Reasons For Attrition

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Attrition can be loosely defined as a situation in which employees leave an organization without an organization having any role in their resignation. As such, the rate of shrinkage of the number of employees can be termed as Attrition. It may occur due to several reasons like death of an employee or an employee who is dissatisfied with an organization may quit his job etc.
Companies seldom have control over how many people will voluntarily resign from the organization. It definitely has an economic cost because companies spent a sizable time and invest a lot of money in grooming fresh recruits and making them “employable”. These are then allocated to a particular project. When the employees leave midway, the companies have to allocate new …show more content…

Attrition in IT sector in India: As per a news report published by IBT , the major IT giants like TCS faced ATTRITION OF 13%, TCS also reported the highest headcount of 3.6 lakh employees and an all-time hike in women employees to 33 percent for the June 30, 2016 quarter. Infosys however, registered attrition of 21%, Wipro tto, witnessed a rise in attrition in the same quarter.
Reasons for attrition: As mentioned earlier, in case of women employed in the IT sector and in India in particular, the reasons for attrition have more to do with relocation of the husband, marriage or family responsibilities rather than for getting a better role in an organization or attractive pay packages. This means that inherently women are more loyal to their organizations than their male counterparts. What then, are the reasons for high rate of attrition among female workers in IT companies?
Attrition can be attributed to several factors like:
• Quitting the current job in lieu of better prospects elsewhere
• Quitting the current job to fulfill some pressing family …show more content…

As far as lack of mentoring is concerned, typically, as on case of a vicious circle, there aren’t enough women on the top and hence a lot of fresh graduates/trainees do not find enough mentors to groom them for senior leadership position.
In-fact, Kaplan and Niederman (2006) believe that organizations should try to match men with women in a mentoring program. A female employee would definitely benefit more from this as it would address the cross-gender networking issues.
These issues which have to be constantly balanced by all working people are more evidently imbalanced for women in the software managerial positions. Hence, women in software project management prefer to shift to other soft skill departments from technical and marketing fronts to combat these issues of imbalance or step off from the corporate

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