What could Neel do to address the concerns of his employees?

MediHealth, a healthcare support firm in India, experienced great growth in its business of providing coding, billing, and accounts receivable management for international firms. From a small group of 25 employees, it had grown in three years to employ more than 250 people. Although part of the same company, the various work segments differed in many ways.
For example, the accounts receivable group worked mostly at night and dressed casually. Workers from the billing and coding group wore more traditional dress and often used their local languages during meetings.
MediHealth’s human resources director, Neel, was proud of his work in recruiting qualified, productive employees and expanding the workforce in an organized, constructive manner. His plan was to employ loyal workers who would stay with the firm for many years. In addition, he recruited nationally across India for diverse employees. Employees hired early on seemed to remain, but those hired in the past two years experienced high turnover. The turnover rate now exceeded the industry average, and Neel was concerned because the bulk of those leaving were hires he made specifically to increase the company’s diversity.