MODULE -1

What is Human Resource Management?

HRM is the study of activities regarding people working in an
organization. It is a managerial function that tries to match an
organization‘s needs to the skills and abilities of its employees.

Definitions
HRM Human resources management (HRM) is a management
function concerned with hiring, motivating and maintaining
people in an organization. It focuses on people in organizations.
Human resource management is designing management systems
to ensure that human talent is used effectively and efficiently to
accomplish organizational goals.
 According to Dessler - the policies and practices involved in
carrying out the ―people or human resource aspects of a
management position, including recruiting, screening,
training, rewarding, and appraising comprises of HRM.

Evolution of HRM

 The evolution of HRM can be traced back to Kautilya Artha

Shastra where he recommends that government must take
active interest in public and private enterprise. He says that
government must provide a proper procedure for regulating
employee and employee relation
 In the medieval times there were examples of kings like
Allaudin Khilji who regulated the market and charged fixed
prices and provided fixed salaries to their people.
 This was done to fight inflation and provide a decent standard
of living During the pre independence period of 1920 the trade
union emerged. Many authors who have given the history of
HRM say that HRM started because of trade union and the First
World War.

 The Royal commission in 1931 recommended the appointment

of a labour welfare officer to look into the grievances of
workers. The factory act of 1942 made it compulsory to appoint
a labour welfare officer if the factory had 500 or more than 500
workers. The international institute of personnel management
and national institute of labour management were set up to look
into problems faced by workers to provide solutions to them.
The Second World War created awareness regarding workers
rights and 1940‘s to 1960‘s saw the introduction of new
technology to help workers.
 The 1960‘s extended the scope of human resource beyond
welfare. Now it was a combination of welfare, industrial
relation, administration together it was called personnel
management With the second 5 year plan, heavy industries
started and professional management became important.

 In the 70‘s the focus was on efficiency of labour wile in the

80‘s the focus was on new technology, making it necessary for
new rules and regulations. In the 90‘s the emphasis was on
human values and development of people and with
liberalization and changing type of working people became
more and more important there by leading to HRM which is an
advancement of personnel management more and more
important there by leading to HRM which is an advancement of
personnel management.
Nature of HRM

HRM is a management function that helps manager‘s to recruit,

select, train and develop members for an organization. HRM is
concerned with people‘s dimension in organizations. The following
constitute the core of HRM

1. HRM Involves the Application of Management Functions

and Principles. The functions and principles are applied to
acquiring, developing, maintaining and providing remuneration
to employees in organization.

2. Decision Relating to Employees must be Integrated.

Decisions on different aspects of employees must be consistent
with other human resource (HR) decisions.
3. Decisions Made Influence the Effectiveness of an
Organization. Effectiveness of an organization will result in
betterment of services to customers in the form of high quality
products supplied at reasonable costs.

4. HRM Functions are not Confined to Business Establishments

Only but applicable to non business organizations such as
education, health care, recreation and like. HRM refers to a set
of programmes, functions and activities designed and carried
out in order to maximize both employee as well as
organizational effectiveness.
Features of HRM or characteristics .

1. HRM involves management functions like planning,

organizing, directing and controlling
2. It involves procurement, development, maintenance of human
resource
3. It helps to achieve individual, organizational and social
objectives
4. HRM is a mighty disciplinary subject. It includes the study
of management psychology communication, economics and
sociology.
5. It involves team spirit and team work.
Significance/importance/need of HRM

HRM becomes significant for business organization due to the

following reasons.
1. Objective :- HRM helps a company to achieve its objective
from time to time by creating a positive attitude among
workers. Reducing wastage and making maximum use of
resources etc.

2. Facilitates professional growth :- Due to proper HR policies

employees are trained well and this takes them ready for
future promotions. Their talent can be utilized not only in the
company in which they are currently working but also in other
companies which the employees may join in the future.
3. Better relations between union and management :- Healthy
HRM practices can help the organization to maintain co-
ordinal relationship with the unions. Union members start
realizing that the company is also interested in the workers
and will not go against them therefore chances of going on
strike are greatly reduced.

4. Helps an individual to work in a team/group :- Effective

HR practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team
thus team work improves.

5. Identifies person for the future :- Since employees are

constantly trained, they are ready to meet the job
requirements. The company is also able to identify potential
employees who can be promoted in the future for the top level
jobs. Thus one of the advantages of HRM is preparing people
for the future.
6. Identifies person for the future :- Since employees are
constantly trained, they are ready to meet the job
requirements. The company is also able to identify potential
employees who can be promoted in the future for the top level
jobs. Thus one of the advantages of HRM is preparing people
for the future.

7. Allocating the jobs to the right person :- If proper recruitment

and selection methods are followed, the company will be able
to select the right people for the right job. When this happens
the number of people leaving the job will reduce as the will be
satisfied with their job leading to decrease in labour turnover.

8. Improves the economy:- Effective HR practices lead to higher

profits and better performance by companies due to this the
company achieves a chance to enter into new business and
start new ventured thus industrial development increases and
the economy improves.
Scope of HRM

The major HRM activities include HR planning, job analysis, job

design, employee hiring, employee and executive remuneration,
employee motivation, employee maintenance, industrial relations
and prospects of HRM.
The scope of Human Resources Management extends to:

 All the decisions, strategies, factors, principles, operations,

practices, functions, activities and methods related to the
management of people as employees in any type of
organization.

 All the dimensions related to people in their employment

relationships, and all the dynamics that flow from it. The scope
of HRM is really vast. All major activities in the working
life of a worker – from the time of his or her entry into an
organization until he or she leaves it comes under the purview of
HRM. American Society for Training and Development (ASTD)
conducted fairly an exhaustive study in this field and identified nine
broad areas of activities of HRM.

These are given below:

 Human Resource Planning
 Design of the Organization and Job
 Selection and Staffing
 Training and Development
 Organizational Development
 Compensation and Benefits
 Employee Assistance
 Union/Labour Relations
 Personnel Research and Information System
a) Human Resource Planning: The objective of HR Planning
is to ensure that the organization has the right types of
persons at the right time at the right place. It prepares human
resources inventory with a view to assess present and future
needs, availability and possible shortages in human resource.
Thereupon, HR Planning forecast demand and supplies and
identify sources of selection. HR Planning develops strategies
both long-term and short-term, to meet the man-power
requirement.

b) Design of Organization and Job: This is the task of laying

down organization structure, authority, relationship and
responsibilities. This will also mean definition of work
contents for each position in the organization. This is done by
job description. Another important step is Job specification.
Job specification identifies the attributes of persons.
c) Selection and Staffing: This is the process of recruitment and
selection of staff. This involves matching people and their
expectations with which the job specifications and career path
available within the organization.

d) Training and Development: This involves an organized

attempt to find out training needs of the individuals to meet the
knowledge and skill which is needed not only to perform
current job but also to fulfill the future needs of
the organization.

e) Organizational Development: This is an

important aspect whereby ―Synergetic effect is
generated in an organization i.e. healthy
interpersonal and inter-group relationship within
the organization.
f) Compensation and Benefits: This is the area of wages and
salaries administration where wages and compensations are
fixed scientifically to meet fairness and equity criteria. In
addition labour welfare measures are involved which include
benefits and services.

g) Employee Assistance: Each employee is unique in character,

personality, expectation and temperament. By and large each
one of them faces problems everyday. Some are personal some
are official. In their case he or she remains worried. Such
worries must be removed to make him or her more productive
and happy.

h) Union-Labour Relations: Healthy Industrial and Labour

relations are very important for enhancing peace and
productivity in an organization. This is one of the areas of
HRM.
i) Personnel Research and Information System: Knowledge on
behavioral science and industrial psychology throws better insight
into the workers expectations, aspirations and behaviour.
Advancement of technology of product and production methods
have created working environment which are much different from
the past. Globalization of economy has increased competition many
fold. Science of ergonomics gives better ideas of doing a work more
conveniently by an employee. Thus, continuous research in HR
areas is an unavoidable requirement. It must also take special care
for improving exchange of information through effective
communication systems on a continuous basis especially on moral
and motivation.
Objectives of HRM

1) Societal Objectives: seek to ensure that the organization

becomes socially responsible to the needs and challenges of the
society while minimizing the negative impact of such demands
upon the organization. The failure of the organizations to use
their resources for the society‘s benefit in ethical ways may lead
to restriction.

2) Organizational Objectives: it recognizes the role of HRM in

bringing about organizational effectiveness. It makes sure that
HRM is not a standalone department, but rather a means to
assist the organization with its primary objectives. The HR
department exists to serve the rest of the organization.
3) Functional Objectives: is to maintain the department‘s
contribution at a level appropriate to the organization‘s needs.
Human resources are to be adjusted to suit the organization‘s
demands. The department‘s value should not become too
expensive at the cost of the organization it serves.

4) Personnel Objectives: it is to assist employees in achieving

their personal goals, at least as far as these goals enhance the
individual‘s contribution to the organization. Personal
objectives of employees must be met if they are to be
maintained, retained and motivated. Otherwise employee
performance and satisfaction may decline giving rise to
employee turnover.
Functions of HRM

1) Strategic HR Management: As a part of maintaining

organizational competitiveness, strategic planning for HR
effectiveness can be increased through the use of HR metrics
and HR technology. Human resource planning (HRP) function
determine the number and type of employees needed to
accomplish organizational goals. HRP includes creating
venture teams with a balanced skill-mix, recruiting the right
people, and voluntary team assignment. This function analyzes
and determines personnel needs in order to create effective
innovation teams. The basic HRP strategy is staffing and
employee development.
2) Equal Employment Opportunity: Compliance with equal
employment opportunity (EEO) laws and regulations Affects
all other HR activities.

3) Staffing: The aim of staffing is to provide a sufficient supply of

qualified individuals to fill jobs in an organization. Job
analysis, recruitment and selection are the main functions
under staffing. Workers job design and job analysis laid the
foundation for staffing by identifying what diverse people do
in their jobs and how they are affected by them.
• Job analysis is the process of describing the nature of a job and
specifying the human requirements such as knowledge, skills,
and experience needed to perform the job.
 The end result of job analysis is job description. Job
description spells out work duties and activities of employees.
Through HR planning, managers anticipate the future supply of
and demand for employees and the nature of workforce issues,
including the retention of employees. So HRP precedes the
actual selection of people for organization.
• These factors are used when recruiting applicants for job
openings. The selection process is concerned with choosing
qualified individuals to fill those jobs. In the selection
function, the most qualified applicants are selected for hiring
from among the applicants based on the extent to which their
abilities and skills are matching with the job.
4) Talent Management and Development: Beginning with the
orientation of new employees, talent management and
development includes different types of training. Orientation is
the first step towards helping a new employee to adjust himself
to the new job and the employer. It is a method to acquaint new
employees with particular aspects of their new job, including
pay and benefit programmes, working hours and company rules
and expectations. Training and Development programs provide
useful means of assuring that the employees are capable of
performing their jobs at acceptable levels and also more than
that. All the organizations provide training for new and in
experienced employee. In addition, organization often provide
both on the job and off the job training programmes for those
employees whose jobs are undergoing change.
• Likewise, HR development and succession planning of
employees and managers is necessary to prepare for future
challenges. Career planning has developed as result of the desire
of many employees to grow in their jobs and to advance in their
career. Career planning activities include assessing an individual
employee‘s potential for growth and advancement in the
organization. Performance appraisal includes encouraging risk
taking, demanding innovation, generating or adopting new
tasks, peer evaluation, frequent evaluations, and auditing
innovation processes.

• This function monitors employee performance to ensure that it

is at acceptable levels. This strategy appraises individual and
team performance so that there is a link between individual
innovativeness and company profitability. Which tasks should
be appraised and who should assess employees‘ performance
are also taken into account.
5) Total Rewards: Compensation in the form of pay, incentives
and benefits are the rewards given to the employees for
performing organizational work. Compensation management is
the method for determining how much employees should be
paid for performing certain jobs. Compensation affects staffing
in that people are generally attracted to organizations offering a
higher level of pay in exchange for the work performed. To be
competitive, employers develop and refine their basic
compensation systems and may use variable pay programs such
as incentive rewards, promotion from within the team,
recognition rewards, balancing team and individual rewards
etc. This function uses rewards to motivate personnel to
achieve an organization‘s goals of productivity, innovation and
profitability.
Compensation is also related to employee development in that it
provides an important incentive in motivating employees to
higher levels of job performance to higher paying jobs in the
organization. Benefits are another form of compensation to
employees other than direct pay for the work performed. Benefits
include both legally required items and those offered at
employer‘s discretion. Benefits are primarily related to the
area of employee maintenance as they provide for
many basic employee needs.
6) Risk Management and Worker Protection: HRM addresses
various workplace risks to ensure protection of workers by
meeting legal requirements and being more responsive to
concerns for workplace health and safety along with disaster
and recovery planning.

7) Employee and Labor Relations: The relationship between

managers and their employees must be handled legally and
effectively. Employer and employee rights must be addressed.
It is important to develop, communicate, and update HR
policies and procedures so that managers and employees alike
know what is expected. In some organizations,
union/management relations must be addressed as well.
The term labour relation refers to the interaction with employees
who are represented by a trade union. Unions are organization of
employees who join together to obtain more voice in decisions
affecting wages, benefits, working conditions and other aspects
of employment. With regard to labour relations the major
function of HR personnel includes negotiating with the unions
regarding wages, service conditions and resolving disputes and
grievances.
Human Resource Planning – Introduction:

 Human resources undoubtedly play the most important part in

the functioning of an organization. The term ‘resource’ or ‘hu­
man resource’ signifies potentials, abilities, capacities, and
skills, which can be developed through continuous interaction
in an organizational setting.

 The interactions, interrelationships, and activities performed

all contribute in some way or other to the development of
human potential. Organizational productivity, growth of
companies, and economic development are to a large extent
contingent upon the effective utilization of human capa­cities.
 Hence, it is essential for an organization to take steps for
effective utilization of these resources. In the various stages in
the growth of an organization, effective planning of human
resources plays a key role. Matching the requirements of the
job with the individual is important at all stages, including the
recruitment procedures, in this endeavor.

 When organizations contemplate diversification or expansion,

or when employees have to be promoted, human resource
planning plays an import­ant role. Further, the organizational
plans, goals, and strategies also require effective human
resource planning.
Human Resource Planning – Definition:

Human Resource Planning or Manpower Planning (HRP) is the

process of systematically reviewing HR requirements to ensure that
the required number of employees with the required skills is
available when they are needed. Getting the right number of
qualified people into the right job is the crux of the problem here.

Human resource planning is the responsibility of both the line and

the staff manager. The line manager is responsible for estimating
manpower requirements. For this purpose, he provides the
necessary information on the basis of the estimates of the operating
levels. The staff manager provides the supplementary information
in the form of records and estimates.
Human Resource Planning – Need and Importance:

1. Assessing Future Personnel Needs:

Whether it is surplus labour or labour shortage, it gives a
picture of defective planning or absence of planning in an
organization. A number of organizations, especially public
sector units (PSUs) in India are facing the problem of surplus
labour.

It is the result of surplus labour that the companies later on

offer schemes like Voluntary Retirement Scheme (VRS) to
eliminate surplus staff. Thus, it is better to plan well about
employees in advance. Through HRP, one can ensure the
employment of proper number and type of personnel.
2. Foundation for Other HRM Functions:
HRP is the first step in all HRM functions. So, HRP provides
the essential information needed for the other HRM functions
like recruitment, selection, training and development,
promotion, etc.

3. Coping with Change:

Changes in the business environment like competition,
technology, government guidelines, global market, etc. bring
changes in the nature of the job. This means changes in the
demand of personnel, content of job, qualification and
experience needed. HRP helps the organization in adjusting to
new changes.
4. Investment Perspective:
As a result of change in the mindset of management,
investment in human resources is viewed as a better concept in
the long run success of the enterprise. Human assets can
increase in value as opposed to physical assets. Thus, HRP is
considered important for the proper planning of future
employees.

5. Expansion and Diversification Plans:

During the expansion and diversification drives, more
employees at various levels are needed. Through proper HRP,
an organization comes to know about the exact requirement of
personnel in future plans.
6. Employee Turnover:
Every organization suffers from the small turnover of labour,
sometime or the other. This is high among young graduates in
the private sector. This necessitates again doing manpower
planning for further recruiting and hiring.

7. Conformity with Government Guidelines:

In order to protect the weaker sections of the society, the Indian
Government has prescribed some norms for organizations to
follow. For example, reservations for SC/ST, BC, physically
handicapped, ex-servicemen, etc. in the jobs. While planning for
fresh candidates, HR manager takes into consideration all the
Government guidelines.
8. International Expansion Strategies:
International expansion strategies of an organization depend
upon HRP. Under International Human Resource Manage­ment
(IHRM), HRP becomes more challenging. An organization may
want to fill the foreign subsidiary’s key positions from its home
country employees or from host-country or from a third country.
All this demands very effective HRP.

9. Having Highly Talented Manpower Inventory:

Due to changing business environment, jobs have become more
challenging and there is an increasing need for dynamic and
ambitious employees to fill the positions. Efficient HRP is
needed for attracting and retaining well qualified, highly skilled
and talented employees.
Human Resource Planning – Objectives:

1. Proper assessment of human resources needs in future.

2. Anticipation of deficient or surplus manpower and taking the
corrective action.
3. To create a highly talented workforce in the organization.
4. To protect the weaker sections of the society.
5. To manage the challenges in the organization due to
modernization, restructuring and re-engineering.
6. To facilitate the realization of the organization’s objectives by
providing right number and types of personnel
7. To reduce the costs associated with personnel by proper
planning.
8. To determine the future skill requirements of the organization.
9. To plan careers for individual employee.
10. Providing a better view of HR dimensions to top management.
11. Determining the training and development needs of employees.
Human Resource Plan – Factors:

External Factors:

I. Government Policies – Policies of the government like labour

policy, industrial relations policy, policy towards reserving
certain jobs for different communities and sons-of the soil, etc.
affect the HRP.
II. Level of Economic Development – Level of economic
development determines the level of HRD in the country and
thereby the supply of human resources in the future in the
country.
III. Business Environment – External business environmental
factors influence the volume and mix of production and
thereby the future demand for human
IV. Level of Technology – Level of technology determines the
kind of human resources required.
V. International Factors – International factors like the demand
for resources and supply of human resources in various
countries.
VI. Outsourcing – Availability of outsourcing facilities with
required skills and knowledge of people reduces the
dependency on HRP and vice-versa.
Internal Factors:

I. Company policies and strategies – Company policies and

strategies relating to expansion, diversification, alliances, etc.
determines the human resource demand in terms of quality and
quantity.
II. Human resource policies – Human resources policies of the
company regarding quality of human resource, compensation
level, quality of work-life, etc., influences human resource plan.
III. Job analysis – Fundamentally, human resource plan is based on
job analysis. Job description and job specification determines
the kind of employees required.
IV. Time horizons – Companies with stable competitive
environment can plan for the long run whereas the firms with
unstable competitive environment can plan for only short- term
range.
V. Type and quality of information – Any planning process
needs qualitative and accurate information. This is more so
with human resource plan; strategic, organisational and
specific information.
VI. Company’s production operations policy – Company’s
policy regarding how much to produce and how much to buy
from outside to prepare a final product influence the number
and kind of people required.
VII.Trade unions – Influence of trade unions regarding number of
working hours per week, recruitment sources, etc., affect the
HRP.
Human Resource Planning – Benefits:

Human Resource Planning (HRP) anticipates not only the required

kind and number of employees but also determines the action plan
for all the functions of personnel management.

The major benefits of human resource planning are:

1. It checks the corporate plan of the organisation.

2. HRP offsets uncertainties and changes to the maximum extent
possible and enables the organisation to have right men at right
time and in right place.
3. It provides scope for advancement and development of
employees through training, development, etc.
4. It helps to anticipate the cost of salary enhancement, better
benefits, etc.
5. It helps to anticipate the cost of salary, benefits and all the cost
of human resources facilitating the formulation of budgets in
an organisation.
6. To foresee the need for redundancy and plan to check it or to
provide alternative employment in consultation with trade
unions, other organisations and government through
remodeling organisational, industrial and economic plans.
7. To foresee the changes in values, aptitude and attitude of
human resources and to change the techniques of
interpersonal, management, etc.
8. To plan for physical facilities, working conditions and the
volume of fringe benefits like canteen, schools, hospitals,
conveyance, child care centers, quarters, company stores, etc.
9. It helps to take steps to improve human resource contributions
in the form of increased productivity, sales, turnover, etc.
10.It facilitates the control of all the functions, operations,
contribution and cost of human resources.
Human Resource Planning – Problems:

Though HRP is beneficial to the organisation, employees and

trade unions, some problems crop up in the process of HRP.

1. Resistance by Employers and Employees:

Many employers resist HRP as they think that it increases the
cost of manpower as trade unions demand for employees based
on the plan, more facilities and benefits including training and
development. Further, employers feel that HRP is not necessary
as candidates are/will be available as and when required in India
due to unemployment situation. Employers’ version may be true
about unskilled and clerical staff but it is not true in the case of
all other categories as there is shortage for certain categories of
human resources.
•Trade unions and employees also resist HRP as they view that it
increases the workload of employees and prepares programme for
securing the human resources mostly from outside. The other
reason for their resistance is that HRP aims at controlling the
employees through productivity maximization, etc.

2. Uncertainties:
Uncertainties are quite prominent in human resource practices in
India due to absenteeism, seasonal employment, labour turnover,
etc. Further, the uncertainties in industrial scene like technological
change, marketing conditions also cause uncertainties in human
resource management. The uncertainties make the HRP less
reliable.
3. Inadequacies of Information System:
Information system regarding human resources has not yet fully
developed in Indian industries due to low status given to personnel
department and less importance attached to HRP. Further, reliable
data and information about the economy, other industries, labour
market, trends in human resources, etc., are not available.
Steps in Human Resource Planning
1. Analyzing Organizational Objectives:
The objective to be achieved in future in various fields such as
production, marketing, finance, expansion and sales gives the
idea about the work to be done in the organization.

2. Inventory of Present Human Resources:

From the updated human resource information storage sys­tem,
the current number of employees, their capacity, perfor­mance
and potential can be analyzed. To fill the various job
requirements, the internal sources (i.e., employees from within
the organization) and external sources (i.e., candidates from
various placement agencies) can be estimated.
3. Forecasting Demand and Supply of Human Resource:
The human resources required at different positions according
to their job profile are to be estimated. The available internal
and external sources to fulfill those requirements are also
measured. There should be proper matching of job description
and job specification of one particular work, and the pro­file of
the person should be suitable to it.

4. Estimating Manpower Gaps:

Comparison of human resource demand and human resource
supply will provide with the surplus or deficit of human
resource. Deficit represents the number of people to be
employed, whereas surplus represents termination. Extensive
use of proper training and development programme can be
done to upgrade the skills of employees.
5. Formulating the Human Resource Action Plan:
The human resource plan depends on whether there is deficit or
surplus in the organization. Accord­ingly, the plan may be
finalized either for new recruitment, training, interdepartmental
transfer in case of deficit of termination, or voluntary
retirement schemes and redeployment in case of surplus.

6. Monitoring, Control and Feedback:

It mainly involves implementation of the human resource
action plan. Human resources are allocated according to the
requirements, and inventories are updated over a period. The
plan is monitored strictly to identify the deficiencies and
remove it. Comparison between the human resource plan and
its actual implementation is done to ensure the appropriate
action and the availability of the required number of employees
for various jobs.
Human Resource Planning Methods
Human resource planning uses methods within recruiting,
development and employee retention to achieve organizational
goals. Workforce analysis allows human resources to compare the
current workforce to future employment needs. Determining future
requirements allows for methods of attracting, training and
retaining of quality employees to fulfill key roles within the
organization.

1) Workforce Analysis
Human resources must consider what kind of future workforce
is needed to satisfy the organization's strategic objectives. By
analyzing the current workforce and comparing to future
employment requirements, it can discover what gaps or
surpluses exist.
2) Seminars and Job Fairs
To achieve strategic objectives, human resources must plan for
attracting and recruiting employees in quality and quantity.
Seminars and job fairs offer employers an opportunity to
introduce themselves, advertise and promote the company.
Participating in fund-raising events and other social functions
is another method for attracting and recruiting job candidates.

3) Training Programs
To improve its current and future workforce, human resource
planning must focus on employee development or training.
Training and development programs can improve general
employee skills such as customer service and sales training or
focus on specific work-related skills. Training and retraining
programs can also reduce current and future liability with
employee safety emphasis.
4) Retention Programs
Retaining employees is difficult because of the other
employment opportunities that may attract them. But human
resources can reduce the likelihood of employee departures by
planning retention programs. These programs can focus on
employee recognition and benefits. They can also include
rewards, advancement or growth and work-life balancing. By
showing a sincere interest in employees and valuing their
contributions, the organization is able to further increase
employee retention. In the unfortunate event an employee
decides to leave, exit interviews provide valuable feedback that
can assist the organization with employee loss prevention.