sir
I am presently undergoing my Phd on the topic Talent Retention practices in automibile industry. Kindly help me to prepare a questionnaire for the research work or kindly mail me a thesis on the similar topic.
Thanking you
From India, Ujjain
I am presently undergoing my Phd on the topic Talent Retention practices in automibile industry. Kindly help me to prepare a questionnaire for the research work or kindly mail me a thesis on the similar topic.
Thanking you
From India, Ujjain
For some one embarking on a PhD, I would suggest that you do work on your own, conduct a literture survey, arrive at your aim and objectives, decide on the conceptual framework, decide on the methodology, prepare a cross-mapping matrix of objectives, elements of the framework and methods to be employed, how you will achieve triangulation to ensure that the results are valid and reliable. Then draft a questionnaire based on your literature survey and seek help to pilot the instrument and improve it.
Please also access https://www.citehr.com/301192-my-mba-project.html to see what Mary Christy did.http://and<a href="https://www.citeh...eport.html</a> to know how people who make an attempt are helped.
Have a nice day.
Simhan
From United Kingdom
1621Please also access https://www.citehr.com/301192-my-mba-project.html to see what Mary Christy did.http://and<a href="https://www.citeh...eport.html</a> to know how people who make an attempt are helped.
Have a nice day.
Simhan
From United Kingdom
first search some literature from ebscohost.
.Try to find if any big consultancy has done any research regarding that or not and also find in any of the articles, they mentioned any questioner or not ,better u do descriptive research ...because it will be helpful u to understand . you have to understand what are main factors affecting employee retention....
From India, Hyderabad
.Try to find if any big consultancy has done any research regarding that or not and also find in any of the articles, they mentioned any questioner or not ,better u do descriptive research ...because it will be helpful u to understand . you have to understand what are main factors affecting employee retention....
From India, Hyderabad
hello am new here.my pleasure 2 help .. ..i can give you some of my MBA-HR project questionnaires ..i did it in employee retention
i coudn't able to upload the file ..just i'll do copy
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Conducting stay interview
CONDUCTING A “stay interview”
Calculating the cost of replacing a specific employee
Direct costs to hire 1 new employee
Indirect costs to hire 1 new employee
Training costs
Direct costs to train 1 new employee
Indirect costs to train 1 new employee
Annual cost of employee turnover
To calculate the annual cost of employee turnover, multiply the cost of replacing one employee times the number of replacements each year.
B- Work culture survey
Working culture survey
C- Retention self-assessment
Retention self-assessment
From India, Pune
i coudn't able to upload the file ..just i'll do copy
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Conducting stay interview
CONDUCTING A “stay interview”
You are no doubt familiar with “exit interview,” conducted when people are leaving positions. This worksheet is for a “stay interview,” which you conduct before people even consider leaving, to help you learn what you can do to avoid having to conduct an exit interview.
What interests you the most?
(This question encourages employees to think about their core interests. You can then talk together about how well their current role lets them express their core interests.)
What motivates you?
(This question gets at work reward values. For an increasing number of employees, factors others than big paychecks are important—especially in economic boom times, when a healthy pay stub is readily available.)
Note: don’t assume that your employees value the same work rewards that you do.
Example:-
If you learn that an employee puts family life first, offering flex-time may earn his loyalty. Another employee may crave a sabbatical to do volunteer work in her/his community.
What do you do best?
(This question helps employees assess their skills. You can then talk together about how well their skills or provide opportunities for them to “stretch.” then you can define any necessary skill-development efforts.)
What are your short-term goals?
(During an interview, see how these objectives fit with an employee keep improving. By monitoring changes in goals, you can see what kind of employee you have got: driven, creative, and so forth.)
What are your long-term goals?
(If the answer requires skills your employees don’t have, suggest appropriate training or “stretch” opportunities.)
How do your short-term goals fit your long-term goals?
(The first time you ask this one, the may not have an answer. But the question prompts people to start thinking about how to get from point A to point B, which is good for their career and useful in their current responsibilities.)
What do you need from me? How can I or the company help?
(Asking this question is a powerful move. It shows employees that you are interested in their future and their personal development, and it gives you the information you need to manage them will.)
A- Calculating the cost of replacing a specific employee
What interests you the most?
(This question encourages employees to think about their core interests. You can then talk together about how well their current role lets them express their core interests.)
What motivates you?
(This question gets at work reward values. For an increasing number of employees, factors others than big paychecks are important—especially in economic boom times, when a healthy pay stub is readily available.)
Note: don’t assume that your employees value the same work rewards that you do.
Example:-
If you learn that an employee puts family life first, offering flex-time may earn his loyalty. Another employee may crave a sabbatical to do volunteer work in her/his community.
What do you do best?
(This question helps employees assess their skills. You can then talk together about how well their skills or provide opportunities for them to “stretch.” then you can define any necessary skill-development efforts.)
What are your short-term goals?
(During an interview, see how these objectives fit with an employee keep improving. By monitoring changes in goals, you can see what kind of employee you have got: driven, creative, and so forth.)
What are your long-term goals?
(If the answer requires skills your employees don’t have, suggest appropriate training or “stretch” opportunities.)
How do your short-term goals fit your long-term goals?
(The first time you ask this one, the may not have an answer. But the question prompts people to start thinking about how to get from point A to point B, which is good for their career and useful in their current responsibilities.)
What do you need from me? How can I or the company help?
(Asking this question is a powerful move. It shows employees that you are interested in their future and their personal development, and it gives you the information you need to manage them will.)
A- Calculating the cost of replacing a specific employee
Calculating the cost of replacing a specific employee
Use this form to calculate the cost of employee turnover in one position or salary range per year. Calculate costs for replacement employees only. Do not calculate costs for employees hired to fill new positions.
Position:
Salary level:
Hiring costs
Position:
Salary level:
Hiring costs
Direct costs to hire 1 new employee
Advertising
Average fee to employment agencies, placement firm
Sign-on bonus
Referral bonus
Travel and expenses (include yours and money reimburse to prospective candidate)
Other direct costs
Average fee to employment agencies, placement firm
Sign-on bonus
Referral bonus
Travel and expenses (include yours and money reimburse to prospective candidate)
Other direct costs
Total direct cost to hire
Indirect costs to hire 1 new employee
Estimate the costs incurred by having all current employees perform the following activities related to a new hire:
Interviewing (cost of current employees at all level of interviewing, from initial phone call through final interviews)
Checking references
Loss of revenue (include costs of time spent away from actual jobs)
Miscellaneous indirect costs (phone, copy, fax)
Interviewing (cost of current employees at all level of interviewing, from initial phone call through final interviews)
Checking references
Loss of revenue (include costs of time spent away from actual jobs)
Miscellaneous indirect costs (phone, copy, fax)
Total indirect costs to hire
Training costs
Direct costs to train 1 new employee
Time spent by person/people directly responsible for training new hire to do job.
Cost per hour times of number hires
Cost per participant of general training programs, training materials, seminars for new hires
Travel and expenses per participant for above
Other direct costs
Cost per hour times of number hires
Cost per participant of general training programs, training materials, seminars for new hires
Travel and expenses per participant for above
Other direct costs
Total direct costs to train
Indirect costs to train 1 new employee
Estimate the time spent by all current employees who are involved in training a new candidate:
General training in company technology and procedures, process, etc.
On-the-job training costs before employee become fully productive
General training in company technology and procedures, process, etc.
On-the-job training costs before employee become fully productive
Total indirect costs to train
Estimated revenue lost by vacant position
Total cost: single employee
Annual cost of employee turnover
To calculate the annual cost of employee turnover, multiply the cost of replacing one employee times the number of replacements each year.
B- Work culture survey
Working culture survey
Use this tool to help you; your team or work group assesses the group’s micro-culture within the larger organization. This can help you hire new employees who will thrive in this type of culture, and also identify ways to better meet current employee’s needs and expectations.
Our current atmosphere
How informed and involved do I/we feel in our group’s overall strategy and decision making?
Very not at all
How do we dress for work?
Formally casually mixed
How much spontaneous gathering for fun, breaks, and stress relief do we engage in?
None some A lot
How much do we get together outside of the office?
None some A lot
How much privacy and quiet do I/we have?
None some A lot
Our current atmosphere
How informed and involved do I/we feel in our group’s overall strategy and decision making?
Very not at all
How do we dress for work?
Formally casually mixed
How much spontaneous gathering for fun, breaks, and stress relief do we engage in?
None some A lot
How much do we get together outside of the office?
None some A lot
How much privacy and quiet do I/we have?
None some A lot
What kind of overall culture do I/We think our group emphasizes? Check as many as apply.
Customer service (emphasizing creating internal and/or external customer solutions and getting close to customers by anticipating their needs and creating value for them)
Innovation (emphasizing new ideas, processes and products, taking risks, embracing change, and so forth)
Operational excellence (emphasizing efficiency, effectiveness, smooth operations)
Spirit (emphasizing creating environments that inspire employee excellence and creativity, lift people’s spirits, unleash energy and enthusiasm, and focus on striving toward a greater common goal)
Does our group’s culture have enough “give” in it to accommodate different kinds of people, or is it a “love it or leave it” affair? (Be honest.)
Customer service (emphasizing creating internal and/or external customer solutions and getting close to customers by anticipating their needs and creating value for them)
Innovation (emphasizing new ideas, processes and products, taking risks, embracing change, and so forth)
Operational excellence (emphasizing efficiency, effectiveness, smooth operations)
Spirit (emphasizing creating environments that inspire employee excellence and creativity, lift people’s spirits, unleash energy and enthusiasm, and focus on striving toward a greater common goal)
Does our group’s culture have enough “give” in it to accommodate different kinds of people, or is it a “love it or leave it” affair? (Be honest.)
More specifically, what parts of the culture does someone have to subscribe to in order to fit in?
Other important thing about our culture (value, unspoken rules, etc.):
Ideas for improving the culture
Are there any important gap between what kind of atmosphere you would like to work in and what kind of atmosphere currently characterizes our group? If so, what are they?
What measure might help improve our work culture and/or help close gaps between what we want or need and what exists?
Ideas for improving the culture
Are there any important gap between what kind of atmosphere you would like to work in and what kind of atmosphere currently characterizes our group? If so, what are they?
What measure might help improve our work culture and/or help close gaps between what we want or need and what exists?
C- Retention self-assessment
Retention self-assessment
Use this self-assessment to help you a sense of how your attitudes and behaviors as a manager might influence retention in your department. Check either YES or NO for each of the 15 questions below, then see the instructions for interpreting your results.
Do you…
YES
NO
1- Do you believe that manager can play an important role in their firm’s retention rates?
2- Do you regularly hold “say interviews,” professional development reviews, or other meeting in which majority of your people?
3- Do you have clear sense of your department’s, or team’s micro culture and how well it suits the majority of your people?
4- Do you think that employee’s family and personal lives are just as important as their work lives?
5- Do you join in the fun when others are taking breaks, sharing jokes, and generally relieving stress?
6- Do you make an effort to listen for, understand, and address the unique concerns or needs of the diverse employees in your group?
7- Do you understand each employee’s core business interests, work reward values, and skills—and how well his or her current role suits all three?
8- Do you have strategy in place for detecting and addressing potential burnout among your team?
9- Do you know exactly how much turnover in your group costs the company?
10- Do you believe that most employees don’t consider compensation the most important aspect of their work?
11- Do you feel comfortable with the idea of “job sculpting” (redefining an employee’s current role so that it better matches his or her core interests) and helping employees find other opportunities within the company if sufficient sculpting isn’t possible?
12- Do you think that employees’ personal and professional development is important to them and find ways to support them in this effort?
13- Do you have clear retention targets established for each function and role in your department and have a process in place for assessing how well you’re meeting those targets and closing any gaps?
14- Do you routinely acknowledge your people’s contributions in personal, creative ways?
15- Do you know exactly which of your people are your top one-third performers and which are your high-potential people
Score
Interpreting your score: if your YES’s outnumber your NO’s, you’re on the right retention track.
If your NO’s far outnumber your YES’s, skim the core concepts in this topic again to get more familiar with retention issues and strategies.
Do you…
YES
NO
1- Do you believe that manager can play an important role in their firm’s retention rates?
2- Do you regularly hold “say interviews,” professional development reviews, or other meeting in which majority of your people?
3- Do you have clear sense of your department’s, or team’s micro culture and how well it suits the majority of your people?
4- Do you think that employee’s family and personal lives are just as important as their work lives?
5- Do you join in the fun when others are taking breaks, sharing jokes, and generally relieving stress?
6- Do you make an effort to listen for, understand, and address the unique concerns or needs of the diverse employees in your group?
7- Do you understand each employee’s core business interests, work reward values, and skills—and how well his or her current role suits all three?
8- Do you have strategy in place for detecting and addressing potential burnout among your team?
9- Do you know exactly how much turnover in your group costs the company?
10- Do you believe that most employees don’t consider compensation the most important aspect of their work?
11- Do you feel comfortable with the idea of “job sculpting” (redefining an employee’s current role so that it better matches his or her core interests) and helping employees find other opportunities within the company if sufficient sculpting isn’t possible?
12- Do you think that employees’ personal and professional development is important to them and find ways to support them in this effort?
13- Do you have clear retention targets established for each function and role in your department and have a process in place for assessing how well you’re meeting those targets and closing any gaps?
14- Do you routinely acknowledge your people’s contributions in personal, creative ways?
15- Do you know exactly which of your people are your top one-third performers and which are your high-potential people
Score
Interpreting your score: if your YES’s outnumber your NO’s, you’re on the right retention track.
If your NO’s far outnumber your YES’s, skim the core concepts in this topic again to get more familiar with retention issues and strategies.
From India, Pune
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