Employee retention Essay

1. INTRODUCTIONIn these changing sentences both the employee & employer argon under tremendous pressure to perform. There is fierce competition non only in the industry scarce also crossways categories. This incumbent liberalized cutting edge technology driven environment has made employee memory mind-boggling. The fast pacing change across the globe has made the new employee & employer similarityship irreversible. However each(prenominal) corporations not only in IT sector entirely also traditional manufacturing sector be attempting to foundation attrition. This paper attempts to unravel this paradox & accept the various facts that surround this burning issue. There argon umteen tactics and strategies utilization to bear employees in brasss. The basic purpose of these strategies is to increase employees gladness, boost employee morale, and deliver the sizeables memory. Some measures, safekeeping strategies atomic number 18 not used strait-lacedly and wrong r etention strategies argon used. As a result of this, these strategies fail to achieve the desired results.There are costs associated with employee knock over all(prenominal)place. The impact of employee turnover on shapings is that it often engenders far- orbit consequences and may jeopardize efforts to attain organizational objectives (Hill and Jones, 2001). In addition, Hill and Jones (2001) indicated that when an organization loses a little employee, there is a negative impact on innovation, consistency in providing at feed may be jeopardized, and major delays in the delivery of services to clients may occur. A decline in the standard of service could also adversely affect the satisfaction of internal and external customers and consequently, the profitability of the organization. It is for these reasons that the paper sought to measure step to the fore retention strategies in organizations and how they affect operationers performance. Let us see what Employee Retention u sed to meanThis entails catch just a little history. The term employee retention first began to appear with regularity on the worry scene in the 1970s and early 80s. Until then, during the early and mid-1900s, the essence of the relationship among employer and employee had been (by and large) a line of the status quo You save inter program wrick for me, do a good personal credit line, and, so long as stinting conditions mendlyow, I entirelyow continue to employ you. Itwas not unusual for people who entered the job market as late as the 1950s and 60s to remain with one employer for a very long time virtu eitherytimes for the duration of their makeing life. If they changed jobs, it was usually a major rush and life decision, and someone who made legion(predicate) and frequent job changes was seen as somewhat out of the ordinary.What is Employee Retention?Employee retention refers to the various policies and practices which let the employees rag to an organization for a longstanding accomplishment of time. Every organization invests time and currency to groom a new joinee, make him a corporate ready material and strike him at par with the lively employees. The organization is completely at loss when the employees earmark their job once they are fully trained. Employee retention unsays into account the various measures taken so that an individual plosive consonants in an organization for the maximum period of time. The human pick of an organization consists of commission and employees.Human resources are advert assets to organizations. Employees fuddle to be do to stay in an organization. When employee retention strategies function properly, they increase the commitment of employees towards organizational final stages. Thus, if the commitment of employees is won by management through employee retention strategies, it increases job satisfaction, motivates employees to proceeding hard as well as encourages cookers to stay in their o rganization. Hence, employees get out be well-to-do with their job and be motivated to go bad hard, thereby jumper cable to remedyd employee performance. Improvement in employee performance leads to achievement of organizational goals.1.1. LITERATURE REVIEWWilliams and Dreher (1992), wages is the key factor influence in the employee attraction and retention, and play essential role in the recruitment process. Highhouse et al, (1999) exhort that only pay is not sufficient to retain the employees. He argues that low pay package exit drive workers out the organization only it is not necessary that high pay package bring and keep the workers in the organization. Ultimately, the workers stay in theorganization due to some others factors i.e. work environment, co-workers behaviour and supervisor keep going etc. which compel the employee to retain in the organization.According to Osteraker (1999), the employee satisfaction and retention are considered the Cornerstone for victo ry of organization. Past study divided it into cordial, mental or physical Dimension. The grouping is based on friendly contacts at works, characteristics of the work task or the physical and material heap associated with work. The retention factors of the mental dimension are work characteristics, employees are retaining by flexible tasks where they seat use their knowledge and see the results of their efforts. The social dimension refers to the contact employees bedevil with other people, both internal and external. The physical dimension consists of working conditions and pay. rank to retain employees the organization need to gain information somewhat the dynamics that characterized the motivation to work.According to metalworker (2001) money bring the workers in the organization just now not necessary to keep them. According to Ashby and Pell money satisfies the employee but it is not sufficient to retain the employee means it is insufficient factor. Money is not consi dered as first retention factor (Brannick, 1999). Many organization implement very good employees retention strategy without pass high accept or pay based retention strategy (Pfeffer, 1998). In much(prenominal) circumstances a wide number of factors are seems for triple-crown retention of employees. The existence of other retention factors give the bouncenot be ignored.Kehr (2004), explains that the implicit retention factors in spontaneous, expressive and pleasurable behaviour and can be divided into three variables power, achievement and affiliation. Power refers to dominance and social control. Achievement is when personal standards of excellence are to be met or exceeded and affiliation refers to social relationships which are established and intensified. Implicit and explicit retention factors relate to divers(prenominal) aspects of the person, but both are important determinants of behaviourThompson and Prottas (2005) examined the relationship between employee turnove r intention and organization bear out such as supervisor support, flex time work family culture and co-worker support etc, and they shut that organization support get overd the employee turnover intention.Pasewark and Viator (2006) places flexible work arrangement as an very important part of work family support that plays pivotal rule in the retention of employees.Ihsan and Naeem (2009), indicated that Pharmaceutical sales extract rated pay and fringe benefits as the more or less important retention factor which is supported by the findings of historic studies In addition, it indicate that pay and fringe benefits is highly valued by the sales force of all demographic Backgrounds. Its possible explanation could be that pays and fringe benefits change salespersons to fulfil their physiological as well as esteem needs. Thus, critical review of the legitimate incentive schemes is required to make them more than effective to cater to needs of the sales in both multi subject and local pharmaceutical companies to retain their talent workers.Yanadoria and Katob (2010) investigated the family support effects at workplace and concluded the statistical importance of relationship between work family support and employee retention, the recent research recognize that existence of family support within the organization reduce the turnover intention and help the retention of talented employees in the organization.According to BC Jobs, in a tidy sum commissioned by their partnership, only two percent of executives said employees leave because of lifestyle changes, such as relocation. When top performers start jumping ship, its well-nigh often for professional, not personal, reasons. In another(prenominal) discipline commissioned by the same smart set, executives said that good employees leave primarily because of limited opportunities for proficiency (39 percent), unhappiness with management (23 percent) and lack of recognition (17 percent) (BJ JOBS, 2012).Empl oyee retention techniques go a long way in motivating the employees for them to enjoy their work and avoid changing jobs frequently.Why do Employees Leave?Research says that most of the employees leave an organization out of frustration and constant friction with their superiors or other police squad out produces. In some cases low salary, lack of growth prospects and motivation compel an employee to look for a change. The management mustiness try its level outgo to retain those employees who are really important for the body and are cognize to be effective contributors. It is the responsibility of the line managers as well as the management to ensure that the employees are thriving with their roles and responsibilities and the job is offering them a new challenge and learning every day.Let us understand the concept of employee retention with the help of an example Manisha was a talented employee who delivered her best and completed all her work within the desired time fram e. Her work lacked errors and was always found to be innovational and mentation provoking. She never interfered in anybody elses work and stayed away from unnecessary gossips and rumours. She avoided loitering around at the workplace, was serious about her work and no doubts her performance was always appreciable. Kumar, her immediate boss never really analogousd Manisha and considered her as his biggest threat at the workplace. He left no stone unturned to insult and demotivate Manisha. Soon, Manisha got fed up with Kumar and decided to move on.Situation 1 The HR did not make any efforts to retain Manisha and recognised her resignation. Situation 2 The HR immediately intervened and discussed the several issues which prompted Manisha to think for a change. They tried their level best to convince Manisha and even appointed a new boss to make the things best(p) for her. Situation 1 would most likely leave the organization in the lurch. It is not easy to find an employee who gels well with the system and understands the work. Hiring an employee, training him and making him fit to work in an organization incur huge costs and therefore sincere efforts must be made to retain the employee. Every problem has asolution and the management must probe into the exact reasons of an employees displeasure. Employees sticking to an organization for a longer time tend to know the organization better and develop a sapiditying of attachment towards it. The employees who stay for a longer duration are familiar with the company policies, guidelines as well as rules and regulations and thus can brook more effectively than individuals who come and go.10 important factors that can impact employee retention in the organizationShorten the feedback loop- Do not wait for an annual performance review or evaluation to come due to give feedback on how an employee is performing. Most team members enjoy frequent feedback about how they are performing. reduce the feedback loop go awa y help to keep performance levels high and will reinforce positive behavior. Feedback does not necessarily need to be scheduled or highly structured simply stopping by a team members desk and letting them know they are doing a good job on a current project can do wonders for employee morale and help to increase retention. brook a competitive compensation package- Any team member necessitys to feel that he or she is beingness paid appropriately and fairly for the work he or she does. Be sure to research what other companies and organizations are offering in terms of salary and benefits. It is also important to research what the regional and national compensation averages are for that particular position. You can be sure that if your compensation package is not competitive, team members will find this out and look for employers who are willing to offer more competitive compensation packages.Balance work and personal life- family is incredibly important to team members. When work be gins to put a hearty strain on ones family no amount of money will keep an employee around. accent the importance of balancing work and ones personal life. Small gestures such as allowing a team member to take an extended lunch once a week to watch his sons baseball game will likely be repaid with loyalty and extended employment with an organization. heed of burnout- staff adequately to reduce the amount of unwanted overtime a team member must work. Some employees enjoy the extra money that accompanies overtime hours, plot others would rather spend their time with theirfamilies or doing other activities they enjoy.Burnout can be a leading cause of turnover. Recognize the warning signs and give employees a break when they need it. Provide opportunities for professional cultivation and growth offer opportunities for team members to acquire new skills and knowledge useful to the organization. If an employee appears to be bored or burned out in a current position offer to train th is individual in another facet of the organization where he or she would be a good fit. Nobody wants to feel stuck in their position will no guess for advancement or new opportunities.The ability to provide input and be taken seriously everybody has opinions and ideas, some are better than others. However every team member wants to feel that their input is welcome and will be taken seriously without ridicule or condescension. Some of the superior ideas can come from the most unlikely of places and people. Creating a culture where input is welcome from all level of the organizational chart will help your organization grow and encourage long term employee retention. Management must take the time to get to know team members- its not a big surprise that one of the greatest complaints that employees express in exit interviews is a feeling that management didnt know they existed. Nobody wants to feel like just another spoke in a big wheel. Managers are very lodge in everybody is busy , but it is crucial that managers and supervisors take the time get to know the team members who work under them. take in and remember a team members name, what skills and talents they bring to the table, and what their business interests are. The time spent by management getting to know team members is well invested and can eliminate the headaches caused by having to continually hire and re-train new employees. Provide the tools and training an employee needs to succeed- nothing can be more frustrating to an employee than a lack of training or the proper tools to successfully complete his or her duties. You wouldnt try to image a house without a hammer, so why should an office job be any dissimilar? Providing a team member with the tools and training she needs to be successful shows a commitment and enthronisation in that employee and will encourage the team member to stay with the organization.Make use of a team members talents, skills, and abilities- all team members have kno wledge, skills, and abilities thatarent directly related to their job description, but are whitewash useful to an organization. Utilizing a team members talents in areas other than their current position will indicate to an employee that management appreciates and recognizes all that an employee has to offer to the organization. This can also provide work variety and helps to break up the everyday grind of work.Never threaten a team members job or income While threatening an employee with terminus or demotion might seem like a surefire way to get the results needed from him or her, doing so will likely cause the employee to leave the organization. Put yourself in the employees shoes, what is the first thing you would do if your job was threatened? Odds are you would probably update your resume and start checking for open job lineups expecting the worst. If a team members performance is not what you had hoped it would be, work with that team member on ways to improve his performa nce, saving termination only as a exit resort.The Advantages of Employee RetentionAcquiring TalentWhen organizations retain their employees, they avoid hiring costs. These are often hidden costs. The cost to post on job boards can be annual or a one-time expense. Agencies charge a percentage of an employees annual wages. Larger companies may have staffing departments whose sole responsibility is screening and interviewing talent. Other companies may assign this task to department heads or other individuals in the organization. The time an individual spends screening and reviewing resumes takes him away from his main job responsibilities. The hiring process is risky. Background checks, personality interrogatory and aptitude testing can predict a candidates capability, but there is still a risk.Training and DevelopmentRetaining workers reduces training costs. Recruits need to be trained in business practices special to the employers software, culture and office practices. Training requires one or more current employees to take time awayfrom their job responsibilities to educate the new employee on the organizations way of doing business. Two or more people are on the company payroll producing the results of one person. In the first 90 days, a new hire costs the company money. When companies retain employees, training dollars can be used to further develop the work force. Long-term associates have the experience to review what has worked before and apply that knowledge to future situations.Skilled Labour ForceEmployment retention develops a strong staff. meshing one by one or in teams these individuals share knowledge and expertise. The future managers of an organization come from this work pool. These employees are the historians of an organizations successes and challenges, and provide mentoring to new hires They are committed to the continued growth of the origination and its work force. These individuals have finessed the inner workings of an organizatio n. As they continue to develop their skills, the organization benefits.Impact on Customer receiptsEmployee retention has a positive impact on customer service. Turnover brings disruption in customer service, loss of business and possible negative business impacts. An organizations customer base expects ordered and reliable service. There is a learning curve with new hires and thus the potential for error or poor converse with a client. This can impact business relationships. Long-term employees develop relationships with customers. They know the clients preferences and can anticipate future needs. This knowledge develops over time.1.2. COMPANY PROFILEDr. Reddys Laboratories Ltd, is a pharmaceutical company based in Hyderabad, Andhra Pradesh, India. The company was founded by Anji Reddy, who had previously worked in the publicly owned Indian Drugs and Pharmaceuticals Limited, of Hyderabad, India. Dr. Reddys originally launched in 1984 producing active pharmaceutical ingredients. In 1986, Reddys started operations on branded formulations. at heart a year Reddys had launchedNorilet, the companys first recognized brand in India. Soon, Dr. Reddys obtained another success with Omez, its branded omeprazole ulcer and reflux oesophagi is medication launched at half the determine of other brands on the Indian market at that time. Within a year, Reddys became the first Indian company to export the active ingredients for pharmaceuticals to Europe. In 1987, Reddys started to transform itself from a supplier of pharmaceutical ingredients to other manufacturers into a manufacturer of pharmaceutical products. Dr. Reddys manufactures and markets a wide range of pharmaceuticals in India and overseas.The company has over 190 medications, 60 active pharmaceutical ingredients (APIs) for medicine manufacture, diagnostic kits, critical care, and biotechnology products. Dr. Reddys began as a supplier to Indian drug manufacturers, but it soon started exporting to other less-reg ulated markets that had the advantage of not having to spend time and money on a manufacturing plant that would gain approval from a drug licensing body such as the U.S. Food and Drug Administration (FDA). By the early 1990s, the expanded descale and profitability from these unregulated markets enabled the company to begin focusing on getting approval from drug regulators for their formulations and muckle drug manufacturing plants in more-developed economies. This allowed their movement into regulated markets such as the US and Europe.By 2007, Dr. Reddys had sextuplet FDA plants producing active pharmaceutical ingredients in India and seven FDA-inspected and ISO 9001 (quality) and ISO 14001 (environmental management) certified plants making patient-ready medications five of them in India and two in the UK. In 2010, the family-controlled Dr Reddys denied that it was in talks to sell its generics business in India to US pharmaceutical monstrosity Pfizer, which had been suing the company for alleged patent infringement after Dr Reddys announced that it intended to produce a generic version of Atorvastatin, marketed by Pfizer as Lipitor, an anti-cholesterol medication. Reddys was already linked to UK pharmaceuticals multinational Glaxo Smithkline.VISIONTo manufacture a discovery ruled global pharmaceutical company with a core purpose of circumstances people lead healthier lives MISSIONTo be first Indian pharmaceutical company that successfully takes itsproducts from discovery to commercial launch globally VALUESIn pursuit of purpose of providing affordable and innovative medicines for healthier lives, Dr. Reddys will create an environment of innovation and learning while continually reaching for higher levels of excellence. Integrity and Transparency Dr. Reddys will uphold the highest standards of integrity and transparency in all their interactions. Safety Dr. Reddys are committed to providing safe working environments through continuous improvement of the ir infrastructure, work practices and behaviors.Quality Dr. Reddys are dedicated to designing quality into their products and processes to delight their stakeholders. Productivity Dr. Reddys strain to achieve more with less through a culture of innovation, continuous improvement and a uphold focus on elimination of waste. respectfulness for the Individual Dr. Reddys are committed to creating a work environment that encourages diverse perspectives and upholds the dignity of work and of individuals. Collaboration and Teamwork Dr. Reddys will leverage expertise and resources from across their global network to create greater value for their stakeholders. Sustainability Dr. Reddys will create value for all their stakeholders in a manner that respects their natural environment and serves the best interests of the communities in which they live and work. come on OF DIRECTORSDr. Reddys board of directors are experts in the diverse fields of medicine, chemistry and medical research, huma n resource development, business strategy, finance, and economics. They review all significant business decisions and committees appointed by the board focus on specific areas.WHOLE- beat DIRECTORSG.V. Prasad Chairman and chief executive officerSatish Reddy vice chairman and managing directorINDEPENDENT AND NON-WHOLE TIME DIRECTORS1. Dr. Omkar Goswami2. Mr. Ravi Bhoothalingam3. Mr. Anupam Puri4. Dr. J. P.Moreau5. Ms. Kalpana Morparia6. Dr. Bruce LA Carter7. Dr. Ashok Ganguly8. Mr. Sridhar IyengarBOARD COMMITTEESThere are seven board- level committees at Dr. Reddys, namely 1. Audit committal2. Nomination, Governance & Compensation Committee3. Risk Management Committee4. Science, Technology and Operations Committee5. Shareholders unfairness Committee6. Investment Committee7. Management CommitteeThe Management Council is the top tier of Dr. Reddys companys management structure. The management of Dr. Reddys has developed and implemented policies, procedures and practices that attemp t to translate our companys vision, mission and purpose into reality. The management also identifies, measures, monitors and controls the risks factors in the business and ensures safe, sound and efficient operation. The Management Council meets every quarter under the chairmanship of the CEO.Global employee strength of DR. REDDYSFig 1.2.1Employee turnoverTurnover Rate2008-092009-102010-112011-12 boilers suitIndia16.20%16.30%14.30%12.70%18.20%18.00%0.70%20.80%Fig 1.2.21.3. EMPLOYEE RETENTION AT DR. REDDYSDr. Reddys has dozens of individual and team-based awards that recognizes teamwork, innovation, institution-building, and social Dr. Reddys uses long structured coaching to encourage continual dialogue between managers and employees to enhance employee engagement. As well, the company has a formal system in which senior managers mentor employees and job mentors serve as mentors in plants.Respect for the Individual They are committed to creating a work environment that encourages di verse perspectives and upholds the dignity of work and of individuals.They have begun to have more presence at campuses, they have announced higher rewards for team members on successful referrals of women or differently able professionals to the organisation and they continue to encourage employees to pitch within the organisation to different domains and functions through internal job posting opportunities. One of the key attempts of the leadership at Dr. Reddys is to enable each one of their talented employees to see the cathedral they are helping to raise, and givethem a upset if they run into rough spots. Building this environment to inspire are several elements drawn from global HR experiences and the best of management intuition.Exit interviews Exit interviews are conducted with departing employees just before they leave. From the employers perspective, the primary bearing of the exit interview is to know the reasons for the persons departure, on the basis that criticism i s a steadying driver for organizational improvement. Good exit interviews should also yield useful information about the employer organization, to mensurate and improve all aspects of the working environment, culture, processes and systems, management and development, etc.2. OBJECTIVESTo find out the Factors that make employees retain in the organization for a long period of time. To know the reasons why employees move out of the organization How is Dr. Reddys putting efforts in understanding employees? What are the steps taken by the company to retain their employees? What are the important elements that an employee looks in an organization to work?3. SCOPEThe scope of this project was to focus on employee retention in DR. Reddys Laboratories CTO1 Bollaram, Hyderabad , India (pharmaceutical company). The scope is limited to R0 and R1 employees in the organization. The approx. number is 100. The sample size is 40 employees out of 100 R0 and R1 employees.LIMITATIONSNo proper inputs were provided by Dr. Reddys laboratories CTO1 management. Dr. Reddys has instead to limit the psyches in a questionnaire to 10. Duration for of the project was just two months.4. Research Methodology4.1. Research DesignIn this study where we translate a research problem into questionnaires, and then use the questionnaires to create entropy and also indicated that survey is a process of asking many people the same questions and examining their answers. Hence, respondents were asked the same questions. The aim of a survey is to obtain information which can be analyzed and comparisons made4.2. Sample SelectionThe target nation for the study was all employees working in DR. Reddys. The list of all the workers in the organizations served as the sampling frame. come in of the sampling frame, the sampling units were identified. The individual persons in the organizations such as R0 and R1 categories of employees were used as sampling units for the study. The study population was junio r and senior staffs DR. Reddys. The total number of employees in these categories is approximately 100. Out of the 100, 40 respondents were selected to specifically provide information that would be relevant to the study. The sample size was obtained by calculating 40% on the total population.4.3. Data CollectionMethods for Collecting Primary DataQuestionnaires were the tools used for collecting the primary data for the study. The questionnaires contained closed-ended questions. The questions focused on employees work satisfaction in the organization. Questionnaires and face to face interviews were effective methods used in collecting the primary data. Questionnaires were useful for the research since I could reach many respondents within a absolutely time. Moreover, the face-to-face interview also enabled me to observe the surroundings and nonverbal communication of respondents. The language that was used for the face-to-face interview was English, Hindi and Telugu.5. ANALYSIS AN D INTERPRETATION1. How long have you been active at Dr. Reddys?graphical record 5.1InterpretationAs per the respondents 0% of employees mentioned that they have been employed at Dr. Reddys for less than 1 year, 15% of employees mentioned that they have been employed at Dr. Reddys from 1-3 years, 30% of employees mentioned that they have been employed at Dr. Reddys from 3-5 years, 35% of employees mentioned that they have been employed at Dr. Reddys from 5-10 years and 20% of employees mentioned that they have been employed at Dr. Reddys for more than 10 years.2. What factors have influenced you to remain with Dr. Reddys? SCORE 3 as most preferred, 2 as second preferred and 1 s last preferred)Graph 5.2InterpretationAs we can see in the above graph, leadership (brand) has got majority score, which is actually retaining the employees in the organization. Benefit packages, working conditions and shift works are also motivate employees in a large scale to retain in DR. Reddys. Pay has g ot the lowest score as per the respondents i.e. 8.75%3. How satisfied are you with your line of achievement development within Dr. Reddys?Graph 5.3InterpretationAs per the respondents 0% of employees mentioned that they are dissatisfied with the career development at Dr. Reddys, 17.5% of employees mentioned that they are somewhat dissatisfied with the career development at Dr. Reddys, 27.5% of employees mentioned that they are neutral with the career development at Dr. Reddys, 70% of employees mentioned that they are satisfied with the career development at Dr. Reddys, 10% of employeesmentioned that they are very satisfied with the career development at Dr. ReddysRegarding the promotions and hikes within the organization, majority of the employees seem to be satisfied. This is a good sign, but still Dr Reddys laboratories ltd management need to work on this issue as this plays a vital role in retaing employees in the organization for a longer period of time4. What is your level of satisfaction with the attitude of teamwork within Dr. Reddys?Graph 5.4InterpretationAs per the respondents 32.5% of employees mentioned that they are neutral towards the level of satisfaction with the attitude of teamwork at Dr. Reddys, 67.5% of employees mentioned that they are satisfied with the level of satisfaction with the attitude of teamwork at Dr. Reddys and none of the employees choose the rest of the options i.e dissatisfied, somewhat dissatisfied and very satisfied.Most of the employees seem to be satisfied with their colleagues which will in turn reduces the internal conflicts between the employees.5. I feel that my contribution is regard and apprehended by the department.Graph 5.5InterpretationAs per the respondents 0% of employees mentioned that they powerfully dis keep that their contribution is respected and comprehended by the department, 0.05% of employees mentioned that they dis total that their contribution is respected and comprehended by the department, 42. 5% of employees mentioned that they are neutral that their contribution is respected and appreciated by the department, 47.5% of employees mentioned that they agree that theircontribution is respected and appreciated by the department and 0.05% of employees mentioned that they strongly agree that their contribution is respected and appreciated by the department.Approximately 50% here agree that their work is appreciated by the department which is a good sign. But Dr Reddys laboratories ltd needs to work more in this area to increase these figures in a positive way.6. I have a graspable production line for career advancement inside Dr. Reddys.Graph 5.6InterpretationAs per the respondents 0% of employees strongly disagree that they have a comprehensible course for career advancement inside Dr. Reddys, 20% of employees disagree that they have a comprehensible course for career advancement inside Dr. Reddys, 57.5% of employees are neutral that they have a comprehensible course for car eer advancement inside Dr. Reddys, 22.5% of employees agree that they have a comprehensible course for career advancement inside Dr. Reddys and 0% of employees strongly agree that they have a comprehensible course for career advancement inside Dr. ReddysComing to career development within the organization employees are not much satisfied and they are on a diplomatic side by answer neutral.7. The work load determined on personnel is fair and realistic.Graph 5.7InterpretationAs per the respondents 0% of employees strongly disagree that the workload placed on personnel is fair and realistic, 7.5% of employees disagree that the workload placed on personnel is fair and realistic, 17.5% of employees are neutral that the workload placed on personnel is fair and realistic, 52.5% of employees agree that the workload placed on personnel is fair andrealistic and 22.5% of employees strongly agree that the workload placed on personnel is fair and realistic.These figures tell us that Dr Reddys laboratories ltd is a friendly environment to work with, where there is no work pressure.8. Have you ever considered leaving Dr. Reddys?Graph 5.8InterpretationAs per the respondents 32.5% of employees mentioned that they considered leaving Dr. Reddys and 67.5% of employees mentioned that they never considered leaving Dr. Reddys.Its a good sign were approximately 70% of the employees are not considering to leave Dr Reddys laboratories ltd.9. If your answer was yes to the previous question what would be the reasons? Previous question (Have you ever considered leaving Dr. Reddys?)Graph 5.9InterpretationWe can notice as majority of the employees i.e. 48.75% of employees want to leave the organization for better pay and benefits. Better opportunities and relocation are also playing a vital role in employees leaving the organization. Only 6% of employees feel there is no proper communication in the organization.6. FINDINGSRetention is all about managing people. If an organization manages people well, employee retention will take care of itself. Organization should focus on managing the work environment to make a better use of human resources. Asper the survey, Dr Reddys laboratories ltd employees like to work where these are present.Appreciation for the work done by the employee.More opportunities to grow within in the organization.A friendly and cooperative environment between the employees. A feeling that the organization is second home to the employees.Findings regarding Dr. Reddys LaboratoriesEffective leadership is also motivating them to work with Dr. Reddys. Salaries are not up to the expectations of the employees in Dr. Reddys. Dr. Reddys is having an employee friendly environment. Where employees feel more comfortable while working. Dr. Reddys has cross-functional project teams, encourage employees to shift within the organization to different domains and internal job posting opportunities. Dr. Reddys SPEAK OUT program is a communication channel open to al l employees.The program is conducted every month by the Senior Managers of the respective locations encourages the employees to open up and discuss any issues be it professional or personal. Dr. Reddys REACH OUT program similar to speak out, which encourages employees to use toss off boxes to convey their suggestions, raise or highlight any issue which they may not be comfortable to come forward or if they wish to maintain anonymity. Dr. Reddys has a team-based award that recognizes teamwork which in turn motivates employees.7. CONCLUSION AND RECOMMENDATIONSConclusionRetention has emerged as one of the dominant themes in management studies during the past decade. The goal of this report was to understand the reasons behind employees retention in the organization. The report attempts to provide the facts with a better understanding of employees and their needs. The employee demands such as good working conditions and having development opportunities are just two factors to be mentio ned. Dr. Reddys laboratories should have good communication, hiring management with stronghuman relation skills, providing growth opportunities and consulting with employees, formally and informally, will strengthen the bond with the organization, but will not guarantee their loyalty. Herzberg, through his motivation-hygiene theory suggests that job satisfaction and job dissatisfaction are produced by different work factors. What makes people unhappy is not what they do but how well they are treated.RecommendationsThough Dr Reddys laboratories ltd is doing a great job it can still improve its working conditions to have work satisfaction in the employees and to retain them for a longer period of time. Dr. Reddys management can provide support in the form of work-life balance. Work life balance includes fictile hoursAlternate work schedulesVacationsDr. Reddys management should give little more importance to the Career growth and development of the employee within the organization. A manager plays a role of a mentor, they are the ones who involve employees in the work. So they need to hire managers who can make and maintain good relations with their subordinates. Promoting team work will improve the relationship between employees. This can lead to good and healthy competition and relation between the employees. Management of Dr. Reddys can support employees by providing them recognition and appreciation.8. ANNEXURE1. How long have you been employed at DR.Reddys?1. Less than 1 year2. 1-3 years3. 3-5 years4. 5-10 years5. More than 10 years2. What factors have influenced you to remain with Dr. Reddys? ( SCORE 3 asmost preferred, 2 as second preferred and 1 s last preferred) 1. ___ Pay2. ___ Benefit Package (Health Insurance, ect.)3. ___ Promotional Opportunities4. ___ Work hours/Shift work5. ___ Loyalty to community6. ___ Team culture/peer relations7. ___ Working conditions( i.e. Safety)8. ___ leadership (Dr. Reddys only)9. ___ Training10. ___ Retirement plan11. _ __ Contribution to the Organization3. How Satisfied are you with your career development within Dr. Reddys? 1. Dissatisfied2. Somewhat Dissatisfied3. Neutral4. Satisfied5. genuinely Satisfied4. What is your level of satisfaction with the attitude of teamwork within Dr. Reddys? 1. Dissatisfied2. Somewhat Dissatisfied3. Neutral4. Satisfied5. Very Satisfied5. I feel that my contribution is respected and appreciated by the department. 1. potently dissent2. Disagree3. Neutral4. Agree5. Strongly Agree6. I have a comprehensible course for career advancement inside Dr. Reddys. 1. Strongly Disagree2. Disagree3. Neutral4. Agree5. Strongly Agree7. The workload placed on personnel is fair and realistic.1. Strongly Disagree2. Disagree3. Neutral4. Agree5. Strongly Agree8. Have you ever considered leaving Dr. Reddys?1. Yes2. No9. If your answer was yes to the previous question what would be the reasons? (SCORE 3 as most preferred, 2 as second preferred and 1 s last preferred)1. Pay and benefits ____2. Better opportunity ____3. Family reasons ____4. New challenges ____5. Relocation ____6. Leadership ____7. Poor or no communication ____8. Job security ____