Center for Executive Education (CEE)


Post Graduate Diploma in Human Resource Management


Salman Munir

Project Type

PGD Project Report

Executive Summary

On approaching Byco we were given an opportunity for the task to analyze their growing employee turnover and give them an outsider’s review of figuring out the hurdles Byco has been facing, a growing turnover, especially in the past 3 years. The organizational structure is well structured with operations being controlled from their corporate office in Karachi to their plants at 4 other locations in Pakistan namely Kemari, Mouza Kund, Single Point Moring, and Terminals. Apart from non-management, there are six levels to management from juniors to the executive. Data was obtained through both the quantitative and qualitative approaches. Questionnaires were distributed among 5 percent of total employees followed by discussions with few concerned supervisors for their insights into the problem at hand. Quantitative analysis was developed by constructing various relationships e.g. each department with its location, length of service, performance rating, and position. For qualitative analysis individual interviews were followed by engagement surveys. The observations from the findings reveal the following as the highest turnover areas: • Mouza Kund PL 2 has the highest turnover of 42 percent • 23 percent Officers level and 62 percent from the junior management • Youngsters from age bracket 25-35 • Technical staff • First three years employees have been difficult to retain • Satisfactory rated employees We further investigated the problem by developing relations of divisions/ Departments with location, position, length of service, etc. From the employee satisfaction survey, we conclude that employer-employee communication and corporate cultures are well maintained as Byco has clearly explained its compensation and benefits and timely training needs of the employees are also met and people have confidence in the organizations' leadership. From the data, we have presented major causes of the growing turnover and our recommendations which constitute of suggestions for improvements in Byco’s Recruitment and Selection, Performance Management, Training and Development, and Compensation and Benefits. It must be highlighted that the biggest challenge, not just for Byco but across the oil industry in Pakistan, is the brain drain to the Middle East. Middle Eastern companies are hiring at far higher salaries that our local industry fails to compete against to retains talent especially the youngsters. We, the students, would like to thank Byco’s management for the opportunity they had given us and its employees for their support. Special thanks to our teachers for all the guidance. We sincerely hope that our findings will be helpful in curtailing the growing turnover for Byco’s Management and to providing better opportunities for their employees.

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