Free Essay

Attrition Analysis

In: Business and Management

Submitted By HRmaniac
Words 3838
Pages 16
Attrition Analysis



June 2015

Prepared By:

Anushree Panicker (SIES College of Management Studies)

Sugandhi Murali (SIES College of Management Studies)

Surabhi Nair (Institute of Management and Computer Studies)

Table of Contents

| | | |
|Sr No. |Particulars |Page No |
|1. |Executive Summary |3 |
|2. |Objectives |4 |
|3. |Scope |5 |
|4. |Methodology |6 |
|5. |Introduction |8 |
|6. |Steel Manufacturing Sector |9 |
|7. |About Mukand Limited |10 |
|8. |Attrition |11 |
|9. |How to Calculate Employee Attrition |12 |
|10. |Analysis |13 |
|11. |Attrition Rates |15 |
|12. |Benchmarking |17 |
|13. |Why employees call it quits? |21 |
|14. |Exit Analysis |22 |
|15. |Recommendations |24 |
|16. |Conclusion |25 |
|17. |Bibliography |26 |

Executive Summary

The study was conducted to understand the attrition trends across various industries in India, in particular, Manufacturing and Engineering Industry and to compare the same with Mukand’s attrition rate. The comparative findings of the study will help the company to benchmark its attrition rate across different parameters.

The study was conducted by analyzing various surveys pertaining to compensation trends and attrition rates. The survey contained reports/research articles published by different independent organizations in the country, such as Deloitte Human Capital Consulting: Compensation Trend Survey 2015-16 and Team Lease Employment Outlook Report 2014-15.

The attrition rate of the Indian Industry, as a whole has been compared with Mukand Ltd. This helps the company to know its relative position with respect to the Indian Market and set a benchmark. ITeS and Hi-Tech continue to report the highest employee churn with average voluntary attrition rates of 21.9 percent and 19.9 per cent respectively, whereas Energy and Natural resources (10.5 per cent) and Chemicals (10.7 per cent) report the lowest average attrition rates across industries in 2014-15.

Across industries, the highest attrition rates are observed at clerical and junior management levels as compared to the other management cadres. According to Deloitte, better pay, better career prospects are the most widely reported reasons for attrition along with other personal reasons such as health, marriage or pursuing higher education etc

Across industries, a performance driven variable plan, long term incentives and cash / non-cash recognitions or awards are the primary levers used for talent retention. To attract skilled talent from the market, organizations across industries use sign-on bonuses, attractive benefits offerings along with practices of partially guaranteeing or assuring variable pay for a brief- initial period from joining as primary tools for talent attraction.


1. To understand the trend for attrition rates across all sectors and compare it with that of Mukand Ltd.

2. To understand the trend for attrition rate in the Manufacturing sector in India and compare with that of Mukand Ltd.

3. To compare the attrition rate at different levels of other manufacturing companies with that of Mukand Ltd.

4. To understand the factors causing attrition at Mukand Ltd.

5. To give a set of recommendations for reducing the attrition rate at Mukand Ltd.


1. The attrition rate of Mukand Ltd. was compared and contrasted with the Indian Industry to get a fair picture as to where the company stands in the Indian business when it came to employee turnover.

2. Mukand Ltd’s attrition rate was also compared with the attrition rate prevailing in the Indian Manufacturing and Engineering sector. This comparison helped us to know where the company stands in that domain.

3. Level wise comparison of attrition rate with other manufacturing companies was carried out with that of Mukand Ltd.

4. Exit analysis for the year was carried out to know the major reason why employees left the company.


Data Collection

Descriptive Research was undertaken so as to understand the reasons why employees leave the organization and comparing the company with the set parameters (Benchmarking)

Data was collected through two modes:

1. Primary Data: Primary research consists of a collection of original primary data collected by the researcher. It is often undertaken after the researcher has gained some insight into the issue by reviewing secondary research or by analyzing previously collected primary data.

In this report, the exit interview forms maintained by the company were used for finding out the major reason why employees left the company. Attrition rates calculated and maintained by the company for the past three years were used for the benchmarking exercise.

2. Secondary Data :

a. The annual Deloitte Compensation Trends Survey (2014-15 & 2015-16). The Deloitte Compensation Trends Survey is an annual study conducted by Deloitte Human Capital Consulting. The aim of the survey is to understand key compensation trends across sectors in the Indian market. This survey also contains the annual attrition trends across different sectors in India.

b. A quarterly survey by Synovate India Private Limited - “Teamlease Employment Outlook Survey”: This is a half yearly survey covering companies in India's organized sector. It provides adequate representation across various verticals of Manufacturing & Engineering, Financial Services, Hi-Tech, ITES, Infrastructure, Retail, Media & Advertising, Healthcare & Pharma. The survey covers approximately 80 manufacturing & engineering companies across India.

c. Articles regarding benchmarking and employee turnover.

d. Research Paper :

Attrition in India – Causes and Remedies (Savneet Kaur – International Journal of Emerging Research in Management and Technology, 2013)


Manufacturing industry refers to those industries which involve in the manufacturing and processing of items and indulge in either creation of new commodities or in value addition. The manufacturing industry accounts for a significant share of the industrial sector in developed countries. The final products can either serve as a finished good for sale to customers or as intermediate goods used in the production process.

Manufacturing industries are important for an economy as they employ a huge share of the labor force and produce materials required by sectors of strategic importance such as national infrastructure and defense.

According to a study by global management consulting firm McKinsey and Company, India’s manufacturing industry could touch US$ 1 trillion by 2025. It further substantiates; the rising demand in the country and the penchant for establishing low-cost plants in India by multinational companies (MNCs) are two reasons for this possible development. Up to 90 million domestic jobs could be generated by that time, with the sector producing about 25–30 per cent of India’s gross domestic product (GDP). The country’s rapidly expanding economy gives both domestic entrepreneurs and international players, opportunities to invest and grow.

The GDP of India as per The World Bank data (2014-15) is 5.7%, to which the Indian Manufacturing Sector contributes to an extent of 14%. Deloitte’s global index 2013, for 83 nations has ranked India as the 4th most competitive nation, behind China, The US and Germany. The main industries in the Indian Manufacturing sector are:

1. Textile Industries

2. Chemical industries

3. Steel Industries

4. Food processing

5. Cement Industries

6. Mining Industries

9. Machinery Building

Steel Manufacturing Sector


India Brand Equity Foundation in its Sectoral Report for Steel Industry 2015 states that, India has become the second best in terms of growth amongst the top ten steel producing countries in the world. The Indian steel sector enjoys advantages of domestic availability of raw materials and cheap labour. Iron ore is also available in abundant quantities. This provides major cost advantage to the domestic steel industry.

The Indian steel industry is very modern with state-of-the-art steel mills. It has always strived for continuous modernization and up-gradation of older plants and higher energy efficiency levels.
The steel sector in India contributes nearly two per cent of the country’s gross domestic product (GDP) and employs over 600,000 people.

Market Size

Steel production capacity of the country expanded from about 75 million tonnes per annum (MTPA) in 2009-10 to about 101.02 million tonnes (MT) in 2014-15, when output was 81.7 MT.

India produced 7.07 MT of steel in January 2015 reporting the fourth highest production level globally which was 1.7 per cent higher than the country's steel production in the same month last year.

India is expected to become the world's second largest producer of crude steel in 2015-16, moving up from the fourth position, as its capacity is projected to increase from 100 MT to about 112.5 MT in 2016. Also, India has set an output target of 300 MT of steel by 2025.

The major players in India are;

1. TATA Steel

2. JSW Steels

3. Jindal Steels

4. SAIL (Steel Authority of India Ltd.)

5. Mukand Ltd.

6. Bhushan Steel

About Mukand Limited

Mukand Limited is an Indian based manufacturer of stainless steel, alloy steel, stainless steel billets and exporter of hot rolled bars to the United States of America, Germany, Italy, the Netherlands, Switzerland, United Arab Emirates, Japan, Korea, Hong Kong, Taiwan, Vietnam, to mention a few.

It was established in 1937 in Mumbai. It was renamed to Mukand Ltd from Mukand Iron & Steel Works Limited on March 23, 1989. The Steel Plant at Kalwe commenced operations in 1965. A structural shop, later re-christened ‘Machine Building Division' was also set up at Kalwe by the same year. The Company established its leadership in the two businesses, steel and machine building, fairly quickly. The history of Mukand Ltd is the history of its resilience, continual renewal and resurgence.

The company is engaged in general engineering work and manufactures iron & steel products, steel castings, steel structurals, EOT and other cranes, and various types of industrial machinery. Mukand Ltd is part of the Bajaj Group of companies. It has India’s largest designed and manufactured gantry crane of 80-tonne capacity and 60-metre span, with monobox girder and underslung trolley.

Some of the major customers of Mukand are :

1. Motor Industries Company Limited

2. Maruti Udyog Limited

3. Bajaj Auto Limited

4. Honda Motor Cycle and Scooter India Private Limited

5. Delphi Automotive Systems Limited


Attrition refers to the gradual reduction of the size of a workforce by not replacing personnel lost through retirement or resignation. Attrition occurs when an employee retires or when the company eliminates his job.

This type of reduction in staff is one way a company can decrease labor costs: the company simply waits for its employees to leave and freezes hiring. Such a method contrasts the more severe labor-reduction techniques, such as mass layoffs. Waiting for attrition is usually better for company morale.

In some contexts attrition rate is also referred as churn rate or employee turnover rate.

Analyzing the attrition rate allows a company to determine how many employees left the company versus the industry average. Companies with high attrition rates can then use this information to determine why employees leave the company and work toward developing strategies to reduce attrition within the organization.

Attrition is broadly categorized into two categories:

Involuntary Attrition: Involuntary termination is the employee’s departure at the hands of the employer. There are two basic types of involuntary termination, known often as being “fired” and “laid off.” To be fired, as opposed to being laid off, is generally thought of to be the employee’s fault, and therefore is considered in most cases to be dishonorable and a sign of failure.
Voluntary Attrition: Voluntary attrition is the employee’s departure on his own. This happens when an employee resigns from an organization for personal or professional reasons. Voluntary attrition is one of the major points for companies in growing economies. In India – voluntary attrition of 20-40% is fairly common in IT/ITES/Retail/Hospitality industries.

How to Calculate Employee Attrition

Calculating your company's employee attrition rate allows you to determine the percentage of employees that left your business over a specified period of time, usually one year.

Step 1
Calculate the average number of employees who worked at the company during the year. To calculate a simple average, add the number of employees who began the year with the company to the number of employees remaining at the end of the year and divide this sum by two.

Step 2
Determine the number of employees who left the company during the year by examining the past year's employment records. If your company does not keep a running tally of employee attrition, physically count the number of employees who left the company over the year.

Step 3
Divide the number of employees who left the company during the year by the average number of employees employed by the company during the year to arrive at an employee attrition rate.


Sector wise growth rates:

As per the Deloitte’s compensation trend survey 2015-16 there have been fluctuations in the average increments given to employees in the Indian business scenario. Engineering and Manufacturing sector saw a decrease in the year 2014-15 at 10.4%, as compared to that of 2013-14, at 11.2%.

ITeS sector saw a decrease in the year 2014-15 at 10.6%, as compared to that of 2013-14, at 11.7%.

The detailed growth in percentage is as below:

Table: Sector wise growth percentages (Source: Deloitte’s compensation trend survey 2015-16)

|Sector |Average Increments in % (FY: 2014-15, |Average Increments in % (FY:2015-16, |
| |Actual) |Projected) |
|Consumer Business |10.9 |10.8 |
|Manufacturing |10.4 |10.6 |
|Infrastructure & Real Estate |10.2 |12 |
|Pharma & HealthCare |12 |12.1 |
|BFSI |9.7 |10 |
|Hi-Tech |10.6 |10.9 |
|ITeS |10.6 |10.8 |
|Media & Advertising |10 |10.9 |
|Energy & Resources |10.1 |10.3 |
|Retail |9.5 |9.4 |
|Logistics |9.6 |9.8 |
|Overall Industry |10.3 |10.7 |

Chart: Sector wise growth percentages



The overall annual increment median for this year is projected at 10.3%. Highest increment for this year is expected in the Pharmaceuticals industry at 12.1%. The sectors where increments are expected to be higher than the last year are Infrastructure & Real Estate, Retail, Logistics, Media & Advertising and Chemical.

The Consumer Business sector shows conservative projections towards increments along with an increased focus towards variable pay.

Attrition Rates

Attrition rates across the sectors have slightly increased which is a matter of concern. Highest attrition rate recorded is in the ITeS sector (21.5%). Attrition rate for manufacturing sector is 10.9% for 2014-15. Sector wise average attrition rate for 2014-15 are as follows:

Table: Sector wise average Attrition rates (Source : Deloitte’s Compensation Trends Survey 2015-16)

|Sector |Average Attrition Rate |
| |(In %) |
|Consumer Business |18.5 |
|Manufacturing |10.4 |
|Infrastructure & Real Estate |17.6 |
|Pharma and HealthCare |18.4 |
|BFSI |18.8 |
|Hi-Tech |19.6 |
|ITeS |21.7 |
|Media and Advertising |17.4 |
|Energy & Resources |11 |
|Retail |19.2 |
|Logistics |16.7 |

Chart: Sector wise average Attrition rates (Source: Deloitte’s Compensation Trends Survey 2015-16)


*Red indicates attrition rate is highest in the ITeS sector


ITeS sector faces the highest overall attrition rates (21.7%), closely followed by Hi-Tech, BFSI and Consumer Business. The most prevalent reason for leaving according to the study is better career prospects – entry into the market of many foreign players across sectors has increased the job opportunities especially at Junior Management level, allowing easy movement of the workforce.


Benchmarking is the process of comparing one's business processes and performance metrics to industry bests or best practices from other companies. Benchmarking is a technique that uses quantitative or qualitative data to make comparisons between different organizations or different sections of organizations. Benchmarking is usually treated as a continuous process in which organizations periodically measure, challenge, and improve their practices.

In the process of best practices benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful.

Benchmarking based on the Indian Industry:

➢ Attrition trend - Mukand Ltd. v/s Indian Industry:

| |Mukand |Industry |
|2012-13 |8.73 |14 |
|2013-14 |4.41 |14 |
|2014-15 |4.04 |16.3 |

➢ Attrition trend - Mukand Ltd v/s Indian Industry:



The average attrition rate for the Indian Industry is 16.3% for the year 2014-15. It shows an increase in the attrition rate from the previous year i.e. 2013-14 of 14%.

Mukand, in comparison, shows a downward trend, with 4.04% as the attrition rate for the year 2014-15 which is lower than the previous year 2013-14.

Benchmarking Based on Indian Manufacturing Industry:

Attrition Trend - Mukand Ltd. v/s Indian Manufacturing Industry:

| |Mukand Ltd |Manufacturing Industry |
|2012-13 |8.73% |10.96% | |
|2013-14 |4.41% |10.89% |
|2014-15 |4.04% |10.40% |

Attrition Trend - Mukand Ltd. V/s Indian Manufacturing Industry:



The attrition rate in the Indian Manufacturing Sector stood at 10.40% as compared to the previous year 2013-14 which was 10.89%. Mukand shows a very positive trend as the attrition rate has gone down to 4.04% in the year 2014-15, as compared to 4.41% in 2013-14.

Attrition Trend: Comparison of level-wise attrition rate across other manufacturing companies & Mukand Ltd.

| |Executive Level|Staff |
| | |Level |
|Mukand Ltd |5.8% |3.4% |
|Other Manufacturing | | |
|Companies |9.3% |14.3% |



Compared to other manufacturing companies, it is observed that the attrition rate in Mukand Ltd is lower at both; the Executive level and the Staff level.

At the Executive level, the attrition rate at Mukand Ltd is 5.80% as compared to other manufacturing companies which is at 9.30%Similarly, at the Staff level, attrition rate at Mukand Ltd is 3.40% while in other manufacturing companies it is 14.30%.


Based on an employee survey (Sample Size - 1500) across sectors and cities, five factors were identified as the most critical determinants of employee attrition and dissatisfaction- (Source: Teamlease Employee Outlook Survey 2014-15).

Role-Expectation Mismatch:
Job reality substantially different from the employees' perception of role prior to joining.

Career Instability / Lack of growth:
A sense of insecurity in what may, usually, be an uncertain work environment; or when the job lacks clarity.

Lack of Autonomy:
Employees do not made to feel independent to choose a working style / make routine task-related decisions.

Employer Brand:
The stature of the company and how it is positioned in the minds of the employees' peers.

Absence of Recognition / Rewards:
No formal mechanisms to measure performance, identify, recognize and reward employees’ contribution to the company.


Exit Analysis

|Reasons |No of Employees |
|Personal reasons |2 |
|Better Prospects |30 |
|Medical Reasons |2 |
|Going Abroad |2 |
|Higher Education |4 |

Chart representation of Exit Analysis:



The study analyzed the reasons cited by the employees while resigning from the company. The company conducted exit interviews to know the reason behind the employees’ resignations. For arriving at the best conclusion, we studied only people who voluntarily resigned from the company. The study does not include retirement, death of the employee, termination, end of the contract, employees asked to go or employees absconding etc. as it would not give a clear image of the company’s attrition scenario.

The analysis showed that, majority of the employees resigned from the company for better prospects elsewhere.

Further, employees left the company for reasons such as Going Abroad, Personal Reasons, Higher Education and Medical Reasons.


← Skills Development

Employees can be trained in new skills after certain periods of time and/or reaching a certain performance level. If communicated correctly, this gives employees a sense of achievement and creates variety in a job. This can be achieved without the need for financial reward, therefore providing motivated staff, who will stay with the business longer as they move along the skill path, whilst meeting the business need for efficiency.

← Communication

Communication is the key to any successful business in contact centres. There is a need for everyone to understand the goals of the business. It is important that employees feel part of the brand, and understand what the business is striving for and the part that they have to play in making it happen. For example, targets need to be aligned and communicated effectively. Results need to be reported and discussed.

← Higher Education

It was observed that employees are leaving Mukand Limited for various reasons like higher education. The company can make arrangements for higher education of an employee and that can be considered as a benefit which can also act as a retention factor. The interested employee’s expenses can be taken care of; he/she may be given study leaves etc.

← Job Rotation

It can be done if a particular employee shows disinterest towards his work or his actual inclination lies elsewhere other than the job assigned to him.


Key findings from the study conducted are as follows:

1. It was observed that, sector wise, Pharmaceutical sector has showed the highest growth (12%) in the year 2014-15, whereas, manufacturing sector has seen a drop of 0.8%.

2. Attrition rate of manufacturing sector for the year 2014-15 was 10.4%. Highest attrition was seen in the ITeS sector during the year.

3. Mukand Steel’s attrition rate has been lower than the industry average over the last three years (2011-14), and this year specially compared with other two years (4.04%).

4. Manufacturing Industry stood at 10.4% when it came to attrition rate. Mukand has a lower attrition rate of 4.04% comparatively.

5. Mukand Steel has a significantly lower attrition rate at different levels (Executive & Staff Level) as compared to the attrition rates of other companies.

6. Most of the employees leave the company for better prospects. Other reasons are going abroad, some personal reasons, higher education and medical reasons.


1. Surveys:

• Teamlease Employment Outlook Survey, conducted by Synovate India Private Ltd 2015

• Deloitte Compensation and Benefits Trends Survey – 2014-15 & 2015-16

2. Internet Sources of Information:












12. 13.


15. sectors-psu-jobs[pic]

Similar Documents

Free Essay

Strategic Hrm

...EXECUTIVE SUMMARY OBJECTIVE OF PROJECT • To know about Groupon business module. • To know about the training and development process of the employee. • Analysis of employee attrition and retention. SCOPE OF PROJECT • All the activities of employees into an organisation come under the horizon of HRM. • The division included in HRM are recruitment, payroll, Performance Management, training and development, industrial. One important division is training and development. INTRODUCTION OF COMPANY Groupon a portmanteau derived from group coupon is a deal-of-the-day website that features discounted gift certificates usable at local or national companies. Groupon was launched in November 2008, and the first market for Groupon was Chicago, followed soon thereafter by Boston, New York City, and Toronto. By October 2010 Groupon served more than 150 market in North America and 100 markets in Europe, Asia and South America and had 35 million registered users. The idea for Groupon was created by now-CEO and Pittsburgh native Andrew Mason. The idea subsequently gained the attention of his former employer, Eric Lefk of sky, who provided $1 million in "seed money" to develop the idea. In April 2010, the company was valued at $1.35 billion. According to a December 2010 report conducted by Groupon's marketing association and reported in Forbes Magazine and the Wall Street Journal, Groupon was "projecting that the company is on pace to make $1 billion in sales faster than......

Words: 398 - Pages: 2

Premium Essay

Human Resource Management

...Effective leadership is a necessary element to have successful work teams and organizations. Those who are effective leaders employ ideas and practices that facilitate a working environment that nurtures the idea of success and making the company’s goals a top priority. Prosperous leaders do not directly demand their subordinates to complete their own and the company’s biddings. Rather, they provide a gentle, guiding hand in directing the employees in bringing out their best without any judgment or any form of hindrances from their supervisors in the form of their own actions and behavior. Numerous examples of supervisors and managers exhibiting superior leadership qualities exist. But for this particular assignment, one person exhibiting the concepts associated with leadership. As an example, consider my current supervisor, hereinafter referred to as Wadu in respect for his privacy. Wadu is a native of an East-Asian country. He arrived in New York at the age of twenty and immediately enrolled at a local community college. Many years of hard work paid off and he earned his degree in electrical engineering from The City University of New York. He joined the United States Patent and Trademark Office (USPTO) after graduation and obtained a job as a patent examiner. He worked his way through the examiner ranks and eventually became a primary patent examiner and most recently, a supervisory patent examiner. He currently oversees the work of over ten employees, trains......

Words: 2220 - Pages: 9

Free Essay

Sprint Performance Management

...Sprint Performance Management System Douglas Tennyson Excelsior College Abstract Every company needs to have a performance management system in place to build employees into what the company desires from them, to help them retain the best employees and to assist with active communication. Sprint seems to have a performance management system today that is much better than it was previously and this paper will explore the current performance management system and compare it to the old one and also make recommendations as to what Sprint can do to improve their current system. Sprint is a telecommunications company that specializes in mobile devices and mobile service. They currently hold fourth place in the mobile provider market being overtaken by T-mobile in 2015 according to a report on with Verizon and AT&T maintaining a firm grip at the top of the market share. "The report found that "no major shifts in market share among the major four carriers" between now and 2020" (Kinney, S. (2015). One of Sprint's bigger problems was their employee turnover rate; they were losing employees faster than they were getting new ones. This would be a problem for any company, but especially for a company that is in the cutthroat business of cell phones and service. Trying to grow and take more of the market when you can't keep the trained employees created a problem for Sprint and they knew they needed to address this. "In July 2002, Towers Perrin released......

Words: 2513 - Pages: 11

Free Essay

Data Mining

...There are several ways that Data-Mining can be used. A useful way is through customer attrition, which includes companies. Companies should have a complete retention strategy, due to gathering new customers is costly. Being able to retain customers during a downfall, when that is happening people are looking for a lower cost alternative. Knowing why a customer is leaving is important. There are customer churn analysis and apprehending methods, and trend analysis. Along with the customer churn profiling. Developing Customer Retention Strategies. Customer Retention is important because getting a new customer is expensive rather than keeping the existing one. Retention is meaningful to most companies because the cost of having new customers is much more than the cost of keeping good relationships with their current customers. How to contain customers during a downfall? During a downfall is the time when people look for a lower cost alternative. In these circumstances, down-selling can be key to retaining customers. When economy overcomes, the customers are likely to move up to the original services they had subscribed too. Down falling is better than losing customers. However that can have negative effects on sales, this should be carried out carefully on customers who are at risk of churning to lower cost alternatives, methods can be used to identify customers at risk of churning. Knowing why a customer leaves. The most important thing in customer retention is to know the......

Words: 492 - Pages: 2

Free Essay

Competitive Advantages

...Competitive Advantages This paper will discuss the competitive advantages of Costco and Riordan Manufacturing. An analysis will be performed to expose which competitive advantages Riordan has in common with Costco. An estimate on which competitive strategies Riordan would use to improve innovation and sustainability of business operations domestically and internationally will be given. An explanation will also be presented to describe how the competitive strategies chosen may affect the sustainability of long-term performance and how the global market would affect the business strategy of Riordan. Like Costco, Riordan manufacturing generates greater sales and margin to optimize their investment. Riordan’s sales and product strategy has been proven effective through their pricing and product selection, which sustains their strategic goals and objectives. To retain their customers, they increase their sales through employee satisfaction. The exceptional customer service is implemented in order to satisfy their financial performance as part of their objective. This puts Riordan in the lead to achieve their goals and secure some of the largest accounts to increase their market. The value and the effectiveness of Riordan manufacturing is truly as effective using the SWOT analysis. They also exemplify ways to generate planned revenues with the delivery of their product, which in turn strengthens their competitive advantage. The structure of their plan is based on financial......

Words: 800 - Pages: 4

Free Essay

Swot Analysis

...STRENGTHS • Veteran Staffing • Teamwork Based • Patriotic Spirit • Nationwide Facilities WEAKNESSES • Time Constraints • Excessive Workload • Position Attrition • Economic Budget Constraints OPPORTUNITIES • Benefits Packages • Upward Promotion Mobility • Veteran Outreach Satisfaction THREATS • Privatization • Non Bipartisan Government • Veteran Mortality Rates Working at the Department of Veterans Regional office in St. Petersburg, Florida is a challenging and rewarding career position. This is the third component of the Federal government that I have been employed by and it is by far the most rewarding position I have held. As a disabled veteran, I am already appreciative of the dedication of the employees that helped me with my medical issues when I was going through my examinations and rehabilitation and some twelve years later I was able to join the ranks myself. What is most amazing about working at the Department of Veterans Affairs is that everyone that crosses our paths each day is a brother or sister of our military family. By conducting a SWOT analysis of my position at the Department of Veterans Affairs, I can give a better understanding of the Strengths, Weaknesses, Opportunities and Threats to myself and those outside of my environment which gives an opinion of the employment. The Strengths of being an employee of the Department of Veterans Affairs are that” nearly about 57......

Words: 1017 - Pages: 5

Premium Essay

Case for Analysis: Covington Corrugated Parts

...Case For Analysis: Covington Corrugated Parts & Services Abstract Covington Corrugated Parts & Services is a Virginia based company providing precision machine parts and services to the domestic corrugated box and paperboard industry. The business is owned by Larisa Harrison and operates from a 50,000 square foot factory in the rural Shenandoah Valley with 150 employees, many of them now nearing retirement. Due to changes in the economy and new competition their dominant 70 percent of the market share is rapidly declining. While management was focused on building the business, the box and paperboard industry was changing; plastics and reusable containers were becoming more prevalent. Management is now faced with the task of developing and implementing a new strategy for growth, replacing skilled employees, and maintaining a competitive edge in the industry. This case study will identify the issues Covington is facing, analyze the problems, and propose a strategy for the new challenges ahead (Daft, 2013). Introduction Covington is a Virginia based company that provides parts and services to the domestic corrugated box and paperboard industry. ......

Words: 1185 - Pages: 5

Premium Essay

Talent Management and its relationship to levels of employee engagement using a mixed method research design. Design/methodology/approach – The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis. Findings – The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career planning along with incentives and organizational support. The first two were indicative of high attrition. Research limitations/implications – A limitation of the research design was a sample size of 272 respondents. Some of the Cronbach’s alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data...

Words: 12218 - Pages: 49

Premium Essay

Contributing to the Process of Job Analysis

...Certificate In Human Resource Practice Assessed Coursework Cover Sheet Student Name : Nora Yusof Unit Title: Contributing to the Process of Job Analysis Unit Code: 3CJA Coursework Component: Written Date of Submission: 27/02/2016 JOB ANALYSIS Job is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis provides the information such as knowledge, skills and abilities (KSAs) required to perform a job, duties and responsibilities involved, education qualifications and experience required and physical and personal competencies required to perform to a job in a desired manner. An important concept in a job analysis is that it is an evaluation of the job, not the person doing the job. The final product from a job analysis includes a thorough understanding of the essential functions of the job, a list of all duties and responsibilities, a percentage of time spent for each group of tasks, the job’s relative importance in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the job, and the conditions under which the work is completed. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as recruitment and selection, deciding compensation and benefits packages, assignment of duties, performance appraisal and analyzing training and......

Words: 1481 - Pages: 6

Premium Essay

Excel Errors

...2. Spreadsheet Errors: What we think we can do What we know? 1. What are the leading causes of Spreadsheet errors? The leading causes of spreadsheet errors are a) Human incapability of doing complex cognitive tasks with accuracy, this is a limitation in human capability and this contributes partly to the errors that are caused in spreadsheets b) Lack of disciplined development practices is one of the most common reasons why spreadsheet contains errors. Many organization has policies in general about end user development in general, much less spreadsheet development c) Many developers build the models and hardwire it to one end result they are working without considering the constraints or different possible scenarios. This ultimately leads to the fact that the model doesn’t work for any other input variables other than the one that is being used to. d) Another common reason of spreadsheet errors is due to the overconfidence of the developers in the accuracy of the spreadsheets. They don’t spend time to test the spreadsheet for any possible errors e) We could also say innocence (in a sense of not knowing the excel capabilities) as one of the common reasons why spreadsheets has errors, people tend to learn from friends and coworkers without any proper training on Excel and its capabilities which ultimately lead in unstructured spreadsheet development 2. Why these errors are typically not detected? a)......

Words: 1657 - Pages: 7

Premium Essay

Factors That Influence Nurse Attrition: an Analysis of the Relationship Between Supervisor Leadership Style and Subordinate Job Satisfaction

...FACTORS THAT INFLUENCE NURSE ATTRITION: AN ANALYSIS OF THE RELATIONSHIP BETWEEN SUPERVISOR LEADERSHIP STYLE AND SUBORDINATE JOB SATISFACTION by James D. Long A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University October 2004 UMI Number: 3147190 UMI Microform 3147190 Copyright 2005 by ProQuest Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346 © James Long, 2004 Abstract Within the healthcare industry, there is an issue of major significance that may result in inadequate levels of staffing to meet patient demand. It has been estimated that at the current rate, hospitals will be forced to function with a nursing vacancy rate of 20 % in the not-toodistant future. The purpose of this study is to determine the effect that leadership style has on the job satisfaction level of nurses. It has been indicated that job satisfaction levels negatively correlate with employee attrition rates (Vandenberghe, Stordeur, & D'hoore, 2002). Using the Multifactor Leadership Questionnaire (MLQ) 5X Short (revised) and the Abridged Job Descriptive Index/Abridged Job in General (AJDI/AJIG) psychometric assessments, nurses job satisfaction levels were compared to the leadership......

Words: 34887 - Pages: 140

Free Essay

Thesis Titlesample

...Cover Sheet Title The Effectiveness of Parental Involvement for Improving the Academic Performance of Elementary School Children Reviewers Chad Nye, PhD Jamie Schwartz, PhD Herb Turner, PhD Contact reviewer Chad Nye UCF Center for Autism & Related Disabilities 12001 Science Drive, Suite 145 Orlando, FL 32826 Phone : 407-737-2566 FAX : 407-737-2571 email : 1 1.0 BACKGROUND The role of parents has long been thought to be centrally important to the academic achievement of their children. However, this role had neither been analyzed nor systematically studied using an experimental design until the 1960’s. The evaluation of the Head Start Program in the United States (Coleman, Campbell, Hobson, McPartland, Mod, Weinfeld, & York, 1966) fostered a national focus on outcomes related to parental involvement by suggesting a substantial relationship between parental involvement in their child’s education and their child’s success in academic domains. Subsequent studies have been presented which support the findings from Coleman, et al. (Duff & Adams, 1981; Henderson, 1987; 1988). Even so, other studies have reported either mixed or no significant differences between experimental and control groups when measuring the effect of parental involvement on student achievement (Griffith, 1996; Heller, & Fantuzzo, 1993; Henry, 1974; Keith, Reimers, Ferman, Pottenbaum, & Aubrey ,1986; Ryan, 1964; Searles, Lewis & Morrow, 1982). Some of the discrepancy across studies...

Words: 6998 - Pages: 28

Free Essay

Consulting Report

...President Boston Financial Conglomerate., Inc. 123 Main St. Boston, MA 12345 Dear Mr. Soandso: Enclosed is the report you requested, giving our opinion regarding future acquisitions and the analysis involved in the process. Please let me know if you have questions or need further information. Yours truly, Brian Smith Enclosure Future analytical approach It is my opinion, that when dealing with future acquisitions, financial and accounting analysis is simply not enough. Therefore, it is my recommendation that an aggregate analytical approach include not just fundamental analysis, but also; corporate culture, synergy and customer analysis. Corporate Culture Analysis Future acquisitions need to carefully examine the morale and culture of the company being sought after. An overly dependent employee base that clings to its President and CEO presents a certain risk in production loss should the CEO exit the firm. As with the acquisition of Bainbridge House, morale dropped and attrition skyrocketed after Mr. Bainbridge’s passing. A high attrition rate and low morale has been shown to negatively affect production and overall efficiency. Therefore, a careful analysis needs to identify the independence and competitiveness of company employees. Synergy Analysis It is not enough to purchase a company based on fundamentals alone. If the company cultures of your firm and the firm being acquired are incompatible, valuable time will be lost looking for......

Words: 504 - Pages: 3

Premium Essay

Management Function may have to alter its course of action regarding certain goals. This kind of preparation or arrangement is known as strategic planning. In strategic planning, management analyzes internal and external factors, that may affect the company, its objectives and goals. One of the primary tools of strategic planning is the use of SWOT Analysis, a technique that helps organizations find their strengths and weaknesses, identify areas of opportunity and take preventive measures against threats arising from both internal and external environmental factors. The SWOT matrix can be understood by dividing it's cells according to what they represent for the organization. Internal environment stands for the factors affecting performance within the company itself, this could be both positive or negative in nature. External environment is the outside world, factors beyond the control of the organization which may affect it in positive or negative ways. Strengths are the things that the organization does well, its core competency in production, sales, innovation and so on. Weaknesses are the areas which need improvement such as a high attrition rate. Threats are the foreign variables that affect the company such as government regulations, entry of new competitors or even...

Words: 334 - Pages: 2

Premium Essay

Bill Brady Case

...Bill Brady Case Analysis I. Identify and describe the situation or problem A. What are the critical issues in this case? 1. The critical issues are the changes within the organization 2. Bill Brady not being moved up in a higher position and his ideas not being taking in consideration B. What individual or group behavior factors are issues? 1. Bill became angry when Ben brought in new people into the organization C. Who or what appears to be most responsible for the communication problems? 1. Tom Wintersfield seems to be the most responsible for communication problems D. Are the principal individuals good communicators? 1. No, because anyone can be a good communicator by talking 2. Being mindful of words and tone and try not to take it personally E. What are the major organizational strengths? weaknesses? 1. Strengths are to gradually reduce staff through attrition, productivity, appraisals 2. Weaknesses is when Tom felt that the plan Bill came up with was overly ambitious and too expensive II. Develop alternatives and test the reality of possible solution A. What should be done based on your analysis? 1. Everyone needs to come together and reevaluate what works best for the organization 2. People that has work there the longest take their feedback and ideas under consideration B. Are the people involved willing to change? 1. Since there are new employees they are willing to change 2....

Words: 300 - Pages: 2