Dear Sir,
I am presently undergoing my Ph.D. on the topic of Talent Retention practices in the automobile industry. Kindly help me prepare a questionnaire for the research work, or kindly email me a thesis on a similar topic.
Thank you.
From India, Ujjain
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I am presently undergoing my Ph.D. on the topic of Talent Retention practices in the automobile industry. Kindly help me prepare a questionnaire for the research work, or kindly email me a thesis on a similar topic.
Thank you.
From India, Ujjain
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For someone embarking on a PhD, I would suggest that you work independently, conduct a literature survey, define your aims and objectives, establish the conceptual framework, determine the methodology, create a cross-mapping matrix of objectives, framework elements, and methods to be utilized, outline how you will achieve triangulation to ensure the validity and reliability of results. Next, draft a questionnaire based on your literature review and seek assistance to pilot the instrument and enhance it.
Please visit https://www.citehr.com/301192-my-mba-project.html to see what Mary Christy accomplished and https://www.citehr.com/324807-project-report.html to understand how individuals attempting similar projects are supported.
Have a nice day.
Simhan
From United Kingdom
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1639Please visit https://www.citehr.com/301192-my-mba-project.html to see what Mary Christy accomplished and https://www.citehr.com/324807-project-report.html to understand how individuals attempting similar projects are supported.
Have a nice day.
Simhan
From United Kingdom
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First, search some literature from EBSCOhost. Try to find if any big consultancy has done any research regarding that or not. Also, check if any of the articles mention any questionnaires. It would be better to do descriptive research because it will help you understand. You need to understand what the main factors are affecting employee retention.
From India, Hyderabad
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From India, Hyderabad
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Hello, I am new here. My pleasure to help. I can give you some of my MBA-HR project questionnaires. I did it on employee retention.
I couldn't upload the file, so I'll just copy and paste it for you.
Conducting Stay Interview
You are no doubt familiar with an "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 other 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 their loyalty. Another employee may crave a sabbatical to do volunteer work in their community.
"What do you do best?" This question helps employees assess their skills. You can then talk together about how well their skills 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's aim to keep improving. By monitoring changes in goals, you can see what kind of employee you have: 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, they 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 well.
A- 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:
Calculating the cost of replacing a specific employee
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 reimbursed 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 levels of interviewing, from the 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 the job
- Cost per hour times of the number of 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 the employee becomes 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 by the number of replacements each year.
B- Work Culture Survey
Working culture survey
Use this tool to help you, your team, or work group assess 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 employees' 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
What kind of overall culture do I/We think our group emphasizes? Check as many as apply:
- Customer service
- Innovation
- Operational excellence
- Spirit
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 things about our culture (values, unspoken rules, etc.):
Ideas for improving the culture:
Are there any important gaps 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 measures 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 get 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 believe that a manager can play an important role in their firm's retention rates?
Do you regularly hold "stay interviews," professional development reviews, or other meetings in which the majority of your people?
Do you have a clear sense of your department's or team's micro-culture and how well it suits the majority of your people?
Do you think that employees' family and personal lives are just as important as their work lives?
Do you join in the fun when others are taking breaks, sharing jokes, and generally relieving stress?
Do you make an effort to listen for, understand, and address the unique concerns or needs of the diverse employees in your group?
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?
Do you have a strategy in place for detecting and addressing potential burnout among your team?
Do you know exactly how much turnover in your group costs the company?
Do you believe that most employees don't consider compensation the most important aspect of their work?
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?
Do you think that employees' personal and professional development is important to them and find ways to support them in this effort?
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?
Do you routinely acknowledge your people's contributions in personal, creative ways?
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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I couldn't upload the file, so I'll just copy and paste it for you.
Conducting Stay Interview
You are no doubt familiar with an "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 other 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 their loyalty. Another employee may crave a sabbatical to do volunteer work in their community.
"What do you do best?" This question helps employees assess their skills. You can then talk together about how well their skills 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's aim to keep improving. By monitoring changes in goals, you can see what kind of employee you have: 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, they 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 well.
A- 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:
Calculating the cost of replacing a specific employee
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 reimbursed 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 levels of interviewing, from the 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 the job
- Cost per hour times of the number of 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 the employee becomes 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 by the number of replacements each year.
B- Work Culture Survey
Working culture survey
Use this tool to help you, your team, or work group assess 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 employees' 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
What kind of overall culture do I/We think our group emphasizes? Check as many as apply:
- Customer service
- Innovation
- Operational excellence
- Spirit
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 things about our culture (values, unspoken rules, etc.):
Ideas for improving the culture:
Are there any important gaps 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 measures 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 get 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 believe that a manager can play an important role in their firm's retention rates?
Do you regularly hold "stay interviews," professional development reviews, or other meetings in which the majority of your people?
Do you have a clear sense of your department's or team's micro-culture and how well it suits the majority of your people?
Do you think that employees' family and personal lives are just as important as their work lives?
Do you join in the fun when others are taking breaks, sharing jokes, and generally relieving stress?
Do you make an effort to listen for, understand, and address the unique concerns or needs of the diverse employees in your group?
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?
Do you have a strategy in place for detecting and addressing potential burnout among your team?
Do you know exactly how much turnover in your group costs the company?
Do you believe that most employees don't consider compensation the most important aspect of their work?
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?
Do you think that employees' personal and professional development is important to them and find ways to support them in this effort?
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?
Do you routinely acknowledge your people's contributions in personal, creative ways?
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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