Employee Retention Program of Robi

Employee Retention Program of

Robi Axiata Limited

Report on Employee Retention Program of

Robi Axiata Limited

Supervised By:

Mohammad Kaosar Ahmed

Faculty Member & Supervisor

Department of MBA Program

INTERNATIONAL ISLAMIC UNIVERSITY,

DHAKA CAMPUSSubmitted by:

Md. Hassan Howlader

Batch No: 38(D), Metric No: M112825Program: MBA, (MAJOR IN HRM)

Date of submission: June, 13th 2012

INTERNATIONAL ISLAMIC UNIVERSITY

DHAKA CAMPUS

Letter of Transmittal

20th June, 2012To,

Course Instructor


Faculty Member & Supervisor

Department of MBA Program

INTERNATIONAL ISLAMIC UNIVERSITY, DHAKA CAMPUSSubject: Submission of the internship report.Dear Sir,

With due respect and honor I am an intern of yours, would like to formally submit my internship report on Employee Retention Program of Robi Axiata Limited.As you will go through this report, you will find out lots of data flows, diagrams, charts and so many supportive documents that will surely help you to understand about the real scenario of the HR Operations in Robi. I tried my best to work sincerely to cover all aspects regarding the topic.Finally, I want to say that I am very glad to have such a new topic to prepare and submit this internship report. Further more if you have any sort of query about this report please contact with me on 01721738302 or e-mail at [email protected] yours,

Md. Hassan HowladerBatch No: 38(D), Metric No: M112825Program: MBA, (MAJOR IN HRM)

Letter of EndorsementThe Internship Report entitled has been submitted to the Office of Placement & Alumni, in partial fulfillment of the requirements for the degree of Bachelor of Business Administration, Major in Human Resource Management on 24th July, 2011 by Md. Hassan Howlader, Batch No: 38(D), Metric No: M112825, Program: MBA, (MAJOR IN HRM). This internship report has been accepted and may be presented to the Internship Defense Committee for evaluation.(Any opinions, suggestions made in this report are entirely that of the author of the report. The University does not condone nor reject any of these opinions or suggestions).

______________________


Internship SupervisorStudents DeclarationThe undersigned certifies that the work presented here was done by Md. Hassan Howlader, Batch No: 38(D), Metric No: M112825, Program: MBA, (MAJOR IN HRM), INTERNATIONAL ISLAMIC UNIVERSITY and that as to the style and context, the report is suitable for submission as the report for BBA program. The declaration is the provided information is not copied from the any other report.

________________________________________

Md. Hassan Howlader

Batch No: 38(D), Metric No: M112825, Program: MBA, (MAJOR IN HRM)

Acknowledgement

The internship program is very helpful to bridge the gap between the theoretical knowledge and real life experience as part of Bachelor of Business Administration (BBA) program. This internship report has been designed to have a practical experience through the theoretical understanding.It is my privilege that, I had the opportunity to do internship in Robi Axiata Bangladesh Ltd from 13th March, 2011 to 13th June, 2011 in HR Operation Division for 3 month periods. I was also sent to training program for two weeks in Human Resource Division under the Supervision of Ms. Sharmin Sultan, Resourcing Manager of Human Resource Division. I would like to thank all the people with whom I carry out my internship.I would like to express my deep gratitude to my academic supervisor Ms. Tasnuva Rahman, Senior Lecturer, Faculty of Business Administration, Eastern University for giving me the opportunity to prepare the internship report and also for giving me enormous support, courage, opportunity and all sorts of motivation. Without her help, it was quite impossible for me to complete this task in the meantime. I express my deep gratefulness to Ms. Sharmin Sultan, Resourcing Manager, HRD for give me the opportunity for three months internship program. Also I express my deep gratefulness to all employees of Human Resource Division (HRD) for cooperate me to collect various information from different sources & help me to complete this internship report.Executive Summary

Employee retention, most desirable employees, is a key challenge in organizations today. Knowing what makes employees unhappy is half the battle when you think about employee work satisfaction, morale, positive motivation, and retention. If employees feel safe, they will tell you whats on their minds. Your work culture must foster trust for successful two-way communication. Competitive salary, competitive vacation and holidays, and tuition reimbursement are three basics in employee retention.

Employee Retention involves taking measures to encourage employees to remain the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job hes doing, he may switch over to some other more suitable job. In todays environment it becomes very important for organizations to retain their employees.

Robi Axiata Limited is a dynamic and leading countrywide GSM (Global System for Mobile Communications) communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. On 28th March, 2010 the company started its new journey with the brand name Robi. This name has been chosen by a panel of higher management of Robi and by the renowned persons of Bangladesh. As NTT DOCOMO INC is from the land of rising sun Japan, they have advised to initiate a name, which narrate the meaning of sun. Ultimately the panel selects the brand name Robi. After the joint venture, Robi faces enormous transformation in operation, human resource and policy etc. As an intern of Robi I have observe various transformation in my unit which I have pointed out those key changes in this report.

In this research paper, I have provided qualitative and quantitative research on Employee Retention of Robi. I have discussed & worked out with theoretical reviews of HR Operations and policies that are made regarding employee retention.This internship report is on the Employee Retention program of Robi. This report is designed in four major chapters. Initially the opening words about the report were described in the first segment titled Introduction. The next segment Overview of Robi contains the history of Robi, operations in Bangladesh, product offerings and recent activities briefly.

Next two chapters are described based on my job experience and the project. In chapter three, I have briefly described the key responsibilities, duties and involvements as an intern in Human Resource unit. Also, I have attached the key responsibilities while I was sent on training for two weeks program in HR Transformation Project.

Next Chapter, there I have described technological and statistical both kinds of approach regarding employee retention that already taken place in Robi HR Operations.

At the end, I have found some critical problems of those changes and I have given recommendations from my experience in Robi.

Table of content

TopicPAGE

Chapter One

1. Introduction ...................................1 1.1 Introduction ......................1 1.2 Background of the study ...3 1.3 Objective of the Study .......... 4 1.4 Scope of Report ..........5 1.5 Methodology...........5 1.6 Data Collection ...........5 1.7 Limitations ..........6

Chapter Two2. Literature Review ................................................................................7

2.1 Definition- Employee Retention .......8 2.2 How to retain employees................................. .8

2.3 How to improve employee retention........................................................................10 2.4 Importance of retention program..............................................................................12 Chapter Three

3. Company Overview........ 15 3.1 About Robi ..........16 3.2 Share holding Structure .........17 3.3 Objectives of Robi ..........18 3.4 Vision, Mission & theme of Robi .........18 3.5 Re-Branding and Brand Elements of Robi .. .......19 3.6 Current market scenario and increase in Profit of Robi.........21 3.7 Divisions of Robi ........23 3.8 Hierarchy of Robi ....... 24 3.9 Hierarchy of Robi HR Division.. 25

Chapter Four (Project Part)4. Employee Retention Program of Robi...26 4.1Human Resource Division of Robi........................................................................ 27 4.2 Importance of Retention program of Robi................................................................ 29 4.3 Employee Retention Strategies of Robi..................................................................... 30 4.4 Development of Retention Strategies in Robi............................................................ 31 4.5 Measures of Robis Success regarding employee retention (Quantitative Part)......... 324.5.1 Benefits.............................................................................................................. 324.5.2 Strategies........................................................................................................... 334.5.3 Organizational Culture.......................................................................................344.5.4 Personal Satisfaction..........................................................................................354.5.5 Career Plans.......................................................................................................36 4.6 Key Findings: Employee Retention Rate of Robi............................................37 Chapter Five 5. Recommendations & Conclusion......................................................................................38

5.1 Suggestions & Recommendations..................................................................39 5.2 Conclusion......................................................................................................40 5.3 References & Bibliography............................................................................41 Chapter Six

6. Appendix ................42

6.1 Questionnaire..................................................................................................43 6.2 List of Tables...................................................................................................44Chapter 1

Introduction

1.1. Introduction

Human resource management (HRM) is the strategic and coherent approach to the management of an organization most valued assets- the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms human resource management and human resources (HR) have largely replace the term `personnel management as descriptions the processes involved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. The ability to keep employees within an organization is called as Employee Retention. In a competitive market, best practices for retaining top talent include offering a stimulating work environment, flexible career options, an excellent benefit package, and a culture that values staff contributions.

Before going to Retention, lets discuss the reason why companies are being keen on retention. As there are plenty of opportunities for todays people tend to move from one organization to another organization for various reasons and even the companies try to pull people from their competitors and this leads to ATTRITION. Attrition is defined as the rate at which people move out from organizations. The attrition rate is observed to be high in todays scenario and is becoming quite expensive for the organizations and time consuming as the position vacant must be filled up. Hence companies are planning and implementing various strategies to retain their employees.

The process of retaining particular thing within us is called retention. In organizations, the process of retaining the best employees within the organization and not letting them off the organization is known as retention.

Human resource management in a modern term that emerges during 1970s. Its use gradually spread, and in 1989, the American society for personnel & Administration voted to change its name to the Society for Human Resource Management. Since Human Resources are an organizations most important asset, All manger should be vitally conceded with human source management.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performances issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. These policies are often in the form of employee manuals, which all employees have.

Human resource management is starting to make a leading role in the industry or organization. Business leaders recognize the importance of their employees to the future of their organizations. Compensation in world markets is becoming based on the skills and abilities of people, not machines, indeed, among major competitors; virtually everyone has essentially the same equipment. The difference is often what the people in the organization do with the equipment.

Society and economy have changed significantly during the twentieth century. The trend has got significance and will impact on the labor force as it enters the twenty first century. Corporations recognize the importance of human resource. Firms can better utilize skills and talents of their employees, resulting business benefit from better human resource management. Therefore proper practice of HRM can create visionary leadership for its top management positions.

1.2Background of the Study

This report is an internship report prepared as a partial fulfillment of requirement for the completion of the MBA (Masters in Business Administration) from Islamic International University Chittagong, Dhaka Campus. The primary goal of the internship was to provide an on the job exposure to the student and an opportunity for translation of theoretical conceptions in real life situation. We, the students, were placed in national and international enterprises, organizations, research institutions as well as development projects. I was assigned to the HR Operation Division of Robi Axiata Bangladesh Ltd. for Practical orientation I was sent to Human Resource Division in a project under the supervision of Sharmin Sultan, Resourcing Manager, Human Resource Division, for two weeks training program. I chose the topic Employee Retention Program of Robi Axiata Limited. For my internship report under the supervision of Mohammad Kaosar Ahmed, Faculty Member & Supervisor ,Department of MBA Program, INTERNATIONAL ISLAMIC UNIVERSITY, DHAKA CAMPUS. This report has been prepared on my practical experiences from 13th March, 2011 to 13th June, 2011 in Robi Axiata Bangladesh Ltd.

International Islamic University Chittagong (IIUC) has decided that each and every student of the MBA program has to prepare and submit a `Thesis Report. It is expected from the students that besides theoretical knowledge, they should have practical, hands on knowledge and field work, which will enhance their learning by providing a great opportunity to achieve a very comprehensive and complete learning.

Therefore, I have chosen to work on `Employee Retention Program of Robi Axiata Limited. Hence, this study report is the outcome of an academic need as well as practical knowledge. It has been possible to complete this report with the much needed help and guidance from my supervisor.

1.3 Objectives of the study Broad Objective:

To identify the employee retention program of Robi Axiata Limited.

Specific Objectives:

The objectives of this report are the followings: To know about the Human Resources Division in Robi Axiata Limited.

To understand Importance of Retention program in Robi Axiata Limited. To know the current retention strategies approached by Robi Axiata Limited. Identify areas of development in Retention strategies in Robi Axiata Limited

To locate the current employee retention rate so far in Robi Axiata Limited.1.4 Scope of Report

The report covers overall HR Operations activities and procedures of the Axiata Bangladesh Ltd. (Robi). This report specifically emphasizes on the changes happened in HR Operation after transforming from Aktel to Robi from 28th March, 2010-28th March, 2011.

1.5 Methodology (Qualitative Research & Quantitative Research)

To make the report more meaningful and presentable, two sources of data and information were used widely. Both primary and secondary data sources were used to prepare this report. There are some records collected from various resources of the company. Most of them can be treated as the secondary data. Furthermore, there were some presentations that have been used as a medium of collecting data for preparing this report.

Primary data that are mainly used are from different persons directly related to HR Operations functions of Robi. The secondary data are mainly collected through different journals, yearbooks, brand book, presentations slides, websites (Robi) and etc.1.6 Data Collection

Both the primary and secondary forms of data are used to make the report more valuable and informative. The details of these sources are gives below:

Primary Sources Discussion with the officers working in the HR Operations of Robi. Personal Observation, practical work experience.Secondary Sources

Brochure, brand book, yearbook of Robi and Robi portal.

Various books, articles, Newspaper etc.

Websites of the Robi and other telecommunication related webs.

Newspapers and magazines regarding telecom issues.

Employee Handbook of Robi.

1.7 Limitations

Finally, I want to talk about my limitations that I had to face during the completion of the report. On the way of preparing of this report, I have faced following problems that may be termed as the limitation of the study.

Only three months are not enough to understand the overall operations of a large company like Robi.

Some sensitive data and confidential information for obvious reason posed an obstacle to the practical orientation that could be very much useful which were not disclosed to the intern.

Non-availability of data and information that are more recent on different activities of Robi was a great difficulty to depict the actual and up-to-date business position of the Company.

The officials were too busy to provide me much time for interview.

Many of the analysis on the obtained data are based upon my own interpretation.

Lack of statistical data makes my report harder to prepare.Chapter 2

Literature Review2.1. Definition-Employee RetentionEmployee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. In this sense, retention becomes the strategies rather than the outcome.

In a Business setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talent and organizational knowledge. By implementing lessons learned from key organizational behavior concepts employers can improve retention rates and decrease the associated costs of high turnover. However, this isn't always the case. Employers can seek "positive turnover" whereby they aim to maintain only those employees who they consider to be high performers.(http://en.wikipedia.org/wiki/Employee_retention)

Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Every organization invests time and money to groom a new joinee, make him a corporate ready material and bring him at par with the existing employees. The organization is completely at loss when the employees leave their job once they are fully trained. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time.(http://www.managementstudyguide.com/employee-retention.htm)2.2 Employee Retention How to Retain Employees

Hiring employees is just a start to creating a strong work force. Next, you have to keep them. High employee turnover costs business owners in time and productivity. Try these tactics to retain your employees.

Offer a competitive benefits package that fits your employees needs. Providing health insurance, life insurance and a retirement-savings plan is essential in retaining employees. But other perks, such as flextime and the option of telecommuting, go a long way to show employees you are willing to accommodate their outside lives.

Provide some small perks. Free bagels on Fridays and dry-cleaning pickup and delivery may seem insignificant to you, but if they help employees better manage their lives, theyll appreciate it and may be more likely to stick around.

Use contests and incentives to help keep workers motivated and feeling rewarded. Done right, these kinds of programs can keep employees focused and excited about their jobs.

Conducts stay interviews. In addition to performing exit interviews to learn why employees are leaving, consider asking longer-tenured employees why they stay. Ask questions such as: Why did you come to work here? Why have you stayed? What would make you leave? And what are your nonnegotiable issues? What about your managers? What would you change or improve? Then use that information to strengthen your employee-retention strategies.

Promote from within whenever possible. And give employees a clear path of advancement. Employees will become frustrated and may stop trying if they see no clear future for themselves at your company.

Foster employee development. This could be training to learn a new job skill or tuition reimbursement to help further your employees education.

Create open communication between employees and management. Hold regular meetings in which employees can offer ideas and ask questions. Have an open-door policy that encourages employees to speak frankly with their managers without fear of repercussion.

Get managers involved. Require your managers to spend time coaching employees, helping good performers move to new positions and minimizing poor performance.

Communicate your businesss mission. Feeling connected to the organizations goals is one way to keep employees mentally and emotionally tied to your company.

Offer financial rewards. Consider offering stock options or other financial awards for employees who meet performance goals and stay for a predetermined time period, say, three or five years. Also, provide meaningful annual raises. Nothing dashes employee enthusiasm more than a paltry raise. If you can afford it, give more to your top performers. Or, if you dont want to be stuck with large permanent increases, create a bonus structure where employees can earn an annual bonus if they meet pre-specified performance goals.

Make sure employees know what you expect of them. It may seem basic, but often in small companies, employees have a wide breadth of responsibilities. If they dont know exactly what their jobs entail and what you need from them, they cant perform up to standard, and morale can begin to dip.

Hire a human-resources professional. If your company is nearing 100 employees, consider hiring a human-resources director to oversee and streamline your employee structure and processes. Putting one person in charge of managing employee benefits, perks, reviews and related tasks takes a huge load off of you and makes sure employees are treated fairly. HR managers are also more up to date on employment laws and trends. They can set up various programs and perks you may not have known existed.

(http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-employees/)

2.3 How to Improve Employee Retention (Articles)As the economy revives, companies with dis-satisfied employees will experience a swift exodus of their top talent. Here's how to keep your staff engaged and happy.

In a down economy, employees have fewer opportunities to take a job at another company, but entrepreneurs would be remiss to take their fingers off the pulse of company morale simply because employees have fewer options. "Companies that don't think about [employee retention], that basically rest on their laurels and think 'the economy will take care of us, where are they going to go?' Those are the companies that, as soon as the labor market picks back up, their turnover rates are going to go from 5 percent to 50 percent and it will happen overnight," says Mark Murphy, author of The Deadly Sins of Employee Retention and CEO of Leadership IQ, a Washington D.C.-based executive education firm.

So what's one of the biggest reasons people quit their jobs? "One of the major reasons is being dissatisfied with their supervisor," says Linda Argote, a professor of organizational behavior at Carnegie Mellon and editor-in-chief of Organization Science. And in the cramped confines of a small business, that relationship can create even more of a strain. "In bigger companies there are more opportunities to move to other jobs if you're dissatisfied with a particular supervisor but like the firm, whereas smaller companies may have fewer options so they run the risk of losing the employee," Argote adds.

How to Improve Employee Retention: Motivation is not enoughBonuses, vacation days, office parties, and many of the tools in a business owner's arsenal revolve around rewarding employees for a job well done and motivating them to produce similarly stunning results in the future. But Murphy says that leaders who dole out these types of perks are only focusing on half of the picture.

There are "two issues generally going on with employees at any given time: there are 'shoves,' things that de-motivate people, and then there are 'tugs,' the things that motivate you, that tug at you to stay at the organization," he says. While these factors will differ for every employee, leaders often make the mistake of focusing on the motivators without adequately considering what rubs people the wrong way.

Dig Deeper: Recruiting and Retention Secrets of Inc. 500 Alumni How to Improve Employee Retention: Keeping the Employee SatisfiedEven if you resolve to be more attuned to employee likes and dislikes, it can be difficult to ascertain what drives your employees especially when their motives differ from your own.

In the last 10 years, as CEO of Engage Direct Mail, Dennis Hoffman learned the hard way that "I never know what's inside people's heads. I used to assume everybody's ambitious because I'm ambitious and that everybody's motivated by money because I'm motivated by money, and I've learned through painful experience that that's not the case."

Despite Hoffman's self-professed learning curve, his company actually has a stellar retention rate for its 130 employees. Engage has a 90-day trial period during which they evaluate whether new hires are good fits for the company. During that time their retention rate is about 77 percent and afterwards it is over 95 percent, which is about as good as you can get. After all, "zero percent turnovers is not a thing to aim for," Murphy explains. You want to retain your high performers and strong matches and gracefully part ways with your worst performers.

Dig Deeper: Attracting Top Tech People to a Small CityHow to Improve Employee Retention: Attracting the Right CandidatesOver the years, Engage has implemented a number of policies that serve the dual purpose of attracting potential employees and keeping current ones passionate and committed. Here are a handful of examples:

Engage gives hiring priority to people who live near the office because they believe that long commutes are detrimental to work-life balance.

Instead of a traditional vacation policy, the company lets employees take time off from a leave bank, in which they can accumulate as many as 60 days off to use as they see fit. This policy has helped with employee retention, particularly by making it easier for female employees starting families to take time off and ultimately return to work.

During the hiring process, Engage administers the DISC Personality test, which charts the four characteristics, drive, influence, steadiness, and compliance, to build personality profiles for new hires. All employees' test results are public knowledge, which Hoffman feels helps people understand one another and get along.

By setting quarterly goals with rewards attached, such as iPods for the whole team or a trip to a nice restaurant, Engage can encourage employees beyond the competitive and potentially divisive realm of salary bonuses. The group nature of these rewards is important, says Hoffman, because "somebody who is not motivated by getting an iPod knows that other people in his or her group are and doesn't want to let them down."

In addition to spurring employees to productivity, this team structure can make them happier in the workplace. Argote says, "Theres evidence that being in cohesive work groups where members like each other reduces turnover."Dig Deeper: Share the Perks

2.4 Importance of Retention ProgramEmployee Retention refers to the techniques employed by the management to help the employees stay with the organization for a longer period of time. Employee retention strategies go a long way in motivating the employees so that they stick to the organization for the maximum time and contribute effectively. Sincere efforts must be taken to ensure growth and learning for the employees in their current assignments and for them to enjoy their work.Employee retention has become a major concern for corporate in the current scenario. Individuals once being trained have a tendency to move to other organizations for better prospects. Lucrative salary, comfortable timings, better ambience, growth prospects are some of the factors which prompt an employee to look for a change. Whenever a talented employee expresses his willingness to move on, it is the responsibility of the management and the human resource team to intervene immediately and find out the exact reasons leading to the decision.Need & Importance of Employee Retention

Hiring is not an easy process: The HR Professional shortlists few individuals from a large pool of talent, conducts preliminary interviews and eventually forwards it to the respective line managers who further grill them to judge whether they are fit for the organization or not. Recruiting the right candidate is a time consuming process.

An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture: A new joinee is completely raw and the management really has to work hard to train him for his overall development. It is a complete wastage of time and money when an individual leaves an organization all of a sudden. The HR has to start the recruitment process all over again for the same vacancy; a mere duplication of work. Finding a right employee for an organization is a tedious job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely that he would join the competitors: In such cases, employees tend to take all the strategies, policies from the current organization to the new one. Individuals take all the important data, information and statistics to their new organization and in some cases even leak the secrets of the previous organization. To avoid such cases, it is essential that the new joinee is made to sign a document which stops him from passing on any information even if he leaves the organization. Strict policy should be made which prevents the employees to join the competitors. This is an effective way to retain the employees.

The employees working for a longer period of time are more familiar with the companys policies, guidelines and thus they adjust better: They perform better than individuals who change jobs frequently. Employees who spend a considerable time in an organization know the organization in and out and thus are in a position to contribute effectively.

Every individual needs time to adjust with others: One needs time to know his team members well, be friendly with them and eventually trust them. Organizations are always benefited when the employees are compatible with each other and discuss things among themselves to come out with something beneficial for all. When a new individual replaces an existing employee, adjustment problems crop up. Individuals find it really difficult to establish a comfort level with the other person. After striking a rapport with an existing employee, it is a challenge for the employees to adjust with someone new and most importantly trust him. It is a human tendency to compare a new joinee with the previous employees and always find faults in him.

It has been observed that individuals sticking to an organization for a longer span are more loyal towards the management and the organization: They enjoy all kinds of benefits from the organization and as a result are more attached to it. They hardly badmouth their organization and always think in favor of the management. For them the organization comes first and all other things later.

It is essential for the organization to retain the valuable employees showing potential: Every organization needs hardworking and talented employees who can really come out with something creative and different. No organization can survive if all the top performers quit. It is essential for the organization to retain those employees who really work hard and are indispensable for the system.

The management must understand the difference between a valuable employee and an employee who doesnt contribute much to the organization. Sincere efforts must be made to encourage the employees so that they stay happy in the current organization and do not look for a change.

(http://www.managementstudyguide.com/importance-of-employee-retention.htm)Chapter 3Company Overview3.1 About Robi Axiata Limited

Axiata (Bangladesh) Limitedis a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under Aktel among the pioneer GSM mobile telecommunications service providers in Bangladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want. Having, the local tradition at its core, Robi marches ahead with innovation and creativity.

To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.Its the customer centric solution includes value added services (VAS), quality customer care, easy access call center, digital network security and flexible tariff rates.

With its strengths and competencies developed over the years, Robiaims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services withlocal flavor to remain close to the hearts of its customers.3.2 Share Holding Structure of Robi

Axiata (Bangladesh) Limitedis a Joint Venture company between Axiata Group Berhad (70%) and NTT DOCOMO INC. (30%).SHAREHOLDERSPERCENTAGE

Axiata Group Berhad70%

NTT DOCOMO INC. 30%

Fig (3.1): Share holding percentage

Axiata Group Berhad

Axiata is an emerging leader in Asian telecommunications with significant presence in Malaysia, Indonesia, Sri Lanka, Bangladesh and Cambodia. In addition, the Malaysian grown holding company has strategic mobile and non-mobile telecommunications operations and investments in India, Singapore, Iran, Pakistan and Thailand. Axiata Group Berhad, including its subsidiaries and associates, has approximately 50 million mobile subscribers in Asia, and is listed on Malaysias stock exchange (Bursa Malaysia).

NTT DOCOMO INC.NTT DOCOMO INC is the world's leading mobile communications company and the largest mobile communications company in Japan. DOCOMO serves over 53 million customers, including 44 million people subscribing to FOMA, launched as the world's first 3G mobile service based on W-CDMA in 2001. DOCOMO also offers a wide variety of leading-edge mobile multimedia services, including i-mode, the world's most popular mobile e-mail/Internet service, used by 48 million people. With the addition of credit-card and other e-wallet functions, DOCOMO mobile phones have become highly versatile tools for daily life. With cutting edge technology and innovative services, DOCOMO is fast becoming a preferred lifestyle choice, continuously expanding its role in its users lives, growing globally throughout Asia, Europe and North America. NTT DOCOMO INC is listed on the Tokyo (9437), London (NDCM) and New York (DCM) stock exchanges.

3.3 Objectives of Robi

EMPOWERING YOU is the basic objective of Robi. Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robis services. Also Robis objective depends on some specific principles. PrinciplesAxiata (Bangladesh) Limited employees hold themselves accountable to the following guiding Principles for the organization.

Emotional:Passionate, Creative, Respectful, and Open

Functional:Simple, Ethical, Transparent, Ownership

No matter what they do in order to realize their purpose, they hold themselves accountable to the following overarching guiding Principles for their organization:

Beingrespectfultowards everyone.

Being trustworthy by action. Beingpassionateandcreativein all we do.

Keeping thingssimplein the way we do things.

Beingethicalandtransparent.

Demonstrating individual and collectiveownership.

Practicing anopenculture in communication and interaction.3.4 Vision, Mission of Robi

VisionTo be a leader as a Telecommunication Service Provider in Bangladesh

MissionRobi aims to achieve its vision through being number one not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nation.3.5 Rebranding and Brand Elements of Robi

Re-Branding

Robi is a new telecom brand in Bangladesh. Formally it was known as Aktel, but it makes their new Robi popular to the mass market, Robi is using almost all the advertising mediums. They are giving advertisement in different media including television, newspaper and popular websites. Also they are using outdoor medium as billboards, branding campaigns etc. for rebranding the brand Robi launched the branding campaign, Bangladesh Mela, at more than 70 spots across the country in March.

Television commercial (TVC) is the most expensive medium of giving advertisement.. Grameen Phone led the market share of advertisement for long time. But Robi has crossed the amount of money expense on television advertisement. A recent statistics shows that Robi is consistently increasing expenses for rebranding their brand. The recent statistic shows that,

The countrys six telecom operators have spent around Tk 103 crore in the first three months of this calendar year on television commercials. Robi was the largest spender. Such spending has increased to Tk 41.2 crore in March from Tk 35.4 crore in January, according to a report published by Ryans Archive, a media monitoring organization. In March, Robi spent round Tk 5 crore on television ad with its new slogan Jole Uthun Apon Soktite. Fig (3.2): Percentages of TV AD spending by mobile operators in MarchBrand Elements

To establish new brand Robi is using very new and unique brand name along with other brand elements. Robi brand elements are shown below:

Logo:

Brand Alpona:

Operator number:

Axiata Brand name:

Slogan:Fig (3.3): Brand Elements of Robi3.6 Current Market Scenario and Increase in Profit of Robi

Current market scenarioIn Bangladesh mobile communication market is already saturated and high competition in going on between the operators. This business is all about gaining subscriber. Robi is now in third position in the market, but its subscriber is growing in a good pace than earlier.

The Mobile Phone subscribers are shown below:

The total number of Mobile Phone subscribers has reached 90.636 million at the end of April 2012.The Mobile Phone subscribers are shown below:

Operators Active Subscribers

Grameen Phone Ltd. (GP)37.748

Orascom Telecom Bangladesh Limited (Banglalink)25.008

Robi Axiata Limited (Robi)18.243

Airtel Bangladesh Limited (Airtel)6.538

Pacific Bangladesh Telecom Limited (Citycell)1.801

Teletalk Bangladesh Ltd. (Teletalk)1.295

Total 90.636

*Subscribers in Millions**The above subscribers' numbers are declared by the mobile operators

Fig (3.4): Mobile Phone subscribersIncrease in Profit of RobiMobile operator Robi's profits rebounded to Tk 34.1 crore in the second quarter of the year, after a sharp fall in the first quarter, according to Axiata Bangladesh, Robi's owner.

According to Axiata's financial report, Robi earned its highest-ever quarterly revenue in the second quarter, touching Tk 34.1 crore. It had dived to Tk 6.2 crore in the first quarter due to the costs of rebranding and subscriber acquisition.

The company's post-paid subscriber (monthly average revenue per user) was Tk 574, whereas a pre-paid customer's monthly average expenditure was Tk 187.Profit after TAX of Robi is shown below:Fig (3.5): Profit after TAX of Aktel to Robi up to June, 2010 (Quarterly)

3.7 Divisions of Robi

If the jobs are not organized considering their inter relationship and are not allocated in a particular division it would be very difficult to control the system effectively. If the divisions are not fitted for the particular works there would be haphazard situation and the performance of a particular division would not be measured. Robi does these works very well. Every divisions of Robi is the key that operation and to accomplish those operational activities Robi also divided those divisions in to different departments and units. Robi key divisions and departments are shown bellow.

All the divisions are intra related and report to CEO office. Drawn organogram will best describe the situation:

Fig (3.6): Organization Structure of Robi

3.8 Hierarchy of Robi

Fig (3.7): Hierarchy of Robi3.9 Hierarchy of HR Division of Robi

Fig (3.8): Hierarchy of HR Division

Chapter 4Employee Retention Program of Robi Axiata Limited

[Findings & Analysis]

4.1. Introduction to Human Resource Division of Robi

One of the leading business gurus Dave Ulrich said,"The challenge in HR is not what we do, but what we deliver how we add value,"

Robi Human Resource practice is still growing as its face a transformation to betterment. As Dave Ulrich said, Robi HRD is also giving more focus on what they deliver and how they add value rather than what they do.

Robi HRD is a crucial part for Axiata Bangladesh Ltd (Robi) in the pursuit of its Strategic Goals. Robi HRD is a key to ensuring,

An organization, that provides a competitive advantage by being simple, aligned and efficient.

A culture centered on the employee and characterized by diversity, generosity and an international mindset.

Leaders, who have a passion for business, excel at empowering people and never compromise on Robi ethical standards.

People, who performs at the peak of their ability, because they feel a sense of mission, accomplishment and growth.

To provide better service Robi divided its Human Resource Division into four departments. Comparison to Aktel HR Division it has been reduced to four departments from five departments. New departments have been created for better purpose. Those are,

HR Operations

Organizational Development

Competence Development

Employee relations

Fig (4.1): HRD units of Robi (After Transformation)HR Operations

HR operations are the key unit of Robi HRD. This unit is responsible for the most vital activity of any HR; resourcing and recruiting of employees, provide HR Services(funds, records, benefits administration, induction, new hires on boarding) to employees manage payrolls and proper take care of human resources of key divisions through HR Business Partners (HRBP). All the activities are managed by head of HR operations and reports to CHRO.

HR Operations is also the biggest unit with fourteen members within twenty seven employees of HRD accepts CHRO.Organizational DevelopmentThis unit is responsible to look after development of the organization. This unit is basically involved in talent management, Compensation & Benefits Management, Culture Management, HR Analysis, Reporting & Survey activities. This unit consists of five members including head of organizational development. Competence DevelopmentThis unit specifies the needed competence to develop, manage competence development programs and administer transformation & change support. Only three employees along with head of competence development run this unit.

Employee Relations

Manage process improvement, maintain employee relations and complains are the responsibilities of this unit. Head of employee relations with three employees actively work to accomplish those activities.

All the units report to CHRO and all together create greater synergy for the organization. All units are very efficient to accomplish their work and improving with the recent transformation of Robi.

4.2 Importance of Retention program in Robi Axiata Limited

The importance of retention program has been evaluated and implemented in Robi to ensure proper employee branding throughout the company as Robi is an important brand who value their employees. The importances are given below:

The Cost of Turnover: The cost of employee turnover adds hundreds of thousands of money to a company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring costs, training costs and productivity loss), industry experts often quote 25% of the average employee salary as a conservative estimate. Loss of Company Knowledge: When an employee leaves, he takes with him valuable knowledge about the company, customers, current projects and past history (sometimes to competitors). Often much time and money has been spent on the employee in expectation of a future return. When the employee leaves, the investment is not realized.

Interruption of Customer Service: Customers and clients do business with a company in part because of the people. Relationships are developed that encourage continued sponsorship of the business. When an employee leaves, the relationships that employee built for the company are severed, which could lead to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout the organization. Co-workers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization.

Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new employee and then training him/her and this goes to the loss of the company directly which many a times goes unnoticed. And even after this you cannot assure us of the same efficiency from the new employee.4.3 Employee Retention Strategies in Robi Axiata Limited: Uses only research-based, theory-supported approaches to improving employee engagement. Avoided are gimmicks such as employee of the month, suggestion boxes, prizes or other carrots. While commonly used, these short-term fixes fail to produce genuine employee loyalty Employs an easy-to-understand systems approach to ensure the root causes of turnover are addressed and the potential for lasting change unleashed.

Customizes all activities to organizations unique history, current practices and strategic objectives. Also considered are challenges unique to the industry sector, competitive marketplace issues and talent shortages.

Involves those responsible for implementing change in actually creating the change, ensuring input and improved shared understanding and support of all initiatives.

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

Recognizes the research-proven role of no-cost strategies in developing the glue that builds employee loyalty and commitment.

Brings to your organization leading-edge organization-development best practices to effectively and quickly build a retention-rich culture.

4.4 Development of Retention Strategies in Robi Axiata Limited in the telecommunication industries:The telecommunications sector is changing radically. The changes are driven by a combination of market, business and technological forces. There are many factors that influence the market: The globalization of the economy is forcing many multinationals to expand to new markets. These companies look for a single provider to meet a telecoms needs.

Telecom operators looking for new revenue streams are entering the international marketplace. New technologies like wireless, digital subscriber line (DSL) and voice over internet protocol (VoIP) are enabling new service opportunities. The demand for bandwidth and high-speed access is growing, driving the development to of new services such as wireless and broadband.

Customer awareness and knowledge is increasing. Customers want services that satisfy their unique needs and demand reliable service delivery at competitive prices. Information must be easily accessed, anytime, anywhere and anyhow. One stop shopping must be possible and a choice of service providers available.

4.5 Measures of Robis Success regarding employee retention (Quantitative Part):4.5.1 Benefits

Findings:Factors:

Salary

Leave benefits

Health & Related Benefits

Others

Analysis: We have to found that ,25.58 % of the employees think that Salary is really very important for job & they think the organization should provide high salary based on performance , 24.58% of the emplyees go for Leave Benefits , 26.58% Wants Health & Related benefits & 23% are wants others specific benefits.

4.5.2 Strategies

Findings:Findings:Factors:

Job Rotation & New Assignments

Help With Career Plannig

Rewards & Recognition(e.g. ; Service Awards, Employee of the week , Employee of the Year)

Training Opportunities Job related

Annual Performance Appraisal

Analysis: We have found that , the employees think that for keeping postive, the organization strategies should not against employees . From our survey , we have determined , 22 % employees wantsTraining Opportunities of job Related while signed in the organization , 20 % of the employees think , the organization should help them for career planning , provide them rewards & recognition , announce them Annual Performance Appraisal. 15 % want that, the job should be on rotation & availability of new assignments.

4.5.3 Organizational Culture

Findings:Factors:

Employees are often given the opportunities to be part of task groups & assignments outside their core responsibilities.

Supervisiors communicate effectively with employees.

Organization has a culture that recognizes & values diversity.

There is an environment of openness & trust in organization .

Employees in my organization treated with fairness & respect.

Supervisiors spend a good deal of time listening to employee's ideas

Analysis: We have found that , the employees think that for keeping postive, the organization culture is utmost important.From our survey , we have determined , 15 % employees get the opportunities to be part of task groups & assignments outside their core responsibilities , 14 % of the employees think , the organization has a culture that recognizes & values diversity, 14% employees think that organization treated with fairness & respect, 17% think that , There is an environment of openness & trust in organization .19 % want that, the Supervisiors spend a good deal of time listening to employee's ideas.

4.5.4 Personal Satisfaction

Findings:Analysis & Factors: Opportunities for personal growth & development in job.(8.95%)

The amount of independent thought & action can exercise in job.(13.34%)

The amount of challenge in job. (11.93%)

The amount of job security have.(11.46%)

The amount of pay and fringe benefit receive.(11.85%)

The people talk to & work with on job.(9.42%)

The chance to get to know other people while at work.(10.83%)

The chance to help other people while at work.(10.36%)

The amount of support & guidance I receive from my supervisior.(12.56%)4.5.5 Career Plans

Findings:Factors:

Retire within 1-2 years (25.75%)

Retire within 3-5 Years(41.76%)

Retire Within 6-10 years(21.35)

No Plans to retirement.(11.15%)

Analysis: We have found that, 25% of the employees have a chance of retirement within 1-2 years , 41% of the employees want to leave this organization within 3-5 years , 21.35% of the employees have a plan for resigning after 6-10 years, 11.15% Dont want to leave this organization .

4.6 Key Findings: Employee Retention Rate of Robi Axiata LimitedFrequencyPercentValid PercentCumulative Percent

ValidRetire within 1-2 years525.025.025.0

Retire within 3-5 Years945.045.070.0

Retire Within 6-10 years420.020.090.0

No Plans to retirement.210.010.0100.0

Total20100.0100.0

From this table , we can consider as , out of 20 employees , 15 employees are not leaving this organization within 3-10+ years , only 5 employees are leaving this organization within this year or next year .

We can Calculate the turn over rate from here :

Turn Over rate = Employees are leaving this organization Total Employee of the organization

= 5 20

= 0.25

We can Calculate the retention rate from here :

From the turn over rate , we can easily find the retention rate from here :

Retention Rate = 1- Turn Over rate

= 1- 0.25

= 0.75Chapter 5Recommendations& Conclusion5.1 SUGGESTIONS & RECOMMENDATIONS

They should think of to employees an easy-to-understand systems approach to ensure the root causes of turnover are addressed and the potential for lasting change unleashed.

They should customize all activities to y organizations unique history, current practices and strategic objectives. Also considered are challenges unique to your industry sector, competitive marketplace issues and talent shortages.

They should involve those responsible for implementing change in actually creating the change, ensuring input and improved shared understanding and support of all initiatives.

They should integrate hands-on, action-oriented approaches that enable organizations to move forward quickly and effectively

They should recognize the research-proven role of no-cost strategies in developing the glue that builds employee loyalty and commitment.

5.2 Conclusion

Employee retention is most critical issue facing corporate leaders as a result of the shortage of skilled labor, economic growth and employee turnover. This site explores all aspects of the workforce stability issue in the face of unprecedented churning in the employment market with a focus on retaining employees. This is one of the hottest topics for corporate leaders in all fields globally.In telecommunication industry Robi is one of the new names. Although its a new telecom brand, but it has the second highest network coverage and efficient work force to make the brand number one. With proper utilize of nonhuman and human resources it can be number one in near future.To be successful, relentless contribution and dedication of the organizations human resource management is very much needed. To compete in international as well as in local market in adverse situation the HR operations has become much more difficult in todays ever changing business environment for the HR managers.

The most important key source factor of Robi Axiata Ltd is its efficient human resource. Robi is still in a transformation phase from Aktel to Robi and the Human resource management is also changing. Proper change of retention program operations along with HRD will provide the best service to Robi and its employees. At this moment the company is in growing position, but the strategies of the company will make the company number one mobile company in Bangladesh.

5.3 References & Bibliography

Textbooks George T. Milkovich & Jerry M. Newman, Compensation Management, 8th Edition, McGraw- hill, Inc, 2006

David A. Decenzo & Stephen. Robbins, Fundamentals of Human Resource Management, 8rd edition, John Wiley & Sons, Inc, 2007-2008

Arthur A. Thompson Jr., A.J. Stricklandill & John E. Gamble, Crafting and Executing Strategy, 16th Edition, McGraw- hill, Inc, 2006

Journals

Books, Publications and Journals of Robi Axiata limited. Prospectus and brand book of Robi Axiata limited. Available journals in BTRC websites.

Bangladesh Institute of Human Resource Management JournalsWebsites

www.axiata.com

www.robi.com.bd www.telecompaper.com/news/article.aspx www.linkedin.com/.../axiata-bangladesh-ltd www.btrc.gov.bd/

www.google.com

www.wikipedia.org

www.retention.com

www.about.com

www.humanresources.com

http://www.managementstudyguide.com/employee-retention.htm

http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-employees/

http://www.managementstudyguide.com/importance-of-employee-retention.htmChapter 6Appendix

6.1 Questionnaire

A. Benefits

Please rate the following benefits of state employment on a scale of 1 to 5, where 1 = not at all important and 5 = very important.

Not at All ImportantNot Very ImportantNeutralSomewhat ImportantVery Important

Salary/Compensation12345

Leave benefits (including sick, vacation, personal, paid holidays)12345

Health and related benefits(health insurance, vision, dental, prescription)12345

Other (specify):12345

B. Strategies

Please indicate if any of the following strategies are available in your agency. Then rate how important each item is to you, whether it's available or not, on a scale from 1 to 5 where 1 = not at all important and 5 = very important.

Available?Not at All ImportantNot Very ImportantNeutralSome-what ImpVery Important

YesNo

Job Rotation and New Assignments12345

Help with career planning12345

Rewards and recognition (e.g., service awards, employee of the year)12345

Training opportunities - job related12345

Annual Performance Appraisal12345

C. Organizational Culture

Please rate the following statements on a scale of 1 to 5, where 1 = strongly disagree and 5 = strongly agree.

Strongly DisagreeDisagreeNeither Agree nor DisagreeAgreeStrongly Agree

Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities.12345

Supervisors communicate effectively with employees.12345

My organization has a culture that recognizes and values diversity.12345

There is an environment of openness and trust in my organization.12345

Employees in my organization are treated with fairness and respect.12345

Supervisors spend a good deal of time listening to employees' ideas.12345

D. Personal Satisfaction

Please rate the following statements on a scale of 1 to 5, where 1 = very dissatisfied and 5 = very satisfied.

Very DissatisfiedSomewhat DissatisfiedNeither Dissatisfied or SatisfiedSomewhat SatisfiedVery Satisfied

Opportunities for personal growth and development in my job.12345

The amount of independent thought and action I can exercise in my job.12345

The amount of challenge in my job.12345

The amount of job security I have.12345

The amount of pay and fringe benefits I receive.12345

The people I talk to and work with on my job.12345

The chance to get to know other people while on the job.12345

The chance to help other people while at work.12345

The amount of support and guidance I receive from my supervisor.12345

E. Career Plans

As you think to the future, which of the following best describes your career plans at this time?

Retire or leave State employment within 1-2 years Retire or leave State employment within 3-5 years Retire or leave State employment within 6-10 years No plans to retire or leave State employment in the foreseeable future

What are the specific factors that will contribute to the answer you selected to the question above?

F. Demographics

Please provide us with the following demographic information (All responses will be kept confidential and reported in the aggregate only): Age group: 18-25 26-35 36-45 46-55 over 55 Gender: Male Female Race/Ethnicity: White Black Hispanic Asian Native American Other

Years of Service: 0-5 6-10 11-15 16-20 21-25 over 25

Organizational Job Designation : __________________________________

6.2 List of TableTable No: 01 - SalaryFrequencyPercentValid PercentCumulative Percent

ValidNot at all very important15.05.05.0

Not Very important15.05.010.0

Neutral525.025.035.0

Somewhat Important630.030.065.0

Very Important735.035.0100.0

Total20100.0100.0

Table No: 02- Leave Benefits

FrequencyPercentValid PercentCumulative Percent

ValidNot Very important315.015.015.0

Neutral735.035.050.0



Total20100.0100.0

Table No: 03- Health & Related benefits



Neutral525.025.035.0



Total20100.0100.0

Table No: 04-Others




Neutral840.040.050.0



Total20100.0100.0

Table No: 05- Job rotation & New Assignments




Neutral525.025.085.0



Total20100.0100.0

Table No: 06- Rewards & recognition




Neutral525.025.050.0



Total20100.0100.0

Table No: 07- Help with Career Planning




Neutral525.025.050.0



Total20100.0100.0

Table No: 08- Training Opportunities - Job related




Neutral630.030.045.0



Total20100.0100.0

Table No: 09- Annual Performance Appraisal



Neutral735.035.060.0



Total20100.0100.0

Table No: 10- Employees are often given the opportunities to be part of task groups & assignments outside their core responsibilities.


ValidDisagree420.020.020.0

Neither Agree not Disagree945.045.065.0

Agree420.020.085.0

Strongly Agree315.015.0100.0

Total20100.0100.0

Table No: 11- Supervisors communicate effectively with employees


ValidStrongly Disagree15.05.05.0

Disagree15.05.010.0


Agree420.020.060.0


Total20100.0100.0

Table No: 12- My organization has a culture that recognizes & values diversity



Disagree630.030.035.0


Agree735.035.090.0


Total20100.0100.0

Table No: 13- There is an environment of openness & trust in my agency .




Agree630.030.070.0


Total20100.0100.0

Table No: 14- Employees in my organization treated with fairness & respect.



Disagree525.025.030.0


Agree525.025.085.0


Total20100.0100.0

Table No: 15- Supervisors spend a good deal of time listening to employee's ideas.




Agree735.035.060.0


Total20100.0100.0

Table No: 16- Opportunities for personal growth & development in my job


ValidVery Dissatisfied315.015.015.0

Somewhat Dissatisfied525.025.040.0

Neither Dissatisfied or Satisfied525.025.065.0

Somewhat Satisfied630.030.095.0

Very Satisfied15.05.0100.0

Total20100.0100.0

Table No: 17- The amount of independent thought & action I can exercise in my job.


ValidNeither Dissatisfied or Satisfied315.015.015.0



Total20100.0100.0

Table No: 18-The amount of challenge in my job.


ValidSomewhat Dissatisfied315.015.015.0




Total20100.0100.0

Table No: 19-The amount of job security I have






Total20100.0100.0

Table No: 20- The amount of pay and fringe benefit I receive







Total20100.0100.0

Table No: 21- The people I talk to & work with on my job.







Total20100.0100.0

Table No: 22-The chance to get to know other people while at work.







Total20100.0100.0

Table No: 23- The chance to help other people while at work.






Total20100.0100.0

Table No: 25-The amount of support & guidance I receive from my supervisor.


ValidNeither Dissatisfied or Satisfied735.035.035.0



Total20100.0100.0

Table No: 26- Career plans


ValidRetire within 1-2 years525.025.025.0

Retire within 3-5 Years945.045.070.0

Retire Within 6-10 years420.020.090.0

No Plans to retirement.210.010.0100.0

Total20100.0100.0

Employee Retention Program of Robi

Documents

Transcript of Employee Retention Program of Robi