Comparative Analysis of Factors driving Employee Turnover and Identification of Best Practices for Retention in Information Technology Enabled Services (ITES) organizations of Oklahoma City (USA) and Bangalore (India)

1. Comparative Analysis of Factors driving Employee
Turnover and Identification of Best Practices for Retention in
Information Technology Enabled Services (ITES) organizations of
Oklahoma City (USA) and Bangalore (India)
Vidya G. Singh
G
Bangalore

2. Statement of Problem:
Managing employee turnover is a key concern in the ITES sector globally
p y g g p
Costs to recruit and train new employees have a significant eroding impact
on bottom lines of organizations in this sector
There exists a need to investigate the need for a differentiated strategy to
address this challenge at a g
g global level
Purpose:
Gain a global perspective to,
Investigate causes for turnover
Review retention strategies and success stories

3. RESEARCH METHODOLOGY
Survey Instrument- Questionnaires and face to face interviews
Instrument
capturing subjective & objective data
Respondents –HR Managers
p g
Survey Site – 5 ITES organizations in OKC (US) and 5 ITES
organizations in Bangalore (India)
Inputs - Primary Data & Secondary data
Application - Content Analysis & Correlation studies

4. TOP REASONS FOR TURNOVER
Oklahoma City
6%
6% 17% Attendance Problems
Work Time Schedule
6%
Job Monotony
6% Family Issues
17% Post Disciplinary Action
Post Disciplinary Action
6%
Higher Studies
6% Mismatch of Expectations
Relocation
12% 18%
8% Merger & Acquisition
g q
Bangalore City
6%
6% Higher Studies
21%
Better Prospects
6%
Relocation
6% Better Salary
Competition
11% Change Industry
22% Work Time schedule
W k Ti h d l
Attendance
11% Health
11%

5. THE TOP UNCONTROLLABLE REASONS FOR TURNOVER
Oklahoma City
10%
10% 30% Job Monotony
Night Shifts
Absenteeism
10%
Relocation
Family Issues
Merger
20% 20%
Bangalore City
Bangalore City
9%
9% 28% Competition
Relocation
Higher Studies
9%
Night Shifts
Absenteeism
9% Health
18% Family Issues
F il I
18%

6. TOP RETENTION STRATEGIES
Employee Surveys
Oklahoma City Focus on Good Work Culture
7% 12% Educate Managers on Impact of
Turnover
13% Career Development Programs
Paid Vacations for High
13% Performers
Retention Meetings with
7% employees
Abolish Call Handling Time
Abolish Call Handling Time
Compensation
7%
13% Recognition Programs
7% Relationship Management
7%
7% 7%
Gift Certificates Bangalore City
B l Cit Employee Engagement
8% Good Compensation
15%
8% Good Work Conditions
Recruit the right people
Recruit the right people
8%
15% Performance
Improvement Programs
Employee Surveys
8%
Brand Image
8% Rewards & Recognition
15%
Gift Certificates
15%

7. CORRELATION STUDY RESULTS
Oklahoma City : Most Correlated Parameters Bangalore: Most Correlated Parameters
Sl. No. Parameters Correlation
Sl. No.
Sl N Parameters
P t Correlation
C l ti
1 Percentage of male employees
1 Average pay versus Turnover versus Average length of
employment
–0.8535 0.85184
2 Average age versus Average 2 Percentage of Female Employees
Length of Employment Versus Average Length of
Employment
0.772756 0.851841
3 Reported Turnover versus Actual 3 Reported Turnover versus Actual
turnover Turnover
0.913466 0.982073
Oklahoma City : Least Correlated Parameters Bangalore- Least Correlated parameters
Sl. No. Parameters Correlation Sl. No. Parameters Correlation
1 Average Age versus Average Pay 1 Average Pay versus Turnover
-0.04972 -0.01839
2 Percentage Pay Increase versus 2 Percentage of male employees
Average Length of Employment versus T
Turnover
0.061752
3 Percentage of women employees
versus Turnover
0.18874 -0.06175

8. CONCLUSION
"There are fundamental differences in the way employee turnover
There
needs to be dealt with in different parts of the world. Global
companies cannot have a one size fits all approach to deal
with turnover and will have to differ their strategy based on the
ith t d ill h t diff th i t t g b d th
socio-economic context of the market they operate in"
FINDINGS
The causes for Turnover are different in different geographies.
As a result the strategies to be adopted to address turnover will
defer across geographies.
Therefore global companies cannot adopt a one size fits all
approach.
approach

9. Thank You