Saturday 18 April 2015

Project Work Details - Batch 2012-2015

Batch 2012-15 completed their project work this academic year 2014-15. The following are the project details.

S.No Name of the students Project Title Research Guide
1 Rajeshwari.G A study on Customer satisfaction with reference to Golden Sun Diary Mrs.Y.Kavitha
2 Isabella Agnes.M, Shanmugapriya.D, Merbinarokyashanthi.A A study on Customer satisfaction with reference to Golden Sun Diary Mrs.P.Princy
3 Princy.S, Florence Deepika.Y, Geethalakshmi.P A study on Employee Motivation in AVA Cholayil Health care Private Ltd Mrs.V.Vanishree
4 Kavitha.L A Study on Employee Welfare Measures in Amalgamations Repco Ltd Mrs.M.Jayashree
5 Jagadeeswari.V, Jayapriya.S A study on Training and Development in Tube Product of India Mrs.Y.Kavitha
6 Thilagavathy.S, Hebsheba.V, Divya.L A Study on Job Satisfaction in Chennai Port Trust Mrs.P.Princy
7 Anu.S, Rashma.R, Rajeshwari.R A study on Employee Motivation in Chennai Port Trust Mrs.V.Vanishree
8 Rubika.M, Rajakumari.R A study on Performance Appraisal Employees at FUSO Glass India PVT Ltd Mrs.M.Jayashree
9 Kanchana.R, Chitra.M A Study on Employee Motivation  in Hatsun Agro Product Pvt.Ltd Mrs.P.Princy
10 Mohanapriya.S, Raja Rajeswari.R, Pushpanjali.P.S A Study on Employee Welfare Measures in Hatsun Agro Product Pvt.Ltd Mrs.V.Vanishree
11 Mahin Taj.K, Sheela.J,Sugitha.S  A Study on Job Satisfaction in AVA Cholayil Health care Private Ltd Mrs.M.Jayashree
12 Lilypushpa.P.D, Monisha.N, Leelavathy.V A study on Employee Motivation in Chennai Port Trust Mrs.Y.Kavitha
13 Rathipriya.S, Rathna .T, Sri Kumari.G A Study on Stress Management with reference to Srinivasa Fashion Pvt .Ltd Mrs.M.Jayashree
14 Soniya.E, Gokulalakshmi.G, Vimalapriya.P A study on Training and Development in Chennai Port Trust Mrs.M.Jayashree
15 Nivedha Bharathy.M, Asha.R, Priya.K A Study on Effectiveness of Employees  Role in Service delivery in Chennai Port Trust Mrs.P.Princy
16 Priya.R, Sandhiya.T, Thenmozhi.A A Study on SWOT Analysis in Chennai Port Trust Mrs.V.Vanishree
17 Hemalatha.A, Logeswari.T.S A study on Employee Motivation with reference to Srinivasa Fashion Pvt .Ltd Mrs.Y.Kavitha
18 Hasinashareen.K.M, Jeevitha.S, Sangeetha.D A study on Performance Appraisal Employees in Chennai Port Trust Mrs.Y.Kavitha
19 Akila.S, Asha.T, Brindha.S A study on Employee Morale in Chennai Port Trust Mrs.P.Princy
20 Malathy.A, Sindhuja.K, Asha.A A Study on Stress Management in Chennai Port Trust Mrs.V.Vanishree
21 Sujithra.B A Study on Stress Management in  Tube Product of India Mrs.M.Jayashree

Wednesday 1 April 2015

GLOBAL ECONOMIC COLLAPSE

1                                             GLOBAL ECONOMIC COLLAPSE IN 21ST CENTURY
                                                                     L. Kavitha & R. Priya,III BBA

INTRODUCTION
A financial crisis is a sudden change in the country’s economy causing the threat of collapse of large financial institutions such as banks, stock markets and business houses, resulting in foreclosures and prolonged unemployment. The Great Depression that occurred during the early 1930’s left a huge dent in the country’s economy, giving rise to a massive scale of unemployment and poverty. In the later years, a major downturn of economic activity occurred during the period 2008-2012, causing the failure of key businesses and an estimated loss of trillions of US Dollars. This paper explains the latest economic crisis and how it has been overcome.
BACKGROUND & CAUSES
Most of the American economists believe that economic crisis started in the United States from 1997 and extended till 2006.
The root cause of this problem is many American and European companies, including banks, invested in subprime loans. These investments gave more money to the loaning companies, who used it to give out more subprime loans.
The housing companies built too many houses. This caused the price of housing to decrease beginning in the summer of 2006. The value of many homes dropped below the value of the remaining mortgage debt, so the owners were unable to sell and move away. The homeowners with subprime loans left their houses with less value than they had when they were bought, which meant that the loans were worth more money than the house. The loaning companies were not able to make money from these houses.
The collapse of the housing bubble caused the value of investments to fall. The companies that had invested in subprime loans lost a total of about $512 billion. Citigroup and Merrill Lynch were two of the companies which lost the most money. More than half of the money lost, $260 billion, was lost by American firms.
IMPACT OF CRISIS ON AMERICAN ECONOMY
Between June 2007 and November 2008, Americans lost more than a quarter of their net worth. By early November 2008, a broad U.S. stock index, the S&P 500, was down 45 percent from its 2007 high. Housing prices had dropped 20% from their 2006 peak, with futures markets signalling a 30–35% potential drop. Total home equity in the United States, which was valued at $13 trillion at its peak in 2006, had dropped to $8.8 trillion by mid-2008 and was still falling in late 2008. Total retirement assets, Americans' second-largest household asset, dropped by 22 percent, from $10.3 trillion in 2006 to $8 trillion in mid-2008. During the same period, savings and investment assets (apart from retirement savings) lost $1.2 trillion and pension assets lost $1.3 trillion. Taken together, these losses total $8.3 trillion.
  • Real gross domestic product (GDP) began contracting in the third quarter of 2008 and did not return to growth until Q1 2010. CBO estimated in February 2013 that real U.S. GDP remained 5.5% below its potential level, or about $850 billion. CBO projected that GDP would not return to its potential level until 2017.
  • The unemployment rate rose from 5% in 2008 pre-crisis to 10% by late 2009, then steadily declined to 7.6% by March 2013.The number of unemployed rose from approximately 7 million in 2008 pre-crisis to 15 million by 2009, then declined to 12 million by early 2013.
  • Residential private investment (mainly housing) fell from its 2006 pre-crisis peak of $800 billion, to $400 billion by mid-2009 and has remained depressed at that level. Non-residential investment (mainly business purchases of capital equipment) peaked at $1,700 billion in 2008 pre-crisis and fell to $1,300 billion in 2010, but by early 2013 had nearly recovered to this peak.
  • Housing prices fell approximately 30% on average from their mid-2006 peak to mid-2009 and remained at approximately that level as of March 2013.
  • Stock market prices, as measured by the S&P 500 index, fell 57% from their October 2007 peak of 1,565 to a trough of 676 in March 2009. Stock prices began a steady climb thereafter and returned to record levels by April 2013.
  • The net worth of U.S. households and non-profit organizations fell from a peak of approximately $67 trillion in 2007 to a trough of $52 trillion in 2009, a decline of $15 trillion or 22%. It began to recover thereafter and was $66 trillion by Q3 2012.
  • U.S. total national debt rose from 66% GDP in 2008 pre-crisis to over 103% by the end of 2012. Martin Wolf and Paul Krugman argued that the rise in private savings and decline in investment fuelled a large private sector surplus, which drove sizable budget deficits.

ABOUT US STATUS

As 2014 winds down, many investors are wondering what the economic outlook for 2015 will be. If you look at the U.S. economic data that’s been trickling in, 2015 looks like it could be a very strong year.
The U.S. announced strong third-quarter gross domestic product (GDP) growth of 3.9%. This extends the recent trend of strong quarter-over-quarter GDP growth; in the fourth quarter of 2013, real GDP growth came in at 2.4%; GDP in the first quarter of 2014 contracted 2.9%—though this was primarily seen as a result of the brutal winter; and in the second quarter, real GDP increased 4.6%.
Gloss over the winter of 2014, and the U.S. economy is showing signs of sustained growth. Not only is GDP growth up, but the U.S. jobs market is also improving with unemployment at 5.8%, consumer confidence is up, and so, too, is retail spending.
The U.S. Census Bureau announced recently that November retail sales increased 0.7% month-over-month to $449.3 billion—the largest monthly gain since March 2014. Economists were expecting November sales to climb just 0.4%. On a year-over-year basis, November retail sales were up a whopping 5.1%.
The momentum could continue well into 2015. And it is excellent news for a country that gets 70% of its GDP from consumer spending. This may be why the U.S. economy is forecast to grow by 3.1% in 2015. That would represent the strongest annual GDP growth since 2005, when the economy grew 3.3%.
In fact, thanks to an improving job market and falling oil prices, the U.S. could enjoy the fastest economic growth in a decade. The optimism and boost in consumer spending can be attributed, in large part, to slumping oil prices.
Oil prices have been in retreat since the summer due to an increased supply of North American shale oil and weak global economic data. Oil prices faced additional pressure in mid-November, when OPEC (the Organization of the Petroleum Exporting Countries) announced it would not reduce its output.
IMPACT OF CRISIS ON THE INDIAN ECONOMY
Impact of Global Recession on Indian Economy:
Ø  The FII based mostly in US and Europe withdraws the investment to meet the financial crisis at home.
Ø  The power of rupees decline when the FII started selling the stocks.
Ø  Lehman Brothers and Merill Lynch which invested in Indian banks withdrew the investment during recession.
Ø  The recession has made loans more difficult to get.
Ø  The Recession has reduced Business Profits and affected Industry
Ø  Real Estate decline when the recession affected IT industry, off-shore business. Recession brought down housing demand from IT and commercial spaces.
Ø  A downturn in economic activity records a direct dip in employment. When the demand for output fell the demand for labour fell .In 2008more than 100,000 jobs were lost in organized job market.
India did get affected due to Global recession but the intensity of the impact was low as the Central Bank and Government made necessary arrangement. The RBI lowered interest rates and expanded credit. The Government cut excise duties to stoke demand.
Indian economy has faced slowdown and not recession. It enjoys the highest consumer market and lowest debt ratio of 22 percent and highest saving rate of 28 percent of the GDP.
ECONOMIC RECOVERY OF INDIA: 
From all accounts, except for the agricultural sector initially as noted above, economic recovery seems to be well underway. Economic growth stood at 8.6 percent during fiscal year 2010-11 per the advance estimates of CSO released on February 7, 2011. GDP growth for 2009-10 per quick estimates of January 31, 2011 was placed at 8 percent. The recovery in GDP growth for 2009-10, as indicated in the estimates, was broad based. Seven out of eight sectors/sub-sectors show a growth rate of 6.5 percent or higher. The exception, as anticipated, is agriculture and allied sectors where the growth rate needs to higher and sustainable over time. Sectors including mining and quarrying; manufacturing; and electricity, gas and water supply have significantly improved their growth rates at over 8 percent in comparison with 2008-09. When compared to countries across the world, India stands out as one of the best performing economies. Although there was a clear moderation in growth from 9 percent levels to 7+ percent soon after the crisis hit, in 2010-11, at 8.6 percent, GDP growth in nearing the pre-crisis levels and this pace makes India the fastest growing major economy after China.
In order for India’s growth to be much more inclusive than what it has been, much higher level of public spending is needed in sectors, such as health and education along with the implementation of sectoral reforms so as to ensure timely and efficient service delivery.
CURRENT ECONOMIC SITUATION IN INDIA:
India has become one of the most attractive destinations for investment owing to favourable government policies and reforms in the past few months. The approval of foreign direct investment (FDI) in several sectors has allowed investments to pour into the economy. According to the data provided by Department of Industrial Policy and Promotion (DIPP), the cumulative amount of FDI inflows in the country in the period April 2000-September 2014 was US$ 345,073 million.
Growth in India is expected to rise to 5.6 per cent in 2014 and pick up further to 6.4 per cent in 2015 as both exports and investment will increase, according to the World Economic Outlook (WEO) report released by International Monetary Fund (IMF).
Sectors projected to do well in the coming years include automotive, technology, life sciences and consumer products. Engineering and research and development (ER&D) export revenue from India is expected to reach US$ 37-45 billion by 2020, from an estimated US$ 12.4 billion in FY14, according to Nasscom.
Furthermore, the US$ 1.2 trillion investment that the government has planned for the infrastructure sector in the 12th Five-Year Plan is set to help in further improving the export performance of Indian companies and the Indian growth story, which will consequently improve the overall Indian economy.
KEY DEVELOPMENTS/INVESTMENTS
In the past few months, there have been quite a few investments in several sectors of the Indian economy. This has led to some major changes and developments in the country. Some of these major developments/investments are as follows:
  • Venture capital (VC) investments in the first nine months of 2014 worth US$ 1.09 billion, according to Ernst & Young (EY).
  • India's drugs and pharmaceuticals industry is expected to grow at a compound annual growth rate (CAGR) of 14 per cent to reach a turnover of Rs 2.91 trillion (US$ 47.05 billion) by 2018. This growth is aided by the rapidly growing domestic market and the newly emerging export opportunities.
  • The output of eight core sector industries in India grew by 5.8 per cent in August 2014 as compared to 2.7 per cent in July 2014, on the back of good expansion in steel, coal, cement and electricity generation. The eight industries constitute 38 per cent of the Index of Industrial Production (IIP).
  • The total approximate earnings of Indian Railways during the period April 1-September 30, 2014 were Rs 73,403.67 crore (US$ 11.87 billion) compared to Rs 65,525.85 crore (US$ 10.59 billion) during the same period last year, which is an increase of about 12.02 per cent.
  • Private equity (PE) giant Surbana plans to invest around Rs 300 crore (US$ 48.51 million) in the food park promoted by Keventer Group in Bengal, making it the biggest FDI in the food processing sector in India.
  • Indian firms are expected to raise US$ 13-14 billion through global bonds in 2014 on the back of improved economic outlook and reforms to ease the raising of funds aboard, according to Moody's. The oil and gas, metals and mining, and telecommunications sector issued 67 per cent and 76 per cent of the foreign currency bonds from Indian non-financial companies in 2013 and 2014, respectively.
GOVERNMENT INITIATIVES
India has become a promising investment destination for foreign companies looking to do business here. Mr Narendra Modi, Prime Minister of India, has launched the 'Make in India' initiative with the aim to give the Indian economy global recognition. This initiative is expected to increase the purchasing power of the common man, which would further boost demand, and hence spur development, in addition to benefiting investors.
The steps taken by the government in recent times have shown positive results as India's gross domestic product (GDP) at factor cost at constant (2004-05) prices for Q1 of 2014-15 is estimated at Rs 14.38 trillion (US$ 232.63 billion), as against Rs 13.61 trillion (US$ 220.12 billion) in Q1 of 2013-14, registering a growth rate of 5.7 per cent.
Based on the recommendations of the Foreign Investment Promotion Board (FIPB), the Government of India has approved 14 proposals of FDI amounting to Rs 1,528.38 crore (US$ 247.19 million) approximately. Out of the 14 approved proposals, six of them belonged to the pharmaceutical sector which was the highest number of approvals for any sector.
On Thursday, December 11, the price of West Texas Intermediate oil dipped below $60.00 per barrel, the lowest price since July 2009. Some analysts predict oil could stay around $60.00 per barrel for the next five years.
CONCLUTION
If India does attain and sustain growth rates of 9+ percent that it had achieved prior to the crisis, this itself is likely to push up its domestic savings in the next few years. Besides, stronger growth should attract more foreign savings, especially foreign direct investment, and thus raise the investment rate.
Economist have to use forecasting tools effectively in order to make ready with precaution and giving enough importance while they get the sign of crisis.
SOURCES
simple.wikipedia.org
www.businessinsider.com
en.wikipedia.org
Rbi.org.in
www.cmie.com

www.trivedieffect.com

Case Study

 ' A Case Study on ‘Attrition and Retention Strategies’ at KRDS Social and Mobile Marketing’
                                                             L.Kavitha and S.Princy, III BBA

Introduction

Attrition simply means “A reduction in the number of employees through retirement, resignation or death.”Attrition can be conceptualised in many forms; the two prominent forms of attrition for the constraints of this endeavour are attrition due to employees leaving and employee retiring from an organisation

Attrition has always been a sensitive issue with IT firms. Despite offering the highest salaries across all business segments, the industry has been plagued with attrition across the board, particularly in the past few years. This ever-growing wage inflation and attrition rates have put financial pressures on firms.

Hiring young IT majors from colleges are now also turning towards youth from the interior regions of the country to get more loyal employees coming from rural parts.

Review the Literature

Attrition Scenario in India

India’s $118 billion information technology industry may witness an increase in the pace of hiring, wages and even employee attrition this fiscal as firms grow faster, according to a report released by lobby group Nasscom. With improvement in the global economic environment and gradual rise in technology spending, the $118 billion Indian IT industry is expected to increase its net hiring by about 6% over last year, adding about 170,000-180,000 employees in 2014-15. Freshers still form the bulk of hiring at 70% while hiring experienced professionals comprise the remaining 30% but with an improvement in the start-up environment, hiring of experienced professionals is expected to see a 10% jump this year, said R. Chandrasekhar, president of Nasscom. He added that the bench strength, the number of freshers recruited by companies, but not allotted jobs, would fall by two percentage points from the current 20%. However, attrition too is likely to rise as demand improves—100 to 200 basis points (bps) over last year. One bps in one hundredth of a percentage point. Hence, firms feel the need to spend more to retain employees, and wages are expected to rise between 8% and 11% in fiscal 2015 compared with 6-10% last year. Attrition, on average had declined to 14% in fiscal 2012-13 from 19% in 2011-2012

Drivers of Attrition

It is not easy to find out, who contributes and who has the control on the attrition of employees. Various studies/survey conducted indicates that everyone is contributing to the prevailing attrition. Attrition does not happen for one or two reasons. The way the industry is projected and speed at which the companies are expanding has a major part in attrition. If you look within, the specific reasons for attrition are varied in nature and it is interesting to know why the people change jobs so quickly. Even today, the main reason for changing jobs is for higher salary and better benefits. But in call centers the reasons are many and it is also true that for odd reasons people change jobs. At the same time the attrition cannot be attributed to employees alone. Organisations must develop its own sensing device to know whether it is the internal or external factor that is causing the attrition.

Organizational matters:

The employees always assess the management values, work culture, work practices and credibility of the organization. The Indian companies do have difficulties in getting the businesses and retain it for a long time. There are always ups and downs in the business. When there is no focus and in the absence of business plans, non-availability of the campaigns makes people to quickly move out of the organization. Moving from one job to another for higher salary, better positions and better benefits are the most important driver for attrition. The salary offered from MNC companies & IT firms in Bangalore, Delhi, Pune and Mumbai have gone up very high and it is highly impossible for Indian companies to meet the expectation of the employees. The employees expect salary revision once in 4-6 months and if not, they move to other organizations. The employees move out if there are strained relations with the superiors or with the subordinates or any slightest discontent.

Other factors.

Working environment is the most important cause of attrition. Employees expect very professional approach and working environment of international standard. They expect very friendly and learning environment. Employees look for freedom, good treatment from the superiors, good encouragement, friendly approach from one and all, and motivation. If they won’t get such environment they will leave the job. Pouching the demand for trained and competent manpower is very high. Poaching has become very common. The big companies target employees of small companies. The employees with 4-6 months experience have very good confidence and dare to walk out and get a better job in a week's time. Most of the organizations have employee referral schemes and this makes people to spread message and refer the known candidates from the previous companies and earn too.

Cost of Attrition

Employee attrition is a costly dilemma for all organizations. In today's taxing business climate, managing company's competent and skilled human capital is vital for success. The extent of the impact of attrition on an organisation cannot be fully understood if there is no attempt to quantify the costs. The more complex approaches to costing turnover give a more accurate and higher estimate of the costs. When a competent employee is to be replaced an organization incurs a variety of costs including those related to recruiting, selection, training and suboptimal performance while learning the job. Companies usually turn to increasing the compensation for employees to retain them. This however is no longer helpful in solving the problem as the skilled work force has many opportunities which masses of them give predilection to. Employee attrition costs 12 to 18 months' salary for each leaving manager or professional.

According to the HR the major turnover costs are:
• Administration of the resignation (including exit interviews)
• Recruitment costs (including advertising)
• Selection costs
• Costs of cover (temporary employees or overtime) during the vacancy period• administration of recruitment and selection process
• Induction training for new employees.

Some Positive Aspects of Attrition

• If all employees stay in the same organization for a very long time, most of them will be at the top of their pay scale which will result in excessive manpower costs.
• When certain employees leave, whose continuation of service would have negatively impacted productivity and profitability of the company, the company is benefited.
• New employees bring new ideas, approaches, abilities & attitudes which can keep the organization from becoming stagnant.
• Desirable attrition also includes termination of employees with whom the organization does not want to continue a relationship. It benefits the organization in the following ways:
o   It removes bottleneck in the progress of the company
o   It creates space for the entry of new talents
o   It assists in evolving high performance terms
• Acquisition of new knowledge
• Reduced conflict situations from controversial employees who leave

Status of the topic

                  In this 21st century, Attrition was the major problem faced by many sectors and it is becoming most common issue in day to day life activities of every concern. Because of this issue, IT companies were facing drastic changes in their working process. So considering all these problems, we have taken the presentation on Attrition.

Methodology

A Case study approach is used for the study the topic Attrition and Retention Strategy.

Sources for Data Collection:

·                     Primary data was collected is through Interview method. HR of KRDS company was interviewed to study how they handled attrition and applied retention strategy.

·                     Secondary data was collected from print books, journals, websites, e-journals and magazines.

Case Study of KRDS
Retaining best talent is always a challenge. Some turnover is expected, but when there is a high percentage of people in a key demographic leaving a company, you have to find the reason. Asking those who have left is an excellent resource to find the answer.
KRDS was losing 30% of its employees in last year. They turned to Human Resource department to find out the answer in order to reduce this high percentage. The result?  Now turnover is only 4%. How did they do it?
Company Profile
KRDS is a leading Social and Mobile Agency in Europe and Asia.
Founded in 2008 in Paris, KRDS became a member of Facebook’s Preferred Marketing Developer program (previously known as the Preferred Developer Consultant program) as soon as the PMD became available in Europe in early 2010. Since then KRDS has grown from 10 to 120 employees and has opened 7 new offices throughout Europe and Asia.
Since its creation, KRDS has registered a triple-digit annual growth and in 2011 AXA PE, the leading European private equity firm, took an equity stake in the company. 
Challenges:
  • KRDS realized it was losing more than a third of its workers, a third of the national organization’s 120 -employee workforce.
  • The job of Developers is demanding. Employees work in short duration to complete a project and it demands huge talent. Survey results validated that the company was not providing female workers with opportunities for advancement.
  • Employees did not perceive the company had much interest in their well-being.
Solution:
·         By conducting exit interviews with former employees who had recently left the company and conducting employee satisfaction surveys, human resource department identify the root causes of the turnover and put the facts and data in front of the senior management team.
  • Based on the survey results we created a diversity committee consisting of members of management as well as employees at all levels from different areas of the company.
·         Mediclaim for self and family (part of CTC) – All member of family who are depandant are covered in this mediclaim
·         Flexi timing – work hours are reduced and flexi timing was introduced
·         Employee Referral Scheme – Bonus of 10000 was given to employee referral and it decreased attrition
·         Wedding Gift - Rs.5000/-
·         Birth of Baby Gift - Rs.3000/-
·         Three Year Service Award - Rs.25000/-
·         Five Year Service Award - Trip to France
·         Leave were increased :Ten Declared Holidays per year,Twelve Privilege Leave per year , Twelve General Leave per year
·         Open House Meeting – meeting were arranged once in three month to get inputs of employees  regarding work culture etc
·         Official Outing once a year to promote team binding and build relationship between employees
·         Family day once a year was held to promote binding between employees and their families with the company
·         Tuition Reimbursement of 25000rs was given to promote their knowledge where they can pursue any course realted to their career
·         Late Stay Dinner Reimbursement
·         Over Night Stay – Conveyance reimbursement
·         Week End Lunch Reimbursement
·         Team Lunch
·         Personal Loans – case by case basis
·         Leave Encashment
·         Telephone Reimbursement - (Telephone Reimbursement - (for all employees)
·         Petrol Reimbursement -  (for Managers / Mid Managers)
·         Refreshments / Play Station
·         Well Planned Induction Program
·         Paternity (Adoption) Leave -  5 days
·         Christmas Period: Accept 60% of people on leave during that period.               
Results:
  • Employee attrition rate dropped from more than 30 percent  to 5 percent.
  • The company has increased the number of employees as, a result of its recruitment marketing, which now focuses on work/life balance and community involvement.
Findings
  • Employee’s satisfaction is most important factor to avoid attrition.
  • Every individual has to be recognonised individually for their hardwork.
  • The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities.
·         Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities.
·         Skills of the organizations should be developed internally and externally as well as horizontally and vertically.
Conclusion:

In the current scenario where every organisation wants to be at its competitive best, high attrition rate can really act as a threat to success. Attrition is a very serious challenge especially to rapidly growing organizations. Before it explodes, the organizations should seriously workout strategies to reduce the turnover so that the organizations should not suffer. Organisations planning for the future should be giving close attention to why attrition is occurring in the present. Attrition is not bad always if it happens in a controlled manner. Some attrition is always desirable and necessary for organizational growth and development. The only concern is how organizations differentiate “good attrition” from “bad attrition”.