Summer Training Project Report On Yes Bank
Summer Training Project Report On Yes Bank
ON
SESSION 2016-2019
The present work is an effort to throw some light on “Attitude And Satisfaction of
Employees a Case Study of Yes Bank”. The work would not have been possible to
come to the present shape without the able guidance, supervision and help to me by
number of people.
With deep sense of gratitude I acknowledge the encouragement and guidance received
by Prof. Sumanta Sharma Associate Dean - IIPM, New Delhi. I also convey my
INTRODUCTION
INTRODUCTION
Many companies face the challenge of employee dissatisfaction, and incur heavy
losses. The employers provide several attractive packages in order to retain the
employee. Reasons for employee turnover constitute several controllable and non-
controllable factors.
better prospects for growth in all sectors. However, economic prosperity also means
increased job-hopping among the job seekers. Opportunities abound everywhere with
increasing competition for talent among companies. Frequent job changes are no
longer a stigma, but they are becoming norm. The issue of employee turnover is so
pronounced in today’s world, that even in Japan, where life-time employment and
high employee loyalty are the norms, workers are becoming increasingly mobile.
Even survival will become questionable, if the company witnesses higher turnover
among the top performer. With the increasing mobility among the workers, “employee
domination and autocracy are likely to have dissatisfied employees no matter how
good the incentives to stay may be Or, at the very least, the tenure of their employees
small changes in compensation may lead to numerous departures. There are however
other aspects of the work environment or particular jobs that can act as strong ‘de-
the employee satisfaction equation, it is important to note that the current scenario
sees only one potential area for employee satisfaction, and not always in and of them,
employee participation, workplace wellness, work-life balance and other topics has
Setting aside list of employee satisfaction policies and programs, it is clear that there
satisfactory work environment for employees and thus, in turn, to good retention.
These features
A stimulating work environment that makes effective use of people’s skills and
knowledge, allows them a degree of autonomy on the job, provides an avenue for
them to contribute ideas, and allows them to see how their own contribution influence
in job responsibilities.
business concerns.
Recognition on the part of the employer that employees need to strike a good
among the employers to attract the best talents to enhance their competitive positions
in the market.
Becoming an employer of choice and using employer branding attract and retain the
words, not just particular programs but rather how such programs fall into a
company’s overall values, how it communicates with its employees about those
values, and how employees perceive their own role within the company and the value
Because workplace culture depends a lot on how individual perceptions and feelings
hold together, it can of course be difficult to say exactly what decisively makes up a
of commitment, he writes:
Reward system and management styles to support the mission and strategy.
Nevertheless, the literature strongly supports the notion that people stay with their
clear that people are more likely to stay if the perceived workplace culture—however
this is communicated—is a good “fit” with the individual’s own interests, orientation
opportunities, and other incentives are important in attracting people and keeping
them happy, their decision to stay with the company depends vitally on how well they
fit in to the company’s way of doing business, how it treats employees, what it
expects of them, and how people relate to one another in the workplace.
This is concerned with the relationship between dimension of work satisfaction and
supported by the fact that motivator factors are more often responded to as satisfiers
than dissatisfier and hygiene factors more often responded to as dissatisfiers than
satisfiers does not necessarily imply the uni-dimentionality of the motivator and
promise to radically alter the way companies relate to their employees. Hiring and
retaining good employees have become the chief concerns of nearly every company in
every industry. Companies that understand what their employees want and need in the
workplace and make a strategic decision to proactively fulfill those needs will become
The fierce competition for qualified workers results from a number of workplace
trends, including:
A robust economy
Corporate cocooning
Baby boomers striking out on their own after hitting corporate ceilings
Life balance
Concurrent with these trends, the emerging work force is developing very different
attitudes about their role the workplace. Today's employees place a high priority on
the following:
Family orientation
Sense of community
Volunteerism
Autonomy
job churning. Smart employers make it a strategic initiative to understand what their
Foundation stones of companies which attract, retain and motivate high performing
employee is a positive and valuing attitude toward them. In this era of monster
mergers and mega corporations, it is all to easy for top management to see employees
as expendable resources to be hired and fired at will according to the current short-
term business plan. So the employer attitude is the foundation of employee retention.
One can improve your employee retention by being more sensitive to why people
commitment of its Founder, Rana Kapoor and his highly competent top management
team, to establish a high quality, customer centric, service driven, private Indian Bank
catering to “Emerging India”. YES BANK is the only Greenfield license awarded by
the RBI in the last 12 years, associated with the finest pedigree investors.
YES BANK has adopted international best practices, the highest standards of service
quality and operational excellence, and offers comprehensive banking and financial
solutions to all its valued customers. A key strength and differentiating feature of YES
It is this commitment that has earned us the distinction of being ranked India’s No. 3
Bank in a recent survey of listed banks in India, by Business world. The same survey
also ranked YES BANK No. 1 in Safety, Efficiency & Growth. YES BANK was
recently ranked No. 2 amongst New Private Sector Banks, in the Financial Express
survey of India’s Best Banks for 2007, while being ranked No. 1 in Growth.
Today, YES BANK is present across all major cities in India and offers a
and transactional banking, retail and private banking business lines across the
Yes Investors
Rabobank (Nederland)
Owned by approximately 288 local banks which provide financial services and
products to the Dutch retail and business markets that, together with Rabobank
In its Dutch home market, the Rabobank Group has approximately 1.5 million
members, nine million business and private customers and is the market leader in
Responsible for establishing the Netherlands as a global role model in the Food &
Agribusiness businesses
Consistently awarded a AAA credit rating by both the leading rating agencies,
The Bank's stability is further evidenced by its being named among the Top 5
World's Safest Banks by Global Finance magazine for three consecutive years, in
the other prominent investments in India include i-flex limited, Progeon Limited
Limited.
combined with strategic expertise to enhance margins and free up capital for
Presently has approximately $450 million under management, with investors that
Singapore, CEOs of multinational firms and partners of several top-tier global private
equity firms
The firm targets investment sectors encompassing Outsourcing services, Business and
VantEdge, IVRCL, MphasiS BFL, New Path Ventures and Tech Team.
AIF Capital
5.56 % ownership stake at a 40% premium in YES BANK
Over US$1 billion under management and provides growth capital for expansion,
Oversees a broad based portfolio of investments in sectors ranging from supply chain
AIF Capital’s associates include Frank Russell Company, and investors in its funds
include major corporate and government pension and investment funds, insurance
companies and financial institutions from North America (51%), Australia (17%),
Asia and the Middle East (17%) and Europe (8%), as well as multilateral agencies
sectors and is well distributed geographically across South Asia, South East Asia and
North Asia.
In addition to YES BANK, AIF Capital’s portfolio in India includes Bharti Tele-
Financial Trust
The vast banking experience of Founder, Rana Kapoor, has been strengthened by the
financial support of Rabobank Netherlands, the world’s only AAA rated private Bank,
and respected global institutional investors like Swiss Re, Khazanah Nasional,
investors AIF Capital and Chrys Capital, to provide YES BANK a strong foundation
Human Capital
At YES BANK, we look to offer comprehensive banking and financial solutions.
Which is why, we have inducted top quality Human Capital across all our banking
Investment Banking, Business & Transactional Banking and Retail Banking & Wealth
Management
Knowledge Banking
Our differentiated view of banking as a knowledge-based industry has ensured that
our Bankers are also industry experts in sectors like Food & Agribusiness, Life
Textiles and Select Engineering. These Knowledge Bankers offer invaluable and in-
depth insights into these sectors, thereby helping our clients to develop great ideas and
breed technology partners ensure proactive, on-demand support to meet our growth
delivery channels.
Corporate Governance
Our foundations have been inscribed with stringent Corporate Governance measures,
importance, in order to safeguard the trust and wealth of each and every stakeholder
and customer.
Responsible Banking
Our commitment extends further, from our customers, investors, stakeholders and
Growth
Indeed, at YES BANK, we look to partner the growth of our clients, while they gain
PROMOTERS
YES BANK is financially owned by Mr. Rana Kapoor and Mr. Ashok Kapur, who
from Rutgers University in New Jersey, U.S.A. and a Bachelor’s degree in Economics
experience to his credit. Prior to joining YES BANK, he was the Chief Executive
Officer and Managing Director of Rabo India, responsible for all its business
activities, including Corporate Finance and Investment Banking. Prior to joining Rabo
India, Mr. Kapoor was the General Manager and Head: ANZ Grindlays’ Investment
Bank (ANZIB) in India for a period of two years. Mr. Kapoor also spent 16 years at
Mr Kapoor is a member of the Government of India’s Board of Trade. This apex body
Commerce & Industry. He is a member of the CII National Council and a member of
Committee of the Indian Banks’ Association (IBA), a premier body represented by top
Bankers across the industry. He was also the Chairman of CII’s Banking Committee
Mr Kapoor was awarded the ‘Start- up Entrepreneur of the Year 2007’ at the Ernst &
Young Entrepreneur of the Year Awards by an imminent jury. Mr. Ashok Kapuris the
U.K.
Mr. Kapur has been in the industry since 1962 and was employed by Grindlays Bank
was involved with the geographical spread of the Asia/Australia branch network and
the different business groups including commercial and investment banking. He was
also the first Asian to be appointed Country Manager of ABN Amro Bank, India.
Before joining YES BANK, Mr. Kapur was the Managing Director of Rabo India
India, a new financial service company focused on corporate and structured finance
trustees of public funds. With an inherent “social responsibility” to augment this trust,
there is an even greater onus on banks to be more accountable. Given the increasing
exposure to environmental, social and ethical risks, banks can only maintain
sustainable profitability through client and risk benchmarking and forward looking
business approaches.
integrates Sustainability and Corporate Social Responsibility (CSR) within the larger
businesses that do so
model
geared to identify and provide innovative sustainable finance and services. This is
CSR processes and an external outreach model. More importantly, this model
includes:
projects not traditionally included in the banking fold, e.g. microfinance, NGO
banking, etc.
The name YES signifies -
The essence of the brand completely by conveying all the values and characteristics -
Efficient, Universal
Clutter breaking in the banking environment, and affirmative with target clients across
YES BANK is pursuing a Brand strategy to build one of the finest financial brands in
India. YES BANK believes that differentiation begins with its service and trust mark
embedded in ‘YES’, which represents the Bank’s fundamental goal of being a highly
Brand Pillars, The YES BANK brand is being built around 5 Key Brand Pillars, which
epitomise the growing strengths of the Bank. All communication and advertising has
Trust - YES BANK's Promoters, Investors and Top Management team, are all of the
highest pedigree with a demonstrated track record, thus inspiring and establishing a
Knowledge Driven Human Capital - YES BANK has adopted a knowledge driven
YES BANK's top quality Human Capital represents the finest talents in Indian
adopting cutting-edge Innovative Technology. The only thing constant about YES
Accountability above all else. The Bank has established the most stringent Corporate
YES BANK will continue to declare it's Promise through consistent communication
activities under the Brand Slogans "Experience our Expertise" and "YES for YOU".
Corporate Governance
Corporate Governance is the manifestation of professional beliefs and values, which
configure the organizational ideals and actions of its employees. Transparency and
As a new age private sector Bank, YES BANK is establishing the highest standards of
Directors and the institution of all recommended sub committees, the Bank is already
Regulations Act, 1949, all RBI guidelines (including the Ganguly Committee
In compliance with the requirements the Companies Act, 1956, five board level sub-
A code of conduct that binds the Board of Directors and senior management is in
place.
YES BANK is pioneering a business approach titled Responsible Banking which
integrates Sustainability and Corporate Social Responsibility (CSR) within the larger
At YES BANK, we seek to provide you with innovative financial solutions to meet all
your financial needs, combined with an ambience, culture and expertise that we trust
have enabled us to design products and services that provide our customers with
Choice and Convenience, the key paradigms of our service proposition. We encourage
Technology Edge
At YES BANK, we are employing technology as a strategic business tool for a
solutions
technology advantage
We, at YES BANK, are investing in innovative, robust and world class technology to
experience.
Core Principles
Our IT strategy is being formulated in consultation with Gartner. This strategy
recognizes the future requirements of the Bank and addresses the six critical needs
Best of breed systems which enable integration of front, middle and back offices
all users
Real time environment facilitated by high network uptime through proven disaster
the areas of Information Technology and Business Services. This enables the Bank to
Strategic Alliances
YES BANK is entering into strategic alliances with key Information Technology
are based on well defined phases of evaluation, with the objectives and outcomes of
customer benefits and operational impact are key determinants of this process.
competencies and areas of strength across the larger industry domain of financial
core banking system for our Retail and Corporate Banking businesses. FLEXCUBE,
“head start” and institutional agility to launch new products across business segments,
technology and Business alignment and making our technology resilient enough to
As a part of Total Outsourcing Agreement with WIPRO, YES BANK is also entering
Process Services.
Wipro will deploy, own and manage all IT assets and provide 24 hour support services
established a distinct Business Services Unit that will manage non-core processing
and applications management. This unit is being developed on the foundations of Six
optimize customer financial supply chains. The partnership will further leverage our
management solution, has been adopted to facilitate our strategy of providing end-to-
YES BANK has also licensed an integrated, cross-asset platform from Murex, the
leading provider of trading, risk management and processing solutions for capital
markets. The solution will enable straight-through-processing of all treasury
transactions. Murex will provide YES BANK with an integrated platform offering
LITERATURE REVIEW
LITERATURE REVIEW
problems hiring and retaining people. All the write ups on the war for talent that had
been fashionable in the dotcom boom are being dug out and dusted for use all over
again. One MNC operating in India is reputed to have displayed the following sign on
Since every industry is in the throes of globalization the war for talent is being fought
not just with the local competitors but also with international competitors who are
In the best of worlds, employees would love their jobs, like their coworkers, work
hard for their employers, get paid well for their work, have ample chance for
development and flexible schedules so they could attend to personal and family needs
But then there is ‘real world’. And the real world employees do leave either because
they want more money, hate working conditions, hate their coworkers, want a change
or because their spouse gets a dream job somewhere else. So, what does this entire
turnover cost? And what employees are likely to have the highest turnover? Who is
It is, however, no easy task for an HR manager to bridge the ever increasing demand
and supply gap of professionals. HR managers are not only required to fulfill this
responsibility, but also find the right kind of people who can keep pace with the
unique work patterns of the industry. Adding to this is the issue of maintaining
consistency in performance and keeping the motivation levels high, despite the
monotonous work. The toughest concern for an HR manager is, however, the attrition
rate.
Attrition is not just a battle for good middle and senior management staff which is
scarce at all times but equally for frontline staff where companies in sectors as diverse
as retailing, ITES and hospitality often compete for similar profiles. Corporate
Executive Board survey in the US which found that average quality of recruits across
industries has declined by 10% since 2006 and that the average time taken to fill a
vacancy has increased by over 80%. The industry body NASSCOM had predicted a
shortfall of resource requirements by 500,000 heads four years from now. In short,
Initially, attrition was treated as a part of the game, but today, attrition itself is a game.
That is why big business leaders like Mr. Narayana Murthy say, “Our assets walk out
of the door every evening. We have to make sure that come back the next morning.”
Gone are the days when people were put at the liability side of the balance sheet of
any organization. Now - a - days they are valued as ‘assets’ and put at the ‘assets’ side
of the annual financial statement of great organizations. Infosys follows this valuation
and BHEL, long before the former one, has initiated this people valuing initiative to
odd, therefore, many organizations neither measure such costs nor have targets or
plans to reduce them. Many organizations appear to accept them as a part of the cost
of doing business- a sign of increasing job mobility and decreasing staff loyalty
perhaps, a matter to be regretted but just ‘one of those things’. They add a sum in their
budget for ‘temporary staff’ and ‘recruitment’ and forget about it.
However, it seems to be one of the areas in which HR can make a difference and one
An attrition rate in call centers has become legendary. Indeed, the attrition rates in
Indian call centers now reach 80%. This is extreme figure but the average attrition
However, it is interesting to note that the attrition rates in India – and the costs
associated – are so high that they can override the benefits of lower wage costs. While
wages in call centers in Indian are less than one-eighth of those in Northern Europe, it
has been reported that Hewlett-Packard have found the cost of processing a query has
doubled due to the inability of the staff to resolve customer queries efficiently because
of language barriers and inexperience. It is said that this increased cost has made HP’s
move from Ireland to India “completely pointless”, and that it can never recover the
substantial cost of the move. It is further reported that GE Capital has moved a call
center back to Australia after staff attrition rates of 70% wiped away any potential
cost saving.
The issue is not with the quality or education of the staff – and still less with the
taught or to learn the job. The staff may be cheaper but if they cannot do the job,
what’s the point? Managing attrition is just not the ‘nice thing to do’ in Indian call
Nationally, the average annual employee turnover rate for all companies is 12%.
Total number of employees at the beginning of the month + Total number of new
productivity at a minimum of 50% of the person’s compensation and benefits cost for
each week the position is vacant, even if there are people performing the work.
Calculation of lost productivity at 100% if the position is completely vacant for any
period of time.
Cost of conducting an exit interview to include the time of the person conducting the
interview, the time of the person leaving, the administrative costs of stopping payroll,
Cost of the manager who has to understand what work remains, and how to cover that
Calculate the cost of training your company has invested in this employee who is
leaving.
Calculate the impact on departmental productivity because the person is leaving. Who
will pick up the work, whose work will suffer, what departmental deadlines will not
Calculate the cost of lost knowledge, skills and contacts that the person who is leaving
is taking with them out of your door. Use a formula of 50% of the person's annual
salary for one year of service, increasing each year of service by 10%.
Subtract the cost of the person who is leaving for the amount of time the position is
vacant.
Recruitment Costs
The cost of advertisements; agency costs; employee referral costs; internet posting
costs.
The cost of the internal recruiter's time to understand the position requirements,
checks, make the employment offer and notify unsuccessful candidates. This can
Calculate the cost of the various candidate pre-employment tests to help assess a
Training Costs
Calculate the cost of orientation in terms of the new person's salary and the cost of the
person who conducts the orientation. Also include the cost of orientation materials.
Calculate the cost of departmental training as the actual development and delivery
cost plus the cost of the salary of the new employee. Note that the cost will be
significantly higher for some positions such as sales representatives and call center
they are not fully productive. Use the following guidelines to calculate the cost of this
lost productivity:
25% productivity level for the first 2 - 4 weeks. The cost therefore is 75% of the new
During weeks 5 - 12, the employee is contributing at a 50% productivity level. The
During weeks 13 - 20, the employee is contributing at a 75% productivity level. The
Calculate the cost of mistakes the new employee makes during this elongated
indoctrination period.
New Hire Costs
Calculate the cost of bring the new person on board including the cost to put the
person on the payroll, establish computer and security passwords and identification
Calculate the cost of a manager's time spent developing trust and building confidence
Turnover and its associated costs are a burden that used to be just the cost of doing
business. But more and more companies are investing time and effort in making better
hiring decisions and doing more to keep the employees they do hire. Employee
employment may overlook essential duties or prerequisites. This is a good time for
any testing you may require as well as drug testing or background checks. Carefully
recommendations should be followed up with letters. Wait until these letters are
received and reviewed before making that final offer of employment. It is a common
misconception among job seekers that references are not routinely checked and past
practice is the root of this assumption. In the past, small employers and indeed many
larger ones did not follow up on all references provided by applicants. In some cases,
only cursory phone calls were made and the result was that unqualified or unsuitable
applicants were hired. This only led to more employee turnover when deficiencies
were discovered. To avoid this follow phone calls with written inquires to all
references.
The next step is to communicate all relevant personnel policies to new hires in the
form of some type of employee manual. Vacation and sick time, dress codes,
confidentiality agreements, and disciplinary policies are just some of the topics that
should be addressed. If you don’t have an employee manual, make a checklist of all
important issues and get written documentation that these matters have been discussed
them mounts. Many factors affect employee satisfaction and managers need to do all
they can to maintain a level of morale and development strong enough to sustain
employee satisfaction. This does not mean sacrificing values, principles, or policies. It
does mean having a sound Human Resource Policy, training and development
For many companies, HR policies and training opportunities are formalized parts of
their business. Smaller companies need to focus on scaled down versions to cover
memos and training opportunities are less frequent. But in the nature of a small
business these things might not impact upon employee understanding and satisfaction.
The one thing that all employers need to focus on is maintaining a positive work
environment.
Managers need to keep a keen ear to the ground when it comes to employee
satisfaction and morale. People rarely suffer in silence and trouble areas usually
surface quickly. Managers need to address them just as quickly. Don’t be afraid to
share the pressures and concerns with your employees. Encourage them to share their
pressures and concerns with you. The companies with open lines of communication
are much less likely to lose employees due to dissatisfaction. Keeping the office door
open is the key to successful employee relations and companies that make it a priority
reap the rewards. Many companies maintain employee assistance programs as part of
their benefit packages and these prove invaluable in preventing turnover due to
employee’s personal problems. But smaller companies can enjoy comparable benefit
troubled employees.
Employee turnover is costly and disabling to every company but employers have
more control over turnover than they may think. True, in a competitive marketplace,
some turnover is inevitable as career paths change and better opportunities arise. But
Most surveys show that money is not the first consideration employees make when
choosing to stay in a job. More intrinsic values such as appreciation, ethics, and
environment are high on the list of assets that every company can offer.
Each employee’s background, motivation, and goals (both personal and professional)
are different. Yet 95% of the time, employers and mangers focus on the simplest
common denominator for praise: money. By finding out what really motivates each
thing is that many times these tailored rewards cost no more than traditional monetary
With unemployment rates at an all-time low, the growing challenge for employers
continues to be retaining key employees. The key is knowing each employee well
enough to ensure that motivational factors are taken into consideration. By focusing
mangers and organizations can build lasting employee appreciation and loyalty.
EMPLOYEE SATISFACTION IS A MAJOR CHALLENGE FOR HR
DEPARTMENT TODAY
Holding on to skilled employees once they have been hired is a major challenge for
HR departments. The ease with which employees can now change jobs, move and
change industries has all but erased the days of employees remaining loyal to one
company for the majority of their career. The costs associated with losing an
effective retention policy in an organization becomes very important for the long term
One might ask what an organization should do to retain the employees because this is
the era of ‘competitive pirating’ and it becomes very difficult to retain employees.
Retention Strategy could be adopted effectively at all stages starting form recruitment
outlining an efficient career development path for employees and most importantly
1. Compensation
2. Work culture
The premise underlying this plan is that money is not the only or even the major
factor, but it cannot be said that money has nothing to do with keeping good people.
Not all compensation is financial. When a manger has been selected, he or she should
be given every opportunity or preparing for the coming role travel, continuing
education, industry exposure through speeches and articles. All of these things the
But the pay envelope counts too. If the company has an incentive compensation
an incentive
The company that wishes to keep key executives must be willing to steer the
compensation plan in their favor. This does not mean mindless favoritism. If the
criteria will reflect those objectives. If a compensation plan does not give the lion’s
share to those who carry the hope for the company’s future, then the criteria might
well be reexamined.
The future leaders should be given their head on a fast track. The company should
commit itself to promoting them to positions of power by a certain time. They should
WORK CULTURE
When people from different social, economic and educational backgrounds work
together in an organization for several years, they tend to internalize certain common
beliefs, values, attitudes and norms of behavior. The common bonds that get firmly
established become the organization’s “culture” and any deviation from the
becomes particularly relevant to our times, more so, because we need to inevitably
give up several habits/thoughts/practices that had dictated and influenced our actions
heights and bring about drastically new ways of managing things needs to be
discouraged by management’s with all their might. Culture for culture’s sake will
work no more. Any culture that is tuned to satisfy and cater to the needs of the
market(s) and the customers will alone work this has become an urgent necessity.
What then, is the best organizational culture, involving all people of an organization,
The answer is simple pro-active organizational cultures. Not passive, not reactive, but
decisions, act slow, and generally encourage formation to postpone decisions, act
Crisis management is the order of the day. The pro-active organizational cultures do
not have any of the weaknesses of the passive and reactive organizational cultures.
These are organizations that have cultures born out of far-sighted, progressive and
professional Chief Executives. Visionary leadership is there for the asking, even at
junior management levels. Nobody stops with just asking “why” but also goes further
continuous improvement. The very fact that this happens is itself proof enough that
CAREER MAPPING
Career planning is the process of evolving strategies to develop the needs of
individual and employees so that they can be prepared for higher positions and also
match the organizational needs. It exposes the individual employee to the potential
organizational expectations. Career Planning also opens the avenues for the
individual employees for self-development on their own initiatives with the facilities
The systems of career planning and succession planning may seem to be complicated
since complex factors like individual aspirations, personal needs, divergent views and
attitudes are involved. If these systems are sincerely tried, to some extent the
skills may become outmoded due to technological developments in new area of skill
particular level and post leaves the organization on retirement. The process should be
2. Motivating the individuals to have career goals to come in line with organizational
organizational goals.
5. Policies to develop plans for the posts, which have restricted career movement.
The main factors that influence the development of career planning systems both at
skills, corporate team building and motivation and large scale project
management.
People leave managers and supervisors more often than they leave companies or jobs.
It is not enough that the supervisor is well liked or a nice person, starting with clear
expectations of the employee, the supervisor has a critical role to play in retention.
Anything the supervisor does to make an employee feel unvalued will contribute to
succeed.
The ability of the employee to speak his or her mind freely within the organization is
another key factor in employee retention., if employees offer ideas, feel free to
criticize and commit to continuous improvement. If not, they bite their tongues or find
themselves constantly "in trouble" - until they leave. Talent and skill utilization is
employee wants to contribute to work areas outside of his specific job description.
Your best employees, those employees you want to retain, seek frequent opportunities
to learn and grow in their careers, knowledge and skill. Without the opportunity to try
new opportunities, sit on challenging committees, attend seminars and read and
discuss books, they feel they will stagnate. A career-oriented, valued employee must
No matter what the circumstances are but never, ever threaten an employee's job or
income this makes employees nervous and disloyal. Staff members must feel
male employees. All employees and their dependent family members are eligible.
Dependent family members include spouse, non-earning parents and children above
three months
This covers total / partial disablement / death due to accident and due to accidents.
all the employees from home till office at subsidized rates. The lunch provided is also
subsidized.
accommodation for all the out station employees, the purpose is to provide to the
Corporate Credit Card: The main purpose of the corporate credit card is enable the
timely and efficient payment of official expenses which the employees undertake for
purposes such as travel related expenses like Hotel bills, Air tickets etc
Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the
employees on the basis of business need. The employee is responsible for the
Personal Health Care (Regular medical check-ups): Yes Bank provides the facility
for extensive health check-up. For employees with above 40 years of age, the medical
Educational Benefits: Yes Bank have this policy to develop the personality and
knowledge level of their employees and hence reimburses the expenses incurred
towards tuition fees, examination fees, and purchase of books subject, for pursuing
MBA, and/or other management qualification at India's top most Business Schools.
Performance based incentives: Yes Bank has plans for, performance based incentive
scheme. The parameters for calculation are process performance i.e. speed, accuracy
employees to work with flexible work schedules and set out conditions for availing
this provision. Flexible work schedules are initiated by employees and approved by
needs.
Regular Get together and other cultural programs: Yes Bank organizes cultural
program as and when possible but most of the times, once in a quarter, in which all
the employees are given an opportunity to display their talents in dramatics, singing,
organization.
CHAPTER – 3
OBJECTIVE &
METHODOLOGY
OBJECTIVES OF THE STUDY
OBJECTIVES OF MY STUDY
in Yes Bank
A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives
Exploratory research: this kind of research has the primary objective of development
of insights into the problem. It studies the main area where the problem lies and also
The research methodology for the present study has been adopted to reflect these
realties and help reach the logical conclusion in an objective and scientific manner.
SAMPLING DESIGN
The data will be shown with the help of matrix table and bar diagrams.
CHAPTER – 4
DATA ANALYSIS
DATA ANALYSIS
1. Below 3 Years
3. Above 6 Years
Response
Options Response
Below 3 Years 30%
Between 3-6 Years 40%
Above 6 Years 30%
INTERPRETATION
The response shows that most of the employees are working in this organization since
No
Can’t say
Response
Options Response
Yes 40%
No 60%
INTERPRETATION
The response shows that most of the employees are not satisfied with their current
job.
Ques3 If no, why (please rank)
Low salary
No personal life
No growth opportunities
Others
Response
Options Response
Low salary 0%
No personal life 0%
No growth opportunities 0%
Policies and procedure not conductive 20%
Uneasy relationship with peers or 10%
managers
Others 70%
Response
70%
10%
Policies and procedure not
20%
conductive 0% Response
0%
Low salary0%
0% 20% 40% 60% 80%
INTERPRETATION
The response shows that the reason of dissatisfaction of employees is some other than
above-mentioned reasons. But they also don’t want to disclose the reason for the
same.
Ques4 Are you looking/ planning for any change?
Yes
No
Can’t say
Response
Options Response
Yes 50%
No 20%
Can’t say 30%
INTERPRETATION
The response shows that about 50% of employees are planning for change. It shows
Ques5 According to you what are the reasons of resigning from job?
Low salary
Others
Response
Options Response
Low salary -
Bad employment practices 12.5%
Bad experience with peers -
Lucrative opportunities from other 43.2%
companies
Lack of social life 5.8%
Others 12.5%
Response
50%
43.20%
40%
30%
20% Response
12.50% 12.50%
10%
5.80%
0% 0% 0%
0 2 4 6 8
-10%
INTERPRETATION
The response shows that the main reason behind leaving the job is lucrative
opportunities from other companies. And the minor reason is lack of social life. And
rest employees don’t want to reveal the reasons for resigning the job.
Ques6 Does the organization takes initiative in retaining employees?
Yes
No
Can’t say
Response
Options Response
Yes 50%
No 0%
Can’t say 50%
50%
Can’t say
0%
Response No
50% Yes
INTERPRETATION
The response shows that 50% of employees are in the favor of organization that they
takes initiative to retain employees and rest 50 % can’t say anything about retaining
employees.
Ques7 If yes what efforts they make?
Offer a promotion
Others
Response
vi) Provides
5%
assistance in case of
0% 0% personal problems
0% vii) Others
response
INTERPRETATION
The analysis shows that organization provides salary hike to its employees to retain
them.
Ques8 Are you satisfied with the facilities provided by the organization?
Yes
No
Can’t say
Response
Options Response
Yes 50%
No 30%
Can’t say 20%
Response
20%
Yes
50% No
Can’t say
30%
INTERPRETATION
The response shows that about 50% of employees are satisfied with the facilities
provided by the organization and 30% are not satisfied and rest can’t say about the
same.
Ques9 How frequently you are been rewarded/ praised by your boss?
Once in a month
Once in 2-3 months
Response
Options Response
Once in a month 10%
Once in 2-3 months 30%
More than 3 months 20%
On achieving the targets 40%
INTERPRETATION
The response shows that majority of the employees say that they are awarded/ praised
required?
Yes
No
Can’t say
Response
Options Response
Yes 60%
No 10%
Can’t say 30%
INTERPRETATION
About 60% employees say that they are provided with the training programs and 30%
Ques11 Does the company provide any assistance during employee’s personal
problem?
Yes
No
Can’t say
Response
Options Response
Yes 30%
No 20%
Can’t say 50%
INTERPRETATION
The response shows that about 50% of employees do not want to share their
experience in this regard, which silently indicates dissatisfaction among the target
employees
Financial help
Paid leave
Counseling
Others
Response
Options Response
Financial help 0%
Paid leave 25%
Counseling 25%
Others 20%
Response
Others 20%
Counseling 25%
Response
Paid leave 25%
Financial help 0%
INTERPRETATION
The response shows that some of them are provided with paid leave and some with
counseling but maximum of them can’t say anything about it, important to note that
none accepted that the the company gives financial help to the employees (cause of
dissatisfaction)
management?
Yes
No
Response
Options Response
Yes 70%
No 30%
INTERPRETATION
Yes
No
Can’t say
Response
Options Response
Yes 60%
No 20%
Can’t say 20%
Response
20%
Yes
No
Can't say
20% 60%
INTERPRETATION
About 60% response was in the favor of organization that they provide career
development programs to them. And 20% of response was against the organization
Yes
No
Response
Options Response
Yes 70%
No 30%
Response
80%
70%
60%
50%
40% Response
70%
30%
20%
30%
10%
0%
Yes No
INTERPRETATION
The response shows that about 70% of employees say that the organization involves
their families in social functions and rest were against the same.
Yes
No
Response
Options Response
Yes 60%
No 40%
INTERPRETATION
The response shows that about only 60% of employees says that the organization
provides them recreational facilities, the remaining 40% dont avial these facilities
(cause of dissatisfaction)
Ques19 Does the organization give importance to physical fitness of an
employee?
Yes
No
Can’t say
Response
Options Response
Yes 60%
No 30%
Can’t say 10%
Response
No 30%
Response
60%
Yes
INTERPRETATION
The response shows that 60% of employees says that organization give importance to
Work standards
Satisfaction of employees
Response
Options Response
Work standards 60%
Satisfaction of employee 40%
Response
70%
60% 60%
50%
40% 40%
Response
30%
20%
10%
0%
Work standards Satisfaction of employee
INTERPRETATION
The response shows that much importance is given to work standards rather than
satisfaction of employees.
No
Response
Options Response
Yes 65%
No 35%
INTERPRETATION
The response shows that 65% of the employees find themselves comfortable with the
organizational culture, while the remaining 35% dont find the organisational climate
to be favourable
Ques22 Which of the following attributes does your organizational climate has?
Openness
Confrontation
Trust
Autonomy
Proactive
Authentication
Collaboration
Experimentation
Response
Options Response
Openness 16.25%
Confrontation 5.18%
Trust 31.18%
Autonomy 2.68%
Proactive 15.18%
Authentication 5.60%
Collaboration 2.68%
Experimentation 21.25%
Response
Experimentation
Collaboration Collaboration
Authentication
Proactive Proactive
Autonomy
Trust Trust Response
Confrontation
Openness Openness
CONCLUSION
& IMPLICATIONS
FINDINGS
CONCLUSION & IMPLICATIONS
FINDINGS
According to analysis the main reasons for voluntarily leaving the job are
salary hike
recreational facilities
promotion.
(approx.)]
And finally
As employees are the bases for company so retention of employees is a major focus
for HR department. The management should identify the important factors that affect
retention and should take necessary measures to improve these. Also, the management
should take appropriate measure to identify the reasons of employee voluntarily leave.
Employee survey and exit interviews can be used for assessing the reasons of
effective orientation and training, better employee relation, better career development
RECOMMENDATION
RECOMMENDATIONS
SUGGESTIONS
problems.
Time constraint- the duration of training was short due to which it was difficult to
ii) Employees wee busy in their work and they don’t show any interest in our
work.
CHAPTER – 7
BIBLIOGRAPHY
BIBLIOGRAPHY
Books
APPENDIX
APPENDIX
QUESTIONNAIRE
Yes Bank)
Name_____________________________________________________
Age______________________________________________________
Sex_______________________________________________________
Designation ________________________________________________
Below 3 Years
Above 6 Years
Yes
No
Can’t say
Ques3 If no, why (please rank)
Low salary
No personal life
No growth opportunities
Others
Yes
No
Can’t say
Ques5 According to you what are the reasons of resigning from job?
Low salary
Others
Yes
No
Can’t say
Ques7 If yes what efforts they make?
Offer a promotion
Others
Ques8 Are you satisfied with the facilities provided by the organization?
Yes
No
Can’t say
Ques9 How frequently you are been rewarded/ praised by your boss?
Once in a month
Never/Rare
required?
Yes
No
Can’t say
Ques11 Does the company provide any assistance during employee’s personal
problem?
Yes
No
Can’t say
Financial help
Paid leave
Counseling
Others
Yes
No
Ques14 Does the organization provides you career development programs?
Yes
No
Can’t say
Yes
No
Yes
No
No response
employee?
Yes
No
Can’t say
Ques20 According to you how much importance does organization gives to the
Work standards
Satisfaction of employees
Ques21 Do you find yourself comfortable with the organizational culture?
Yes
No
Ques22 Which of the following attributes does your organizational climate has?
Openness
Confrontation
Trust
Autonomy
Proactive
Authentication
Collaboration
Experimentation
_____________________________________________________________________
_____________________________________________________________________