1010 Project Report

A STUDY OF EXIT INTERVIEW IN RELATION TO
EMPLOYER BRANDING
Project Report Submitted in Partial fulfilment of the requirement

for the award of Degree of
MASTER OF BUSINESS ADMINISTRATION (MBA)
Submitted by
<Student’s Name>
Reg. N o: 00000000
Under the guidance of
<Guide’s Name>
Guide Reg No: 00000000
XXXXX UNIVERSITY
<MONTH> & <YEAR>
1
Abstract
An “Employer Brand‟ is based on various intangible factors, including perception, image,

and the ability to differentiate itself from competitors. In a nutshell: An employer brand
represents the image of a company which it projects as a preferred employer. With above
concept in mind this research was taken up. The purpose was to understand the
importance of brand building and the objective was to identify specific factors towards
brand building among existing employees.
Today, an effective employer brand is essential for competitive advantage. Increasingly,

Indian corporations are becoming intentionally strategic to utilize the employer brand to
attract and retain talent and, ultimately, to expand and grow. Effective employer branding
and brand management requires a clear Employer Brand proposition. This serves to
define what the organization would most like to be associated with as an employer;
highlight the attributes that differentiate the organization from other employers; and
clarify the 'give and get' of the employment deal (balancing the value that employees are
expected to contribute with the value from employment that they can expect in return).
This latter aspect of the employer brand proposition is often referred to in the HR
literature as the "psychological contract". Employer branding is a strategic tool to attract,
recruit and retain talents it encompasses various dimensions such as communication
among existing employees, potential talents, media, customers and even the customers
and alumni. An employer brand can help organizations to compete effectively in the
labour market and drive employee loyalty through effective recruitment, engagement and
retention practices. This project titled “A study on exit interview as a strategic tool for
employer branding in RANE Mumbai Ltd (RML)” was done as a partial fulfillment of
the course curriculum of the researcher doing MBA.
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BONAFIDE CERTIFICATE
Certified that this project report titled “……A STUDY OF EXIT INTERVIEW IN
RELATION TO EMPLOYER BRANDING…..” is the bonafide work of “………..
……..<NAME OF THE CANDIDATE(S)>.…………” who carried out the project work
under my supervision in the partial fulfillment of the requirements for the award of the MBA
degree.
SIGNATURE
<Name of the Guide >
<Guide Registration Number >
3
DECLARATION BY THE STUDENT
I …… …<Student Name>……… .. bearing Reg. No…… …………<Reg. No.>………

.…..…
hereby declare that this project report entitled ….. A STUDY OF EXIT INTERVIEW IN
RELATION TO EMPLOYER BRANDING …….. has been prepared by me towards the
partial fulfilment of the requirement for the award of the Master of Business
Administration (MBA) Degree under the guidance of …..<Guide Name > ………
I also declare that this project report is my original work and has not been previously
submitted for the award of any Degree, Diploma, Fellowship, or other similar titles.
Signature
<Name of Student>
Reg. No. : <Reg. No>
Place: <City>
Date: <Date>
.
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CONTENTS
PAGE NO.
CHAPTER TITLE
NO.
1 INTRODUCTION
1.1 Introduction 1
1.2 Relevance of the project to MBA 2
1.3 About the topic/title 2
1.4 About concepts & definitions 3
1.5 Need and scope of the project 4
1.6 Implications of the project 4
1.7 Chapterization 5
2 ORGANIZATIONAL PROFILE
6
2.1 Organizational profile 10
2.2 Review of related literature
3 RESEARCH METHODOLOGY
3.1 Statement of the problem 16
3.2 Objectives of the study 16
3.3 Research design 16
3.4 Sampling 17
3.5 Data collection 17
3.6 Tools of analysis 18
3.7 Limitations of the study 18
4 ANALYSIS
19
4.1 Analysis-I
5
4.2 Analysis-II 63
FINDINGS AND SUGGESTIONS

5
5.1 Findings 72
77
5.2 Suggestions
6 CONCLUSION
79
6.1 Conclusion
80
6.2 Annexure and Appendices
82
6.3 Bibliography
6
1.1 Introduction:
Successful firms will be those adept in attracting, developing and retaining

individuals with the skills, perspective and experience necessary to drive a global
business. -Dave Ulrich

Now more than ever in the history of business, it is imperative for the
organization to manage people well. The shift from the industrial age to the knowledge
worker’s age is sweeping the country, in fact the whole world. In today’s information
economy people’s knowledge, skills and relationships are an organization’s biggest and
main source of competitive advantage; People related costs have risen to more than two
thirds of organizational spending. Increasingly, talent attraction and retention is viewed
as a significant driver of shareholder value and bottom line results. According to a survey
done by the All India Management Association (AIMA), 90% of Indian companies have
talent retention problems (i.e.) they face attrition problem.
Companies which are successful in managing and retaining their top talent have a
strong identity and image at the workplace. When broken down, this image is a mixture
of perceptions and employee experience. Arguably successful companies manage
perception and experience to the mutual benefit of themselves and their employees.
Employer branding is the process of creating such an identity and managing the
company’s image in its role as an employer. And exit interview is one of the strategic
tools for the company to know the perceptions of the employees about the organization.
Employer branding directly increases the bottom line profitability of an
organization by reducing attrition, increasing employee loyalty, reducing cost of hire and
mapping the right fit. Successful companies use employer branding to become an
employer of choice. They strategically use communication to create their brand as an
employer. They have built much of their standing on their reputation as “exciting place to
work”.
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1.2 Relevance of project to MBA:
This project explains about how the exit interview can effectively be used to
understand the concept of employer branding which has attracted much focus in today’s
scenario. Exit interview is a diagnostic tool for an organization to know about itself from
the exiting employees using exit interview forms. Above all employer branding is a very
good tool for attracting and retaining the employees in an organization which is deemed
to be a nagging source of worry for every organization. The companies that want to
strengthen their brand need to listen to its employees.
The researcher being a HR student it will be of much use to her to know how to
tactically use employer branding to attract and retain the talent within the company and
would give insight to her of how to project a right image about the company to its
stakeholders. Given the multidisciplinary nature of the projects, one will be able to gain
knowledge, skills and experience highly sought but the global corporations. This project
titled “A study on exit interview as a strategic tool for employer branding in RANE
Mumbai Ltd (RML)” was done as a partial fulfillment of the course curriculum of the
researcher doing MBA.
1.3 About the topic/title:

This project was titled “A study of exit interview in relation to employer
branding in Rane Mumbai Ltd (RML)”
Employer branding is becoming a critical input in HR. It is defined as an

organization’s reputation as the most preferred employer among the prospective
employees. It usually provides a suitable answer to one very fundamental question: Why
should an employee want to join this particular organization, instead of preferring any
other organization? It gives valuable information on business activities, work culture and
benefits of working for this organization to employees who want to join or are working in
the organization.
8
With talent becoming increasingly scarce, companies are evaluating their resource
requirements and following a long term approach to secure competent employees. This
includes establishing an employer brand in the labour market. The strategies for effective
employer brand include investing in talent, just as they would invest in any valuable
corporate tangible asset-by providing varied motivational factors. A long term approach
also includes systems to monitor the needs of the employees to ensure that HR policies
continue to reflect and recognize employee goals. And exit interview is a strategic tool
for an organization to know what employees perceive and feel about the company. It
provides a unique chance to gather and explore the opinions of employees leaving the
organization, who generally are most honest, objective and open about sharing
information than the existing staff which is most important information needed to build a
strong employer brand.
Basically employer branding is formed by making use of the perceptions of all the
stakeholders of an organization. In an organization the existing employees can provide
the strengths of that organization whereas exiting employees are more apt to provide
weaknesses of an organization for they are out of the company’s control and their views
are free from all bias thereby forming an important step for employer branding. And exit
interview serves the company’s purpose of gathering the employee’s views and hence it
is called as a strategic tool for employer branding.
1.4 About concepts-definitions:
Exit interview:
As defined by Gary Dessler, Exit Interviews are interviews with employees who
are leaving the firm, conducted for the purpose of obtaining information about the job or
related matters, to give the employer an insight about the company. The prime reason of
carrying out an exit interview is to identify the reasons for which the individuals leave the
organization. Necessity for exit interviews should be only in case of voluntary
separations and not retrenchments and terminations.
9
Employer branding:
Minchington (2005) defines employer branding as “the image of the
organization as a ‘great place to work’ in the minds of current employees and key
stakeholders in the external market (active and passive candidates, clients, customers and
other key stakeholders).”An employer brand is a collection of ideas and beliefs that
influence the way current and potential employees view an organization and the
employment experience that organization is offering. It communicates the company's
culture and values and helps to ensure employees are passionate about, and fit in with, the
organizational culture to help move the company forward.
1.5 Need and scope of the project:

This project helps the organization to know the useful inputs extracted from the
exit interview forms that would be of use to the employer. Also in this highly competitive
world in order to maintain a competitive advantage for itself the companies need to work
with the concepts like employer branding for which this project will serve as a stepping
stone.
Furthermore this project helps the organization to know about their strength and
weakness in the view of exited employees which can help the organization to focus on
the areas of improvement and to retain the talent with better retention strategies. It also
provides overall employees view across the company. The scope of the project can be
extended to all divisions of all departments in the organization.
1.6 Implications of the project:

The concept of implications can be discussed under two headings namely, to the
organization and to the researcher.
(i) To the organization:
✔ This project would initially bring awareness about employer branding and
would enable the organization to work further on employer branding
✔ This project would also provide the organization with in-depth details like
turnover rate of employees and reasons for employee attrition in detail.
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✔ This would help the organization know what the exited employees
perceived about the organization and were it has to set right itself which is a
necessary step to be done in building up a strong employer brand that can act as
a very good retention strategy.
To the researcher:
✔ This study helped the researcher in gaining knowledge about the exit
interview and employer branding about which the study was carried on.
✔ Also the project helped the researcher to get exposed to the corporate
culture and to gain a slight exposure to various HRM practices of the organization.
1.7 Chapterization:
The following are the bird’s view of the details included in the chapters of the study
Chapter-1
This chapter deals with the brief outline of the project rendering an introduction to
the topic, about the project and implications of the project.
Chapter-2
This chapter deals with the review of literature relevant to the topic and company
profile
Chapter -3
This chapter renders the methodology of the research, which includes objectives,
research design, data collection, sampling, analytical tools adopted in the study and the
limitations of the study.
Chapter-4
This chapter deals with the analysis of the data collected with the help of various
statistical tools.
Chapter-5
This chapter summarizes the entire process of the current research through a
briefing about the various findings and suggestions.
Chapter-6
This chapter gives the conclusion drawn by the researcher on the study
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2.1 Organizational profile:
Profile:
● Inception of manufacturing facilities in the year 1960
● Manufacturer of steering & suspension systems for every segment of automobile

industry, viz Passenger cars, Multi utility vehicles, Light commercial vehicles,
Heavy commercial vehicles and Farm tractors
● Best in class manufacturing facilities
● Strategic Technical partnerships with M/s TRW Inc, USA for Steering Gear
● Products & TRW Ehrenreich GmbH & Co., Germany for Steering Linkage
Products
● Holds major market share in India both in Manual steering gear systems &
suspension systems
Design:
● Core design philosophy of “getting it right the first time”
● Contemporary computer aided engineering and design applications
● Finite element analysis for all critical parts
● Vehicle steering system analysis to simulate real life conditions
Manufacturing:
The production plants at Mumbai (2 plants), Chennai, Pune each address a specific
industry segment. Independent manufacturing cells produce specialized high end
components.
● Chennai plant - Light Commercial vehicle, Heavy Commercial vehicle and
Utility vehicles segments.
● Mysore plant - Tractor and Commercial vehicle segments.
● Puducherry plant - Passenger car segments.
● Varanavasi (Chennai) plant - Exports market.
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● Uttarakhand plant - Caters specifically to the customers in the North of India.
Quality:
● IS0/TS 16949:2002 certifications for each of its manufacturing locations
● IS0 14001 certified plants
● OHSAS 18001 certified
● Deming Application Prize winner in the year 2007

PRODUCTS:
Manual steering systems-gears and linkages
 Re-circulating ball
 Rack & pinion
 Worm & roller
 Serviceable ball joints
 Greased for life ball joints
HR Department in RML:
HRD Vision:
“To stimulate and nurture the intrinsic desire in people to learn, grow and enhance
performance to achieve business success and growth”
HRD Goals:
Recruit and retain high caliber employees
● Encourage and recognize outstanding merit and contribution
● Create opportunities for professional growth and satisfaction
● Develop leadership capabilities at all levels
● Foster employee involvement and develop a work ethos that builds dignity and
pride
HRD Organization:
HRD at RML operates at two levels
● At Group Level - Formulates policies, and designs major people development
initiatives to enhance professional capability of employees at group level
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● At Business Unit Level - Companies implement group policies and develop Unit
specific interventions
Strategies and Initiatives at the Group level:
Specific strategies and initiatives are designed to enable actualization of HRD
Goals:
● Recruitment and Retention
- High caliber employees are recruited through well structured process
including campus recruitments of Diploma and Graduate Engineers and lateral
recruitment of experienced employees.
● Recognition and Reward
- Outstanding performance is recognized and rewarded through
comprehensive performance assessment development systems, aligned to TQM
principles and practices.
● Opportunities for Professional Growth
- Internal candidates first considered for job vacancies, thereby, providing
employees opportunity for lateral & upward growth
- Professional Knowledge and skills enhanced through continuous education
at Rane Institute for Employee Development (RIED) and other reputed academic
institutions.
Leadership Development:
- Leadership and managerial capabilities are developed through specific training
programmes, job rotation, participation in cross-functional teams etc.
Fostering Employee Involvement:
- Newsletters, contact meetings & regular communication meetings
- Open House Days and interactions with employees’ families
- Business unit specific communication processes to meet particular needs
Specific strategies and initiatives are developed and implemented in each business unit
so as to achieve HRD goals.
To develop a work ethos that will build dignity and pride in our people and enable
them experience a sense of belonging to the organization is their aim.
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DEPARTMENTS IN RML:
● Finance
● R& D (Research & Development)
● IS (Information System)
● MMD (Material Management Department)
● MED (Manufacturing & Engineering Department)
● Production
● Marketing
● HR (Human Resource)
● QA (Quality Assurance)
● PLE (Plant engineering)
Management levels of RML:
President
Vice President Senior
General manager Management
Deputy general manager
Senior manager
Manager Middle
Deputy manager Management
Assistant manager
Senior executive/ sr.engineer Junior
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Executive/ engineer Management Management
Deputy executive/ dy.engineer
Assistant executive/ asst.engineer
2.2 Review of Literature:

Review: 1
An exit interview is typically a meeting between at least one representative from a
company's human resources (HR) department and a departing employee. (The departing
employee usually has voluntarily resigned vs. getting laid off or fired.) The HR rep might
ask the employee questions while taking notes, asks the employee to complete a
questionnaire, or both.
The failure to retain the most talented and productive employees — the stars that
drive the success of any organization — costs small employers thousands of dollars a
year in lost knowledge and experience. And for large organizations, the price is even
steeper at millions of dollars, year after year.
Recognizing the obvious costs, companies are taking proactive steps to reduce
turnover and retain employees. Learning and understanding why employees stay and
leave and the attributes that make an employer a top place to work is vital to the success
of any business.
Many organizations are utilizing exit feedback opportunities to capture key
information from employees as they leave the company. Rather than simply documenting
human resources information, the feedback might also capture knowledge about what it
takes to do a particular job, how to improve corporate and departmental culture, and
identifies possible issues with management. Exit feedback data can provide valuable
trend information that can be utilized to prevent employees from following their
colleagues out the door
16
By documenting feedback from employees as they resign, an organization can
identify and resolve key issues that may be impacting employee retention and control
costs associated with employee turnover and training. The philosophy behind collecting
exit feedback provides existing employees with a more positive view of the organization
knowing that management is interested in uncovering concerns through a non-threatening
methodology
Source: http://www.perceptionmapping.com/Survey/Exit_Surveys_And_Feedback
Review: 2
Knowing Employees expectation: - The foundation for employer branding
When properly planned and executed, an employer branding initiative can generate lively
dialogue between an employer and its employees, build a rationale for a 'mutual working
arrangement', and establish compelling reasons to commit to the arrangement. Whatever
is a corporate or an employer, an employee expects the following from employer:-
1) Fair treatment
2) Trustful and open channeled communication
3) Ability to provide security and benefits in present and future
4) Planned and systematic career and succession planning
5) Motivating and morale building team and management
6) Smooth Disciplinary procedure and I.R
7) Employee benefit oriented culture and practices
8) Adequate talent acquisition, management, retention and utilization
9) Proper advancement and up gradation of employees
10) Participatory management
11) Industrial democracy
12) Clarity in roles and goals
13) Clearly defined authority responsibility charting
14) Timely decision making
15) Impartial , fair and growth promoting organization structure
Source: http://www.indianmba.com/Faculty_Column/FC669/fc669.html
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Review: 3
In the present job markets, where companies compete for attracting the best of the
talent, employer brand, sometimes, becomes more relevant when compared to various
critical factors like job profile and the compensation package.
Employer brand is the image of an organization as a great place to work in the
minds of its current employees and key stakeholders. It is the development of such an
organizational culture which fosters a sense of belongingness with the company and
encourages the employees to share organization's goals for success. In short, it is the
value of the company in external marketplace. The goal of employer branding is to create
loyal customers; the customers here being the employees.
An employer brand represents the core values of an organization. Companies that
are considered good employers have a strong identity and an image in the marketplace.
Building such a brand requires a lot of introspection by the company, and answering the
questions, "what kind of company we are, and want to become?" and "how do we live up
to the expectations of our stakeholders?".
Elements of employer branding:
Simon Barrow, who is president of a successful consulting firm in London that
specializes in employer branding services describes four elements that work together to
make an employer brand.
The first element is the Employment Package which is the offer that an employee gets
including job responsibilities, financial compensation, work/life balance, the employee's
role in organization and professional development.
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Next comes the Culture and Environment which includes the physical working
environment, the size of the organization, and the organization's approach to work. Then
there is Brand image & Reputation (i.e.) Integrity. Delivering what has been initially
committed always counts. The consequence of a lack of integrity is seen in the form of
high attrition rates. And finally Management Performance that plays as a vital role in
the Employer Branding process.
Twofold process:
Building a brand is typically a twofold process. One is for prospective employees and the
other for the current set of employees. While building brand for prospective employees,
initiatives are targeted at building repute in potential recruits about the company as a
preferred place to work. On the other hand, while building brand internally, the company
has to live up to its standards and incorporate a culture of respect and trust for employees.
Growing Significance:
It is said that an unsatisfied customer tells ten people about his experience while an
unsatisfied employee tells a hundred. Employer branding reflects the work culture in an
organization. It has become more critical in today's times, as most professionals are
looking at a stable career and establishing a long-term relationship with the company.
Research shows that employees of industrial brands feel a much greater sense of pride,
attachment and trust towards their employer. They are also significantly more likely to
recommend their company to others and claim it treats employees well. Through right
branding, the company can recruit the best talent and reinforce its positioning amongst its
employees. It helps build trust and reliability. A good employer brand makes it easy to
attract good talent and curb attrition. The strength of an organization's brand has a
significant impact on the performance of its employees. Working with one of the largest
or most innovative companies in a specific industry acts as a motivator too.
Review:4
Employer branding process:
The process of Employer branding can be summarized as following –
Step 1 Concept Phase:
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360 degree employer brand audit to determine the strength of your current employer
brand and to determine its level of synergy with your corporate brand and business
objectives.
Step 2 DESIGN PHASE
The Design Phase is the process to formulate your employer brand strategy. It includes -
(i) Defining your Employer Value Propositions (EVP's)
(ii) Defining your EBI
The EBI is made up of two components – the Employer Brand & Employee Platform
which includes
* Recruitment & induction
* Compensation and benefits
* Career development
* Employee research
* Reward and recognition
* Communication systems
* Work environment
Employer Brand Strategic Platform
* Your firm's mission, vision & values
* Corporate Social Responsibility (CSR)
* Leadership
* Corporate reputation and culture
* People management policies and practices
* Performance management
* Innovation
iii) The Corporate brand- the employer branding process and procedures should be
aimed towards corporate branding so that betterment could be created not only among
internal customers but also among external customers and all stakeholders.
iv) Market forces - Employer branding process and techniques should be aimed towards
building a positive image of the organization in external and internal environment
equally.
STEP 3 - INTEGRATION PHASE
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These may include:
* Career website * Company intranet
* Careers fair brochures *Company newsletters
* Policy and procedures templates * Sponsorship
* Recruitment advertising
STEP 4 - EVALUATION PHASE
The Evaluation Phase involves measuring the impact of the Employer Brand program
Above all the success of any employer brand program depends on the efficiency with
which the need, situation for designing, implementing and monitoring an employer brand
program has been made. Not only a good understanding between the need, process, and
inputs are required but the full utility comes when full workforce is benefited by it.
Implementing employer branding concept in organization:
Following steps help in fruitful implementation of employer branding process they are –
* Set measurable and attainable target for employer branding which should be
development oriented.
* Hire professional services if needed for better and result oriented activities
* Identify the needs of employees and design program as per the requirements.
* Undergo survey either attitudinal for gathering information of employees satisfaction
and needs.
* Design a full proof need based support oriented and growth focused strategy which will
help both employee and employer for development and promotion.
* Validate the strategy with key constituencies.
Outcome of effective employer branding:
It helps in Attracting and recruiting "the right" candidates
Attending to shortages within the organization
Advancing retention rates and reduce turnover
Amplifying employee engagement, commitment, and performance
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III. Research Methodology:
The increasing pervasiveness of globalization has put immense pressures on the
organizations intending to sustain their competitiveness amidst stiff domestic and
international competition. As organization continually consume the natural resources, the
only resource to their long-term survival depends on people who are emotionally engaged
to intellectually enrich their organization. In this process of change, our society has
transformed to a knowledge based economy where people are the focus. With people
becoming the key source of competitive advantage, the war for employees especially
talents has become a critical driver of organizational survival and growth.
3.1 Statement of the problem:

The research problem is to identify the reasons for the employees to leave RML
thereby the company can get to know of its area of improvement and can work on
building better retention strategies.
3.2 Objectives:
PRIMARY:
● To study the employer branding of RML with the help of exit interview data.
SECONDARY:
● To know the reasons for the employee leaving the organization.
● To know the contribution of each criteria (in exit interview form) in employee
attrition.
3.3 Research design:

Research design is a framework or blueprint for conducting the research project. The
current research is an exploratory research. This research gains familiarity with a
phenomenon or to achieve new insights into it.
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3.4 Sampling:
There were a total of 144 employees who exited RML. But among them only 70
employees had attended exit interview procedure and had filled up the exit interview
form. So only those 70 exited employees were considered as my population.
Size: 70
Unit: The items included in the population are called sampling units. The
sampling unit comprised of all the exited employees who had filled up their exit
interview form belonging to
Area: The study is conducted at RANE Mumbai Ltd (RML).
Method: The method of collection is census method. A complete enumeration
of all items in the items in the population is known as census method.
3.5 Data collection:

The data collection in this study is purely of secondary base as we deal with
employee responses based on RML exit interview forms.
Secondary data:
Secondary data means data that are already available i.e., they refer to the data
which have already been collected and analyzed by someone else.
Source:
● Exit interview filled up forms of RML
● The data pertaining to the details about the company, the details pertaining to
the topic undertaken is collected using the internet and from the magazine
articles.
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3.6 Tools of analysis:
Statistical tools such as Tabulation, Percentage Cross tabulation, Mode, Mean,
Correlation, T-test, Factor analysis, were used in the current research. These were very
useful in knowing about the relative importance of the variable and to make comparisons
and to study its significance.
3.7 Limitations of the study:

Temporal:
The period of study is limited to three months. So the study is limited to only
looking into the views of RML alone.
Area/geographical:
The study is limited to the views of exited employees of RANE Mumbai Ltd only.
Conceptual:
The study is limited to only a part of employer branding process (ie assessing
about RML, with the perceptions of the exited employees who had filled up their exit
interview forms).
Analytical:
The research is about using exit interview as a strategic tool for employer
branding. So statistical analysis used may be limited to meet out the objective.
25
4.1 ANALYSIS-I
This part of analysis consists of the preliminary details of the exit interview forms which
contain turnover details, demographic details, reasons for the employees to leave the
organization and criteria ratings.
Employee turnover details:
Chart no-1: Employee turnover details

EMPLOYEE TURNOVER DETAILS
(Source: Secondary data)
90 85
80
Inference:
70
59
60
The above
50 chart indicated the employee turnover details and the following was inferred
40
The total number of employees who exited RML for the year 2016-17 was 85 and in the
30
year 2017-18
20 it was 59 employees to quit the company. From the above details it was
clearly10visible that there decrease in the attrition level of the employees in the company
0
by 30.6% in the year 2017-18 compared 2017-18
2016-17 to the year 2016-17.
YEAR
Gender wise employee turnover details:
Chart no- 2: Gender wise turnover details

GENDERWISE EMPLOYEE
(Source: TURNOVER
Secondary data)DETAILS
90 81
Inference:
80
70
The above
60 chart indicated the gender wise52
employee turnover details and the following
50 MALE
was inferred:
40 FEMALE
30 26
20
4 7
10
0
In the year 2016-17, 95% of the employees who exited RML were male and
remaining 5% of the employees were female. On the other hand in the year 2017-18 it
was 88% who were male and 12% had been female. And from the above details it was
clear that there was a decrease in the attrition level of male by 36% in the year 2017-18
compared to the year 2016-17 whereas in the case of female attrition level it had
increased by 43% which had to be looked into seriously.
Quarter wise employee turnover details:

NO OF EMPLOYEES
Chart no-3: Quarter wise turnover details
QUAERTER WISE TURNOVER DETAILS
30
25 24
Inference: 23
20 20 20
18 2016-17
15 15 14
The above chart indicated the gender wise details of employees who2017-18didn’t respond to the
10 10
exit interview and the following was inferred:
5
On analyzing both the trend lines it was clearly visible that the attrition level decline was
0
remarkable April-June
in the monthsJuly-Sep
of October-December
Oct-Dec and July-September. But in the months
Jan-Mar
of April-June and January-March MONTHS
attrition level decline was acceptable but not to a
greater extent.
On the whole it can be inferred that a gradual decline in employee turnover level was
seen overall and on comparing both the years there was a continuous decrease in the
employee exiting rate each quarter even.
27
Employees who responded to the exit interview:
Chart no- 4: Employees responded to the exit interview

NO.OF EMPOLYEES
EMPLOYEES WHO RESPONDED

(Source: Secondary data) TO THE EXIT
INTERVIEW FORM
38
37
37
Inference:
36
35
The above34 chart indicated the details regarding employees who responded to the exit
33
interview 33
and the following was inferred:
Among
32 the total of 85 employees who exited RML in the year 2016-17 it was only
44% of the
31 employees who have attended the exit interview which was known by their
2016-17 2017-18
filled up exit interview forms. ButYEAR
in the case of 2017-18 it was 56% who had responded
to the exit interview. Hence with these details it could be clearly known that there was a
decrease by 11% in the number of employees attending the exit interview for the year
2017-18 compared to the previous year.
Gender wise details of employees who attended the exit

interview:
Chart no- 5: Gender wise turnover details of those who attended exit
interview
(Source:GENDERWISE DETAILS OF THOSE WHO

Secondary data)
RESPONDED TO EXIT INTERVIEW
40 37
35 28
28
30
25
20 MALE
Inference:
The above chart indicated the details regarding employees who responded to the exit
interview and the following was inferred:
In the year 2016-17, 44% of the employees who attended the exit interview were males
and the 5% of the female employees who exited RML didn’t attend exit interview (i.e.)
all the respondents were males in 2016-17. In the year 2017-18, among the total number
of employees who attended the exit interview form 85% of them were males and only
15% were females. When compared to 2016-17 there was a decrease by 24% in the males
who responded to the exit interview for the year 2017-18.
Employees who didn’t respond to the exit interview:
Chart no- 6: Employees who didn’t respond to exit interview

EMPLOYEES WHO DIDNT
(Source: Secondary data) RESPOND TO THE EXIT
INTERVIEW
60
Inference:
50 48
40
The above chart indicated the details regarding employees who didn’t respond to the exit
30 26
interview and the following was inferred:
20
For the year 2016-17, of the total employees who exited RML it was 56% who didn’t
10
attend the exit interview whereas it was 44% for the following year. Hence there was a
0
decrease by 46% in the year 2017-18 among the employees those who did not respond to
2016-17 2017-18
YEAR which clearly envisaged that the response to the
the exit interview compared to 2016-17
exit interview had increased in the year 2017-18. This was obviously a good sign of
employee’s coordination and involvement in the company procedures.
29
Gender wise details of employees who didn’t attended the exit
interview procedures:
Chart no-7: Gender wise details of those who attended exit interview
GENDERWISE DETAILS OF EMPLOYEES WHO

DIDNT RESPOND TO EXIT INTERVIEW
50
44
Inference:
45
40
35 chart inferred the gender wise details of employees who didn’t respond to the
The above
30 MALE
exit interview 24
and the following was inferred:
25
FEMALE
For the20year 2016-17, among the employees who didn’t attend exit interview 92% were
15
male and 8% were female and same was the case with 2017-18 (i.e.) in 2017-18 also 92%
10
4
were male
5 and 8% were female among the employees 2 who didn’t attend exit interview.
But on 0comparing both the years it could be seen that there was a decline in the number
2016-17 YEAR 2017-18
of employees who didn’t respond to the exit interview by 45% in male and 50% in female
for the year 2017-18 which showed that there was an increase in the participation of
employees in exit interview procedures. This is a good sign of employee’s coordination
in the company procedures.
SAMPLE PROFILE DETAILS

This part of the analysis-I holds information regarding designation, service, education,
age, department and employee’s perception of recommending the company for others of
the employees who are the samples of the project ((i.e.) who have filled the exit interview
forms)
DESIGNATION OF EMPLOYEES:
Chart
% OF no- 8: Designation
RESPONDENTS details of respondents
DESIGNATION DETAILS OF RESPONDENTS

30
60% 57%
50% 45% 52%
40% 2016-17
Inference:
The above chart indicated the designation details of the respondents and the following
was inferred:
In the 2016-17, majority of the respondents (around 57%) belong to the junior
management which showed that the attrition was high in junior management level, next
in middle management level and least in junior management. On the whole attrition
seems to be high and frequent in junior management and in middle management and least
in senior management. In the year 2017-18, majority of the respondents of around 52%
belong to junior management which showed that attrition was high in junior management
level and next to junior management attrition was high in middle management level and
was least in senior management
SERVICE DETAILS OF EMPLOYEES:
Chart no- 9: Service details of respondents

(Source:SERVICE
Secondary data)
DETAILS OF RESONDENTS
Inference:
70%
The above
60% chart indicated
61% the service details of the respondents and the following was
inferred:
50% 51%
For the year 2016-17, 51% of the respondents had less than 2016-17
40% 2yrs and in this year
respondents
30% with 2-4yrs of service quitted in large number compared
27%
to the previous year.
2017-18
20%
So in 2016-17 maximum level of attrition was caused 12%
by employees of less than 2yrs of
6% 12%
service10% 9%attrition was caused by 14%
and relatively notable those with 2-4yrs of service and it
5% 3%
0%caused by employees of 6-8yrs of service. And for the year 2017-18, nearly
was least
<2 yrs 2-4yrs 4-6yrs 6-8 yrs >8 yrs
61% of the respondents who exited RML had less than 2yrs of experience and there was
YEARS OF SERVICE
very less number of employees with 4-6yrs of experience to quit RML.
On the whole it could be inferred that among the employees who quit RML majority
of them had less than 2yrs of service and attrition level was least caused by those who
belong to the category of 4-6yrs of service.
31
AGE DETAILS OF RESPONDENTS:
Chart no-10: Age details of respondents
AGE DETAILS
(Source: Secondary data) OF RESPONDENTS
30%
27% 27% 27%
Inference:
25% 24%
20% chart indicated the21%
The above age details of the respondents and the following was
2016-17
inferred:
15%
14% 2017-18
In the year
10% 2016-17,
9% maximum level of employees who quitted
9% RML belonged to the age
group of5% 5% was6%
25-30yrs and 35-40 yrs and 30-35yrs the next most important age group
3%
category0%
where the attrition was relatively high
0%and 0%
none of age group 40-45yrs quitted
RML during 20-25 25-30
that year. But30-35
in the35-40 40-45 45-50
year 2017-18 >50 level was relatively high in
the attrition
the age group category of 20-25yrs,25-30yrs and 30-35yrs and was least in 45-50yrs of
AGE
age group category.
On the whole it could be inferred from the above details that attrition in RML was
caused by the employees who belonged to the age group of 25-30yrs and 30-35 yrs. This
age group category was found as highly sensitive age group causing employee turnover
in RML.
DEPARTMENT DETAILS OF RESPONDENTS:
Chart no- 11: Department details of respondents

DEPARTMENT DETAILS OF RESPONDENTS
35%(Source: Secondary data)
32%
30%
Inference:
25% chart indicated the department details of the respondents and the following
The above
20% 21% 2016-17
was inferred:
2017-18
15% 12% 12% 14% 12%
11%
12% 11%
10% 11% 8% 12%
32
5% 3% 5% 6% 6% 6%
3% 3%
0% 0
IS MEDMMDPLE
Finance HR Marketing ProductionQA R&D
In the year 2016-17, large number of employees who quitted RML belonged to R&D
department and a same level of attrition was maintained in departments like MMD, MED
& Marketing departments.. Whereas in 2017-18, large number of employees who quitted
RML belonged to finance department and a same level of attrition was maintained in
departments like MMD, PLE, QA and R&D and it was nil in IS department. But on
comparing both the years it could be seen that there was a gradual and steady increase in
the number of employees exiting RML in the departments like QA, R&D, MMD, PLE
and HR
Hence from the above information it could be inferred that MMD, HR & PLE
departments were some of the departments having constant and steady attrition which
need to be looked into seriously.
EDUCATION DETAILS OF RESPONDENTS:
Chart no- 12: Education details of respondents

EDUCATION DETAILS OF RESPONDENTS
60%
57%
Inference:
50%
The above chart indicated the education details of the respondents and the following was
40%
inferred:
30% 2016-17
In the year 2016-17,27%it was seen27% 27%
that majority of the respondents who quitted RML were
2017-18
20% 22%
under graduates and there was very less18% number of14%respondents belonging to post
10%
graduate category.. But in 2017-18, there8% wasn’t much difference in the number of
0% who quitted RML in each educational category for it remained the same at
respondents
Diploma under post professional
all levels except the post graduates
graduate level.
graduates
On the whole it could be inferred that employees with under graduation as their
qualification are found to be sensitive which needed much consideration and employees
with post graduation were found to be less sensitive causing attrition in RML.
33
EMPLOYEE PERCEPTION:
Chart no- 13: Employee perception
WILL
(Source: EMPLOYEE
Secondary data) RECOMMEND RML FOR
OTHERS
100%
Inference: 94%
90%
80%
The above
70% chart indicated the employee perception details and the following was
76%
inferred:60% 2016-17
50%
In the year 2016-17, 76% of the employees were ready to recommend 2017-18RML for their
40%
30%
associates and 16% of respondents were left undecided to recommend RML for others. In
16%
20% 5% RML for their associates. But
2017-18, 94% of the employees 0% were ready to recommend
10%
6%
in 2017-18 there was a decrease 0%
0% it could be seen that3% in the no. of respondents leaving
their response asyes
undecided.no undecided no
response
RESPONSE
REASONS FOR LEAVING (2016-17)

The employees responded to each of the criteria given in the exit interview
form in which 1=most important reason, 2=next most important reason, etc
up to 5 reasons in descending order of importance
Criteria 1a-Clarity of role:

% OF RESPONDENTS
Chart no- 14: Clarity of role
(Source: Secondary data) CLARITY OF ROLE

Inference:
35%
33% 32%
30% 24%
25% 21%
16% 34 18%
20% 15% 2016-17
14% 12%
15% 2017-18
8%
10% 5%
5% 0%
It was clear from the chart that majority of the respondents(24%) had rated
criteria 1a as 5th reason for leaving the organization which stated that clarity of role was
not a reason of consideration for the employees to leave the organization.
It was clear from the chart that majority of the respondents(33%) had rated criteria 1a as
5th reason for leaving the organization which stated that clarity of role was not a reason of
consideration for the employees to leave the organization
Over all on comparing both the year it could be inferred that the criteria clarity of
role was not a reason for the respondents to leave RML. Hence it could be inferred that
there was clarity in all the roles of the organization.
Criteria 1b: Quality of work assigned

% OF RESPONDENTS
Chart no-15: Quality of work assigned
QUALITY OF WORK ASSIGNED TO YOU
40% 36% 35%
35%
Inference:
30%
25% 22% 22%
20% 15% 2016-17
It 12%
could be inferred12%
from the12%
chart that the criteria quality of 12%
work assigned had
15% 8% 8% 2017-18
10% 5% nd
been rated
5% by 22% of the respondents as 2 and as 5th reason for leaving the organization
0%
which stated that it was a reason of importance for some of the employees to leave the
First Second Third Fourth Least No
organization.important important important reason important response
reason
It was clear from thetochart
reason reason
that majority of the respondentsreason
(36%) had rated criteria 1b as
th
leave
5 reason for leaving the organization which stated that quality of work assigned was not
REASONS
a reason of consideration for the employees to leave the organization
Over all on comparing both the year it could be inferred that the criteria quality
of work assigned was not a reason for the respondents to leave RML. Hence it could be
inferred that employees were satisfied with the quality of work been assigned to them.
35
Criteria 1c: Volume of work assigned
% OF RESPONDENTS
Chart no-16: Volume of work assigned
VOLUME OF WORK ASSIGNED TO YOU
40% 35%
Inference:
35%
30%
30%
25% 19% 18% 22%
18% 2016-16
20%
It can be inferred from
14% 12% the chart that the criteria 15%
volume of work assigned had been rated
15% 2017-18
10% 6% 8% nd
by 22% of the respondents as 5th reason 3%and by 19% of them as 2 reason for leaving the
5%
organization
0% which states that it was a reason for very less no. of employees to leave the
organization. It First SecondfromThird
could be inferred the chart Fourth Least
that majority No
of the respondents (30%)
important important important reason important response
had rated criteria 1c asto5th reason
reason reason for leaving
reasonthe organizationreason
which stated that volume of
leave
work assigned was not a reason of consideration for the employees to leave the
REASONS
organization
Over all on comparing both the year it could be inferred that the criteria volume of
work assigned was not a reason for the respondents to leave RML. Hence it could also
be inferred that RML do not overload their employees.
Criteria 2: Career prospects in the medium and long term

% OF RESPONTENTS
Chart no-17: Career prospects in the medium and long term
CAREER
(Source: PROSPECTS
Secondary data) IN THE MEDIUM AND LONG TERM
Inference:
35% 32%
30% 27%
24% 24%
25% 21%
It could be
20% inferred from the chart
16% that majority of the respondents (32%) had rated
2016-17
12%
criteria15%
2 as 1ST reason and 27% of the9% respondents
8%9% had 8% rated it as8% 2017-18
2 nd reason for leaving
10%
the organization
5% which stated that career prospects in the medium and long term was a
0%
prime reason of high consideration for the employees to leave the organization
reason to reason reason 36 reason
leave
REASONS
It could be inferred from the chart that majority of the respondents (22%) had rated
criteria 2 as 1st and 2nd reason for leaving the organization which stated that career
prospects in the medium and long term was a reason of high consideration for the
employees to leave the organization.
Over all on comparing both the year it could be inferred that the criteria career
prospects for medium and long term was one of the prime reasons for the respondents
to leave RML.
Criteria 3: Job security

% OF RESPONDENTS
Chart no-18: Job security
JOB SECURITY
42%
45%
35%
Inference:
40%
35% 30%
30%
25% 2016-17
18%
20%
It can be inferred from the11% chart12% 14%
that majority of the respondents (30%) had 12%
rated criteria-
2017-18
15% 8%9%
6%
3 as 5th10%
reason 3%
5% for leaving the organization which stated that job security was not a reason
and was0% of very less consideration for the employees to leave the organization
It could be inferred
important fromimportant
the chart important
that majority of the respondents
reason (42%) have rated
important response
criteria-3 as 5threason
reasontofor reason
leaving thereason reason
organization which stated that job security is not a
leave
reason of consideration for the employees to leave the organization
REASONS
Over all on comparing both the year it can be inferred that the criteria job security
was not a reason for the respondents to leave RML. Hence it can be inferred that RML
satisfies the employee’s basic need of providing a secure job to its employees.
Criteria 4: Opportunities for training and professional

development
37
Chart no-19: Opportunities for training and professional
% OF RESPONDENTSdevelopment
OPPORTUNITIES
(Source: Secondary data) FOR TRAINING AND PROFESSIONAL
Inference: DEVELOPMENT
35% 32%
It could be inferred from the chart that majority of the 27%
30% respondents (32%) had rated
21%
25%as 2nd reason 22%
criteria-4 for 18%
leaving the organization which
19% stated that opportunities
2016-17for
20% 12%
11% 12%
training15%
and 8%
professional development
8% 9% was an important reason and was much
2017-18
10%
consideration
5% for 32% of the employees to leave the organization. But on the other hand
0%
22% of employees had considered
First Second
it Third
as least important
Fourth
reason
Least
to leaveNo
the organization. It
important
can be inferred from theimportant
chart thatimportant
majority ofreason important
the respondents response
(27%) had rated criteria-4
reason to reason reason reason
as 5th reason for leaving the organization which stated that opportunities for training and
leave
professional development was not a reason of consideration for the employees to leave
REASONS
the organization. But on the other hand nearly 21% of the employees had rated it as the
top most reason for leaving the organization.
Over all on comparing both the year it could be inferred that the criteria
opportunities for training and professional development was second important reason for
the respondents to leave RML.
Criteria 5: Performance assessment-recognition /appreciation of

performance
Chart no-20: Performance assessment-recognition/appreciation of

% OF RESPONDENTSperformance
PERFORMANCE ASSESSMENT-RECOGNITION
/SPPRECIATION OF PERFORMANCE
Inference:
It could35%be inferred from the chart that majority of the respondents
30% (19%) had rated
30%
30% nd
criteria-5
25%as 2 reason for leaving
21% the organization which stated that performance
18% 19%
20% 16%15% 16% 2016-17
assessment-recognition
14% /appreciation of performance was an important reason
12%and was
15% 2017-18
10%
much consideration for the employees to leave the 5%organization. But on the other hand
3%
5%
0% employees had rated it as 3 rd and 5th reason to quit RML which envisaged that
16% of the
they considered itFirst Second reason
as least important Thirdto leave
Fourth Least It could
the organization. No be inferred
from the chart reason
that majority of the respondents
to reason reason (30%) had rated criteria-5 as 5 th reason for
reason
leave
38
REASONS
leaving the organization which stated that performance assessment-recognition
/appreciation of performance was not a reason of consideration for the employees to
leave the organization. But on the other hand nearly 21% of the employees had rated it as
the 2nd most important reason for leaving the organization. On the whole on comparing
both the year it could be inferred that the criteria performance assessment-recognition
/appreciation of performance was the second important reason for the respondents to
leave RML.
Criteria %
6a:
OF Interpersonal
RESPONDENTS relationship with superiors
Chart no-21: Interpersonal relationship with superiors
NTERPERSONAL RELATIONSHIP WITH SUPERIORS
Inference:
40% 36%
35% 32%
27%
It could30%be inferred from the chart that majority (27%) of the respondents had rated
25% 2016-17
criteria 20%
6a as 5th 15% for 15%
reason 14% leaving the organization
12% which stated that
12%interpersonal
2017-18
15% 11% 9%
8% 8%
relationship with superiors was not a reason of consideration for the employees to leave
10%
5%
the organization.
0% It could be inferred from the chart that majority (36%) of the
respondents had First Second
rated criteria 6a as 5Third
th Fourth
reason for Least
leaving the No which stated
organization
that interpersonal relationship
reason to reason with superiors
reason was not a reasonreasonof consideration for the
employees to leaveleavethe organization
REASONS
On the whole on comparing both the year it could be inferred that the criteria
interpersonal relationship with superiors was not an important reason for the
respondents to leave RML. Hence it was clearly reflected that the employee’s
relationship with superiors was good.
Note: Compared to the last year there was a gradual increase in the no. of employees
opting this criterion as reason no.1.So the company had to look to this issue.
Criteria 6b: Interpersonal relationship with subordinates

% OF RESPONDENTS
Chart no-22: Interpersonal relationship with subordinates
INTERPERSONAL RELATIONSHIP WITH SUBORDINATES
45% 41%
40% 39 36%
35% 27%
30%
25% 21% 2016-17
20% 14% 14% 15% 2017-18
Inference:
It could be inferred from the chart that majority (27%) of the respondents had
rated criteria 6b as 5th reason for leaving the organization which stated that interpersonal
relationship with subordinates was not a reason of consideration for the employees to
leave the organization. Hence it could also be inferred that they are comfortable with
their subordinates. It could be inferred from the chart that majority (36%) of the
respondents had rated criteria 6a as 5th reason for leaving the organization which stated
that interpersonal relationship with subordinates was not a reason of consideration for the
employees to leave the organization
On the whole on comparing both the year it could be inferred that the criteria
interpersonal relationship with superiors was not an important reason for the respondents
to leave RML. Hence it was clearly reflected that the employee’s relationship with
superiors was good.
opting this criterion as reason no.1.So the company cannot overlook this issue.
Criteria 6c: Interpersonal relationship with peers

% OF RESPONDENTS
Chart no-23: Interpersonal relationship with peers
INTERPERSONAL RELATIONSHIP WITH PEERS
Inference: 38%
It could40%
be inferred from the chart that majority (30%) of 33%
the respondents had rated
35% 30%
30%
criteria 6c as 5th reason for leaving the organization which stated that interpersonal
25% 18% 2016-17
relationship
20% with peers was not 15%a reason of consideration for the employees to leave the
15% 12% 11% 11% 9% 12% 2017-18
organization.
10% Hence5% it could also be inferred that5%they are comfortable with their peers. It
5%
could be0%inferred from the chart that majority (33%) of the respondents had rated criteria
6c as 5th reason for
Firstleaving the organization
Second Third which stated that
Fourth interpersonal
Least No relationship
with peers was not a reason of consideration for the employees to leave the organization.
On the leave
whole on comparing both the year it could be inferred that the criteria
interpersonal relationship with peers wasREASONS
not an important reason for the respondents to
40
leave RML. Hence it was clearly reflected that the employee’s relationship with peers
was good.
opting this criterion as reason no.1.So the company cannot overlook this issue.
Criteria 7: Place of work (location)

% OF RESPONDENTS
Chart no-24: Place of work (location)
PLACE OF WORK(LOCATION)
45% 39%
Inference:
40% 35%
35%
30%
It could25%be inferred from the chart that majority (22%) 22% 2016-17
of the respondents had rated
20% 16% 15%
15% 12% 11% 11% 2017-18
criteria 15%
7 as 5th reason for leaving the organization
9% 9%which stated that place of location
10% 5%
was not a5% reason of consideration for the employees to leave the organization. It could be
0%
inferred from the chart that majority (39%) of the respondents had rated criteria 7 as 5 th
reason for leaving the organization
important important which stated reason
important that place important
of location response
was not a reason of
reason
consideration for to reasonto leave
the employees reason
the organization. reason
leave
On the whole on comparing both the year it could be inferred that the criteria place
REASONS
of location was not a reason for the respondents to leave RML. Hence it was clearly
reflected that the company was located in the place where employees can access with
less.
Criteria 8: Degree of openness and communication with

superiors, subordinates and peers
Chart no-25: Degree of openness and communication
41
% OF RESPONDENTS
DEGREE OF OPENNESS AND COMMUNICATION WITH

SUPERIORS,PEERS & SUBORDINATES
Inference:
It could be inferred from the chart that majority (22%) of the respondents had rated
35% 30%
criteria 30%
8 as 5th reason for leaving the organization which stated
24%that degree of openness
25% 21% 22%
and communication 18%
with superiors, subordinates 22%
20% 14% 15%and peers as not a reason of
2016-17
15% 12%
9%
consideration for the employees to leave the organization.
8% It could be inferred from2017-18
the
10% 5%
chart that5%
majority (24%) of the respondents had rated criteria 8 as 5 th reason for leaving
0%
the organization First
which stated that degree
Second of openness
Third Fourthand communication
Least Nowith superiors,
important
subordinates and important
peers was important
not a reason reason important
of consideration responseto leave the
for the employees
organization.
leave
On the whole on comparing both the year it can be inferred that the criteria degree
REASONS
of openness and communication with superiors, subordinates and peers was not a
reason for the respondents to leave RML. But on an average it was a reason of
importance which needed to be monitored constantly.
Criteria 9: Compensation (salary, allowances & perquisites) vis-à-

vis Jobs and Responsibilities
% OF RESPONDENTS
Chart no-26: Compensation
COMPENSATION (SALARY,ALLOWANCES & PERQUISITES)
VIS-À-VIS JOBS AND RESPONSIBILILTIES
Inference:
It could be inferred from the chart that majority (35%) of the respondents had
40% 35%
35% 9 as 1st reason
rated criteria for leaving the organization which stated that compensation
27%
30% 27%
(salary,25%
allowances18% 19%
& perquisites) vis-à-vis jobs 18%
and responsibilities
18% was a top 2016-17
most
20% 12%
reason 15%
of high consideration for the employees to leave the 2017-18
10% 6% 5% 5% organization.
8% It could be
inferred 5%
from the chart that majority (27%) of the respondents had rated criteria 9 as 2 nd
0%
reason for leavingFirstthe organization
Second which
Third stated that criteria-9
Fourth Least was the No second most
important reason of consideration for the employees to leave the company. On the whole
on comparing bothleave the year it could be inferred that the criteria-9 was a 2 nd most
important reason for the respondents to leave RML. So RML need to put this issue under
REASONS
consideration.
42
Note: Compared to the last year there was a gradual decrease in the no. of employees
opting this criterion as reason no.1, but there was an increase in the no. of employees
opting this criterion as reason no.4 & 5.This showed that there were other reasons which
rank higher than this criterion for which employees leave the organization. Hence it was
clear that the employees are looking beyond the aspect money in their job.
Criteria 10: Extent of encouragement of innovative ideas

% OF RESPONDENTS
Chart no-27: Extent of encouragement of innovative ideas
EXTENT OF ENCOURAGEMENT OF INNOVATIVE IDEAS
33%
35% 30%
Inference:
30%
25%
19% 18% 18% 19% 18%
20% 2016-17
It could be inferred from the chart that14%
majority (19%) of the respondents had rated
15% 9% 11% 2017-18
10 as 2nd8%
criteria 10% and 5th reason for leaving the organization which stated that extent of
5% 3%
encouragement of innovative ideas was a reason of less consideration for the employees
0%
to leave the organization.
important
It could be inferred important
from the important
chart that reasonof the
majority (33%) important response
respondents had rated
criteria 10 as 5th reason for leaving the organization which stated that extent of
leave
encouragement of innovative ideas was not a reason of consideration for the employees
REASONS
to leave the organization.
On the whole on comparing both the year it could be inferred that the criteria extent of
encouragement of innovative ideas was not much of important reason for the
respondents to leave RML. So it was clear that RML provided opportunity for its
employees to put forth their innovative ideas.
% OF RESPONDENTS
Criteria 11: Quality and extent of freedom and authority given
Chart no-28: Quality and extent of freedom and authority given
QUALITY
(Source: Secondary data) AND EXTENT OF FREEDOM AND AUTHORITY
GIVEN TO YOU
Inference:
35% 30%
It could be inferred27%
30% 27%
from the chart that majority (27%) of the respondents had
25% 21% 22%
rated criteria- nd 19%
20% 11 as 2 reason for leaving15% the organization which stated that 15%
quality and
2016-17
15% 9% 9% 2017-18
10% 5%
5% 0% 43
0%
extent of freedom and authority given was an important reason of consideration for the
employees to leave the organization. But it was also been rated by 22% of the
respondents as 5th reason i.e. reason of less significance which makes the employees to
leave the organization.It can also be inferred that majority (30%) of the respondents have
rated criteria-11 as 5th reason for leaving the organization which states quality and extent
of freedom and authority given was not a reason of consideration for the employees to
leave the organization.
On the whole on comparing both the year it could be inferred that the criteria-11
was not much of important reason for the respondents to leave RML. But it was also an
important reason for some of the employees of considerable percentage to leave the
organization. So RML needed to had an eye on this criterion thereby preventing it being
an important reason for attrition in future. Note: Compared to the last year there is an
increase in the no. of employees opting this criterion as reason no.1 reason for leaving
RML. So RML needed to have a conscious look into this issue
Criteria 12: Response to frank expressions of different points of

view
Chart no-29: Response to frank expressions of different points of view

% OF RESPONDENTS
RESPONSE
(Source: Secondary data) TO FRANK EXPRESSIONS OF DIFFERENT POINTS
OF VIEW
Inference:
It could be inferred from the chart 32%
35% 30%that majority (30%) of the respondents had
30%
rated criteria- rd
25% 12 as 3 reason for leaving 24% 24%
the organization which stated that response to
19% 18%
20% 2016-17
frank expressions of
12% different points
12% of view was third 14%
important reason of consideration
15% 9% 2017-18
for the 10%
employees3%to leave the organization. it could 3%be inferred from the chart that
5%
majority0% (24%) of the respondents had rated criteria-12 as 3rd & 5th reason for leaving the
organization which stated response to frank expressions of different points of view was a
reason of consideration
reason to forreason
the employees to leave the organization
reason reason and for some it was
leave
not .
REASONS
On the whole on comparing both the year it could be inferred that the criteria response to
frank expressions of different points of view was reason of third importance for the
respondents to leave RML. So RML needed to have an eye on this criterion thereby
44
preventing it being an important reason for attrition in future. Note: Compared to the
last year there was an increase in the no. of employees who opted this criterion as reason
no.1 reason for leaving RML. So RML needed to have a conscious look into this issue.
45
Criteria considered as “First important reason” by the
employees to leave RANE Mumbai ltd (2016-17)
Chart no-30: First important reason (2016-17)
46
Criteria considered as “First important reason” by the
Chart no-31: First important reason (2017-18)
47
Inference:
Top most reason for attrition in RML
2016-17:
Top most reason:
Based on the statistical tool – Mode, it could be inferred from the chart no.30 & 31
that compensation (salary, allowances & perquisites) vis-à-vis jobs and
responsibilities was the top most reason for attrition in RML.
2017-18:
Top most reason:
Based on the statistical tool – Mode, it could be inferred from the chart no.30 & 31 that
career prospects in the medium and long term was the top most reason for attrition in
RML.
Note:
Reasons ranking next to the above mentioned reason
2016-17:
The reason was career prospects in the medium and long term
2017-18:
The reasons were opportunities for training and development and interpersonal
relationship with subordinates
48
Criteria considered as second important reason by the
Chart no-32: Second important reason (2016-17)
*Reasons in descending order
49
Criteria considered as second important reason by the
Chart no-33: Second important reason (2017-18)

50
Inference:
Second important reason for attrition in RML
2016-17:
Second important reason:
that was opportunities for training and development was the 2 nd important reason for
attrition in RML.
2017-18:
Second important reason:
responsibilities was the 2nd important for attrition in RML.
Note:
Reasons ranking next to the above mentioned reasons:
2016-17:
The reasons were career prospects in the medium and long term, quality and extent of
freedom and authority given and compensation (salary, allowances & perquisites) vis-à-
vis jobs and responsibilities
2017-18:
The reason was career prospects in the medium and long term
51
Criteria considered as third important reason
by the employees to leave RANE Mumbai ltd (2016-17)
Chart no-34: Third important reason (2016-17)

52
Criteria considered as third important reason by the
Chart no-35: Third important reason (2017-18)

53
Inference:
Third important reason for attrition in RML
2016-17:
Third important reason:
that is response to frank expressions of different points of view was the 2nd important
reason for attrition in RML.
2017-18:
Third important reason:
that response to frank expressions of different points of view was the 2nd important for
attrition in RML.
Note:
2016-17:
The reasons were degree of openness and communication with superiors,
subordinates and peers
2017-18:
The reason was degree of openness and communication with superiors, subordinates
and peers and extent of encouragement of innovative ideas.
54
Criteria considered as fourth important reason by the
Chart no-36: Fourth important reason (2016-17)

55
Criteria considered as fourth important reason by the
Chart no-37: Fourth important reason (2017-18)

56
Inference:
Fourth important reason for attrition in RML
2016-17:
Fourth important reason:
that was quality and extent of freedom and authority given was the 2nd important
reason for attrition in RML.
2017-18:
Fourth important reason:
responsibilities was the 2nd important for attrition in RML.
Note:
2016-17:
The reasons were degree of openness and communication with superiors,
subordinates and peers
2017-18:
The reason was degree of openness and communication with superiors, subordinates
and peers and extent of encouragement of innovative ideas.
57
Criteria considered as Least important reason by the
Chart no-38: Least important reason (2016-17)

58
Criterion considered as Least important reason by the
Chart no-39: Least important reason (2017-18)

59
Inference:
Least important reason for attrition in RML
2016-17:
Least important reason:
that was interrelationship with peers and job security was the 5TH important reason for
attrition in RML.
2017-18:
Least important reason:
that job security was the 2nd important for attrition in RML.
Note:
2016-17:
The reasons were interpersonal relationship with subordinate and superiors
2017-18:
The reason was place of location
60
4.2 ANALYSIS-III
This part of analysis consists of Correlation, T-test and Factor analysis results and its
analysis.
CORRELATION
Table-4.2.1: Correlation 2016-17

Service Designation Age Department Education
1a 0.078492 -0.0121 -0.1519 0.05976 -0.1455
1b 0.117207 0.0327 -0.1523 0.01489 -0.0870
1c 0.134395 0.0502 -0.1921 0.02684 -0.0457
2 0.032123 0.0136 -0.0695 -0.03044 0.0349
3 0.038026 0.1368 -0.1908 -0.03540 -0.1616
4 0.054637 0.1684 -0.1673 -0.09309 -0.2527
5 0.10313 0.0127 -0.0957 -0.04523 -0.1534
6a 0.046924 0.1446 -0.2315 -0.01778 -0.0700
6b 0.012937 0.1602 -0.1678 -0.02481 -0.0117
6c -0.01345 0.1870 -0.2483 0.00927 -0.0915
7 -0.09855 0.2649 -0.2204 -0.04495 -0.1565
8 0.050869 0.1669 -0.2230 0.00510 -0.0929
9 -0.03413 0.2782 -0.2028 0.01091 -0.3038
10 0.005281 0.1616 -0.2054 0.00091 -0.1635
11 0.043895 0.1093 -0.2302 0.02249 -0.2331
12 -0.04534 0.2115 -0.2747 0.00033 -0.1812
13 -0.03288 0.0598 -0.1267 0.04694 -0.258172
Inference:
From the above table the following can be inferred:
For the year 2016-17, none of the correlation seems to be significant and hence it shows
that there is no relation between any of the criteria in exit interview form and the sample
profile details like service, age, designation, department and education. Hence the ratings
given by the respondents are independent of the sample profile details. Therefore it can
also be inferred that the sample profile details do not influence the respondents in their
ratings and so there was no bias due to the sample profile details.
Table-4.2.2: Correlation 2017-18
61
1a 0.119406 -0.04545 -0.1739 0.18646 -0.2930
1b 0.030159 -0.13287 0.0119 0.23833 -0.2208
1c 0.121578 0.01126 -0.1668 0.27924 -0.2314
2 0.156115 0.13428 0.0203 0.28876 -0.1130
3 -0.03342 0.04359 -0.1140 0.11551 0.3580*
4 0.074311 0.17669 -0.0744 0.30753 -0.1812
5 -0.17481 -0.15711 -0.0343 0.16111 0.3591*
6a -0.11012 0.04454 -0.2100 0.20328 0.4594*
6b -0.09005 -0.04382 -0.1412 0.16605 0.4918*
6c -0.00733 0.06851 -0.1812 0.23518 0.3637*
7 -0.08358 0.05612 -0.1126 0.14840 0.3918*
8 -0.02138 0.03068 -0.1807 0.13939 0.3803*
9 0.083722 -0.21893 0.0158 0.16914 0.4103*
10 -0.19025 -0.01762 -0.1599 0.12920 -0.3474
11 -0.13203 0.04318 -0.1741 0.16914 -0.2296
12 -0.13981 -0.02030 -0.1629 0.12920 0.3518*
13 -0.28002 0.26398 0.0154 0.16113 0.0887
*significant at 5% (Source: Secondary data)
Inference:
In the year 2017-18, correlation was seen between criteria 3, 5, 6a, 6b, 6c, 7, 8, 9, 12
and education(which is one of the sample profile elements) and it was positive. This
shows that education had influence on the respondents rating for the above mentioned
criteria. Hence it can be inferred that there existed relatively low correlation below the
education and the criteria 3, 5, 6a, 6b, 6c, 7, 8, 9, 12.
Inter factor correlation:

62
Table-4.2.3: Inter factor correlation 2016-17
1a 1b 1c 2 3 4 5 6a 6b 6c 7 8 9 10 11 12 13
1a 1 0.79 0.78 0.59 0.69 0.60 0.71 0.74 0.71 0.76 0.63 0.85 0.34 0.75 0.83 0.65 0.18
1b 0.79 1 0.84 0.64 0.87 0.79 0.71 0.91 0.83 0.90 0.76 0.87 0.22 0.77 0.81 0.82 0.22
1c 0.78 0.84 1 0.66 0.86 0.78 0.71 0.88 0.88 0.87 0.65 0.82 0.30 0.80 0.81 0.74 0.08
2 0.59 0.64 0.66 1 0.62 0.72 0.58 0.66 0.60 0.68 0.50 0.61 0.32 0.62 0.59 0.55 0.35
3 0.69 0.87 0.86 0.62 1 0.83 0.73 0.93 0.86 0.91 0.74 0.85 0.34 0.80 0.82 0.84 0.19
4 0.60 0.79 0.78 0.72 0.83 1 0.69 0.85 0.81 0.86 0.78 0.77 0.41 0.77 0.77 0.79 0.20
5 0.71 0.71 0.71 0.58 0.73 0.69 1 0.76 0.76 0.74 0.59 0.83 0.39 0.85 0.78 0.70 0.03
6a 0.74 0.91 0.88 0.66 0.93 0.85 0.76 1 0.90 0.98 0.80 0.90 0.28 0.83 0.89 0.89 0.26
6b 0.71 0.83 0.88 0.60 0.86 0.81 0.76 0.90 1 0.92 0.73 0.87 0.35 0.86 0.85 0.81 -
0.09
6c 0.76 0.90 0.87 0.68 0.91 0.86 0.74 0.98 0.92 1 0.82 0.88 0.27 0.85 0.90 0.91 0.26
7 0.63 0.76 0.65 0.50 0.74 0.78 0.59 0.80 0.73 0.82 1 0.71 0.25 0.69 0.71 0.81 0.28
8 0.85 0.87 0.82 0.61 0.85 0.77 0.83 0.90 0.87 0.88 0.71 1 0.44 0.89 0.93 0.81 0.10
9 0.34 0.22 0.30 0.32 0.34 0.41 0.39 0.28 0.35 0.27 0.25 0.44 1 0.48 0.40 0.18 -
0.01
10 0.75 0.77 0.80 0.62 0.80 0.77 0.85 0.83 0.86 0.85 0.69 0.89 0.48 1 0.89 0.79 0.04
11 0.83 0.81 0.81 0.59 0.82 0.77 0.78 0.89 0.85 0.90 0.71 0.93 0.40 0.89 1 0.87 0.17
12 0.65 0.82 0.74 0.55 0.84 0.79 0.70 0.89 0.81 0.91 0.81 0.81 0.18 0.79 0.87 1 0.29
13 0.18 0.22 0.08 0.35 0.19 0.20 0.03 0.26 - 0.26 0.28 0.10 - 0.04 0.17 0.29 1
0.09 0.01
(Source: Secondary data) Red marking shows values are significant at 5%,
Inference:
From the above table the following can be inferred: Criteria-1b was very highly
correlated with criteria-6a & 6c (i.e.) Quality of work assigned was very highly correlated
with interpersonal relationship with superiors & peers. Criteria-3 was very highly
correlated with criteria-6a & 6c (i.e.) Job security was very highly correlated with
interpersonal relationship with superiors & peers.Criteria-6a was very highly correlated
with criteria-6b, 6c & 8 (i.e.) interpersonal relationship with superiors was very highly
correlated with subordinates & peers and degree of openness & communication with
superiors, subordinates and peers. Criteria-6b was very highly correlated with criteria-6c
(i.e.) interpersonal relationship with subordinates was very highly correlated with
peers.Criteria-6c was very highly correlated with criteria-11 & 12(i.e.) interpersonal
relationship with peers was very highly correlated with Response to frank expressions of
different points of view and Quality and extent of freedom and authority given .Criteria-8
was very highly correlated with criteria-11(i.e.) degree of openness & communication
with superiors, subordinates and peers was very highly correlated with Quality and extent
of freedom and authority given. The correlation values of criterion -9 (i.e.) compensation
vis-à-vis jobs & responsibilities alone remain low when compared with other criteria.
63
Hence it can be inferred that criteria-2 was relatively distinct among all the other factors.
Therefore any change in other factors will affect criterion-2 to a very lesser extent and
hence it is distinct from other factors.
Table-4.2.4: Inter factor correlation 2017-18
1a 1b 1c 2 3 4 5 6a 6b 6c 7 8 9 10 11 12 13
1a 1 0.76 0.89 0.44 0.70 0.54 0.59 0.71 0.84 0.79 0.74 0.75 0.58 0.69 0.58 0.64 -0.26
1b 0.76 1 0.86 0.67 0.80 0.64 0.77 0.69 0.73 0.75 0.79 0.67 0.64 0.65 0.59 0.67 -0.22
1c 0.89 0.86 1 0.53 0.73 0.63 0.67 0.79 0.82 0.85 0.77 0.78 0.62 0.77 0.66 0.73 -0.28
2 0.44 0.67 0.53 1 0.72 0.82 0.46 0.48 0.45 0.56 0.69 0.47 0.39 0.43 0.45 0.45 -0.10
3 0.70 0.80 0.73 0.72 1 0.77 0.64 0.76 0.79 0.80 0.84 0.74 0.68 0.64 0.56 0.71 -0.19
4 0.54 0.64 0.63 0.82 0.77 1 0.52 0.69 0.68 0.78 0.76 0.71 0.54 0.60 0.61 0.63 -0.15
5 0.59 0.77 0.67 0.46 0.64 0.52 1 0.67 0.64 0.65 0.68 0.67 0.67 0.73 0.61 0.70 -0.15
6a 0.71 0.69 0.79 0.48 0.76 0.69 0.67 1 0.91 0.90 0.73 0.90 0.62 0.84 0.78 0.84 -0.34
6b 0.84 0.73 0.82 0.45 0.79 0.68 0.64 0.91 1 0.91 0.77 0.92 0.63 0.84 0.72 0.83 -0.26
6c 0.79 0.75 0.85 0.56 0.80 0.78 0.65 0.90 0.91 1 0.75 0.87 0.67 0.82 0.80 0.86 -0.26
7 0.74 0.79 0.77 0.69 0.84 0.76 0.68 0.73 0.77 0.75 1 0.72 0.61 0.72 0.56 0.64 -0.23
8 0.75 0.67 0.78 0.47 0.74 0.71 0.67 0.90 0.92 0.87 0.72 1 0.70 0.87 0.82 0.86 -0.31
9 0.58 0.64 0.62 0.39 0.68 0.54 0.67 0.62 0.63 0.67 0.61 0.70 1 0.62 0.65 0.69 -0.33
10 0.69 0.65 0.77 0.43 0.64 0.60 0.73 0.84 0.84 0.82 0.72 0.87 0.62 1 0.83 0.91 -0.26
11 0.58 0.59 0.66 0.45 0.56 0.61 0.61 0.78 0.72 0.80 0.56 0.82 0.65 0.83 1 0.89 -0.28
12 0.64 0.67 0.73 0.45 0.71 0.63 0.70 0.84 0.83 0.86 0.64 0.86 0.69 0.91 0.89 1 -0.24
13 -0.26 -0.22 -0.28 -0.10 -0.19 -0.15 -0.15 -0.34 - -0.26 -0.23 -0.31 -0.33 -0.26 -0.28 -0.24 1
0.26
(Source: Secondary data) Red marking shows values are significant at 5%,
Inference:
From the above table the following can be inferred:Criteria-6a was very highly correlated
with criteria 6b, 6c and 8 (i.e.) Interpersonal relationship with superiors has a high
correlation with Interpersonal relationship with subordinates and that of with the peers
and finally with degree of openness & communication with superiors, subordinates and
peers. Criteria-6b was very highly correlated with criteria 6c and 8 (i.e.) Interpersonal
relationship with subordinates was very highly correlated and degree of openness &
communication with superiors, subordinates and peers. Criteria-10 was very highly
correlated with criteria-12(i.e.) Extent of encouragement of innovative ideas was highly
correlated with Response to frank expressions of different points of view. The correlation
values of criterion -2 alone remain low when compared with other criteria. Hence it can
be inferred that criteria-2 was relatively distinct among all the other factors. Therefore
any change in other factors will affect criterion-2 to a very lesser extent and hence it is
distinct from other factors.
T-TEST
64
Table-4.2.5: T-test 2016-17
Service Designation age department Education

0.40356 0.5319 0.5311 0 0.6228
0.72419 0.2332 0.2855 0.0000 1.0000
1.00000 0.1150 0.1775 0.0000 0.7140
0.80308 0.0676 0.1312 0.0000 0.8415
0.27329 0.8168 0.7659 0.0000 0.4239
0.34347 0.5177 0.5448 0.0000 0.5515
0.94028 0.1053 0.1547 0.0000 0.7609
0.38919 0.5785 0.5915 0.0000 0.5728
0.69805 0.2773 0.3370 0.0000 0.9435
0.48974 0.4884 0.5264 0.0000 0.6847
0.80024 0.1892 0.2811 0.0000 0.9449
0.33138 0.6083 0.6167 0.0000 0.5062
0.86656 0.0059 0.0631 0.0000 0.5213
0.53496 0.3434 0.4098 0.0000 0.7701
0.16227 1.0000 0.9002 0.0000 0.2914
0.83068 0.11077 0.2198 0.0000 0.8769
0.00000 0.00000 0.0000 0.0000 0.0000
Inference:

For the year 2016-17, none of the values obtained by t-test seemed to be significant as it
was below the critical value 1.96 at 5% significant level. Hence the null hypothesis for all
the above values automatically gets accepted which said that the sample factors service,
age, designation, department and education had no significant relation with the criteria
ratings.
Hence it can be inferred that the sample profile elements has no significant influence over
the criteria ratings.
Table-4.2.6: T-test 2017-18
65
0.11358 0.5104 0.2051 0.0012 0.5494
0.01191 0.0638 0.6271 0.0062 0.1038
0.07974 0.3923 0.2417 0.0009 0.4463
0.33154 0.8435 0.0314 0.0001 0.9374
0.02510 0.0936 0.5701 0.0086 0.1725
0.12006 0.5070 0.1478 0.0004 0.5569
0.16291 0.5427 0.1385 0.0009 0.5795
0.03590 0.1157 0.4959 0.0042 0.2184
0.09219 0.3248 0.2960 0.0024 0.4184
0.07785 0.3034 0.2998 0.0016 0.3944
0.04490 0.1522 0.4508 0.0051 0.2473
0.04907 0.2094 0.2920 0.0017 0.3172
0.21081 0.8560 0.0567 0.0008 0.8311
0.12459 0.3887 0.2361 0.0008 0.4595
0.08215 0.2759 0.2802 0.0019 0.3496
0.17736 0.5886 0.1443 0.0010 0.6271
0.00000 0.0000 0.0000 0.0000 0.0000
Inference:
For the year 2017-18, none of the values obtained by t-test seemed to be significant as it
was below the critical value 1.96 at 5% significant level. Hence the null hypothesis for all
the above values automatically gets accepted which said that the sample factors service,
age, designation, department and education had no significant relation with the criteria
ratings. Hence it can be inferred that the sample profile elements has no significant
influence over the criteria ratings.
On the whole, on analysing both the years it was seen that the sample profile details
had no significant relation over the respondent’s ratings for each criterion. Hence the
respondents ratings are not biased due to the sample profile details.
Factor analysis:
Based on the factor analysis done using the statistical software package SPSS the criteria
given in the exit interview form were clubbed into two factors namely interpersonal
effectiveness and work effectiveness.
FACTOR-1: INTERPERSONAL EFFECTIVENESS
66
Chart no-40: Interpersonal effectiveness
Inference:
From the above chart it can be inferred that the contribution made by the criteria
interpersonal relationship with superiors, openness & communication, autonomy for the
employees to leave RML is 15% which says that 15% weakness is seen in all those
criteria in RML. Likewise aspects such as interpersonal relationship with subordinates
and interpersonal relationship with peers, encouragement of innovative ideas are weak by
14% and communicative acceptance is weak by 13% in RML.
FACTOR-2: WORK EFFECTIVENESS

67
Chart no-41: Work effectiveness
Inference:
From the above chart it can be inferred that the contribution made by the criteria Quality
of work assigned was 13% which showed RML has to improve by 13% to achieve the
total satisfaction of employees in the quality of work been assigned. Likewise aspects on
job security has to be improved upon by 12%, volume of work assigned, clarity of work,
place of work and training & professional development aspects have to be improved by
11%, compensation, career prospects and performance assessment & recognition aspects
of RML have to be improved by 10% and finally just 1% improvement has to be made in
other dimension aspects.
68
Overall perception of the respondents about RML
Chart no-42: Overall perceptions

Inference:
The above chart “Overall perception of the respondents about RML” shows the
percentage of weakness that RML has in each of the criterion based on the respondent’s
perceptions. This shows that RML has room for improvement to be made in those criteria
to achieve a strong employer brand. From the above chart it can be inferred that the
INTERPERSONAL EFFECTIVENESS in RML as perceived by the respondents who
were the exited employees was 44% which is less than WORK EFFECTIVENESS and it
was perceived as 56% by the same respondents. This clearly shows that the interpersonal
effectiveness part of RML as perceived by the employees has to be improved by 44% and
that of work effectiveness by 56%.
69
5.1 FINDINGS:
Attrition:
● For the year 2016-17, a total of 85 employees quitted RML and for the year 2017-
18 it was 59 employees.
● For the year 2016-17, 95% of the employees who exited RML were male and
remaining 5% of the employees were female. On the other hand in the year 2017-
18 it was 88% who are male and 12% had been female.
Note:
● There was a decrease in the attrition level of the employees in the company by
30.6% in the year 2017-18 compared to the year 2016-17.
● There was a decrease in the attrition level of male by 36% in the year 2017-18
compared to the year 2016-17 whereas in the case of female attrition level it had
increased by 43% which had to be looked into seriously.
● For each quarter there was a decrease in the attrition level of the employees in the
company for the year 2017-18 compared to the year 2016-17.
Response to the exit interview:

● Among the total of 85 employees who exited RML in the year 2016-17 it was
only 44% of the employees who had attended the exit interview which is known
by their filled up exit interview forms and it was 56% for the year 2017-18
● In the year 2016-17, 44% of the employees who attended the exit interview were
males and had no females whereas in the year 2017-18, 85% of them were males
and only 15% were females.
● For the year 2016-17, of the total employees who exited RML it is 56% who
didn’t attend the exit interview whereas it is 44% for the following year.
● For the year 2016-17, among the employees who didn’t attend exit interview 92%
were male and 8% were female and in 2017-18 also 92% were male and 8% were
female
70
Note:
● There was a decline of 11% in the number of employees attending the exit
interview for the year 2017-18 compared to the previous year.
● When compared to 2016-17 there was a decrease by 24% in the males who
responded to the exit interview for the year 2017-18.
● In the total of employees who did not respond to the exit interview, there was a
decrease by 46% in the year 2017-18 compared to 2016-17
● There was a decline in the number of employees who didn’t respond to the exit
interview by 45% in male and 50% in female for the year 2017-18 compared to
2016-17
Sample profile details:

● On the whole attrition seems to be very high in junior management and high in
middle management and least in senior management.
● Among the employees who quit RML majority of them have less than 2yrs of
service and attrition level was least caused by those who belong to the category of
4-6yrs of service.
● Very high attrition in RML was caused by the employees who belong to the age
group of 25-30yrs and high attrition by those of 30-35 yrs.
● Most stable age group was 40-45yrs and 45-50yrs.

● Finance and R&D were the departments in which attrition seemed to be high.
● Under graduation category employees are found to be sensitive to attrition and

employees with post graduation are found to be relatively less sensitive causing
attrition in RML.
● There was a high level of response (above 75%) among the employees to
recommend RML for others which clearly showed that they were satisfied with
RML by one or the other.
71
Note:
● In the year 2017-18, the no. of employees exited decreased by 5% in junior
management level and increased by 4% in middle management level.
● In 2017-18, the respondent’s exit rate had reduced considerably by 10% in the
less than 2yrs of service category.
● In 2017-18, the attrition caused by employees of age group 35-40yrs was high
which should be looked into seriously.
● MMD, HR & PLE departments are some of the departments having constant and
steady attrition which need to be looked into seriously.
● The satisfaction level of the employees had increased to a greater extent which
was clearly reflected in the chart.
Reasons for leaving:

Reasons for 2016-17:
1. Compensation (salary, allowances & perquisites) vis-à-vis jobs and
responsibilities was the top most reason for attrition in RML during 2016-17.
2. Opportunities for training and development was the 2nd important reason for
attrition in RML during 2016-17.
3. Response to frank expressions of different points of view was the 2nd important
reason for attrition in RML during 2016-17.
Reason for 2017-18:

1. Career prospects in the medium and long term was the top most reason for
attrition in RML during 2017-18.
2. Compensation (salary, allowances & perquisites) vis-à-vis jobs and
responsibilities was the 2nd important for attrition in RML during 2017-18.
3. Response to frank expressions of different points of view was the 2nd important
for attrition in RML during 2017-18.
72
Satisfactory factors:
1. Interpersonal relationship with peers
2. Job security
3. Interpersonal relationship with superiors
4. Interpersonal relationship with subordinate
5. Place of location
On the whole interpersonal relationship of an employee was seemed to be good.
Other findings:
Consolidation of what employees liked in RML: (in employees’ words)
● TQM practices
● Freedom in working
● Opportunity to learn
● Work culture
● Training given
● Exposure to advanced production technology
● Good welfare activities
● Employee commitment
● Big concern
● Good maintenance and safety system
● Care for higher education of employees
● Adequate job support is available
● Committed to customer’s need
Consolidation of what employees disliked in RML: (in employees’ words)

● Too many priorities at a time
● Poor implementation of system
73
● Complicated reporting system
● No long term career prospects
● Constant pressure in work
● Lack of challenging job for certain departments
● Long working hours
● Salary must be matched with market trend
● No physical recognition for performance
● No clarity in appraisal system
● No effective orientation program
74
5.2 SUGGESTIONS:
“Care and importance are two things of which every human being is mad of”
Employer branding itself is a very good strategy to retain the employees for it gives an
employee a sense of pride that the company for which he is working for is a great place to
work and that would make him willingly bind with the organization for years and years.
In order to do achieve such a stage the company initially needs to know what the
employees perceives about and expects from the organization and should rectify all the
weaknesses what the employee’s perceive of an organization which can be known
through various company procedures of which exit interview is one. So on analyzing the
exit interview form of RML the areas in which the company was weak were identified
and the following were the suggestions to set those things right.
● Do selective hiring: Study the applicant's track record. How long people have
stayed in previous positions will indicate how long you can expect them to stay
with you. If they changed jobs every two or three years in the past, they will likely
do the same with you
● Create individualized career growth plans and clearly explain it to them.
● Engage in longer orientations with new employees
● Detailed and clear job description should be given to the employees so that they
understand what exactly is expected of them and discharge without bias.
● Educational Programs- You can provide them conditional assistance for certain
courses which are beneficial from your business point of view. Conditional
assistance means the company will bear the expenses only if he/she gets an
aggregate of certain percentage of marks. And entrance to that course should be
on the basis of a Test and the number of seats to be limited. For getting admitted
75
to such program, you can propose them to sign a bond with the company, like
they cannot leave the company for 2 years or something after the successful
completion of the course.
● A sound compensation plan is essential where the pay should go along with the
market value.
● Employees should be allowed to express their views and try to implement which
would honour them.
● Little perks, like buying pizza/cutlets for the staff of the office on the busiest days
of the work week on surprise, help to make your employees appreciate their jobs
● Use creative rewards and recognition programs like,
✔ Praise people publicly in meetings or employee newsletters.
✔ Give recognition certificates, plaques and prizes and other than money, such as
tickets for movie rental or sports events, or gift certificates for merchandise or dinner.
Giving something tangible makes a more lasting impression.
✔ Every month/quarter Hero: You can make a provision of Monthly or
Quarterly Award (depending upon the budget) for the best employee, Awarding 2 or 3
best workers each month. The award can be in terms of gifts or money. If it is money
then it should be divided into two parts, first part to be given with the next month salary
and the remaining after 6 months. In this way he/she can be retained for 6 more months.
These rewards shall be considered at the time of appraisal. Praising your best performers
(the top 10-20%) will raise the bar for your weaker people
✔ The Legends scheme: Employees, excluding senior management, are
invited to nominate colleagues and assessors (non-management employees who
are given training to judge nominees) choose the winners. After the assessors’
work is done, 10 Legends are selected for that year. The Legends, drawn from
across the organization, receive senior management recognition and both financial
and non-financial rewards Encouraging employees to give positive praise to each
other not only builds a sense of satisfaction and mutual respect; it also helps drive
overall engagement.
76
● Employee Recreation- You can take your employees to a trip or for an outing
every year or bi-yearly. You can involve your top management into some of the
fun activities as this will make feel the employees that they are very close to the
management and everybody is same.
● Accountability- You should make each employee accountable so that he can also
feel that he is as important as his manager by giving them added responsibility.
● Work environment: A stereo (with ceiling speakers) tuned to a soft neutral
music enhances the office atmosphere and creates an illusion of privacy
6.1 Conclusion
Realizing the fact that the growing employee turnover is the matter of great
concern by the firm, attention should be devoted for the making of a ‘strong brand’
through investments in’ human capital ‘.The growing relevance for human energies and
intellect for the so-called employer’s brand has been proved beyond dispute. Besides
controlling the damage at crucial times the making of employer’s brand is found to be a
strategic tool for business promotion. So its time for RML to focus on building its
employer brand.
77
6.2 Annexure and Appendices
Feedback form from exiting personnel of RML
1.0 Biographical information:

Name:
Designation:
Date of joining:
Proposed date of relief:
Positions held in the company: a.
b.
c.
2.0 Feedback:
2.1 What did you like MOST about your job in RANE?
2.2 What did you like LEAST about your job in RANE?
2.3 In what ways did RANE turn out to be different from your expectations?
We list some dimensions of the organization. Please rank in the order of importance those
which were responsible for your decision to leave us. (Give no.1 to the strongest reason,
no.2 to next strongest reason and so on)
78
Dimension rank
1. Job content
• Clarity of role ( )
• Quality of work assigned to you ( )
• Volume of work assigned to you ( )
2. Career prospects in the medium and long term ( )

3. Job security ( )
4. Opportunities for training and professional development ( )
5. Performance assessment –recognition /appreciation of
performance ( )
6. Interpersonal relationships
• With superiors ( )
• With subordinates ( )
• With peers ( )
7. Place of work ( )
8. Degree of openness and communication with superiors, peers &
Subordinates ( )
9. Compensation (salary, allowances & perquisites) vis-à-vis jobs
and responsibilities ( )
10. Extent of encouragement of innovative ideas ( )
11. Quality and extent of freedom and authority given to you ( )
12. Response to frank expressions of different points of view ( )
13. Other dimension please specify ( )
Additional comments if any on particular dimension:
14. Would you recommend RANE to a good friend who is looking for employment
opportunities?
Yes ( ) no ( ) undecided ( )
79
6.3 BIBLIOGRAPHY
• Stephen.P.Robbins, Personnel/HRM, David.A.De Cenzo, III Edition, Precentice

Hall India Publishers.
• Research Methodology methods & techniques (IInd edition) – C.R.Kothari
• Gary Dessler, Human Resource Management, VIII Edition, Pearson Publication.
• HRM Review magazine
• www.rane.co.in
• www.humanresource.com
• www.hrmguide.com
• www.perceptionmapping.com
• www.indianmba.com
• www.naukrihub.com
80

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A STUDY OF EXIT INTERVIEW IN RELATION TO

Project Report Submitted in Partial fulfilment of the requirement

MASTER OF BUSINESS ADMINISTRATION (MBA)

An “Employer Brand‟ is based on various intangible factors, including perception, image,

Today, an effective employer brand is essential for competitive advantage. Increasingly,

<Name of the Guide >

<Guide Registration Number >

I …… …<Student Name>……… .. bearing Reg. No…… …………<Reg. No.>………

1.2 Relevance of the project to MBA 2

1.3 About the topic/title 2

1.4 About concepts & definitions 3

1.5 Need and scope of the project 4

1.6 Implications of the project 4

FINDINGS AND SUGGESTIONS

Successful firms will be those adept in attracting, developing and retaining

business. -Dave Ulrich

1.3 About the topic/title:

Employer branding is becoming a critical input in HR. It is defined as an

1.4 About concepts-definitions:

1.5 Need and scope of the project:

1.6 Implications of the project:

● Manufacturer of steering & suspension systems for every segment of automobile

● Contemporary computer aided engineering and design applications

● Finite element analysis for all critical parts

● Vehicle steering system analysis to simulate real life conditions

● Puducherry plant - Passenger car segments.

● Varanavasi (Chennai) plant - Exports market.

● IS0 14001 certified plants

● OHSAS 18001 certified

● Deming Application Prize winner in the year 2007

● Create opportunities for professional growth and satisfaction

● Develop leadership capabilities at all levels

● R& D (Research & Development)

● MMD (Material Management Department)

● MED (Manufacturing & Engineering Department)

● PLE (Plant engineering)

Management levels of RML:

Vice President Senior

General manager Management

Deputy general manager

Deputy manager Management

Senior executive/ sr.engineer Junior

Deputy executive/ dy.engineer

Assistant executive/ asst.engineer

2.2 Review of Literature:

3.1 Statement of the problem:

3.3 Research design:

3.5 Data collection:

3.7 Limitations of the study:

Employee turnover details:

Chart no-1: Employee turnover details

Gender wise employee turnover details:

Chart no- 2: Gender wise turnover details

Quarter wise employee turnover details:

Chart no- 4: Employees responded to the exit interview

EMPLOYEES WHO RESPONDED

Gender wise details of employees who attended the exit

(Source:GENDERWISE DETAILS OF THOSE WHO