post exit analysis - ban galore- final
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All rights reserved. The information contained herein is subject to change without notice. 2010, Cognizant Technology Solutions
Alumni Interviews
Analysis
Bangalore
Pradeep Basanagoudar
November 2010
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| 2010, Cognizant Technology Solutions Confidential1
Post Exit Analysis
The reasons for an employee to leave are more important thanthe stated reason in the letter of resignation.
Post exit interview is conducted after the employee has left most
preferably after 90 days to understand the push factors vspull
factors
Employee Perception survey
Post exit analysis is s a way to identify consistent trends, patterns
and themes -- and, ultimately, to reduce future turnover.
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Contents
Methodology Used
Data Sample
Analysis
Summary
Exit Interview Questionnaire
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Methodology
3
Phase I A data base of 101 voluntarily excited employees from Jan to June 10 was compiled.
They were contacted via phone to conduct post exit interviews. Total respondents - 53
To increase the contact rate we also gave the respondents the option of answering the
survey through email
The style of questioning was free flowing to enable questions to be asked in aconversational manner after which follow up and probing questions were asked.
A set of 20 standard questions were posed. Comments received for any issues apart
from the standard set of questions were noted and have been published in this report.
Phase II Data from the questionnaires were collated and analysed to arrive at the final
inferences.
Phase III Compared the stated reason for attrition against the actual reason. Verbatim captured and presented.
Summary
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The conceptual framework
4
Employee
Perception
WorkProcesses
ManagerialStructure
Connect
Communication
Culture
Total
Rewards
Work environment
Trust
Job security
Policies & Processes
Tools to deliver Teamwork and Co-
operation
ImmediateManager practices
Recognition
Growth & learning
Rewards
Pay
Involvement
Job Satisfaction
Pride
Sharing of information
Regular communication
Organizational Awareness
Grievance Handling
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Data Sample
Number of ExitsVoluntary
SeparationsResponsesReceived
PercentageResponded
120 101 53 53%
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STATED Vs ACTUAL
BetterProspects Competition &Noncompetition
(24 associates)
Better Compensation / role / skill match
Issues with manager, False expectations, bench, promotion
Higher Studies
(5 associates)
All associates working with competition. Reasons for exit norecognition, problems with managers, asked to relocate, bettercompensation
Personal Reasons (Health,
Marriage,relocation, personal reasons)
(24 associates)
Working with other IT companies, Role skill mismatch
No projects in core competency (mainframe), project closure
Issues with managers, no open communication, politics in project,better offer, unhappy with team members
48%(25)
42%(20)
8%(8)
Reasons duringexit vsreasonsnow
TRUE
FALSE
DIDN'TDISCLOSE
REASONS DURING EXIT vs. REASONS GIVEN NOW
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Whom are we losing our talent to?
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COMPANY NUMBER
ACCENTURE 1
ADNT TELECOMMUNICATIONS 1
ATNT 1
BOSCH 1
CABLE AND WIRELESS 2
CAPGEMINI 1CSC 1
DELL INTERNATIONAL SERVICES 1
EMPHASIS 3
FIDELITY SECURITIES 1
HCL 2
HP 4IBM 10
INFINITE SOLUTIONS 1
IT SOFT 1
Continued
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Continued
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COMPANY NUMBERIT TREE 1
JUNIPER 1
KEANE INTERNATIONAL 1
KEANE TECH 1
MAHINDRA SATYAM 1
MASK, RETAIL OFFICE 1
MINDTREE 1QUIOOIX 1
SAIC INDIA PVT LTD 1
SONATA SOFTWARE 1
SYMBIOTIC INFO TECH 1
TCS 3
UNISYS CORP 1
VOLVO 1
WIPRO 2
DIDN'T DISCLOSE 3
NOT WORKING 1
Grand Total 53
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Did our key competitors take a major share?
9
0
1
2
3
4
5
6
7
8
9
10
M.SATYAM IBM HCL TCS WIPRO HP
M.SATYAM IBM HCL TCS WIPRO HP
No of Employees 1 10 2 3 1 4
A fourth of the PA respondents and a fifth of the Arespondents have gone to IBM
Total No. of Respondents = 53 / 53
Figure 1
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Why did we lose our talent?
10
8 / 15%
5 / 9%
1 /2%2 /4%
8 /15%
1/2%
4/ 8%
6 / 11%
1 /2%
12/23%
5/ 9%
0
2
4
6
8
10
12
14
Employee Relations include lack of trust between associate and manager;
career-related concerns not being addressed; false promises aboutpromotion and salary hike being given; favouritism
Total No. of Respondents = 53 / 53
NoofRespondentswith Percentage
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Trend between Reasons and Levels
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0
1
2
3
4
5
6
7
A
P
PA
SA
NoofRespondents
Total No. of Respondents = 53 / 53
Figure3
42%
6%
43%
9%
Attrition by level
A
P
PA
SA
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Trend between Reasons and Tenures
12
0
1
2
3
4
5
6
0 - 1 yr
1 - 2 yr
2 - 3 yr
3 - 4 yr
4 - 5 yr
Total No. of Respondents = 53 / 53
0 to 1 years10% 1 to 2 years
12%
2 to 3years16%
3 to 4 years9%
4 to 5 years3%
0 to 5 years
50%
Attrition by tenure
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Salary Hikes
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21%
14%
25%
26%
14%
No hike
upto 25%
26%- 50%
51%- 75%
76% - 100%
Avg hike per level:
PA: 54%A: 37%SA: 20%
Total No. of Respondents = 53 / 53
Figure5
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Trend between Level and Salary Hikes
14
0
1
2
3
4
5
6
7
8
No hike upto 25% 26%- 50% 51%- 75% 76% - 100%
A
P
PA
SA
NoofRespondents
Total No. of Respondents = 53 / 53
Figure6
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Trend between Tenure and Salary Hikes
15
0
1
2
3
4
5
No hike upto 25% 26%- 50% 51%- 75% 76% - 100%
0 to 1 years
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
NoofRespondents
Total No. of Respondents = 53 / 53
Figure 7
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Cognizants USP Drivers
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Figure8
5, 14%
1, 3%
2, 5%
1, 3%
1, 3%
1, 3%
2, 5%
12, 33%
2, 6%
8, 22%
1, 3%
Academy
Benefits
Communication
Compensation
Infrastructure
Job Satisfication
More Opportunities
Organisation Culture
Policies & Processes
Transparency in oper ations
WFM
Total No. of Respondents = 53 / 53
Organization culture:Includes work environment, processes, operations.
Infrastructure: Availability of technology, transportation.
NoofRespondentswith Percentage
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Willingness to rejoin Cognizant
17
90%(48)
7.5%
(4)2.5%
(1)
Yes
No
May Be
Figure9
Total No. of Respondents = 53 / 53
NoofRespondentswith Percentage
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Verbatim Comments by alumina Problems with team Manager . He use to come once in a year and no one met him during his tenure. No shiftrotation, I worked for a year in same shift.
Managers should act in a more matured way/respect their employees
Communication with line managers was not transparent, he was regional Biased. R and R are also not
transparent . I worked hard and I didnt get good rating bcz of quota was full and due to limits.
Comm with line manager was great. R and R was not too good. I was not happy with promotion pattern.
opportunities for main stream projects were denied even after 18 months of service. I had issues with
resourcing manager.
My VP initiated efforts to retain me but it was too late. Grievances should be taken care in a much more better
way. Communication can be more transparent. There were conspiracy theories around my project dissolving
(Deutche Bank)
Management has to go through some leadership training. There weren't any enough avenues to raise issues
and concerns. Personal values and feelings were hurt.
I was satisfied with the way the things worked in cognizant, however should make sure that there is no role-
skill mismatch.
No work life balance
My role did not match my skill, I was never recognised in the 2 years I was here. My manager was not
supportive
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What went well and what did not
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All reasons given in ascending order of responses
1) Perf Mgmt & Promotion process (Falsepromises, Manager BIAS)
1) Communication (Immed. Supr, withinthe team)
2) Grievance handling mechanism
2) Opportunities (Career development)
3) Resourcing/ WFM
4) Role-skill fitment
4) Learning opportunities
4) R & R (Few were not recognized atall)
4) Benefits
1) Org Culture (Process, Operations,transparency)
2) Good people managers3) R & R (Few were recognized by both mgrs andclients)
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All rights reserved. The information contained herein is subject to change without notice. 2010, Cognizant Technology Solutions
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