 1824, Cadbury has grown to be one of the world's largest producers of chocolate.

Use our milestones to view Cadbury history at a glance; discover how the company grew and

when the key products were introduced. See how a small family business developed into an

international company and how the high standards of the Cadbury brothers were combined with the

most sophisticated technology, skills and innovation.

Some of the Products of CADBURY INDIA LIMITED is:-

Éclairs

Bournvita

Fruity Gems

Perk

Ulta Perk

Celebrations

Five Star Crunchy

Milk Treat

Dairy Milk

Orio biscuits

Tnag Flavour drink

Product Range (Plant-wise) :

1. Malanpur Factory

Éclairs

Gems

Fives Star

Perk

Ulta Perk

Milk Trea

2. Thane Factory

Bournvita

Dairy Milk, Fruit Nut, crackle & mouldedg products

Five star

Gems

Caramels, Tiffin’s, Nut butterscotch

Liquid Milk ,cocoa Processing

3. Induri Factory

Milk Crumb

Milk Fat

Liquid Milk Chocolate

Five star

Relish

Gems

Moulded chocolate

4. Bangalore Factory

Halls

Clorets

Gums

Objective of the project:

To gather the information regarding the “employee exit” reasons of Cadbury India

Ltd. Branch Gurgaon.

To suggest the company to improve the HR schemes for employees.

To get the practical knowledge of companies HR policies.

HUMAN RESOURCE MANAGEMENT

For any business to run one needs four M’s namely Man, Money, Machine and Material. Managing

other three resources other than men, are easy to handle. Men are very difficult to handle because no

two human beings are similar in all way. Human beings can think, feel and give response. Handling

humans is more important for any business because human being have crucial potential that may be

very profitable for the business. And these potential can be developed to an unlimited extent if they

are provided with proper environment. So the function of managing men is as important as finance or

marketing function in any business.

Human resource management (HRM) is the strategic and coherent approach to the of

management an organization's most valued assets - the people working there who individually and

collectively contribute to the achievement of the objectives of the business. The terms "human

resource management" and "human resources" (HR) have largely replaced the term "personnel

management" as a description of the processes involved in managing people in organizations.

Human Resource management is evolving rapidly. Human resource management is both an

academic theory and a business practice that addresses the theoretical and practical techniques of

managing a workforce.

The Human Resources Management (HRM) function includes a variety of activities, and key among

them is deciding what staffing needs you have and whether to use independent contractors or hire

employees to fill these needs, recruiting and training the best employees, ensuring they are high

performers, dealing with performance issues, and ensuring your personnel and management practices

conform to various regulations. Activities also include managing your approach to employee benefits

and compensation, employee records and personnel policies. Usually small businesses (for-profit or

nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time

help. However, they should always ensure that employees have -- and are aware of -- personnel

policies which conform to current regulations. These policies are often in the form of employee

manuals, which all employees have

HRM refers to practices and policies framed for the management of human resources in an

organization, including Recruiting, screening, rewarding and appraising.”

Human resources have at least two meanings depending on context. The original usage derives from

political economy and economics, where it was traditionally called labour, one of three factors of

production. The more common usage within corporations and businesses refers to the individuals

within the firm, and to the portion of the firm's organization that deals with hiring, firing, training,

and other personnel issues. This article addresses both definitions.

The objective of Human Resources is to maximize the return on investment from the

organization's human capital.

HRM is seen by practitioners in the field as a more innovative view of workplace management than

the traditional approach. Its techniques force the managers of an enterprise to express their goals with

specificity so that they can be understood and undertaken by the workforce and to provide the

resources needed for them to successfully accomplish their assignments. As such, HRM techniques,

when properly practiced, are expressive of the goals and operating practices of the enterprise overall.

HRM is also seen by many to have a key role in risk reduction within organizations.

The HRM function and HRD profession have undergone tremendous change over the past 20-30

years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage

the paperwork around hiring and paying people. More recently, organizations consider the "HR

Department" as playing a major role in staffing, training and helping to manage people so that people

and the organization are performing at maximum capability in a highly fulfilling manner.

THE SCOPE OF HRM is indeed very vast. All major activities in the working life of a worker-

from the time of his or her entry into the organization until he or she leaves- come under the purview

of HRM.

Specifically, the activities include are

HR Planning

Job analysis and design

Recruitment and selection

Orientation and placement

Training and development

Performance Appraisal and Job evaluation

Employee and executive remuneration

Employee Motivation

Employee Welfare

It is the responsibility of human resource managers to conduct these activities in an effective, legal,

fair, and consistent manner.

"Human resource management aims to improve the productive contribution of individuals while

simultaneously attempting to attain other societal and individual employee objectives." Schwind, Das

& Wagar (2005).

Employee Retention

Effective employee retention is a systematic effort by employers to create and foster an environment

that encourages current employees to remain employed by having policies and practices in place that

address their diverse needs. A strong retention strategy becomes a powerful recruitment tool.

Retention of key employees is critical to the long-term health and success of any organization. It is a

known fact that retaining your best employees ensures customer satisfaction, increased product sales,

satisfied colleagues and reporting staff, effective succession planning and deeply imbedded

organizational knowledge and learning.

Employee retention matters as organizational issues such as training time and investment; lost

knowledge; insecure employees and a costly candidate search are involved. Hence failing to retain a

key employee is a costly proposition for an organization. Various estimates suggest that losing a

middle manager in most organizations costs up to five times of his salary.

Intelligent employers always realise the importance of retaining the best talent. Retaining talent has

never been so important in the Indian scenario; however, things have changed in recent years. In

prominent Indian metros at least, there is no dearth of opportunities for the best in the business, or

even for the second or the third best. Retention of key employees and treating attrition troubles has

never been so important to companies.

In an intensely competitive environment, where HR managers are poaching from each other,

organisations can either hold on to their employees tight or lose them to competition. For gone are

the days, when employees would stick to an employer for years for want of a better choice. Now,

opportunities abound.

R –EMUNERATE COMPETITIVELY

E -NCOURAGEMENT AND EXPECTATIONS

T – RAINING AND DEVELOPMENT

A -NNUAL REVIEW CYCLES

I - NFORM AND INVOLVE

N –URTURE

It is a fact that, retention of key employees is critical to the long-term health and success of any

organization. The performance of employees is often linked directly to quality work, customer

satisfaction, and increased product sales and even to the image of a company. Whereas the same is

often indirectly linked to, satisfied colleagues and reporting staff, effective succession planning and

deeply embedded organisational knowledge and learning.

Employee retention matters, as, organizational issues such as training time and investment, costly

candidate search etc., are involved. Hence, failing to retain a key employee is a costly proposition for

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

translates to a loss of up to five times his salary.

The Importance of Retaining Employees

The challenge of keeping employees: Its changing face has stumped managers and business owners

alike. How do you manage this challenge? How do you build a workplace that employees want to

remain with … and outsiders want to be hired into?

Successful managers and business owners ask themselves these and other questions because—simply

put—employee retention matters:

High turnover often leaves customers and employees in the lurch; departing employees take

a great deal of knowledge with them. This lack of continuity makes it hard to meet your

organization’s goals and serve customers well.

Replacing employee’s costs money. The cost of replacing an employee is estimated as up to

twice the individual’s annual salary (or higher for some positions, such as middle

management), and this doesn’t even include the cost of lost knowledge.

Recruiting employees consumes a great deal of time and effort, much of it futile. You’re not

the only one out there vying for qualified employees, and job searchers make decisions based

on more than the sum of salary and benefits.

Bringing employees up to speed takes even more time. And when you’re short-staffed, you

often need to put in extra time to get the work done.

The Three Rs of Employee Retention

To keep employees and keep satisfaction high, you need to implement each of the three Rs of

employee retention: respect, recognition, and rewards.

Respect is esteem, special regard, or particular consideration given to people. As the pyramid

shows, respect is the foundation of keeping your employees. Recognition and rewards will have little

effect if you don’t respect employees.

Recognition is defined as “special notice or attention” and “the act of perceiving clearly.” Many

problems with retention and morale occur because management is not paying attention to people’s

needs and reactions.

Rewards are the extra perks you offer beyond the basics of respect and recognition that make it

worth people’s while to work hard, to care, to go beyond the call of duty. While rewards represent

the smallest portion of the retention equation, they are still an important one.

You determine the precise methods you choose to implement the three Rs, but in general, respect

should be the largest component of your efforts. Without it, recognition and rewards seem hollow

and have little effect—or they have negative effects. The magic truly is in the mix of the three.

Rewards

Recognition

Respect

Respect

Recognition

Reward

When you implement the “three Rs” approach, you will reduce turnover and enjoy the following:

Increased productivity

Reduced absenteeism

A more pleasant work environment (for both employees and you!)

Improved profits

Furthermore, an employer who implements the three Rs will create a hard-to leave workplace, one

known as having more to offer employees than other employers. You become a hard-to-leave

workplace—one with a waiting list of applicants for any position that becomes available—

purposefully, one day at a time.

A steadfast philosophy that sets Employee Retention

Strategies apart:

Uses only research-based, theory-supported approaches to improving employee engagement.

Avoided are gimmicks such as employee of the month, suggestion boxes, prizes or other “carrots.”

While commonly used, these short-term fixes fail to produce genuine employee loyalty (more than

60 years’ of research tells us so!).

Employs an easy-to-understand systems approach to ensure the root causes of turnover are

addressed and the potential for lasting change unleashed.

Customizes all activities to your organization’s unique history, current practices and strategic

objectives. Also considered are challenges unique to your industry sector, competitive

marketplace issues and talent shortages.

Involves those responsible for implementing change in actually creating the change, ensuring

input and improved shared understanding and support of all initiatives.

Integrates hands-on, action-oriented approaches that enable organizations to move forward

quickly and effectively

Recognizes the research-proven role of no-cost strategies in developing the “glue” that builds

employee loyalty and commitment.

Brings to your organization leading-edge organization-development best practices to

effectively and quickly build a retention-rich culture.

10 WAYS TO RETAIN YOUR EMPLOYEE

Retaining key personnel is critical to long term success of an organization. A Retention Strategy has

become essential if your organization is to be productive over time and can become an important part

of your hiring strategy by attracting the best candidates who know of your track record for caring for

employees. In fact, some companies do not have to recruit because they receive so many qualified

unsolicited submissions due to their history of excellence in employee retention.

1. Treat your employees like you treat your most valuable clients;

2. Get your employees to "Fall in Love" with your organization;

3. Strong retention strategies become strong recruiting advantages;

4. Retention is much more effective when you put the right person into the right job.

Know the job! Know the employee and their motivations;

5. Money is important but it is not the only reason people stay with an organization;

6. Employee committees to help develop retention strategies is a very effective strategy;

7. Leadership must be deeply invested in retention;

8. Recognition, in various forms, is a powerful retention strategy;

9. Remember, the "Fun Factor" is very important to many employees; &

10. Know the trends in benefit packages. Do your best to offer the ones your employees

need

10 Factors That Affect Employee Retention

Most managers understand the importance of employee retention and its impact on the overall

health and vitality of an organization. The importance of retaining top organizational talent will only

increase over the coming years as the massive cohort of baby boomers begin to reach retirement age

making it easy for younger employees to find work.

In a previous article we identified some useful tips to help improve employee retention in your

organization. Given the importance of employee retention, we have compiled another list of 10

important factors that can affect employee retention in your organization

• Shorten the feedback loop –

Do not wait for an annual performance evaluation to come due to give feedback on how an employee

is performing. Most team members enjoy frequent feedback about how they are performing.

Shortening the feedback loop will help to keep performance levels high and will reinforce positive

behavior. Feedback does not necessarily need to be scheduled or highly structured; simply stopping

by a team member's desk and letting them know they are doing a good job on a current project can

do wonders for morale and help to increase retention.

• Offer a competitive compensation package –

Any team member wants to feel that he or she is being paid appropriately and fairly for the work he

or she does. Be sure to research what other companies and organizations are offering in terms of

salary and benefits. It is also important to research what the regional and national compensation

averages are for that particular position. You can be sure that if your compensation package is not

competitive, team members will find this out and look for employers who are willing to offer more

competitive compensation packages.a

• Balance work and personal life –

Family is incredibly important to team members. When work begins to put a significant strain on

one's family no amount of money will keep an employee around. Stress the importance of balancing

work and one's personal life. Small gestures such as allowing a team member to take an extended

lunch once a week to watch his son's baseball game will likely be repaid with loyalty and extended

employment with an organization.

• Beware of burnout –

Staff adequately to reduce the amount of unwanted overtime a team member must work. Some

employees enjoy the extra money that accompanies overtime hours, while others would rather spend

their time with their families or doing other activities they enjoy. Burnout can be a leading cause of

turnover. Recognize the warning signs and give employees a break when they need it.

• Provide opportunities for growth and development –

Offer opportunities for team members to acquire new skills and knowledge useful to the

organization. If an employee appears to be bored or burned out in a current position offer to train this

individual in another facet of the organization where he or she would be a good fit. Nobody wants to

feel stuck in their position will no possibility for advancement or new opportunities.

• The ability to provide input and be taken seriously –

Everybody has opinions and ideas, some are better than others. However every team member wants

to feel that their input is welcome and will be taken seriously without ridicule or condescension.

Some of the greatest ideas can come from the most unlikely of places and people. Creating a culture

where input is welcome from all level of the organizational chart will help your organization grow

and encourage employee retention.

• Management must take the time to get to know team members –

It's not a big surprise that one of the greatest complaints that employees express in exit interviews is

a feeling that management didn't know they existed. Nobody wants to feel like just another spoke in

a big wheel. Managers are very busy - everybody is busy, but it is crucial that managers and

supervisors take the time get to know the team members who work under them. Learn and remember

a team member's name, what skills and talents they bring to the table, and what their business

interests are. The time spent by management getting to know team members is well invested and can

eliminate the headaches caused by having to continually hire and re-train new employees.

• Provide the tools and training an employee needs to succeed –

Nothing can be more frustrating to an employee than a lack of training or the proper tools to

successfully complete his or her duties. You wouldn't try to build a house without a hammer, so why

should an office job be any different? Providing a team member with the tools and training she needs

to be successful shows a commitment and investment in that employee and will encourage the team

member to stay with the organization.

• Make use of a team member's talents, skills, and abilities –

All team members have knowledge, skills, and abilities that aren't directly related to their job

description, but are still useful to an organization. Utilizing a team member's talents in areas other

than their current position will indicate to an employee that management appreciates and recognizes

all that an employee has to offer to the organization. This can also provide work variety and helps to

break up the everyday grind of work.

• Never threaten a team member's job or income –

While threatening an employee with termination or demotion might seem like a surefire way to get

the results needed from him or her, doing so will likely cause the employee to leave the organization.

Put yourself in the employee's shoes, what is the first thing you would do if your job was threatened?

Odds are you would probably update your resume and start checking for open job postings expecting

the worst. If a team member's performance is not what you had hoped it would be, work with that

team member on ways to improve his performance, saving termination only as a last resort.

Take some time and seriously evaluate what your organization is doing to encourage a high retention

workforce. Having a seasoned and well trained workforce can deliver a competitive advantage that is

difficult to replicate. The best part is most of your efforts to retain your employees come free or with

little charge and offer huge returns on a manger's investment in time and resources.

REASONS FOR EMPLOYEE TO STAY WITH THE

ORGANISATION?

Confidence Factor-they believe in potential success/leadership strategies

Emotional Factor- (Huge) contribution, recognition, appreciation

Trust Factor- 2 ways- promises/commitments kept (strong link to loyalty)

Fit Factor- Values/ethics are a good fit

Listening Factor- Are they heard and valued?

FACILITIES RENDERED BY CADBURY INDIA LIMITED

COMPANY LEASED HOUSE

Company will arrange the house through an authorized real estate agent as per the choice of

the employee.

Security deposit by company.

12% percent Interest will be charged on deposit amount.

The same will be debited in CTC.

Rent would be exempted from income tax.

10% Perquisite Tax would be charged to the employee on his taxable income.

COMPANY OWNED ACCOMODATION

No deposit – no interest.

Rent would be calculated @ 11 rupees per Square feet.

Monthly rental would be charged to CTC

Rental Amount will be exempted from tax

10% perquisite tax would be charged on employee.

Security Deposit

HRA – House Rental Allowance

HRA can be maximum 40% of Basic Salary.

Deposit and rent has to be paid by employee by self

To get the tax exemption the employee has to produce the rental agreements and rental

receipts of the house.

The employee can’t claim this benefit if He/She has his own house.

OFFICE WEAR ALLOWANCE

An amount of Rs.18, 000 P.A. is exempted for income tax.

To get the exemption original bills to be submitted.

Items covered under this head are as follows:

Attire (2) Ties (3) Shoes (4) Socks (5) Tailoring charges

LTA - LEAVE TRAVEL ALLOWANCE

An Employee can block two months of Basic Salary as Leave Travel Allowance.

He/She should take a minimum of 5 days leave (PL).

In case of air travel-economy class fare is exempted and in case of rail travel second class AC

fare is exempted.

He/She can travel within India only.

He/She has to produce the original travel tickets.

CAR

Company will arrange a car through a car lease agency.

Employee can choose any make/model.

The EMI that will be charged would be Rs. 2095/- per Lac per month.

The EMI amount per Annum would be exempted from Income Tax.

MAINTENANCE & RUNNING COST

Maintenance and Fuel Cost will be exempted as follows.

Maintenance can’t exceed Rs. 25, 000 per annum.

If CC of the car is less than 1000 – Rs. 1, 11,000 per annum.

If CC of the car is more than 1000 – Rs. 1, 50,000 per annum.

The perquisite Tax charged would be Rs. 1200 irrespective of the cc of the car

The above exemption would be provided on submission of original bills.

There would be no tax exemption against if the employee has his own car.

The FBT Tax (Fringe Benefit Tax) for fuel and maintenance is 6.73% on how much you have

opted for.

At the time of leaving CO. before 48 months then the employee has to pay FCV (For Closer

Value) to the company from whom the loan is taken.

If the employee is still stays after 48 months then employee will be charged 20% on the value

of the car at that time for changing the name i.e. ownership.

CHILDREN EDUCATION ALLOWANCE

Employee can claim exemption Rs. 2400 per year.

This exemption is restricted up to two children.

To pass the claim Employee has to submit the original bills.

To get this benefit child age should be greater then 3.5 years.

GIFT COUPONS

A sum of Rs. 5000/- would be exempted against the Gift Coupons.

The company would provide coupons worth Rs. 5000/- during the months of October &

November.

Validity of this coupons is one year

This coupon is accepted at major outlets in city.

FBT Tax – 16.67% is charged.

CONVEYANCE ALLOWANCE

If the employee is not using company’s car then and only then he can claim this option.

To getting the exemption bills are not required.

Conveyance allowance is up to Rs. 800/- per month.

FOOD COUPONS

The Company gives SODEXO passes in term of Food Coupons.

Food coupons are provided on monthly basis of Rs. 1300.

A sum of Rs. 15600 per annum will be exempted from the income tax.

MEDICAL ALLOWANCE

The employee gets an exemption of Rs. 15000 p.a.

But to get exemption the employee must submit original bills.

HOUSE RENT ALLOWANCE

Maximum 40% of basic salary can be calculated as HRA.

But if employee owns the house in another state then he/she can ask for HRA and also opt for

Company Leased House.

SUPERANNUATION

13-15% of basic salary is transferred to trust.

It can be given to employee only after the completion of 5 years with the company.

The money is collected by a trust.

To withdraw the money the employee has two options, either he can take the money monthly

or he can take the money after 5years.

SPECIAL PERSONAL ALLOWANCE

Any amount which exceeds the limits of each allowance can be transferred under this head.

SPA is fully taxable as per income tax rules.

LEAVES

There are four types of leaves available with the employees.

PAID LEAVE

CASUAL LEAVE

SICK LEAVE

OPTIONAL LEAVE

Additional Information:

No leaves can be clubbed with another leave.

Minimum 90 days leave should be in balance for the encashment of leaves.

PAID LEAVE

There are 30 days PL available with the employee after the conformation.

The PL is available after 180 days from the date of joining.

The employee can take only 3-5 PL at a single time

CASUAL LEAVE

There are 5 days CL available to an employee from the date of joining.

The employee can take 1-3 days CL at a time.

SICK LEAVE

There are 10 days SL available to an employee from the date of joining.

The employee has to submit doctor’s certificate if the leave extends to 2 days.

OPTIONAL LEAVE

There are 3 days OL available to an employee from the date of conformation.

JOINING FACILITATION

Joining Day is the day when an employee recruited on the payrolls of the company. The HR Rep.

should be in constant touch with the candidates till the date of joining. Collect the information from

the candidate regarding the date and mode of arrival to the location of joining. Arrange for pick-up of

the joinee & family from the station/airport and take them to the hotel as per the requirement. If pick-

up arrangement can’t be arranged then give complete address/directions to the hotel & the office to

joinee. HR Rep. should give a brief introduction to the new joinee on the following:

Geography of the Location/City/Town.

Organization Structure.

Status of the Project/Operations of the circle.

Role of the employee.

RESIDENTIAL & MOBILE TELEPHONE

Residential & Cellular Phone are allotted to employee based on the role and responsibility level and

should not be treated as Perquisite. The Residential & Cellular Phone provided by the company will

be on the name of company.

Circle / Business Entity Head can take any of the following decisions with respect to Residential

Telephone Connection:

Obtain the telephone connection on priority basis by paying higher amounts.

Provision of STD / ISD Facility.

Reimburse only Telephone Rental expenses.

Reimburse the Local Call Expenses.

Reimburse expenses related to only official calls.

Reimburse all expenses including Long Distance Calls.

ALLOTMENT OF DESKTOP PC / LAPTOP

All full time permanent employees who will be available at their office desk for more than 80% of

the working hours on daily basis will be provided with a desktop PC on their workstation.

The circle/Business Entity head can take decision to allotment of Lap Top in lieu of desktop PC

based on the role of the employee.

INDUCTION

Induction is also called orientation, which is designed to provide a new employee with the

information he or she needs to function comfortably and effectively in the organization.

RESEARCH METHODOLOGY

The methodology followed for conducting the study includes the specification of research design,

sample design, questionnaire design, data collection and statistical tools used for analyzing the

collected data.

i) Research Design: The research design used for this study is of the descriptive type.

Descriptive research studies are those studies which are concerned with describing the characteristics

of a particular individual or a group.

ii) Sample Size: All the items consideration in any field of inquiry constitutes a universe of

population. In this research only a few items can be selected form the population for our study

purpose. The items selected constitute what is technically called a sample. Here out sample size is 20

employees from the total population in the delivery peoples. The samples are selected on the basis of

convenient.

iii) Data Collection: The primary data was collected by using questionnaires. The questionnaire

has 68 questions. A liker scale (five point scale) was used such as strongly disagree, disagree,

neutral, agree and strongly agree.

iv) Questionnaire Schedule: Questions are framed in such a way that the answers reflect the

ideas and thoughts of the respondents with regard to level of satisfaction of various factors of job

satisfaction. The questionnaire has total 68 questions. The liker scaling techniques has been used for

each question in the interview schedule.

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

v) Tools of Analysis:

v.a) Simple Percentage Analysis:

Here the simple percentage analysis is used for calculating the percentage of satisfaction level

in the total respondents.

vi) Areas of Study

The area of the study is CADBURY INDIA LIMITED, Branch office Gurgaon.

vii) Limitations of Study

i) The sample was confined to 20 respondents. So this study cannot be regarded as “full -proof”

one.

ii) Some respondents hesitated to give the actual situation; they were no more a part of the

organization.

iii) There was a hesitation of reprisal among the employees to reveal their personal feelings and

the result may not reflect the actual satisfactions.

iv) The findings and conclusions are based on knowledge and experience of the respondents

sometime may subject to bias.

As such the research study was being done in the year June 2011, with required data analysis and interpretation, the data needs to be updated at times when it comes to have further usage of this research study report.

DATA PRESENTATION WITH SIMPLE PERCENTAGE TABLE

SIMPLE PERCENTAGE TABLE – 1

GENDER

There is as yet no consistent evidence as to whether women are more satisfied with their job than

men, holding such factors as job and occupational level constant. In order to know the ratio of gender

among employees of CADBURY INDIA LIMITED and the difference in their level of satisfaction,

the respondents were asked about their gender.

Gender of the employee

Gender Frequency Percentage

Male 20 100

Female 00 00

Total 20 100

Male; 20

INTERPRETATION:

The above table indicates that

100% of the left employees who left CADBURY INDIA LIMITED were male.

No female employee left the company


MARITAL STATUS

The marital status may influence the job satisfaction as a personal factor. Because the married people

has some unavoidable responsibility.

Marital status of the employees

Marital Status Frequency Percentage

Married 18 90.00

Unmarried 2 10.00

Total 20 100

Married; 18

Unmarried; 2

INTERPRETATION:


90.00% of the left employees were married.

10.00% of the left employees were unmarried.


AGE

Age is an important factor that has an influence of job satisfaction. Hence according to age levels the

respondents are classified into three categories.

Age of the employees

Age Frequency Percentage

Less than or equal to 25 yrs 01 5.00

26-50 19 95.00

Total 20 100

>= 25 years; 1

26-50 years; 19

INTERPRETATION:


Majority of the respondents i.e. 95% were in 26 to 50 years age group.

5.00% of the respondents were below 26 years age group.


QUALIFICATION

Qualification of the respondents may affect the perception of job satisfaction. Highly educated may

expect much better work life than others. According to educational qualification the respondents are

classified into four categories as under.

Qualification of the employees

Qualification Frequency Percentage

Graduate 05 25.00

Post Graduate 15 75.00

Total 20 100

Graduate; 5

Post Graduate; 15

INTERPRETATION:

The above table reveals that

Majority of the respondents i.e. 75.00% were post graduate.

25.00% of the respondents were graduate


EXPERIENCE

The experience of the employees in their job is another factor affecting the perception on job

satisfaction. Highly experienced may expect better working conditions and having less experienced

satisfy with the existing one. The respondents are classified into three categories according to their

level of experience as under:

Experience of the employees

Experience Frequency Percentage

Less than or equal to 5 yrs 10 50.00

6-10yrs 09 45.00

More than or equal to 11 yrs 01 05.00

Total 20 100

>=5 years; 106-10 years; 9

<= years; 1

INTERPRETATION:

The above table shows that

50.00% were having less than or equal to 05 years of experience in CADBURY INDIA

LIMITED.

45.00% of the respondents had 6 – 10 years of experience.

05.00% of the respondents had more than 10 years of experience.


MONTHLY SALARY

Man work to earn every employee in the organization will expect adequate pay to be paid for the job

done by him. The reasonable pay for each job which is performed in the organization. This scale of

pay may help for the job satisfaction to a greater extent.

Monthly Salary of the employees

Monthly Salary Frequency Percentage

Less than or equal to Rs 15000 00 00.00

Rs. 15001 – 25000 02 10.00

More than or equal to Rs. 35001 18 90.00

Total 20 100

Rs. 15001-25000; 2

<= Rs. 35001; 18

INTERPRETATION:


Majority of the left employees i.e. 90.00% had their monthly salary above Rs.35001.

10% of the left employees had their monthly salary between Rs.15001 – Rs.25500


Table showing employee’s opinion about the nature of their work.

Your work is very challenging one

Description Frequency Percentage

Strongly agree 15 75.00

Agree 03 15.00

Neutral 02 10.00

Disagree 00 0

Strongly disagree 00 00

Total 200 100

Employee's opinion 15 3 2 00

Nature of workStrongly agree Agree NeutralDisagree Strongly Disagree

INTERPRETATION:


75.00% of the left employees strongly agreed that their work is very challenging one.

15% of the left employees agreed that their work was challenging one.

10.00% of the left employees are neutral about the fact that their work was challenging one.


Table showing opinion of employees regarding their work load.

I feel I have too much work to do



Agree 08 40.00

Neutral 03 15.00

Disagree 00 00.00

Strongly disagree 00 00.00

Total 20 100


Work LoadStrongly agree agree neutraldisagree strongly disagree

INTERPRETATION:


45.00% of the left employees were strongly agreed that they have too much work to do.

40.00% of the left employees were agreed that they have too much work to do.

15.00% of the employees were neutral about the fact that they have too much work to do.

0% of the left employees were strongly disagreed that they have too much work to do


Table showing opinion of employees regarding working hours.

Working hours are convenient for me I’m happy with my work place



Agree 04 20.00

Neutral 00 00.00

Disagree 00 00.00

Strongly disagree 00 00.00

Total 20 100

Employee's opinion 16 4 000

Working HoursStrongly agree Agree NeutralDisagree Strongly Disagree

INTERPRETATION:


Majority of the left employees i.e. 80.00% were strongly agreed that their working

hours are convenient.

20.00% of the left employees were agreed that their working hours are convenient.

00.00% of the left employees were neutral about the fact that their working hours are

convenient.

0% of the left employees were disagreed that their working hours are convenient.

0% of the left employees were strongly disagreed that their working hours are convenient.


Table showing opinion of the employees about management and employees relationship.

Management builds and maintains work relationship

Description Frequency PercentageStrongly agree 19 95.00Agree 00 00.00Neutral 00 00.00Disagree 01 05.00Strongly disagree 0 00.00Total 20 100


mgmt. & employee relationshipStrongly Agree Agree NeutralDisagree Strongly Disagree

INTERPRETATION:


Majority of the left employees i.e. 95.00% were strongly agreed that management builds

and maintains work relationship.

5% of the left employees were disagreed about the fact that management builds and

maintains work relationship.

0% of the left employees was strongly disagreed that management builds and maintains

work relationship.


Table showing opinion of the employee that they are provided with sufficient allowances.

I’m satisfied with allowances provided by the organization

Description Frequency PercentageStrongly agree 13 65.00Agree 04 20.00Neutral 03 15.00Disagree 00 00.00Strongly disagree 00 00.00Total 20 100

employee's opinion 13 4 3 00

Sufficient allowancesStronly Agree Agree NeutralDisagree Strongly Disagree

INTERPRETATION:


65% of the left employees were strongly agreed that they are satisfied with the

allowances provided to them.

20% of the left employees were agreed that they are satisfied with the allowances provided

to them.

15% of the left employees were neutral about the fact that they are satisfied with the

allowances provided to them.


Table showing opinion of the employees regarding the opportunities to use their ability.

I have adequate opportunity to use my abilityDescription Frequency PercentageStrongly agree 06 30.00Agree 06 30.00Neutral 08 40.00Disagree 00 00.00Strongly disagree 00 00.00Total 20 100


Usage of their abilityStrongly Agree Agree NeutralDisagree Strongly Disagree

INTERPRETATION:


30.00% of the left employees were strongly agreed that they have adequate opportunity to

use their ability.

30% of the left employees were agreed that they have adequate opportunity to use their

ability.

40% of the left employees were neutral about the fact that they have adequate

opportunity to use their ability.

0% of the employees are strongly disagreed that they have adequate opportunity to use their

ability.


Table showing opinion of the employees about their overall satisfaction level in the company.

Overall, I’m satisfied with my jobDescription Frequency PercentageStrongly agree 17 85.00Agree 02 10.00Neutral 01 05.00Disagree 00 0Strongly disagree 00 0Total 20 100


Overall satisfaction levelStronly agree agree neutraldisagree strongly disagree

INTERPRETATION:


85% of the left employees were strongly agreed that they are overall satisfied with their

job in CADBURY INDIA LIMITED.

10.00% of the left employees were agreed that they are overall satisfied with their job in

CADBURY INDIA LIMITED.

0% of the employees are strongly disagree that they are overall satisfied with their job in

CADBURY INDIA LIMITED

From table 7 to table 13

Nature of work

Work Load

Working hours

mgmt & employee relationship

Sufficient allowance

Using their ability

Overall satisfaction level

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

15

9

16

19

13

6

17

3

8

4

0

4

6

2

2

3

0

0

3

8

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

Strongly agree Agree NeutralDisagree Strongly disagree

SUMMARY OF FINDINGS

A.i) Findings from Simple Percentage Analysis and Descriptive Statistics

1) The number of male employees that left the company is 100%

2) The percentage of the left employees who were married in the company was more i.e.

90.00% than the unmarried one.

3) Majority of the left employees belongs to the age group of 26years-50years.

4) The data regarding the qualification of the employees’ shows that majority of the left

employees have done post graduation level i.e. 75.00%, which is followed by graduates with

25.00%

5) Majority of left employees i.e. 50% had less than 5 yrs of experience followed by employees

45% having more than 5 yrs but less than 11 yrs and than by employees 5% having more than

10 yrs.

6) Data collected to know the monthly salary of the employees depict that majority of the

employee got monthly salary more than or equal to Rs. 55001 with 90.00%.

7) The respondents were satisfied with the environment and nature of work environment and

nature of work.

8) Job factors such as opportunities, quality of work life and overall satisfaction of employee

with regard to job was also excellent.

9) The left employees were satisfied that the company’s management were having very good

relationship with the employees.

10) There was no communication gap between the employees and management of the company

and employees if given the second chance to work again were ready to join.

11) According to them CADBURY INDIA LIMITED is among the finest and best FMCG

company to work with because they had the best working system and rules.

B) SUGGESTION

Employee recognition can be as simple or as extravagant as one desire. The following is a short list

of simple ways to recognize team members for a job well done and improve retention in your

organization

A better exit interview form and procedure can be drafted so that employees get a chance to

talk with the management about the reasons why they are leaving.

A simple "thank you" or "nice job" given in regular frequency can significantly boost team

morale. Often times a team member will greatly appreciate the time you spent to find him at

his desk and deliver the message in person.

Send a thank you card or e-card. Also photocopy the thank you and document the reason for

the recognition in the employee's file. Let the employee know you did this - it will let her

know that her hard work will not be forgotten.

Movie tickets, gift certificates, or an engraved gift are excellent rewards for an employee who

has excelled or put in the extra effort to make a project happen.

Recognize the team member's contribution in front of members of management. This can

reduce the tendency for employees to feel that their supervisors take all the credit for their

hard work.

Recognize loyalty and exceeding expectations. Mention the team member's hire anniversary,

large contract won, or surpassing of a sales goal in the company newsletter or at a staff

meeting.

“MY DAY”- Every week the employee can have one “my day”, i.e. for one day a week they

can have their own time away from work after 1.30 pm.

Annual Day – A day in a year can be dedicated as a annual day where we will be celebrating

the overall success and achievements of the company and every employee can be given a gift

voucher, Lunch at some good hotel and a fun tour.

Annually we can have interdepartmental matches like Cricket Matches, Volleyball Matches

etc to improve team building and feeling of belongingness.

Departmental Lunch: Every month one dept can have lunch together. Each and every

member of the Dept eats and drinks together which helps in improving the team spirit and the

feeling of belongingness in the dept

Employee of the month- AWARD their names are declared on the Notice board which

encourages others also to work better.

We can have ask company to issue a monthly or quarterly or half yearly magazine which can

have all the details of the achievements of the company and employees creative skills can be

given a chance.

Emphasis can be given on HIGHER EDUCATION and also on carrier development

programs which can be done on annually basis for which company can pay.

A bond can be signed by the employees who are going for higher education or development

skills whose fee is borne by the company.

Structured career planning process can developed so that employees keep their interest in the

organization only.

Early responsibilities in career can be given to the employees so that they remain engage and

dedicated towards the company

More Flexible and transparent organizational culture should be developed.

More Freedom to operate at work should be given and more powers can be delegated so as to

make work more challenging.

Organization should believe in “Growing our own timber” and promotions and vacant

position should be done internally or preference can be given to existing employees.

Innovative people program which means employees should be given a chance to innovate

new marketing sales financial etc programmes system or structure.

Challenging work assignments should be provided and assigned to the employees which can

be a dummy or pilot project or may be a crisis situation

Regional level marketing competition can be organized to encourage and display there

creative and innovative skills.

C) CONCLUSION

It is not about managing retention. It is about managing people. If an organization manages people

well, employee retention will take care of itself. Organizations should focus on managing the work

environment to make better use of the available human assets. People want to work for an

organization which provides

Appreciation for the work done

Ample opportunities to grow

A friendly and cooperative environment

A feeling that the organization is second home to the employee

Organization environment includes

Culture

Values

Company reputation

Quality of people in the organization

Employee development and career growth

Risk taking

Leading technologies

Trust

Types of environment the employee needs in an organization

Learning environment: It includes continuous learning and improvement of the individual,

certifications and provision for higher studies, etc.

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

Work life balance includes:

Flexible hours

Telecommuting

Dependent care

Alternate work schedules

Vacations

Wellness

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

work, involvement in decision-making, clarity of work and responsibilities and

recognition. Lack or absence of such environment pushes employees to look for new

opportunities. The environment should be such that the employee feels connected to the

organization in every respect. Growth and Career Growth and development are the integral

part of every individual’s career. If an employee can not foresee his path of career

development in his current organization, there are chances that he’ll leave the organization as

soon as he gets an opportunity. The important factors in employee growth that an employee

looks for himself are:

Work profile: The work profile on which the employee is working should be in sync with

his capabilities. The profile should not be too low or too high.

Personal growth and dreams: Employees responsibilities in the organization should help

him achieve his personal goals also. Organizations cannot keep aside the individual goals of

employees and foster organizations goals. Employees’ priority is to work for themselves and

later on comes the organization. If he’s not satisfied with his growth, he’ll not be able to

contribute in organization growth.

Training and development: Employees should be trained and given chance to improve and

enhance their skills. Many employers fear that if the employees are well rained, they’ll leave

the organization for better jobs. Organization should not limit the resources on which

organization’s success depends. These trainings can be given to improve many skills like:

Communications skills

Technical skills

In-house processes and procedures improvement related skills or customer

satisfaction related skills special project related skills

Need for such trainings can be recognized from individual performance reviews, individual

meetings, employee satisfaction surveys and by being in constant touch with the employees.

Importance of Relationship in Employee Retention Program

Sometimes the relationship with the management and the peers becomes the reason for an employee

to leave the organization. The management is sometimes not able to provide an employee a

supportive work culture and environment in terms of personal or professional relationships. There

are times when an employee starts feeling bitterness towards the management or peers.

This bitterness could be due to many reasons. This decreases employee’s interest and he becomes

demotivated. It leads to less satisfaction and eventually attrition. A supportive work culture helps

grow employee professionally and boosts employee satisfaction. To enhance good professional

relationships at work, the management should keep the following points in mind.

Respect for the individual: Respect for the individual is the most in the organization.

Relationship with the immediate manager: A manger plays the role of a mentor and a

coach. He designs and plans work for each employee. It is his duty to involve the employee

in the processes of the organization. So an organization should hire managers who can make

and maintain good relations with their subordinates.

Relationship with colleagues: Promote team work, not only among teams but in different

departments as well. This will induce competition as well as improve the Relationship among

colleagues.

Recruit whole heartedly: An employee should be recruited if there is a proper place and

duties for him to perform. Otherwise he’ll feel useless and will be dissatisfied.

Employees should know what the organization expects from them and what their expectation from

the organization is. Deliver what is promised. Promote an employee based culture: The employee

should know that the organization is there to support him at the time of need. Show them that the

organization cares and he’ll show the same for the organization. An employee based culture may

include decision making authority, availability of resources, open door policy, etc.

Individual development: Taking proper care of employees includes acknowledgement to the

employee’s dreams and personal goals. Create opportunities for their career growth by

providing mentorship programs, certifications, educational courses, etc.

Induce loyalty: Organizations should be loyal as well as they should promote loyalty in the

employees too. Try to make the current employees stay instead of recruiting new ones.

Support Lack of support from management can sometimes serve as a reason for employee retention.

Supervisor should support his subordinates in a way so that each one of them is a success.

Management should try to focus on its employees and support them not only in their difficult times

at work but also through the times of personal crisis. Management can support employees by

providing them recognition and appreciation. Employers can also provide valuable feedback to

employees and make them feel valued to the organization.

The feedback from supervisor helps the employee to feel more responsible, Confident and

empowered. Top management can also support its employees in their personal crisis by providing

personal loans during emergencies, childcare services, employee assistance Programs, counselling

services, etc

Employers can also support their employees by creating an environment of trust and inculcating the

organizational values into employees. Thus employers can support their employees in a number of

ways as follows:

By providing feedback

By giving recognition and rewards

By counselling them

By providing emotional support

In general these practices can be categorized in 3 levels:

Low,

medium and

High level.

Low Level Employee Retention Strategies:

Appreciating and recognizing a well done job·

Personalized well done and thank-you cards from supervisors·

Congratulations e-cards or cards sent to spouses/families·

Voicemails or messages from top management

Periodic days off for good performance·

Rewards ( gift, certificates, monetary and non monetary rewards)·

Recognizing professional as well as personal significant events·

Wedding gifts

Anniversary gifts

New born baby gifts

Scholarships for employee’s children

Get well cards/flowers

Birthday cards, celebrations and gifts

Providing benefits·

Home insurance plans

Legal insurance

Travel insurance

Disability programs

Providing perks: It includes coupons, discounts, rebates, etc·

Discounts in cinema halls, museums, restaurants, etc.

Retail store discounts

Computer peripherals purchase discounts

Assistance with tax calculations and submission of forms

Financial planning assistance

Celebrate birthdays, anniversaries, retirements, promotions, etc

Holiday parties and holiday gift certificates

Employee support in tough time or personal crisis·

Personal loans for emergencies

Childcare and eldercare services

Employee Assistance Programs ( Counselling sessions etc)

Emergency childcare services

Medium Level Strategies for Employee Retention

Appreciating and recognizing a well done job

Special bonus for successfully completing firm-sponsored certifications

Benefit programs for family support

Child adoption benefits

Flexible benefits

Dependents care assistance

Medical care reimbursement

Providing conveniences at workplace·

Gymnasiums·

Athletic membership program·

Providing training and development and personal growth opportunities·

Sabbatical programs

Professional skills development

Individualized career guidance

High Level Strategies

Promoting Work/Life Effectiveness·

Develop flexible schedules·

Part-time schedules·

Extended leaves of absence·

Develop Support Services·

On-site day care facility etc.

Feedback

Feedback acts as a channel of communication between the employee and his manager. The amount

of information employees receive about how well or how poorly they have performed is what we call

feedback. It is a dialog between a manager and an employee which acts as a way of sharing

information about the performance. It suggests where the employee performance is effective and

where performance has to improve. Managers can provide either positive feedback or negative

feedback to employees. This feedback helps the employee assess his performance and identify the

improvement areas. Positive feedback communicates managerial satisfaction. Positive recognition

for good performance boosts up morale of employees and results in performance improvement to a

higher productivity level. It is believed that positive feedback is the only type of feedback that

generates performance above the minimum acceptable level. Negative feedback obviously

communicates manager’s dissatisfaction. However, negative feedback sometimes make employee to

put more efforts to improve his performance. But such times are very rare. Moreover this

improvement is short term. Some managers do not provide any kind of feedback to their employees.

Due to no feedback, employees may assume that they are performing productively or they may feel

that the manager is satisfied with their performance. Studies reveal the performance tends be same or

even decreases if no feedback is provided. Thus, feedback is necessary because:

It builds trust and enhances communication between manager and employee.

It gives managers and employees a way to identify and discuss skills and strengths.

Positive feedback leads to employee retention and Retention.

It helps in identifying performance areas that need improvement and specific ways to

improve them. It acts as an opportunity to enhance performance by identifying

resources for skill development. It is an opportunity for managers and employees to

assess and identify career and advancement opportunities. It helps employees to

understand the effectiveness of their performance and contributes to their overall

knowledge about the work Managers have tendency to ignore good performances of

their employees. Providing no feedback may demotivate employees and may lead to

employee absenteeism. Input from manager’s side is necessary as it help employees to

improve their performance and increase productivity.

Communication Between Employee and Employer

Communication is a process in which a message is conveyed to the receiver by the sender. The

message may be or may not be in a common format or language that both the sender and receiver

understand. So there is a need to encode and decode the message in the process. Encoding and

decoding also helps in the security of the message. The process of communication is incomplete

without the feedback. Communication is the solution to almost everything in this world. Same

applies to employee retention also.

Straight-from-the-shoulder communication is what the employees need from their employers.

Employees look for organizations where communication and process are transparent. Nothing is

hidden and shared with the employees.

There are 3 categories of employees:

A: Who will leave their current employer in 3 years of their employment

B: Who have a probability of leaving their current employer in next 3 years

C: Who will stay with their current employer in the next 3 years

Category A: These are the employees who lack communication with their

Employers.

Category C: These are the employees who have proper, well structured communication with their

employers. Communication is also the way to win the employees trust in the organization.

Employees trust the employers who are friendly and open to them. This trust leads to employee

loyalty and finally retention.

Employers also feel that the immediate supervisors are the most authenticated and trusted source of

information for them. So the organizations should hire managers who are active communicators.

Communication mediums

Open door policy: Organizations should support open door policies so that the Employees feel

comfortable and are able to express their doubts and feeling to their employers. Frequent meetings

and Social gatherings Emails, Newsletters, Intranet and many more. So there should be effective

communication across the organization and this communication should be two-way. Communication

alone can lead to unimaginable heights of employee retention.

It was a wonderful experience for me to be a part of CADBURY INDIA LIMITED for around two

month and working on a research project for the company was a tremendously excellent experience

that made me learn various aspects of an organization, areas of concern for an organization, art of not

just surviving but proving its potential and extra caliber at time to time in the Indian corporate sector.

I hope the organization will be benefited from this survey and with the help of the suggestions

given the organization can improve its working further more and the overall satisfaction level in the

organization might increase up to the excellent level.

The employees of the company are highly satisfied. The study on employee’s exit at CADBURY

INDIA LIMIED is cased out with full co-operation of the employees and management. As far as

possible with in the given limits the study is completed with the satisfaction of many peoples. The

data collected are analyzed scientifically and the results obtained are free to nearly 80%. It is assured

that the company may get high boosted moral in the organization provided some of the suggestions

made in the report are carried out.

The suggestion to set up a training department and more developed Hr department will definitely

reduce the number of exit.

Further from this survey I hope the organization will be benefited and with the help of the

suggestions given the organization can improve its functioning and the overall satisfaction level in

the organization and its performance will increase.

Overall I will rate CADBURY INDIA LIMITED in “A” category companies. CADBURY

INDIA LIMITED through its highly ethical values not only climbing the ladder of growth year

by year but also fulfilling its responsibilities towards its employees and society.

Questionnaire

“A study on employee exitIn CADBURY INDIA LIMITED ”

The purpose of collecting such information is to know the level of satisfaction among the employees of CADBURY INDIA LIMITED. Further it will also help to know the various job related and personal factors and their extent to which they affect the satisfaction level of employees, so that meaningful conclusions and suggestions could be made in order to make the human resource policies and practices of the company more effective and efficient.

Dear respondents,Your Co-operation in the context shall go a long way helping me to draw conclusive

inferences for which I shall be grateful.

Note: Following are the questions that are to be duly filled up by the candidate. It is being strongly assured that secrecy shall be maintained at all the levels of this research and the identity of respondent will not be revealed. It is simply a part of research project which is to be submitted to Institute of Professional Education and Research, Bhopal in the partial fulfillment of the requirements for the award of Masters in Business Administration (HRM).

Name of the employee : __________________________________

Employee code : __________________________________

Designation : __________________________________

Name of the department : __________________________________

Part – A (General Information) Please tick ( ) at the appropriate place.

1. Gender : Male Female

2. Marital status : Married Single

3. Age. 4. Educational qualification.:

5. Your experience in CIL. 6. Monthly salary.

25 years26-50 years

50 years

School level

Graduate

Post Graduate

Rs. 10000Rs. 10001-Rs. 25000

Rs. 25001

5 years6-10 years

11 years

Please indicate your level of agreement in connection with the following factors: 1= Strongly Agree, 2= Agree, 3= Neutral, 4= Disagree, 5=Strongly Disagree

Part – B (Work Environment And Nature Of Work)S. No. Particulars 1 2 3 4 5 7. Your work is very challenging one 8. I feel I have too much work to do 9. Working hours are convenient for me I’m happy with my

work place

10. Management builds and maintains work relationship 11. I am mentally and/or physically exhausted at the end of a day

at work

Part – C (Relationship With Seniors And Colleagues)S. No. Particulars 1 2 3 4 5

12. I have proper superiors assistance

13. My boss considers my ideas too while making decision

14. I am appreciated for my performances

15. My boss is not partial

16. My Participation is welcomed

17. I can easily approach my superiors

18. Superiors are competent enough to guide

19. The colleagues of the organization are friendly

20. The colleagues are helpful in nature

21. All the workers share their Know-how

Part – D (Communication And Motivation)S. No. Particulars 1 2 3 4 5

22.

I feel that my Boss motivate me to achieve the organization goal

23.My supervisor motivates me to increase my efficiency at times when I’m not productive

24. Communication seems good within this organization

25. Work assignments are explained clearly to me

Part – E (Training Program And Performance Appraisal System) S. No. Particulars 1 2 3 4 5 26. I am satisfied with the training programs provided to us 27. Training is given whenever needed 28. Training provided is useful 29. The training increases the performance

30.I am satisfied with organization's techniques for evaluating my performance

31.The appraisal policy of the organization improves the performance

32.Performance appraisal of the employee is not effected by personal biasness

Part – F (Pay And Promotion)S. No. Particulars 1 2 3 4 5 33. I feel I’m being paid a fair amount for my work 34. I am provided with commensurate salary 35. Our wages are at par with the wages in the industry 36. I’m satisfied with allowances provided by the organization

37. I am satisfied with promotion policies of the organization 38. I am rewarded for the innovative ideas 39. I am rewarded for my performance

Part – G (Welfare Facility)S. No. Particulars 1 2 3 4 5 40. The organization has adequate transport facility 41. The organization has adequate medical facilities 42. I am provided by benefits for the family 43 I’m satisfied with the refreshment facilities 44. We are provided with the rest and lunch room and they are

good enough

45. Parking facilities provided for our vehicles are satisfactory 46. I’m satisfied with the first aid facilities 47. I’m satisfied with the Loan facilities and other personal

welfare benefits offered by company

Part – H (Job Security)S. No. Particulars 1 2 3 4 5

48. My organization provides me job security

49. My job security is based on my performance

50. The job security is based on workers welfare principle

Part – I (Management Style And Grievance Handling) S. No. Particulars

1 2 3 4 5

51.Workers are given due recognition in the management decisions

52.I am satisfied with the decision making standards and plans of the organization

53. Opinion given is due importance in decision making and for any change in respective department

54. The grievance handling procedure is effective 55. I am able to freely communicate my grievance

Part – J (Quality Policy)S. No. Particulars 1 2 3 4 5

56. I am aware of the quality standards of the organization

57. I am satisfied with the ISO/QS Certificate of the company

58. I am adaptable to the changes due to ISO/QS certification

59. I am happy and acceptable to the changes

Part – K (Job Factors)S. No. Particulars 1 2 3 4 5

60. I love my job and to work in this organization

61. My work life is meaningful

62.

I consider that my work is valuable in attaining organizational goals

63. I have adequate opportunity to use my ability

64. Overall, I’m satisfied with my job

Any Suggestion:

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_____________________________________________________________________

Date: ____________________ Signature: ____________________

Thanks for your valuable time and response.

DECLARATION

I ROHAN SAXENA declare that this project report titled “STUDY ON

EMPLOYEES RETENTION IN CADBURY” is an original work done by me under

the guidance of Mrs. SONALI SOBTI(H.R. Branch manager East & North). I

further declare that it is my original work as a part of my academic course.

PLACE: Bhopal ROHAN SAXENA

DATE:

a project report on summer training

Documents

project report

project work

word project

project guide

layout of project

employee job satisfaction

employee satisfaction

theoretical knowledge