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    Simicon

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    عبدالمحسن الزهراني
    Semicon India (SI) faces a high employee turnover rate that impacts productivity and competitiveness. Turnover is particularly high among entry-level analysts, engineers, and senior engineers. While India has a large supply of engineering talent, retaining skilled workers is important for SI to maintain its position in the competitive semiconductor industry. Not all attrition is negative - calculating attrition rates by employee level can help identify high and low performers, so SI's goal should be reducing turnover of high performers while low performer departures may be beneficial.

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    Simicon

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    عبدالمحسن الزهراني
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    Semicon India (SI) faces a high employee turnover rate that impacts productivity and competitiveness. Turnover is particularly high among entry-level analysts, engineers, and senior engineers. While India has a large supply of engineering talent, retaining skilled workers is important for SI to maintain its position in the competitive semiconductor industry. Not all attrition is negative - calculating attrition rates by employee level can help identify high and low performers, so SI's goal should be reducing turnover of high performers while low performer departures may be beneficial.

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    QA on simicon case

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    Semicon India (SI) faces a high employee turnover rate that impacts productivity and competitiveness. Turnover is particularly high among entry-level analysts, engineers, and senior engineers. While India has a large supply of engineering talent, retaining skilled workers is important for SI to maintain its position in the competitive semiconductor industry. Not all attrition is negative - calculating attrition rates by employee level can help identify high and low performers, so SI's goal should be reducing turnover of high performers while low performer departures may be beneficial.

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    © All Rights Reserved
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    12 views1 page

    Simicon

    Uploaded by

    عبدالمحسن الزهراني
    Semicon India (SI) faces a high employee turnover rate that impacts productivity and competitiveness. Turnover is particularly high among entry-level analysts, engineers, and senior engineers. While India has a large supply of engineering talent, retaining skilled workers is important for SI to maintain its position in the competitive semiconductor industry. Not all attrition is negative - calculating attrition rates by employee level can help identify high and low performers, so SI's goal should be reducing turnover of high performers while low performer departures may be beneficial.

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    of 1

    1. What is the key PROBLEM in the case study?

    o The key problem in the case study is the high turnover rate at Semicon India (SI), a
    subsidiary of Semicon Inc. The company is facing challenges in retaining its workforce,
    especially in certain segments, which is impacting its productivity and competitiveness.
    2. Why the PROBLEM is important to solve?
    o The problem is important to solve because high employee turnover can have negative effects
    on productivity, revenues, and the competitive position of the company. Retaining skilled
    talent is crucial for SI to maintain its position in a highly competitive industry.
    3. How Industry future market size is relevant?
    o The future market size of the semiconductor industry is relevant because it indicates potential
    growth and opportunities for companies in the industry. A larger market size suggests
    increased demand for semiconductor products and services, making talent retention even
    more critical for companies like SI.
    4. What is the status of the Talent (engineers) supply in India?
    o India has a substantial supply of talent in terms of engineering graduates, particularly in the
    field of electronics engineering. However, there are challenges related to the quality and level
    of skills, as well as geographical concentration, with many engineers coming from the
    southern part of the country.
    5. How does Semicon India see future prospects for the company?
    o Semicon India is interested in ensuring its long-term sustainability and strengthening its
    competitive position. To achieve this, it recognizes the need to address its high turnover rate
    and to add value to its retention policies to reduce turnover below the industry average.
    6. Whether attrition rate was same/different at different Individual Contributor (IC)?
    o The attrition rate was not the same across different levels of individual contributors (IC) at
    SI. It was mentioned that turnover was high in specific segments, such as entry-level analysts
    (IC-1), engineers (IC-2), and senior engineers (IC-3).
    7. Averaging around industry average is a good benchmark?
    o Averaging around the industry average attrition rate may not be a sufficient benchmark for a
    company's talent retention strategy, especially if it aims to strengthen its competitive position
    and reduce turnover below the industry average.
    8. Do all attritions bad? How should attrition rate be calculated across employees?
    o Not all attritions are necessarily bad. Attrition can be natural and healthy for a company
    when it involves low-performing or less productive employees. Attrition rates should be
    calculated by segment or level within the organization to identify areas of concern and to
    differentiate between high and low performers. Reducing attrition among high-performing
    employees may be a strategic goal, while addressing attrition among low performers could be
    seen as a positive outcome.

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