1. Assistant Professer in Mangement
Département of Professional
Courses,
G.M.University, Sambalpur
Impossible is a Word which is Found of a Foolish Dictionary

2. Introduction
A successful organization is build with
employee’s contribution and that will
not be effective unless an organization
climate is favorable for employees
engaged in strategic decision making.
Employee retention is a process in which
the employees are encouraged to remain
with the organization for the maximum
period of time or until the completion
of the project

3. Importance of Employee Retention
The cost of Turnover
Loss of Company Knowledge
Interruption of Customer Service
Goodwill of the Company
Multi-skilled and committed people
Causes of Employee Turnover
The study, identified the following seven reasons “real” reason why employees leave.
Job not as expected
Job does not fit talents and interest
No feed back / coaching
No hope for career growth
Feel over work load and stressed out
Lack of trust or confidence in leader
Compensation

4. Individual Stressors
(Stress scores according to the work load)
Rank
Score
Jobs Stress
Score
1 US President 176.6
2 Senior Executive 108.6
16 Advertising Account
Executive
79.6
17 Real Estate Agent 79.6
20 Stock Broker 71.7
31 Lawyers 64.3
35 Insurance Agent 63.3
42 Advertising Sales Person 59.9
50 College Professor 54.2
60 School Principal 51.7
103 Market Research Analyst 42.1
104 Personal Recruiter 41.8
119 Economist 38.7
(Source: HRM Review, the ICFAI Journal)

5. COMPANIES AND ITS RETENTION STRATEGIES
The Following table describes the Key Drivers to Attract and Retain Talent.
Procter and Gamble India
Table-I
Employers Key Drives To Attract And Retain Talent
Procter and
Gamble
 Flexible and transparent organizational culture
 Global opportunities through a variety of exposure and
diverse experiences
 Performance Recognition
The Directors have the pleasure of presenting the 46th Annual Report and Audited Accounts
of the Company for the year ended June 30.2010.
Financial Results ( Figures in Rs Cores)
2009/10 2008/09
Sales including Excise 914 773
Net sales (less Excise duties) 903 773
Profit before Tax 234 232
Profit after Tax 180 179
Proposed Dividend plus tax thereon 85 85
Transfer to General Reserve 18 18
Balance carried forward 278 201
Source: Collected from Directors reports Proctor and Gamble Hygiene and Health care published in on June 2009

6. NTPC(NATIONAL THERMAL POWER CORPORATION)
TABLE-II
Employers Key Drivers to attract and Retain Talent
NTPC
 Learning and growth opportunities
 Competitive rewards
 Opportunities to grow, learn and
implement
 Strong social security and employee
welfare performance oriented culture.
Case study on NTPC takes lesson from Wipro on staff retention:
20,000 Public Sector Power Plant NTPC’s Human resource development team
has already return from a visit to Wipro's Head quarter in Bangalore because
competitor Reliance Energy which is going to set up 3500 megawatts plant at
Dadri in lucknow.
NTPC has already recruit about 400nentry level engineers and prepared them
tackle any crisis in future.
NTPC utlises the lev and Schwartz model to access the value of its human
resources.

7. Employers Key Drivers to attract and Retain Talent
Wipro
 Company’s brand as an employer
 Early opportunities for growth
 High degree of autonomy
 Value compatibility
 Innovative people program
Source:(retention.naukrihub.com, powered by compare InfoBase Limited
Financial highlights 2009-10
• Year of year basic, the constant currency revenue increase was 7.8%
• IT services earning before interest and tax (EBIT) was Rs 12.72 billion
• Net addition of 5325 employees in the current quarter.
• IT Products recorded a 2% growth in Revenues over the same period last year.
• Consumer Care and Lighting Revenue grew 27% over the same period last year
and EBIT grew 16%
Quarter on Quarter comparison
ITEMS 2009(Q4) 2010(Q4) %Change
Revenues(gross) 66275 69772 5.27
Gross profit 19919 22008 10.53
PAT 10061 12137 20.66
EPS(Basic)(Rs) 6.88 8.29 20.49

8. TATA STEEL
Employers Key Drivers to attract and Retain Talent
TATA STEEL
 Organization philosophy and culture
 Job stability
 Freedom to work and innovate
Tata Steel has a balanced global presence in over 50 developed
European and fast growing Asian markets, with manufacturing
operations in 26 countries.
. It is the first integrated steel plant in Asia and is now the world’s
second most geographically diversified steel producer and a Fortune 500
Company.
In India, operations are going on five states and its Registered office is
Mumbai while the commercial headquarters are at kolkata.
Audited results that total profit has increased from Rs 57981.60 million for the
quarter September 30.2009 to Rs 78394.20 million for the quarter ended
september30, 2010

9. If you had invested Rs 1 lakhs in each of the
30 senexes stocks on 27th October, 2008, it
will now be worth
SCRIP NUMBER CHANGING
PRICE ON BSE
% CHANGE Worth Rs
Lakhs
TATA STEEL 624 270 3.7
TSC 1078 334 4.3
TATA MOTOR 1246 789 8.9
WIPRO 438 231 3.3
ONGC 1379 122 2.2
NTPC 196 56 1.6
Source: Times of India, 8/11/10

10. Major Strategies for Talent Retention
Low Level Employee Retention Strategies
Appreciating and recognizing a well done job.
Congratulations E-cards or cards sent to spouses/families.
Voice mails/message from top management.
Periodic days off for good performance.
Rewards (gifts, certificates, monetary and non-monetary rewards)
Wedding gifts.
Anniversary gifts.
New born baby gifts.
Birth day card.
Medium Level Employee Retention Strategies
Professional skill Development by Training.
Providing Training for Personal Growth Opportunities.
Career Guidance for Individual Employees
High Level Employee Retention Strategies
Appreciate new ideas and reward risk taking.
Support for individual initiative.
Encourage creativity.
Performance feed back programs.
Higher study opportunities for employees.
Provide an environment of trust

11. Employee Retention Mantras
Transparent Work Culture
Quality of Work
Communication between
Employee and Employer
Retention of Bonus
Use of Explicit Ranking by
Systems Tied to Incentives
Plan for Succession and
Acceleration Pool
Training and Reward as a
Retention Tool
Offer Better Career Visibility
Employee Scheduling
Hire Right Talent