Department of AIML Engineering

Industrial Internship Report

Held In

“Netleaf IT Training And Solutions“

Submitted in partial fulfillment of the

requirements For AIML Engineering

Under the guidance of

Prof. M.D Karad

By
Mr. Lalit Jagannath Aher

Internship Start Date:07/01/2025

Internship Finish Date:15/02/2025
Total Working Days:40

Prof.M.D.Karad Mrs.Mrunal Dahale

Guide Name Industry Supervisor/In-charge

Prof.M.D.Karad Prof. N.V.Kapade

Industry Internship HOD AIML
Coordinator
Engg
 DEPARTMENT OF AIML ENGINEERING
Loknete Gopinathji Munde Institute of Engineering Education and
Research, Nashik

CERTIFICATE

This is to certify that the “Internship report” submitted by Lalit Jagannath Aher (Seat
No.:
T400930255) is work done by him/her and submitted during 2024 – 2025 academic
year, in partial fulfillment of the requirements for the T.E. Course work of the degree of
Bachelor Of Engineering in AIML Engineering, at Loknete Gopinathji Munde
Institute of Engineering Education and Research, Nashik.

Prof.M.D Karad Prof. N. V. Kapade Dr. K.

V.Chandratre Guide Name HOD Principal
 Contents

Acknowledgment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Internship Completion Certificate . . . . . . . . . . . . . . . . . . . . . . . . ii
Internship Place Details iii
List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
List of Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v

1 Introduction 1
1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2 TITLE/PROBLEM STATEMENT/ OBJECTIVES 2

3 MOTIVATION/ SCOPE AND RATIONALE OF THE STUDY 3

4 METHODOLOGICAL DETAILS/ INTERFERENCE AND CONCLUSION 4

5 SUGGESTIONS/ RECOMMONDATUIBS FOR IMPROVEMENT TO INDESTRY, if any

5

6 ATTENDENCE RECORD 6

7 RESULTS/ANALYSIS 7

8 CONCLUSION 9
References (LIBRARY BOOKS, MAGAZINES AND OTHER SOURCES). . . . ..10
 ACKNOWLEDGEMENT

First I would like to thank Prof. Mrunal Dahale, HR, Head, of Netleaf IT
Training and Solutions for giving me the opportunity to do an internship within
the organization.

I also would like all the people that worked along with me Netleaf IT
Training and Solutions with their patience and openness they created an
enjoyable working environment.

It is indeed with a great sense of pleasure and immense sense of

gratitude that I acknowledge the help of these individuals.

I am highly indebted to Principal Dr. K.V. Chandratre, for the facilities

provided to accomplish this internship.

I would like to thank my Head of the Department Prof. N.V.Kapade for

his constructive criticism throughout my internship.

I would like to thank Prof.M.D karad, for their support and advices to get
and complete internship in above said organization.

I am extremely great full to my department staff members and friends who

helped me in successful completion of this internship.

Lalit Aher
Student Name
Date :07 Jan 2025

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Mr. Lalit Aher, a student from Loknete

Gopinathji Munde Institute Of Engineering Education & Research
, Nashik , Maharashtra. Lalit will be
undergoing internship program at NetLeap IT Training And
Solutions.
He will be undertaking his internship in our Data Analytics Domain.
The internship will be of 45 days and shall commence from 07-Jan-
2025 in our location.
For any further queries, please contact the undersigned or the HR
department.

Director Authority
NetLeap IT Training & Solutions
 Learning Objectives/Internship
Objectives

 Internships are generally thought of to be reserved for college students looking to

gain experience in a particular field. However, a wide array of people can benefit
from Training Internships in order to receive real world experience and develop
their skills.

 An objective for this position should emphasize the skills you already possess in
the area and your interest in learning more

 Internships are utilized in a number of different career fields, including

architecture, engineering, healthcare, economics, advertising and many more.

 Some internship is used to allow individuals to perform scientific research while

others are specifically designed to allow people to gain first-hand experience
working.

 Utilizing internships is a great way to build your resume and develop skills that
can be emphasized in your resume for future jobs. When you are applying for a
Training Internship, make sure to highlight any special skills or talents that can
make you stand apart from the rest of the applicants so that you have an
improved chance of landing the position.
 Department AIML Engineering
Internship Undertaking by
Student
Student Name: Lalit Jagannath Aher

Current Address Canada corner, Nashik

Residence Address Indian Classics,Canada Corner Nashik

Email id [email protected]
Mobile Nos. 9322176465
Aadhar 934380410702
PAN EQXP
Overall GPA 9.67
Mode of Internship Offline
10. Internship Preferences Data Analytics
Location Core Area Organization /
Institute
Preference-1 Gangapur Naka Avadhoot Netleaf IT Training And
Apartment Solutions
Preference-2 - - -
Preference-3 - - -
- - -
confirm that I agree with the terms, conditions, and requirements of the Internship Policy
Student Signature:
Date

I confirm that the student has attended the internship orientation and has met all
paperwork and process requirements to participate in the internship program, and has
received approval from his/her mentor.

Sign of Department Faculty Coordinator Date

 Student Resume Format
Name: Lalit Jagannath Aher

Contact Number: 9322176465 Mail ID: [email protected]

Residential Address: Indian Classics ,Canada Corner, Nashik

Emergency Contact Person: 9375805479

Relation: Brother Contact No. :8767720863

Education:

Qualification Board % Marks / CPGA

S.Sc. State Board Of Maharashtra 85%
H.Sc. State Board Of Maharashtra 63.50%
ITI - -
Diploma in - -
FE Savitribai Phule Pune University 8.26 CGPA
SE Savitribai Phule Pune University 9.20 CGPA

Academic Achievements: (Emphasize accomplishments that are relevant to the field)

1. Achieved an impressive 9.67 CGPA, reflecting strong academic performance.

2. Completed a data analytics internship at Netleaf IT Training and Solutions.
3. Built impactful HR analytics dashboards using Excel and Power BI.
4. Actively involved in department events like the ChatGPT prompt competition.

Personal Interests: (Personal interests and accomplishments, Hobbies, Volunteer

service/Social Work etc.)

1. Passionate about coding and enhancing new ideas.

2. Enjoys driving as a way to stay focused and refreshed.
3. Constantly learning new things to expand knowledge
4. Embraces creativity and growth in all aspects of life.

Date:
Place: Name & Signature of the student
To,
The (Manager, HR)
...................................
.......................................

Subject: Request for weeks Internship of Students pursuing Diploma/Degree

Dear Sir,

The Loknete Gopinathji Munde Institute of Engineering Education & Research,

Nashik, established in 2011, reflects the vision of leading Industrialists and
Educationalists. Institute is accredited with ‘B’ grade by NAAC and approved by
AICTE, New Delhi, and Govt. of Maharashtra and affiliated to MSBTE, Mumbai. The
LoGMIEER has been recognized about it’s over all academic excellence and
infrastructure.

In view of the above, I request your good self to allow our following (no. of students)
students for practical training internship in your esteemed organization.
S.No. Name Roll no. Year Department

The resumes of these students are attached with this letter. If vacancies exist, kindly
do plan forInterviews for the students in above branches. Kindly accord your
permission and give at least one-week time for students to join training after
confirmation.

Yours sincerely,
Faculty Coordinator HOD of AIML Engg
To,
The General Manager (HR)
.......................................
.......................................
Subject: Relieving letter of student
Dear Sir,

Kindly refer your letter/e-mail dated on the above cited subject. As permitted by
your good self the following students will undergo Industrial Internship in your
esteemed organization under your sole guidance and direction

S.No. Name Roll no. Year Department

This training being an essential part of the curriculum, the following guidelines have
been prescribed in the curriculum for the training. You are therefore, requested to
please issue following guidelines to the concerned student mentor.
 Internship schedule may be prepared and a copy of the same may be
sent to us.
 Each student is required to prepare Internship diary and report.
 Kindly check the Internship diary of the student daily.
 Issue instruction regarding working hours during training and
maintenance of theattendance record
You are requested to evaluate the student’s performance on the basis of grading i.e.
Excellent,Very Good, Satisfactory and Non-Satisfactory on the below mentioned
factors:

 Attendance and general behavior, Relation with workers and

supervisors, Initiative and efforts in learning, Knowledge and skills
improvement,
Contribution to the organization.

The performance report may please be forwarded to the undersigned on completion

of training in sealed envelope.
The students will abide by the rules and regulation of the organization and will maintain
a proper discipline with keen interest during their internship. The students will report
to you on dated along with a copy of this letter.

Yours sincerely,

Prof.M.D Karad Prof.N.V kapade

Faculty Coordinator HOD of AIML Engg
 Company/Organization Letter Head

Student Diary (Log) Recording Format

Activities Additional
Week Task Assigned Key Learning’s
Performed Remarks
1 And 2 1. Python Basic like
: Datatype,
relational, logical
and arithmatic Developed a deeper
operators. understanding of
2. To apply Python, including its
loop(while,for), if Completed syntax and key
else and elif into the libraries.
python program.
3. Installation
pycharm, related
library such as
numpy, pandas etc.
4. list Basics and
apply list concept to
programe
3 And 4 1. apply python library
like
numpy,matpotlib,pand
as in basic python Gained experience
programe. with Python modules,
2. power bi basic, improving my ability
related queries, chart, Completed to automate and
graph, plotting in manipulate data.
power bi.
3. data conneting and
cleaning, plotting bar
chart with attributre
like sales and year

4 And 5 1. ML basic concept.

2. Enhanced the Enhanced skills in BI
power bi project, Completed tools like Power BI for
apply k- means to data analysis and
python code, k- reporting.
nearest algorithm for
flower petal
6 And 7 Applied coding and
1.Work on Project Completed BI tool knowledge in
a project, boosting
problem-solving and
project
management
skills.

Signature of Industry Supervisor

 Company/Organization Letter Head

Attendance Sheet

Name of the Student Lalit Jagannath Aher

Roll Number 01
Name of Course Data Analytics
Date of Commencement of Training 07/01/2025
Date of Completion of Training 15/02/2025

Month and Year:

Week Monday Tuesday Wednesday Thursday Friday Saturday
1 P P P P P P
2 --- --- P A P A
3 P A P P P P
4 --- P P P P P
5 P P P P P P
6 P --- P P P P
7 P A --- P A ---
8
9
10
11
12
 Attendance Sheet should remain affixed in Daily Training Diary. Do not remove
or tear it off.
 Holidays should be marked in Red Ink in attendance column. Absent should
be marked as ‘A’in Red Ink.

Name and Signature with date of Internship Supervisor

 Company/Organization Letter Head

Supervisor Evaluation of Intern

Student Name: Lalit Jagannath Aher
Date:15/.2/2025
Work Supervisor:Miss.Dnyanda Nagare
Title:Data Analytics
Organization:Netleaf IT Training And Solution
Internship Address: Floor No.1, Avadhoot Adhar Apartment, Gangapur Rd, above Luthra
Agencies, opp. Vihar Misal, Old Gangapur Naka, Signal, Nashik, Maharashtra 422005

Dates of Internship: From 07/01/2025 To 15/02/2025

Please evaluate intern by indicating the frequency with which you observed the following
behaviors:
Parameters Needs Satisfactory Good Excellent
Improvement
Behaviors - - - Excellent
Performs in a dependable - - - Excellent
manner
Cooperates with co-workers - - - Excellent
and supervisors
Shows interest in work - - Good -
Learns quickly - - - Excellent
Shows initiative - Satisfactory - -
Produces high quality work - - - Excellent
Accepts responsibility - - Good -
Accepts criticism - - Good -
Demonstrates organizational - - - Excellent
skills
Uses technical knowledge and - - - Excellent
expertise
Shows good judgment - - - Excellent
 Company/Organization Letter Head

Demonstrates - - Good -
creativity/originality
Analyzes problems effectively - - Good -
Is self-reliant - - - Excellent
Communicates well - - - Excellent
Writes effectively - - - Excellent
Has a professional attitude - - - Excellent
Gives a professional - - Good -
appearance
Is punctual - - - Excellent
Uses time effectively - - - Excellent

Overall performance of student intern (circle one):

(Needs improvement / Satisfactory / Good / Excellent)

Additional comments, if any: No

Signature of Industry supervisor

HR Manager
 Evaluation of Internship by Institute

1. Name of Student: Lalit Jagannath Aher

2. Mob. No.:9322176465
3. Roll No. 01
4. Branch/Semester:Artificial Intelligence And Machine Learning/ Sem-6th
5. Period of Training:40 days
6. Home Address with contact No.Tisgaon,Umarana,Nashik
7. Address of Training Site: Avadhoot Apartment Gangapur Naka,Nashik
8. Address of Training Providing Agency: Avadhoot Apartment Gangapur Naka,Nashik _
9. Name/Designation of Training In- charge .Mrs.Mrunal Dahale
10. T
ype of Work.Data Analytics
11. D
ate of Evaluation.07/01/2025
12. Please rate the following:

S.no. Particular Grade

1 Quality and effectiveness of presentation
2 Depth of knowledge and demonstrated skills
3 Variety and relevance of learning experience
4 Practical applications and relationships with concepts taught
5 Internship Report
6 Attendance record, student log, supervisor evaluation

Overall grade:

Additional Remarks:

Signature of Faculty Mentor

 Student Diary (Log) Recording Format
Sign of Industry
Day In-Time Out-Time Activities
& Supervisor/
Performed
Date Incharge
07/01/2025 5:00 7:00 Python Basic like : Datatype, relational,
to logical and arithmatic operators
11/01/2025
12/01/2025 to 5:00 7:00 To apply loop(while,for), if else and elif
16/01/2025 into the python program.

17/01/2025 to 5:00 7:00 Installation pycharm, related library such

21/01/2025 as numpy, pandas etc.

22/01/2025 to 5:00 7:00 Apply python library like,numpy,pandas

26/01/2025 matplotlib,sklearn.

27/01/2025 to 5:00 7:00 power bi basic, related queries, chart,

31/01/2025 graph, plotting in power bi.

01/02/2025 to 5:00 7:00 Data conneting and cleaning, plotting

03/02/2025 bar chart with attributre like sales and
year
01/02/2025 to 5:00 7:00 List Basics and apply list concept in
03/02/2025 programe.

04/02/2025 to 5:00 7:00 ML basic concept.

06/02/2025

07/02/2025 to 5:00 7:00 Enhanced the power bi project, apply k-

09/02/2025 means to python code, k-nearest
algorithm for flower petal.

10/02/2025 to 5:00 7:00 Work on project.

12/02/2025

13/02/2025 to 5:00 7:00 Work on project.

15/02/2025

Signature of Industry Supervisor

1. Introduction
In today’s competitive business environment, employee retention has become a
critical challenge for organizations across industries. High employee turnover not
only leads to direct financial losses—such as recruitment costs, onboarding, and
training expenses—but also negatively impacts organizational culture, team
performance, and overall productivity. Employees are a company’s most valuable
asset, and retaining skilled and experienced talent is essential for sustaining long-
term growth, maintaining institutional knowledge, and fostering innovation.
The primary problem addressed in this project is employee attrition, specifically
understanding the factors driving turnover within the workforce and exploring data-
driven solutions to mitigate it. High turnover rates pose significant risks for
organizations, especially when critical roles are vacated frequently or without
adequate succession planning. Moreover, turnover can lower morale among
remaining employees, disrupt team dynamics, and even result in the loss of client
relationships or proprietary knowledge. Given these challenges, it is crucial for
companies to adopt more sophisticated, evidence-based approaches to workforce
management and retention.
This study focuses on leveraging HR analytics to uncover the key determinants of
employee attrition. Through data analysis, the project aims to identify patterns and
correlations between turnover and various employee characteristics—such as age,
gender, salary, department, and tenure. Understanding these trends will allow HR
professionals and organizational leaders to make more informed decisions regarding
recruitment, retention, and employee engagement strategies. The insights derived
from this study can be instrumental in developing targeted retention initiatives,
reducing recruitment costs, and ultimately fostering a more engaged and stable
workforce.
The objectives of this study are threefold. First, it seeks to identify the key factors
influencing employee attrition, such as demographic variables (e.g., age, gender),
job-related attributes (e.g., salary, department), and tenure. Second, it aims to
quantify attrition rates across different employee segments to better understand
which groups are most at risk of leaving. Finally, the goal is to translate these
findings into actionable insights that can inform retention strategies, ranging from
compensation adjustments and career development opportunities to initiatives aimed
at improving workplace culture and employee satisfaction.
In today’s competitive corporate environment, one of the most critical challenges
faced by organizations is the retention of skilled employees. Human capital has
become a cornerstone of business success, where knowledge, expertise, and
innovation are embedded in the workforce. Despite this, many organizations face
high levels of employee attrition, leading to considerable costs related to recruitment,
onboarding, training, and lost productivity. More importantly, attrition may negatively
impact team morale, disrupt workflow, and weaken the institutional knowledge base.
Employee retention refers to the ability of an organization to retain its employees
over a period of time. Effective employee retention strategies are vital to reduce
turnover and
enhance organizational performance. However, understanding why employees leave
and what motivates them to stay requires more than just anecdotal evidence or
generic assumptions. This is where data analytics becomes an indispensable tool.
During my internship at Netleaf IT Training and Solutions, I was given the
opportunity to explore this issue using a data-driven approach. The objective was to
analyze employee data to uncover key factors contributing to attrition and provide
insights to support HR teams in improving retention strategies. The project titled
"Enhancing Employee Retention Through HR Analytics: A Data-Driven
Approach" focused on identifying the main reasons behind employee exits and
developing actionable recommendations for long-term employee engagement and
satisfaction.
Organizations often struggle to pinpoint the exact causes of employee turnover due
to the complex nature of human behavior and organizational dynamics. Traditional HR
methods such as surveys, exit interviews, and performance reviews, while valuable,
are often limited by bias, incomplete data, or subjective interpretation. Consequently,
decision-makers may not be able to take timely or targeted action to prevent talent
loss.
The challenge is to go beyond surface-level analysis and utilize historical employee
data to discover hidden patterns and trends that influence attrition. This involves
identifying significant variables such as job role, satisfaction level, salary, work
environment, number of projects, overtime hours, and other attributes that could
contribute to an employee's decision to leave.
The implications of employee retention go beyond mere numbers. They affect the
culture, reputation, and future growth of an organization. By understanding employee
behavior through data, organizations can:
 Reduce costs associated with high turnover.
 Improve employee engagement and satisfaction.
 Enhance workforce planning and HR decision-making.
 Build a loyal, motivated, and productive team.
This project serves as a foundation for integrating data-driven culture in HR
practices and demonstrates the real-world value of data analytics in solving human
resource challenges. It also provided me, as an intern, with practical knowledge and
exposure to the intersection of data science and business strategy — a skill set that
is increasingly in demand across industries
During the project, a wide range of tools and platforms were used, combining the
best practices in data processing, visualization, and reporting:
 Microsoft Excel: For data cleaning, filtering, and basic statistical operations.
 Power BI: For developing interactive dashboards, charts, and KPIs that
visually represent the attrition data.
  Python (Pandas, Matplotlib, Seaborn): For data preprocessing and
exploratory data analysis (EDA).
 SQL: For data querying and extraction from HR databases.
This blend of tools allowed for both quantitative and visual exploration of the data,
making it accessible to HR professionals and decision-makers.

Fig 1.1 Project Dashboard

 2. Title/Problem Statement
“Enhancing Employee Retention Through HR Analytics: A Data-Driven Approach.”
The central problem addressed here is the challenge organizations face with high
employee turnover (attrition). Excessive turnover impacts not only direct costs—such
as recruitment, onboarding, and training—but also more intangible factors like team
morale, corporate culture, and loss of institutional knowledge. The primary question
this study seeks to answer is: “Which factors most significantly influence employee
attrition, and how can HR analytics be leveraged to develop effective retention
strategies?”
2.1 Objectives
Identify Key Factors Influencing Attrition:
We aim to determine which variables (age, education, gender, department, salary,
years at the company, etc.) correlate most strongly with high turnover.This objective
includes mapping out attrition trends over time to see whether certain periods or
conditions lead to higher resignation rates.
Quantify Attrition Rates Across Segments:
By visualizing and analyzing the distribution of employee departures, we can pinpoint
where the attrition problem is most severe.Specific segments such as department,
job role, and demographic characteristics will be compared to see if certain groups
are at greater risk of leaving.
Inform Retention Strategies:
Ultimately, the insights gleaned from our data analysis will form the foundation of
strategic interventions, such as enhanced career development programs, optimized
compensation packages, or new initiatives for employee engagement.
2.2 Significance of the Project
With the increasing emphasis on data-driven decision-making in HR, this project is
significant because it bridges the gap between raw employee data and actionable
organizational strategies. By taking a systematic look at the patterns behind attrition,
HR professionals and senior management can better target the root causes, thus
reducing turnover rates and promoting a stable, motivated workforce.
2.3.Background of the Problem
Attrition, or employee turnover, can disrupt business operations and affect team
morale. It is especially common among new employees, individuals in high-stress
roles, or those who feel undervalued or unchallenged. Traditional HR practices such
as performance reviews, exit interviews, and employee feedback surveys often fail to
offer timely or predictive insights. Moreover, these methods may not always be data-
backed or measurable.
With the digitalization of HR systems and increasing availability of employee data,
organizations have access to a wealth of information that remains largely untapped.
This data includes metrics on job
satisfaction, department-wise attrition, employee demographics, compensation,
overtime, training hours, and more. Proper analysis of such data using HR analytics
tools can help in identifying trends and high-risk factors that lead to attrition. The
need for a data-driven approach becomes essential for proactive human resource
planning, personalized employee experiences, and strategic decision- making.
2.4.Project Goals and Relevance
This project seeks to:
 Discover the primary factors contributing to employee attrition.
 Use HR analytics tools to visualize and analyze workforce data.
 Develop interactive dashboards using Power BI for real-time monitoring.
 Recommend actionable strategies that support employee engagement and retention.
The relevance of this project has only grown in today’s era of digital transformation
and remote work. Employee expectations are evolving, and companies must become
more agile in responding to employee needs. Through this project, it becomes
evident that applying analytics to HR operations can drastically improve retention
outcomes and build a more loyal, satisfied workforce.
By converting raw HR data into actionable insights, this project demonstrates how a
well-planned analytics strategy can empower HR departments to not only understand
attrition trends but also take proactive steps to prevent talent loss. It emphasizes a
shift from reactive problem-solving to predictive and preventative HR management—
making the organization more resilient and employee-focused.
 3. Motivation, Scope, and Rationale of the Study
3.1 Motivation
Financial Impact of Turnover:
Hiring and training new employees can be expensive, with costs that may exceed
several months’ salary per new hire.High attrition disrupts ongoing projects, impacts
team performance, and can lead to delays in achieving organizational goals.
Competitive Advantage Through Human Capital:
In many industries, knowledge and expertise held by employees are key
differentiators. Losing skilled workers can place an organization at a competitive
disadvantage.Companies that effectively manage and retain talent tend to innovate
more quickly and maintain stronger customer relationships.
Data-Driven Culture in HR:
Traditional HR practices often relied on anecdotal evidence or intuition; however,
modern analytics tools enable more precise, evidence-based decisions.This study
aims to embed a data-centric approach within HR processes, promoting continuous
improvement and informed planning.

3.2 Scope
Data Coverage:
We have focused on multiple HR data points, including employee demographics
(age, gender, education), job-related information (department, role, salary, tenure),
and performance indicators (where available).The data typically spans a recent 2- to
3-year timeframe, ensuring the trends captured are both current and relevant.

Analytical Dimensions:
Attrition is analyzed through various lenses—department, gender, education level,
salary slab, and years of service.The dashboard allows for drill-down capabilities,
letting stakeholders explore attrition patterns in granular detail.

Relevance to Stakeholders:
HR Departments: For workforce planning, talent acquisition, and training initiatives.
Management and Executives: For strategic decision-making on resource allocation,
budgeting, and policy changes.
Employees and Teams: Indirectly benefit through improved policies and programs
aimed at reducing turnover and increasing job satisfaction.

3.3 Rationale
Enhancing Organizational Stability:
Frequent departures can damage team dynamics and trust. A data-backed retention
strategy can mitigate these risks and stabilize the workforce.
Improving Employee Experience:
Understanding the pain points leading to attrition can help management address
issues around workload, career growth, and work-life balance.
Future-Ready HR Function:
By incorporating analytics into standard HR operations, organizations not only solve
current attrition problems but also develop the capability to foresee and mitigate
future challenges.

Fig: Data processing flow

4. Methodological Details
4.1 Data Collection
HR Information Systems (HRIS):
This system provided basic demographic and job-related information, such as name,
age, gender, department, job role, and salary.
Performance Management System:
Where available, performance ratings and promotion history were included to assess
how they relate to turnover.
Exit Interviews & Surveys:
Although sometimes limited, these can offer direct insights into the reasons behind
an employee’s decision to leave.
Secondary Data Sources (If Applicable):
Industry Benchmarks: Used for comparing our organization’s attrition rate with the
broader market or similar companies.
Economic Indicators: Regional employment rates or economic conditions that might
influence job-hopping trends.

4.2 Data Cleaning and Pre-Processing

Data Quality Checks:
Removal of duplicate records and reconciliation of conflicting data (e.g., multiple
records for the same employee).Handling missing values by using techniques like
mean/median imputation or excluding incomplete records, depending on the nature
of the data.
Variable Transformation:
Salary Slabs:
Salary data was grouped into categories (e.g., Low, Medium, High) for easier
visualization and to maintain confidentiality.
Age Brackets:
Standardizing age ranges helps identify patterns in generational turnover.
Department & Role Standardization:
Ensuring consistent naming conventions (e.g., “R&D” vs. “Research and Development”).
4.3 analytical Techniques
Descriptive Analytics:
Frequencies, means, and medians to provide a quick snapshot of the workforce
composition and turnover patterns.Graphical tools (bar charts, pie charts, line
graphs) for easy consumption by stakeholders.
Predictive Modeling (Optional):
Logistic regression or decision tree models could be employed to predict attrition
likelihood, though this may require additional data on performance and engagement.
Dashboard Design:
A user-friendly dashboard was created using tools like Tableau, Power BI, or Excel,
featuring dynamic filters (department, tenure, gender) to allow real-time exploration
of the data.

Fig: Data Collection and processing

5. Results, Analysis, and Inferences
5.1 Overall Attrition
Insights Attrition Rate:
The dashboard indicates an average attrition rate of around 16.2%. When
benchmarked against industry standards, this figure can be considered moderate or
high depending on the specific sector (e.g., technology vs. manufacturing).
Monthly or quarterly trends show if turnover spikes at certain times of the year—often
around performance review cycles or after bonus payouts.
Total Employees and Distribution:
The organization has 1,470 employees, distributed across multiple departments (HR,
R&D, Sales, etc.). Understanding how these departments are staffed is crucial for
identifying where turnover might be hitting hardest.

5.2 Demographic Trends

Attrition by Age:
Bar charts reveal that younger employees (20–29 age bracket) have a higher
propensity to leave, potentially due to career exploration, higher market demand for
entry-level roles, or dissatisfaction with entry-level pay.
Mid-career employees (30–39) may leave for better opportunities if they feel
stagnated, while older employees (40+) might have different motivations such as
retirement or career changes.
Attrition by Gender:
The dashboard shows a split between male and female turnover rates. If one
gender’s attrition is disproportionately high, it may signal deeper organizational
culture or work-life balance issues.

5.3 Salary and Tenure

Observations Salary Slab
Correlation:
Lower salary slabs often exhibit higher turnover, suggesting compensation could be
a driving factor.For critical or specialized roles, the market may be highly
competitive, and employees could be poached by competitors offering higher
salaries.
Years at Company:
A line graph indicating attrition over years of service often shows a spike around the
3- to 5- year mark, when employees typically expect promotions or significant raises.
After a certain point (e.g., 10 years), attrition may drop significantly because long-
tenured employees are more deeply embedded in the company culture and benefits
(pension, extended leave policies, etc.).

5.4 Department-Specific
Findings Sales Department:
High-performance pressure and commission-based roles can result in a higher
turnover rate. Employees may switch companies for better commission structures.
Research & Development (R&D):
Skilled scientists and researchers might leave for more prestigious institutions or
due to limited growth opportunities within the organization.
Human Resources:
While HR turnover might be lower compared to Sales, departures here can have a
significant impact on hiring and employee engagement initiatives.
The HR analytics project aimed at enhancing employee retention through data-
driven insights provided several key findings. The results revealed that attrition was
significantly higher among employees with less than three years of experience,
particularly in roles like Sales and Human Resources. Analysis using Power BI and
Excel highlighted that factors such as work-life balance, job satisfaction, overtime,
and salary levels were critical contributors to employee turnover. Interactive
dashboards and visualizations made it easier to segment data by department, age,
experience, and performance, allowing for a clear understanding of high- risk groups.
Correlation analysis indicated strong relationships between overtime frequency,
environment satisfaction, and attrition rates. Time-based trends also helped identify
periods with higher resignation rates. Based on these observations, it can be inferred
that younger employees and mid-level professionals with low engagement or
compensation are more likely to leave. To reduce turnover, organizations should
focus on improving work-life balance, offering growth opportunities, and tailoring
engagement strategies to specific employee groups. Overall, the project showcased
how HR teams can leverage analytics tools for proactive retention strategies and
smarter decision-making

5.5 Key Inferences

Primary Drivers: Salary, career growth opportunities, and job satisfaction emerge as
the top factors influencing turnover.
Secondary Factors: Cultural fit, work-life balance, and management style also
play roles, though these may require qualitative data (e.g., surveys, interviews) for
deeper insight.
Fig: Data Transform (Excel sheet)
 6. Suggestions / Recommendations for Improvement to
Industry
The findings and insights derived from this HR Analytics project highlight several
areas where industries can make significant improvements to enhance employee
retention. Leveraging data analytics in human resource management has the
potential to transform decision-making processes and create a more proactive,
employee-centric organizational culture. Below are some detailed suggestions and
strategies industries can adopt:
6.1. Implement a Predictive Attrition Model

Companies should move beyond reactive responses to attrition and adopt predictive
analytics models. By continuously analyzing historical data on employee exits, job
satisfaction, and performance metrics, organizations can predict the likelihood of
employee turnover. This allows HR teams to intervene early with personalized
strategies like retention bonuses, internal mobility, or workload redistribution.
6.2. Develop Interactive HR Dashboards

Organizations should create dynamic HR dashboards using tools like Power BI

to visualize real-time employee trends. These dashboards can include KPIs such as
attrition rate, average tenure, satisfaction scores, overtime hours, and absenteeism.
This improves transparency and helps decision-makers to identify issues early on.
Regular monitoring can help track the effectiveness of implemented policies.
6.3. Enhance Employee Feedback Mechanisms

Traditional feedback channels such as annual surveys are no longer sufficient.

Companies should implement continuous listening tools—such as pulse surveys,
anonymous feedback apps, and 1-on-1 digital feedback sessions. Analytics can then
be applied to this qualitative data to spot dissatisfaction trends early and enhance
workplace engagement.
6.4. Tailor Career Development Programs

The analysis showed that lack of career growth opportunities is a key attrition driver.
Industries should personalize learning and development paths using employee
data. Skill gap analysis can be done to design individual upskilling programs, making
employees feel valued and increasing loyalty to the organization.
6.5. Focus on Work-Life Balance and Mental Health

High attrition was linked to excessive overtime and low work-life balance. Companies
must create policies that encourage flexible work hours, remote work, and mental
health support. Integrating attendance, leave, and health data into analytics
dashboards can help HR identify burnout risks and take timely action.
6.7. Integrate HR Systems for Unified Analytics
Many organizations use separate platforms for payroll, attendance, performance,
and feedback, leading to fragmented data. Integrating these systems into a unified
analytics platform will enable more comprehensive and accurate insights. This
holistic view helps in identifying interconnected issues affecting employee satisfaction
and retention.
HR departments should undergo regular training in data analytics tools like Excel,
Power BI, and Python-based analytics frameworks. Empowering HR professionals
with these skills ensures that data is not only collected but also utilized meaningfully
to drive strategic actions.
6.7. Use Exit Data Effectively

Exit interviews and resignation data should be stored and analyzed regularly. Clustering
reasons for leaving, combined with department and manager-level insights, can help
prevent similar cases in the future. This also enables companies to identify
leadership gaps or toxic culture patterns.
6.8. Benchmark Against Industry Standards

To maintain competitiveness in employee retention, organizations should benchmark

their attrition and engagement metrics against industry averages. This allows them
to understand where they stand and develop targeted policies to stay ahead in the
talent market.
6.9. Incentivize Retention and Performance

Finally, organizations should develop retention-linked incentive structures. High-

performing and loyal employees can be rewarded through career advancement
opportunities, stock options, or recognition programs. When aligned with analytics
insights, these incentives become more strategic and impactful.
 7. Conclusion
In conclusion, this project has successfully identified several key drivers of employee
attrition, including departmental dynamics, salary disparities, and lack of career
growth opportunities. Departments like Sales and specific demographic groups, such
as younger employees or those in lower salary slabs, were found to experience
higher turnover rates. Additionally, while it is challenging to quantify, factors such as
cultural fit, managerial support, and team cohesion emerged as significant
contributors to retention, as indicated by exit interview data. These findings
underscore the importance of focusing on tailored retention strategies that address
both the tangible (compensation) and intangible (work culture) aspects of employee
satisfaction.
The insights gathered have significant implications for HR strategy. To effectively
reduce turnover, organizations should implement departmental-specific retention
programs, revise compensation and benefits to remain competitive, and provide
clear career progression pathways. Future steps should include the development of
predictive models to identify employees at risk of leaving, as well as ongoing
qualitative research through structured exit and stay interviews. Additionally, regular
updates to the HR Analytics Dashboard, coupled with its integration into broader HR
systems, will ensure that the organization can continue to make informed decisions
based on real-time data. By leveraging these insights, companies can enhance their
employee retention strategies, improve morale, and ultimately drive organizational
success.
 8. References
1] Bassi, L., & McMurrer, D. (2016). HR Analytics Handbook: A Practical Guide to
Workforce Planning and Strategy. McBassi & Company.
2] Fitz-enz, J. (2010). The New HR Analytics: Predicting the Economic Value of Your
Company's Human Capital Investments. AMACOM.
3] Davenport, T. H., Harris, J. G., & Shapiro, J. (2010). Competing on talent
analytics. Harvard Business Review, 88(10), 52–58.
4] Sharma, P., & Sharma, S. (2021). A study on employee attrition using predictive HR
analytics.
International Journal of Management, 12(1), 105-110.
5] Jain, R., & Sharma, V. (2022). Employee Retention Strategies Through HR
Analytics.
International Journal of Human Resource Studies, 12(2), 45–60.
6 ] Power BI. (n.d.). Data Visualization Tool. Retrieved from https://powerbi.microsoft.com.
7] Python Software Foundation. (n.d.). Python Language Reference. Retrieved from
https://www.python.org.
8] Microsoft Excel Documentation. (n.d.). Excel Functions and Features. Retrieved
from https://support.microsoft.com/exce.l
9] Bersin by Deloitte. (2017). People analytics: Recalculating the route. Global
Human Capital Trends Report. LinkedIn Talent Solutions. (2020). Global Talent
Trends 2020. Retrieved from https://business.linkedin.com.
 Student Feedback of Internship
(To be filled by Students after Internship completion)
Student Name: Lalit Jagannath Aher Date:15/02/2025

Industrial Supervisor:Miss.Dnyanda Nagare Title:Data Analytics

Supervisor Email: [email protected]

Internship is: Paid Unpaid

Organization:Netleaf IT Training And Solution

Internship Address:Floor No.1, Avadhoot Adhar Apartment, Gangapur Rd, above Luthra
Agencies, opp. Vihar Misal, Old Gangapur Naka, Signal, Nashik, Maharashtra 422005

Faculty Coordinator:Prof.M.D.Karad Department:AIML

Dates of Internship: From 07/01/2025 To 15/02/2025

Give a brief description of your internship work (title and tasks for which you were
responsible):Was your internship experience related to your major area of study?
 Yes, to a large degree
 Yes, to a slight degree
 No, not related at all
Indicate the degree to which you agree or disagree with the following statements.

This experience has: Strongly Agree No Disagree Strongly

Agree opinion Disagree
Given me the opportunity to ✔
explore a career field
Allowed me to apply ✔
classroom theory to practice
Helped me develop ✔
my decision-making
and problem-solving skills
Expanded my knowledge ✔
about the work
world prior to permanent
employment
Helped me develop my written ✔
and oral communication skills
Provided a chance to use ✔
leadership skills
(influence others, develop
ideas with others,
stimulate
decision-making and action)
Expanded my sensitivity ✔
to the ethical implications
of the work involved
Made it possible for me to ✔
be more confident in new
situations
Given me a chance to ✔
improve my interpersonal
skills
Helped me learn to handle ✔
responsibility and use my
time wisely
Helped me discover new ✔
aspects of myself that I
didn’t know existed before
Helped me develop new ✔
interests and abilities
Helped me clarify my career ✔
goals
Provided me with ✔
contacts which may lead
to future employment
Allowed me to acquire ✔
information and/ or use
equipment not available at
my Institute
 In the Institute internship program, faculty members are expected to be mentors for
students.Do you feel that your faculty coordinator served such a function? Why or why not?

Yes, my faculty coordinator guided and motivated me throughout, fulfilling the mentor role effectively.

 How well were you able to accomplish the initial goals, tasks and new skills that were set down
in your learning contract? In what ways were you able to take a new direction or expand
beyond your contract? Why were some goals not accomplished adequately?
I achieved most goals and expanded by exploring new tools, though some minor tasks
remained Incomplete due to time constraints.

 In what areas did you most develop and improve?

I improved the most in Python programming, BI tools, and real-world data handling.

 What has been the most significant accomplishment or satisfying moment of your
internship? Successfully completing my final project using BI tools was the most satisfying
moment.

 What did you dislike about the internship?

Limited interaction time with mentors during initial stages of the internship.

 Considering your overall experience, how would you rate this internship? (Circle one). -
Satisfactory/ Good/ Excellent
Excellent
 Give suggestions as to how your internship experience could have been improved. (Could you
have handled added responsibility? Would you have liked more discussions with your
professor concerning your internship? Was closer supervision needed? Was more of an
orientation required?)

More structured orientation and regular faculty check-ins could have enhanced the learning experience.

Signature of Student
<Name, Roll number, Date>