Professional Documents
Culture Documents
MAJOR PROJECT
What Is a Stay Interview?
A stay interview is a structured discussion with individual employees to determine many of the
same things an exit interview would determine, but with retention in mind. Intent to say reaches a
low point after 3 years with an organization. Its at this time that an employee is vulnerable to
outside offers and begins to see the grass is greener elsewhere. By conducting a stay interview,
managers and human resources can help the employee see the green within the current
organization and reinforce the aspects of the business that are attractive. At the same time, the stay
interview reveals areas of the organization or manager that could be improved. Ideally the stay
Interview is conducted by the employees direct manager to help determine immediate needs. It
should be an open discussion about current state and the future how can things be better? A
trusting relationship is required in order for an employee to share areas in which the manager can
improve. If information is more forth-coming in an anonymous environment, an HR
representative might want to conduct the interviews and compile the results. It can also be created
as an online pulse survey that is easy to use and administer
The stay interview is preferable to an exit interview because in a stay interview, you ask current
employees why they continue to work for your organization. At the exit interview, its too late to
identify and solve the problems or help your exiting employee accomplish the goals he or she is
leaving to obtain. The results of a stay interview give you knowledge about what the organization
can improve and how you can retain your remaining, valued employees - now.
You also learn what your organization or department is doing well when employees identify what
they like about their current job and employer. The stay interview is an opportunity to build
trust with employees and a chance to assess the degree of employee satisfactions and
engagement that exists in a department or company.
Stay interviews are preferable to employee satisfaction surveys because they provide a two-way
conversation and a chance to ask questions, and follow-up on ideas. They also deal with
immediate employee happiness or concerns, not with how the employee felt last month. You can
also ask for examples that further help your understanding of the employees world view.
If you decide to conduct stay interviews with your best performing employees, you want to
approach the process carefully. If your organization has a culture that encourages open
communication and employee involvement, they are an effective tool for identifying the areas that
need improvement.
MINOR PROJECT
FIRO-B assessment can help a person understand his behavior and the behavior of others in his
organization. Information from the FIRO-B tool can help a person maximize the impact of his
actions, identify options for increasing his job satisfaction and productivity, and explore
alternative ways to achieve his goals. This report provides an explanation of the results and then
considers how the results can be beneficial.
Plan your career development
Increase your job satisfaction
Improve your effectiveness on teams
Identify the strengths and weaknesses of your leadership style
The FIRO-B instrument is not a comprehensive personality test; it focuses on how a person is
oriented to interpersonal relations. Results should not be used to make a judgment about whether
any behavior or any person is good or bad. The FIRO-B assessment is a measure of interpersonal
needs, not a test of abilities, career interests, or success. Finally, one should avoid making a major
decision based on the results of only one instrument.
INCLUSION [I]
CONTROL [C]
AFFECTION [A]
The need for Inclusion
relates to forming new
relations and associating
with others; it determines
the extent of contact and
prominence that a person
seeks. Descriptors include:
belonging recognition
involvement distinction
participation
WANTED [w]
Organization Profile
Agri-Rural Business
Urea & SSP fertilizers, Sugar, Farm inputs marketing such as DAP, Crop care Chemicals, Hybrid
Seeds
Chlor-Vinyl Business
Caustic Soda, Chlorine, Calcium Carbide, PVC resins, PVC Compounds, Power and Cement.
Also it has a value added business Fenesta Building Systems.
Manufacturing Facilities
DCM Shriram has manufacturing facilities of Fertiliser, Chloro Vinyl & Cement in Kota
(Rajasthan). The company operates coal-based captive power, facilities - in Kota rated at 133 MW
and 55 MW in Bharuch (Gujrat). The Urea plant in Kota has a Production capacity of 379,000
TPA & Chlor- Alkali capacity of 765 TPD in both Kota & Bharuch.
DCM Shriram Sugar factories are located in Ajbapur, Rupapur, Hariawan and Loni in Uttar
Pradesh, with a combined installed capacity of 33,000 TCD (tones crushed daily) and a powergenerating capacity of 94.5 MW. The Hybrid seed operations- Bioseed started in Hyderabad
(India) and now have a global footprint with presence in Vietnam, Philippines and Indonesia.
Fenesta windows fabrication units are located in Bhiwadi, Hyderabad and Chennai. All its main
line locations/products have ISO 9001 & 14001 (Quality & Environment Systems) and OHSAS
18001 (Occupational Health and Safety Standards) in its facilities.
DCM Shriram has well defined processes in all its manufacturing facilities. Continuous
improvements are made through global benchmarking, TQM, TPM, etc.
There is a strong and proactive focus on safety, health and environment. Some of the facilities
have received international recognition such as British Safety Council Sword of Honor etc.
Business strategy
DCM Shriram, across its various businesses is strategically diversified yet operationally
integrated at a high level. Some of the businesses feed others, thereby lowering operation costs
and making DCM Shriram a highly competitive player. DCM Shriram is amongst the most cost
efficient producers of products and services in all its businesses and has been continuously
striving to lower costs. It also has the unique advantage of low-cost captive power for all the
major operations.
Technology
DCM Shriram has a long history of accessing and employing the best technologies for its projects
and has worked successfully with renowned international and domestic technology partners. As a
learning organization, DCM Shriram has worked regularly with the national and international
consultants of repute, in diverse areas of Business Strategy, Quality, Organizational Development
etc.
In a major IT initiative the company has networked all its locations on a Wide Area Network
(WAN) and implemented SAP R/3 Enterprise Resource Package (ERP) across the Company in
1998 and has also recently taken a lead to implement Customer Relationship Management (CRM)
and Business Information Warehouse (BIW). It is also working on developing mobile based
solutions to deliver information to farmers.
Outlook
In an increasingly competitive global business environment, DCM Shriram's vision is to continue
to strengthen and grow its commodity businesses as well as its customer & knowledge based
products & services.
DCM Shriram has been working in the agriculture sector with a vision to increase productivity
and profitability of the farmers through its various businesses: Farm Solutions, Bioseed (Hybrid
Seeds), DCM Shriram Sugar, Hariyali Kisaan Bazaar. DCM Shriram aims to achieve its vision by
adding value to farmers through its large farm extension programs and last mile delivery
activities.
Fenesta UPVC windows is a customer focused brand of DCM Shriram, where the customer is
assured of design support, offsite fabrication, firm commitments on deliveries and a trained
installation team, to ensure consistent quality.
The company is in the process of scaling up these operations and believes that these businesses
would be its growth drivers in future.
Culture
The culture at DCM Shriram, put simply, is to have a genuine, authentic and personalized
relationship with the employees, along with an enabling environment, characterized by
professional freedom and respect at the work place.
The effort is not just to touch the professional lives but also the personal lives of the individual
employees, along with an environment which allows them to give out their best.
The approach is to design and implement such people programs, processes and policies that build
and nurture high level of engagement of the employees with the Organization and its business
challenges. Its also about offering opportunities wherein the people are able to realize their
potential to the maximum and contribute to the fullest - thereby leading to the fulfillment of their
professional and personal aspirations of being able to learn, contribute and make an impact.
The HR philosophy and approach at DCM Shriram can be summarized in the following
points:
SUGAR
The Hariyali division of the company was awarded ACE-Best Customer Award for successful
implementation of the SAP IS retail package.
All its main line locations/products have ISO 9000, 14000 certification and OHSAS 18001: 1999
system of Occupational Health and Safety certifications. The Kota complex of the company was
instituted in 2006 with the prestigious British Sword of Honor for implementing and practicing
the best safety standards.
Growth
In an increasingly global business environment, DSCL SUGAR's vision is to strengthen its Agri
and energy intensive business while ramping up "Value Added" & "Knowledge based" products &
services in the areas of its operations. Accordingly, DSCL SUGAR is expanding its rural retail
initiative Hariyali Kisaan Bazaar to create a rural hub that makes Agri and consumer products (of
all manufacturers) and Agri services available to farmers in a fair, transparent and convenient
format. Currently there are 301 such Bazaars.
The company had launched value added UPVC window system business under the Fenesta TM
brand in India. This product has very attractive design and insulation attributes that makes it
strong business proposition as the concept is gaining acceptability.
CSR
DSCL SUGAR strongly believes in socially responsible business activity. DSCL SUGAR has
made significant contribution to the society in the fields of Environment, Health Care, Family
Planning, Education, Cultural Heritage, Rural Development and in promoting. For its social
contributions DSCL SUGAR's Chlor-Alkali facility at Bharuch has been recognized with a SA
8000:2001 certification by RINA (Registro Italiano Navale), making it amongst the few
companies in India to get this recognition.
Some other commendable initiatives are mentioned below:
Around its sugar operations in Uttar Pradesh, DSCL SUGAR has invested in Sanskar
Pariyojana, an integrated education programme.
In Kota (Rajasthan), the company has instituted scholarship programs that encourage
students to pursue advance academic studies
In Bharuch (Gujarat), company has funded a degree college and has instituted a
scholarship program
In Delhi, DSCL SUGAR is managing SBM Senior Secondary School for over 1000
students
DSCL SUGAR has over 100 ShriramKrishiVikasKendras (SKVKs)
DSCL SUGAR helped equipping the MaharaoBhim Singh Hospital at Kota with a stateof-the-art intensive care unit and 6 private wards. The company has been organizing health
camps to create awareness on diseases like AIDS, Cancer, etc
DSCL SUGAR is countering the dearth of water in arid terrains near Kota, Rajasthan,
through the digging of bore wells, the installation of submersible pumps & construction of
water storage tanks. Around DSCL SUGARSugar Mills, the company has helped in
financing more than 650 bore wells
Over 75,000 tree saplings have been planted at Bharuch, covering 33 percent of the green
belt over the last 10 years. Additionally, 50,000 trees each have been planted at the sugar
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locations at Ajbapur and Rupapur. In the current year, the Company is planning to plant at
least 15,000 trees across various locations
DSCL SUGAR has partnered with the local community to build more than 50 km stretch
of roads benefiting the entire region in and around its cane-growing areas.
Locations
Its manufacturing facilities are located at Kota (Rajasthan), Bharuch (Gujarat), and Ajbapur,
Rupapur, Hariawan and Loni (UP). Their hybrid seed operations are at Hyderabad (India),
Vietnam, Philippines and Thailand. The Company also has its windows fabrication units at
Bhiwadi, Bangalore, Mumbai, Hyderabad and Chennai.
Core Values
Their Core Values and beliefs are rooted in heritage and reflect their conviction to build a vibrant,
growing and resilient Organization:
Agility & Execution
Deliver Value
Listen to the voice of the customer and all stake holders, gather insights and respond to
the changing needs
and
RAW MATERIAL
Sugar cane procured from growers around their factories is the primary input for their sugar
operations. Over 2, 50,000 farmers supply them with cane. In order to facilitate the procurement
of sugarcane, they have set-up over 250 cane centers at their sugar mills. This has significantly
reduced the time taken in getting cane to their manufacturing facilities. The average distance
covered by growers is around 5-7 kilometers and within 48 to 72 hours cane reaches their
factories after harvesting.
In order to ensure sustainable supply of high quality sugarcane, they invest time and resources
towards training farmers and helping them in improving their yields as well as recovery. They
also assist farmers with soil fertility mapping for judicious fertilizer usage. Their team of experts
has also been engaged in popularizing the use of bio-fertilizers, modern agricultural inputs, and
other plant protection measures among cane growers, resulting in improved yields per hectare.
With a view to improve post-harvest recovery, they help farmers with varietals propagation and
replacement of low yield/low recovery varieties.
They have also implemented an assured irrigation scheme in their cane areas, providing irrigation
means, to ensure irrigation, to the entire cane crop that they ultimately procure and use for sugar
production. This is also helping them popularize cost-effective irrigation methods within the
farming community.
Their efforts towards ensuring long-term, good quality cane supply are augmented by their
participation in infrastructure development for facilitating cane supplies, including construction of
road networks, providing means of transportation of cane, and assisting in the computerization of
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S.n
o
Policy
Objective
Eligibility
Short term
loan
Permanent
Policy
Salary
Advance
Policy
Medical
treatment(selffamily)
Death or major
accident.
Marriage
Others
Procedure
Personal Loan
Policy
Rs 50000
Permanent
Medical
treatment(selffamily)
Advance of up
to 2 months
BS.
Not more than
3 times/ yr.
No interest
charged
Recovery from
same months
salary
SI basis 1%>
FD interest.
Recovery in 48
12
Death or major
accident.
Marriage
Others
3
Computer
Subsidy Policy
Allotment
Company
Quarters
5
Conveyance
Loan
Loan for
personal
computer
Confirmed
officers
(4 yrs.)
installments
Max 2 loans
Only 5 per
unit.
Not more than
once.
Withdraw
anytime.
Reimburse the
interest paid
every year.
Subsidy 10%
on 50,000 loans
for 3 yrs.
Healthy &
social
environment
According to
need
Loan for
mode of
conveyance
Confirmed
with 5 yrs. Of
service
Replacement for
manager to ass.
Manager after 7 yrs.
Replacement for DG
manager to above- 5
yrs.
Set and rental charges.
Monthly usages.
Deduction
from
allotment
date.
of
(Above
manager
Company Car cadre) Loan
Policy.
for mode of
conveyance
Permanent
Mobile
Need based
Facility
to
Officers
Need Based
Permanent
Children
Education
Senior
officers based
Education
Up to 2
children
types
Officers( a,
b, c1
&2,d,bachole
rs hostel,
single,
double ,
triple
occupancy)
Staff( E , F)
Workers( G,
A,B, C)
6% interest per annum
on SI basis.
Recovery in 72
installments (6 yrs.)
Bonus etc. 50%
recovery
Car can be bought at
the written down
values.
Replacement can be
made after 3 years.
Na
13
Subsidy
9
10
11
12
13
14
Medical
Mediclaim
assistance,
Policy,
during
GPA Policy & accidents,
Workmen
accidents
Compensation during
Policy
working hours
Reimburseme
nt regarding
selfdevelopment
Use
of Timely
Company
allotment for
Vehicle
official use
Company
Company
Guest House
guests at unit
Systematic
Communicatio comm. system
n Management for stake
System
holders
SelfDevelopment
Scheme
Marriage
Compliments
Policy
15
Transfer
Policy
16
Gift for
marriage
Suggestion
Scheme
Superintende
nt & above
Workers &
staff
Involve
Creative
thinking &
rewards
Na
50000<300000
500000 per employee
Max scholarships 25
All in officer
grade
2 company vehicles
Na
All
employees
Meetings, tea
meetings, unit
heads
meeting with
employees
All staff and
officer grade
employees
No reimbursements
Na
NA
NA
Need based
3 days of special paid
leaves when being
transferred.
Suggestion committee
at every plant
Meet on every 15
the month.
Permanent
TA DA Policy
17
at units
All
employees
All
employees
All staff &
workers
14
15
16
Following are the various functions available online for the farmers and others.
17
Organization Structure
18
HR Structure
19
This may sound trite, but always and often its really smart to do a stay interview a month after
new recruits join the company. Ask whether theyre getting what they want to get and if theyre
getting things they dont want and are unhappy with. Even do one during orientation itselfask
whether the orientation is providing them with the information they need. Stay interviews as part
of a monthly one-on-one is smart, and as part of the performance appraisal as well. There is no
perfect time, but do them frequently, not just once a year.
Are stay interviews necessary at companies that regularly conduct employee engagement
surveys?
Yesin fact, even more so. In one of the company clients
started doing them because of low scores on their engagement
surveys. One of the major cries from any engagement survey
is, You dont really know me. It comes out in a variety of
ways. The stay interview is designed to say I want to know
you because youre important and I dont want to lose you.
Should all employees be targeted for stay interviews, or
just certain employees?
A stay interview should be done for any person who, if they came to you and said Im out of
here, youd lose sleep over. Not just your high flyers, but your massive middle as well. Too many
organizations put all their eggs in the high-potential basket and forget they need the solid citizens
to support the hi-pos. So these should target anybody precious to you that you dont want to lose.
If a manager is terribly pressed for time, you might want to think about whose most at-risk, who
you couldnt afford to lose and maybe start there. These dont have to be long: they can be done in
short bursts of maybe five to 10 minutes, or over lunch, or in 45 minutes. Theres no decreed
number of minutes.
Some might argue that stay interviews shouldnt be necessarythat instead, companies
should encourage regular career conversations between employees and managers.
You should have career conversations all the time. But the stay interview is different from the
career conversation. You can ask a career question or two during a stay interview, but its much
broader and deeper than just a career issue. Its an engagement kind of interview: How are you
doing and what can we do to make your work life here more grabbyas in, it grabs you?
During a stay interview someone might say I havent been able to work with Group X very much
and I really miss working with them. Thats a hint to a manager. It really is about collecting
hints. And its also about being OK with saying I cant deliver on that. You ask whats important
to them and they say I really want 20 percent more in salary. You might tell them you cant
deliver on that particular item right now, but then ask them what else might there be. You say I
want to find something I can get my arms around because I really dont want to lose you.
Who should conduct stay interviews, managers or HR?
HR and managers both should or can conduct stay interviews. HR should not take it off the backs
of managers, but if HR wants to test the idea and see what they learn, then thats great.
One of the supposed strengths of exit interviews is that, because theyre leaving the
company, employees will be more forthright about what bothers them or a manager they
may have had a problem with. How do you address this with stay interviews?
21
Actually, the research on exit interviews says thats not soex-employees are most forthright
once theyve left the company and are in a whole new job. When you reach out to them then,
thats when theyll be the most honest. For the most part, from what Ive learned, people will say
during exit interviews whats politically expedient to saythat theyre leaving for a new
opportunity, the other company is offering more money, but they wont say My boss is a jerk and
I couldnt stand being there anymore. So, first, you should wait until after the employee has left
to conduct an exit interview. Also, weve learned from our research that many people say they
leave for a new opportunity that wasnt available at their old job. And when we go back to the
original manager with this, they say I could have made that happen! And, Why didnt they tell
me that?
What are some common questions that every stay interview should include?
Every stay interview should include a prelude: Heres why I wanted to talk to you, or Heres
what Ive been thinking about or Heres why Im doing this. And you might also add, I
havent done this before, so please bear with me. And then its asking maybe just one or two
questions and listening hard to the answer and asking more questions based on that. The sad thing
is when a manager asks Whats important to you and the employee replies I want more
challenging work, and the manager says Thats good and moves on to the next question,
instead of asking So what would challenge you? So its being willing to ask just a few
questions, and going deeper on the answers you get.
How can HR leaders sell this concept to the rest of the organization?
One way of selling it is looking at who left your company within the last month and multiply their
salary times three, come up with a number and say Last month, X amount of dollars walked out
our doorlets not let that happen this month. So add up the cost of losing good people and put
it out there. Now were in the biggest competitive job market ever, people are jumping ship left
and right. So anyone would hold managers accountable for talent loss. Stay interviews arent a
silver bullet, they may not stop all exit interviews, but youll have a chance to learn precious
information that could keep you from losing a person in the future.
Make Stay Interviews Effective
Please note that if your organization decides to conduct stay interviews, employees will look for
something to change as a result of their participation.
You need to be committed to making positive changes before conducting stay interviews. When
you make changes, you need to inform employees that the changes are the result of their
suggestions and responses in stay interviews. Employee will not automatically make that
connection.
The stay interview should be conducted by the employee's manager. Human Resources staff can
help with difficult interviews, but the stay interview should encourage open communication
between an employee and his or her manager. The manager is the person who can most readily
have an impact on the employee's everyday working conditions.
Before conducting a stay interview, managers need training on how to conduct the interview, the
questions to ask, how to build trust, and how to effectively listen. This training will help managers
approach the stay interview effectively and make the time invested productive.
The manager may jot notes but the focus of a stay interview should be on the conversation. The
manager should actively listen and engage the employee in an open ended conversation.
22
Start your stay interview with general, easy-to-answer questions. As the interview progresses, you
can ask tougher questions after the ice has been broken. You dont need to ask all of my
recommended questions. Select the questions that appear to have the most utility for your
organization. Unless an employee has a lot of thoughts to offer, the stay interview should take
around a half hour to an hour.
When you ask an employee to participate in a stay interview, dont expect that you can ask the
employee why or if he or she is thinking of leaving as your first question. The chances are that he
or she has a well-rehearsed answer that leaves no bridges burning. But, this answer wont give
you the information you need to help your organization become more attractive for employees.
After regularly conducting stay interviews, you will find the questions that yield the most useful
information from your employees. As employees see their organization respond to their concerns
and needs, the addition of the stay interview to the Human Resources arsenal of tools will have a
positive impact on employee morale.
If your organization decides to embark on stay interviews, HR should provide the opportunity for
managers to discuss the results, share results, look for patterns across the organization, and share
ideas gleaned from the employees. Debriefing allows your organization to determine what needs
to happen in individual departments and what you would be better off addressing organizationally.
Be careful not to trivialize how employees feel in your stay interviews, your department or your
organization. You may agree or disagree with the views expressed, but nonetheless, they are the
current reality of the employees who are participating in the interviews. As Tom Peters famously
said, "Perception is everything."
Explaining away the responses, making excuses, or becoming defensive will also derail your
process for understanding employee satisfaction and retention in your organization. And, that's the
goal, right? You want to create an organization that will retain your best employees. Stay
interviews will help you accomplish this.
The Many Benefits of Why-do-You-Stay? Interviews or the Advantages of Stay Interviews:
Some of the reasons why stay interviews have proven to be an effective retention tool over the
years include:
They stimulate the employee most employees are excited simply by the fact that the
organization is concerned about their future and that their manager took the time to consult
with them.
Personalized unlike engagement surveys and many other retention tools that are
focused on what excites a large number of employees, this approach is customized to a
single identifiable individual and their wants.
They are limited to key employees by having a stay discussion exclusively with your
key employees, who are at risk of leaving, you focus the managers effort and you
minimize the overall time that the manager must devote to retention.
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They include actions unlike exit interviews, which only identify problems, stay
interviews also encourage the parties to identify actions that can improve the employee
experience and actions that can help eliminate any major frustrations or turnover triggers.
Lower employee emotions the discussion occurs before the employee has made the
decision to consider leaving. As a result, the emotions of the employee (and perhaps the
manager) are lower.
Low time pressure on the manager because the employee is not actively interviewing
for a job, there is less time pressure on the manager to immediately solve the identified
retention issues.
A focus on the positive most of the interview is focused on identifying and then
reinforcing the positive factors that the employee enjoys about their job. Although some
negative factors may be covered, they are not the primary focus of the interview.
They dont require training most managers can successfully conduct stay interviews
without any formal training. A simple how-to toolkit is generally all that a manager
needs to successfully conduct these interviews.
They are inexpensive these informal interviews dont require a budget. In most cases,
an hour of a manager and an employees time are the only major cost factors.
A one-on-one interview with their manager have their manager ask the targeted
employee questions during a face-to-face interview. Getting managers to talk to their own
employees is such a powerful tool, this format beats the other options hands down. Skype and
telephone interviews are also acceptable as close alternatives.
2.
3.
questions in item No. 1 above is an acceptable option. This approach may actually be required
for remotely located or shift employees.
4.
A focus group covering a small group of employees in this format, you ask a group of
targeted employees in the same job family why they stay and what might cause them to leave.
Remember not to overgeneralize with group wide stay or turnover factors.
Who to select for stay interviews dont cover every employee; prioritize your
employees based on your estimate of the negative dollar business impact if they left and the
probability that they might actually leave within the next 12 months.
What if the identified issues are irresolvable? In a small percentage of cases, these
interviews will bring up some major problems and issues that cant simply be easily resolved
by their manager. In those cases, HR should be consulted but if the issue cannot be resolved, a
longer-term replacement plan as well as a shorter term backfill plan will be needed in
case the interview actually triggers the employee to leave.
Develop a stay interview tool kit HR must accept responsibility for developing an
effective stay interview approach that all managers can follow. Use the toolkit format because
it gives managers choices, so that they can customize the approach to their own situation. The
toolkit should include dos and donts, frequently asked questions and answers, a directory of
help services, a list of possible stay questions to ask the employee, and most importantly, a
list of acceptable retention actions that are available to any manager for improving an
employees job and for minimizing possible retention triggers.
Consider related retention actions most organizations that find stay interviews to be
highly impactful should also consider implementing post-exit interviews. Post exit interviews
occur months after an employee has left. These delayed interviews often reveal the real
underlying reasons why key people left. Re-recruiting is another tool that should also be
considered. Recruiting is where key employees are approached periodically with the goal of
25
completely restructuring their job, so that it becomes at least as exciting as any job that an
external recruiter might be able to offer them
Brief Thoughts
The concept of stay interviews is simple. You must periodically work with key employees to increase the
number of reasons why they stay and to minimize anything that frustrates them and that may act to trigger
their departure.
If you are a manager and you think that these interviews may be unnecessary, and if you expect to
win The War to Keep Your Employees, you must forever bury the notion that the best
employees will naturally stay at your firm without you having to periodically take major
actions.
Employee retention is growing as an issue because we live in a world where the minute after a
manager does something to anger or frustrate an employee, the employee can react negatively by
instantly applying for a new job by simply pushing a single button on their smart phone. This
stay interview approach is a combination of customer relationship management and market
research approaches. And by using it, HR can move retention closer to becoming a more datadriven function.
The stay interview has proven to be easy to learn and highly effective, almost any manager can
dramatically reduce their turnover rate and save hundreds of thousands of dollars by
implementing this simple and inexpensive tool.
Looking for methods that will help you retain your best and most productive current employees?
Ask them what they love about your organization - and why they stay with you. Use these sample
questions as you conduct stay interviews with your current employees. Ask the follow up
questions only if they make sense in the context of the employees responses.
The most important question, which should be asked in every stay interview,
is:
1. What would make you start a search for a new job?
2. What do you like most about your job and work in our organization?
3. What do you like least about your job and work in our organization?
4. How happy are you working here on a scale of 1-10 with 10 representing the most happy?
5. What would have to happen for that number to become a 10?
6. When you think about employers, how does this organization rate overall on a scale of 110 with 10 representing the best possible employer?
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7. Have you ever thought about leaving the company? If so, what caused you to consider
leaving? Why did you decide to stay?
8. Do you get enough recognition? What kind of recognition would be meaningful for you?
9. Are we allowing you to reach your maximum potential?
10. How can the company help you be more successful in your job?
11. If there are three things we can change around here that would help you and others realize
your potential, what would they be?
12. What is something new you would like to learn this year?
With the information you receive in an employee stay interview, you can take the pulse of your
organization and determine needed areas for improvement. You'll be happy you asked when you
retain your best employees.
Stay Interview software focuses on guiding effective interviews to determine the factors needed to
keep your valued employees. You can expect an effective system to include the following tools:
Compliance control
This type of system gives your employees a true voice within the company, exploring and
validating their viewpoints by building a database of engaged employee/manager interactions.
27
3. Do you feel you are fully utilizing all available policies at DSCL SUGAR? If not,
what modifications you desire?
Perceived EVP (employment value proposition) values that make people stay
4. Do you feel as if you are a member of troupe; the employees receive information as
quickly as something changes at DSCL SUGAR?
28
5. What do you like most about your job and work at DSCL SUGAR?
6. What made you stay with DSCL SUGAR so far?
7. Do you feel that you are currently doing the best work of your life? Do you feel
fully utilized in your current role?
8. What do you think about the transfers in DSCL SUGAR, what do you think are the
challenges, pros and cons of the transfer?
Do you get enough recognition? Do you feel you are rightly rewarded and you get
what you deserve?
10. How can DSCL SUGAR help you be more successful in your job?
11. If there are three things we can change around here that would help you and others
realize your potential, what would they be?
12. What kind of improvements do you look forward to in DSCL SUGAR regarding the
culture, working environment?
Reasons for dissatisfaction
13. If in future you ever plan to leave what would be the reasons of the same? What
would make you change your mind?
14. If you had to go back to a position in your past employment and stay for
an extended period of time, which one would it be and why?
Where do employees get reluctant when it comes to giving feedback or sharing thoughts
about the organization
15. Are you getting desired feedback from seniors & peers? What type of feedback would
you like to receive about your performance that you are not receiving now from
BOSS/ coworkers?
Job Rotation & career growth
16. So far how satisfied you have been with the learning and career growth opportunities
provided at DSCL SUGAR?
17. Where would you want to see yourself in coming five years?
29
Leadership development
Team building
Individual interpersonal effectiveness
Retention
The FIRO-B instrument can also be used in conjunction with the MBTI instrument for leadership
development with the Leadership Report Using FIRO-B and MBTIand in team-building
workshops.
The FIRO-B instrument measures behaviors driven by interpersonal needs in three areas
Inclusion, Control, and Affectionand addresses how such behaviors can affect ones interactions
with others (Hammer & Schnell, 2000). The FIRO-B model is based on the theory that fulfillment
of these interpersonal needs serves as motivation in peoples daily functioning.
The need for Inclusion refers to the extent to which individuals need to have social interactions
and associations with others. The need for Control refers to the extent to which individuals want
to lead and influence others as well as the extent to which they prefer to be led and influenced
(Hammer & Schnell, 2000). The need for Affection refers to the emotional connections between
people and the extent to which individuals seek to establish relationships with others, particularly
one-on-one relationships (Waterman & Rogers, 1996).
The FIRO-B instrument measures the extent to which each of these interpersonal needs is
expressed or wanted (Schnell & Hammer, 1993). Expressed needs refer to behaviors individuals
demonstrate toward others, whereas wanted needs refer to behaviors individuals prefer to have
exhibited toward them by others (Schutz, 1958).
The FIRO-B instrument also measures overall needs (e.g., Total Inclusion) and overall behaviors
(e.g., Total Expressed), and provides an Overall Interpersonal Need Score. Respondents receive a
numerical score as well as a categorical score (low, medium, or high) for each measure.
31
E
W
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
5 = Rarely, 6 = Never
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
18 I let other people decide what to do.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
19 My personal relations with people are cool and distant.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
20 I let other people take charge of things.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
21 I try to have close relationships with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
22 I let other people strongly influence my actions.
33
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
23 I try to get close and personal with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
24 I let other people control my actions.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
25 I act cool and distant with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
26 I am easily led by people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
I try to have close personal relationships with people.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
27 I like people to invite me to things.
1=Most people, 2=Many people, 3=some people, 4=A few people, 5=One or two people,
6=Nobody ________
28 I like people to act close and personal with me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
29 I try to influence strongly other peoples actions.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
30 I like people to invite me to join in their activities.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
31 I like people to act close towards me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
32 I try to take charge of things when I am with people.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
33 I like people to include me in their activities.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
34 I like people to act cool and distant towards me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
35 I try to have other people do things the way I want them done.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
36 I like people to ask me to participate in their discussions.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
37 I like people to act friendly towards me.
34
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
38 I like people to invite me to participate in their activities.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody ________
39 I like people to act distant towards me.
1=Most people, 2=Many people, 3=Some people, 4=A few people, 5=One or two people,
6=Nobody _______
Please remember to be as honest as you can
40 I try to be the dominant person when I am with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
41 I like people to invite me to things.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
42 I like people to act close towards me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
________
43 I try to have other people do things I want done.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
44 I like people to invite me to join in their activities.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
45 I like people to act cool and distant towards me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
46 I try to influence strongly other peoples actions.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
47 I like people to include me in their activities.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
48 I like people to act close and personal with me.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
49 I try to take charge of things when I am with people.
1 = Usually, 2 = Often, 3 = Sometimes, 4 = Occasionally, 5 = Rarely, 6 = Never
_________
35
36
Data sources:
A) Primary data:
Primary data is raw data collected through
Questionnaire
Interaction
SAMPLING:
37
The numbers of employees in the DCM SHRIRAM Ltd were approx.350. Interviewing each was
difficult. So, few among them were interviewed. The size of those few is the sample size 60 and
the sample represents the population.
Type Of Research
Source of data
Primary data Collection
Descriptive
Primary
In depth Interview
Questionnaire
Population
Sample Size
Sampling Method
350
60
Simple Random Sampling
Assumption made to cover 17% approx. from the total count (350 approx.)
Do you
Ta Da policy should be improved, the facilities
feel the
provided are below the expected post; Home
policies at Loan policy is good.
DSCL
SUGAR
cover all
the
aspects?
Would
you like to
add or
remove
any
policy?
Have an addition in the Company Car policy,
this policy should be made eligible for the
lower level employees also; Add a transport
policy for the commuting of the employees to
office daily.
Even in bad times the policies are not degraded,
still the education policy should be upgraded in
monetary value, knowledge about personal loan
policy should be clearer.
Policy is good, Home Loan is good, in home
loan policy addition of plots and land should be
done.
policies are good, HR dept. is an active dept.
Field Managers Salary structure is less
Do you
feel you
are fully
utilizing
all
available
policies at
DSCL
SUGAR?
If not,
what
modificati
ons you
desire?
Availability of amenities
39
updated.
What do
Job security, companies work culture; Good
you like
interesting work, satisfaction, top company
most
about your
job and
work at
DSCL
SUGAR?
Job satisfaction, personality growth, practical
skills, cultural activities; Better future offered
here
Core work related to what studied, line of
interest, best culture; Part of life, clear and
focused work, job is defined.
What
made you
stay with
DSCL
SUGAR
so far?
Do you
Transparency, reporting
system is clear, structured
environment, SAP
environment.
Job allocation, HR
policies, selfdevelopment, good
feedbacks, procedures,
appraisal system.
How things connect,
meeting different kind of
people,
exercise&lessening
practices, new challenges
dealing with the legal
aspects being a sales guy.
Moral support,
technology, relations with
the company, No out state
feeling.
DSCL SUGAR introduced
radio technology in
2001;all plants are
connected through it.
Wife works in the nearby
primary school.
IT utilization in DSCL
SUGAR is best, latest
technology is used
Sugar industry people
have a dream to join
DSCL SUGAR, his dream
company
Education Facility is
good, due to studies of the
children.
Multitasking is done;
sometimes unwanted work
is also done.
There are fewer
41
feel that
you are
currently
doing the
best work
of your
life? Do
you feel
fully
utilized
in your
current
role?
responsibilities and he
feels he acquires more
caliber; More can be
offered if given the
opportunity.
What do
you think
about the
transfers
in DSCL
SUGAR,
what do
you think
are the
challenges
, pros and
cons of
the
transfer?
Do you
get
enough
recognitio
n? Do
you feel
you are
rightly
rewarded
and you
get what
you
deserve?
1
0
How can
DSCL
SUGAR
help you
be more
successful
in your
job?
1
1
If there
are three
things we
can
change
around
here that
would
help you
and others
realize
your
potential,
what
would
they be?
1
2
What kind
of
improvem
ents do
you look
forward to
in DSCL
SUGAR
regarding
the
culture,
working
environme
nt?
which can be
compensated later.
Kitply culture is still
prevailing, personal
relations are made more,
traditional company, value
based, not performance
based company.
Freedom related to work,
many activities, resources
should be used less;
targets given should be
related to incentives in
order to motivate the
employees
Culture is good, if
someone deteriots its,
should be punished.
Culture is ok, not like the old culture, people
Culture should be
are more isolated due to work pressure
changed,non sugar culture
should be adopted.
Culture is good, perfection is needed, things can Rupapur needs more
be done in better way.
attention, mindset of
people needs change
Culture needs improvement, HR dept needs
Kitply culture is still
improvement.
prevaling, personal
relations are made more,
traditional company, value
based, not performance
based company.
D
1
3
He is a safe Zone person , and is happy with the No such plans , but If
salary, ans feels that there is less adocracy in the offered growth , as
hygiene system.
everyone looks for the
same would think about
the same; If offered
monetrybenefits,better
culture, better position.
45
would
make you
change
your
mind?
Wants to retire from this company, his dream
company
Due to promotion, or else if some reasons arise,
like conflicts with management.
For education of children , or if Owner's ask to
leave
1
4
If you
Any company
had to
go back
to a
position
in your
past
employm
ent and
stay for
an
extended
period of
time,
which
one
would it
be and
why?
E
1
5
46
seniors &
peers?
What type
of
feedback
would you
like to
receive
about your
performan
ce that
you are
not
receiving
now from
BOSS/
coworkers
?
Feedbacks are properly done, unit head actively
participates, and clear instructions are given.
Feedback is fast process, written & verbal.
F
1
6
47
1
7
Where
Growth, job assigned should be done
would you successfully
want to
see
yourself in
coming
five
years?
Next Position
Reached excellency, GM
If potential is increased,
next post
Programs like seed raising
should be introduced and
done regularly; training
regarding different fileds
should be given to a
employee
48
Interpretation
23 out of 58 people feel contended working at
DSCL Sugar to a high extent.
Interpretation
21 of 58 would suggest a family member
or a friend to join DSCL Sugar to max
possible extent.
49
Interpretation
30 of 58 people to a high extent feel that
their career growth & developmental
expectations will be met at DSCL Sugar
in future.
Interpretation
27 of 58 people to a high extent feel the
recognition and rewards that they have
received so far at DSCL Sugar are fair.
50
Interpretation
29 of 58 to a high extent feel they and
their family are always engaged at DSCL
Sugar in some or the other activity.
Interpretation
30 of 58 to a high extent are able to
relate their contribution to the overall
business performance.
FIRO- B Analysis:
The above sample was taken from the data collected. It shows the different high scores of same
category of people at same designation which handle the situations differently. But the 60% of HR
managers are hired who show a high overall score.
52
Activity Chart
53
8 Weeks of Internship
S.no
Date
th
18 May15
1st-8th June15
9th-10th june15
13th-15th June15
16th-18th June15
19th-20th June15
10
Activity
Place
Noida
Noida
Noida
Noida
Hariawan
Rupapur
Ajbapur
Loni
Noida
Noida
54
worked on DC
program.
Learning Objectives
55
Culture
Through the following activities and events held on two different days:
Case Study
57
I was given the opportunity to contribute in the research and analysis for finding
The reasons of the stay of the Employees in DCSL Sugar ((Perceived EVP))
What are the expectations of the Employees from DSCL SUGAR?
How do people feel about the present policies and what more do they expect.
How many look for the opportunity for job rotation, what is the satisfaction level?
The personality analysis using Firo-B tool for HODs & Sectional Heads.
Lastly I worked on the GETS process which is one of the recruitment process DSCL Sugar
follows, it includes three rounds aptitude test, Technical test and Personal Interview.
Thank You.
S.no
Observations
1 RYAN School is not good, teaching
faculty and facilities are not up to
expected level.
Recommendations
RYAN School is not beneficial anymore, it
started with good quality, but had drastically
degraded since 2011, the teaching staff is
changed very frequently, local teachers are
being hired, there is no growth for children,
students are not educated properly as to how
the work is to be done and the parents are
completing the work, food and hostel facilities
are not good, bus chargers are hiked, more
preference is given to the new opened Reliance
Company students, results are that people are
canceling the admissions and shifting to other
local schools, some are shifting their families;
no tutors are available for children , no facility
for children education after 10th standard. The
above problems are to be addressed with
immediate effect.
Transport facilities for the employees at HO
and for workers at the various plants should be
given and improved as this would increase
discipline and would be more comfortable for
the employees, against this the monthly rental
could be charged from the employees at HO.
When increment is made the % increase in
salary of Asst. Managers and below should be
higher than the Managers and above, so as to
have a difference in the salary.
7 Infrastructure improvement is
needed
8 Policy Improvement
10 No Source of entertainment
60
61
Bibliography
References & Appendix, Questionnaire
62
S.n
o
Author
Publications
Research Methodology
C.R Kothari
Websites referred:
http://info.hrsoft.com/stayview-data-thank-you.
http://www.talentmgt.com/articles/6828-more-stay-interviews-fewer-exit-interviews
http://www.citehr.com/128771-ppt-exit-stay-interview-pdf-download.html
http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/interviewingcandidates/stay-interview-questions.aspx
http://humanresources.about.com/od/employeeretentio1/a/what-is-a-stay-interview.htm
http://www.ere.net/2013/12/02/stay-interviews-an-essential-tool-for-winning-the-war-tokeep-your-employees/
Hammer, A. L., & Schnell, E. R. (2000). FIRO-B technical guide. Mountain View, CA:
CPP, Inc.
Schnell, E. R., & Hammer, A. (1993). Introduction to the FIRO-B in organizations. Palo
Alto, CA: Consulting Psychologists Press, Inc.
Schutz, W.C. (1958). FIRO: A three dimensional theory of interpersonal behavior. New
York: Holt, Rinehart, and Winston.
Waterman, J.A., & Rogers, J. (1996). Introduction to the FIRO-B. Palo Alto, CA:
Consulting Psychologists Press, Inc.
63
S.n
o
Question
How openly you are able to express your ideas & point of view at DSCL
SUGAR?
To what extent do you feel that core values of the DSCL SUGAR are
relevant & practiced and if they influence your work life?
To what extent you feel that HR Policies are relevant and beneficial?
How would you rate the recognition and rewards that you have received
so far at DSCL SUGAR?
To what extent you feel that your career growth & developmental
expectations will be met at DSCL SUGAR in future?
How would you rate the learning opportunities that you get at DSCL
SUGAR?
10
To what extent are you able to relate your contribution to the overall
business performance?
11
To what extent, you and your family feel engaged at DSCL SUGAR?
1 2 3 4 5
64
12
Thank you
65