Professional Documents
Culture Documents
Chapter One: Introduction of The Subject
Chapter One: Introduction of The Subject
Among the various factors of production, which are used in an organization, human resource is the most important. This is because effective use of physical resources such as land, machinery, materials, etc. ultimately depends on how the human factor is put to good use on various operations. The most effective and efficient machinery in the world will not produce optimum level unless the people who operate the machinery know how to make it perform at its best and most importantly, are motivated to make their equipment produce efficiently.
Continuous function
PERIOD 1920-1930
EMPHASIS
Welfare management Paternalistic practices Expanding the role to cover labor, welfare, industrial relations and personnel administration Efficiency, effectiveness dimensions added Emphasis on human values, aspirations, dignity, usefulness Incremental productivity gains through human assets
STATUS
Clerical Administrative
ROLES
Welfare administrator Policeman Appraiser Advisor Mediator Legal advisor Fire fighting Change agent Integrator Trainer Educator Developer Counselor Coach Mentor Problem solver
1940-1960
1970-1980
Development
1990sonwards
Proactive, growthoriented
EMERGING HR PRACTICE
Strategic role Proactive Key part of organizational mission Service focus Process based organization Cross-functional teams, teamwork most important People as key investments/assets
HR manager as strategists
Managin g diversity
HRM in M&A
HR professional as change
agent
HRM in high performanc e organizatio ns Attitude towards union Make HR activities ethical
As BPO and stated above, one of the challenges faced by HR managers is that of Human Resource Balancin Globalizati Management is that of attrition of Employees in BPO and KPO industry. g work-
CALL centers
life
on
Fresher attrition that tells the number of freshers who left the organization within one year. It tells how many are using the company as a springboard or a launch pad. Infant mortality that is the percentage of people who left the organization within one year. This indicates the ease with which people adapt to the company. Critical resource which tell the attrition in terms of key personnel like senior executives leaving the organization. Low performance attrition: It tells the attrition of those who left due to poor performance.
coworkers, seniors and management can make office environment unfriendly and difficult to work in. Stress from overwork and work life balance: Job stress can lead to work life imbalance which ultimately many times lead to employee leaving the organization. Compensation: Better compensation packages being offered by other companies may attract employees towards themselves. New job offer: an attractive job offer which employee thinks is good for him with respect to job responsibility, compensation, growth and learning etc. can lead an employee to leave the organization.
It is difficult to accept when organizations say they have zero attrition rates. Companies may have healthier turnover rates, however, there is no such thing as zero attrition. There are other such facts about turnover, about which most of us are not aware. Some of such facts have been highlighted below:
Turnover always happens: This happens because employees keep on moving due to reason like marriage or further education. Nothing can stop these employees from moving on. So, rather than achieving zero attrition companies should focus on identifying whom they want to keep so that they have healthy attrition rate. Some turnover is desirable: Zero attrition is not desirable mainly because of two reasons; firstly, if all employees continue to stay in the same organization, most of them will be at the top of their pay scale which will result in excessive manpower costs. Secondly, new employees bring new ideas, approaches, abilities and attitudes which can keep the organization from becoming stagnant. Turnover includes costs: Turnover always includes some costs. Consider the cost of replacing the key employee who falls into the category of high performers. This includes the costs of recruitment advertisement, referral bonuses, selection, training costs, etc. Moreover, turnover results in loss of time and efforts, low productivity, loss of morale, loss of knowledge and so on. High salary doesnt work: Most managers assume that a high salary package is enough to keep employees loyal to their organization. Employees may face other problems like low job satisfaction, low engagement levels, no recognition, poor working conditions, less support from superiors and so on. Salaries are not always the solution to attrition. Managers should try to find out the root cause of the problem and then find a feasible solution. The manager can reduce attrition: Managers should take primary responsibility for retaining their employees. Much of the employees perception of job satisfaction stems from the relationship they share with their immediate supervisor. Managers should try to support
their subordinates and give proper feedback on performance. HR managers should work in collaboration to make the key employees last in their organization. Reducing turnover takes commitment: Reducing turnover takes an investment in coaching, developing, motivating, mentoring and listening to people. There should be universal acceptance of the goal of reducing turnover along with top management commitment and dedication.
There are people who are not able to balance their performance as per expectations, lack potential for future or need disciplinary action. Furthermore, as the rewards are limited, business pressures do not allow the management to over-reward the performers, but when undesirable employees leave the company, the good employees can be given the share they desire.
Some companies believe attrition in any form is bad for an organization for it means that a wrong choice was made at the beginning while recruiting. Even good attrition
indicates loss as recruitment is a time consuming and costly affair. The only positive point is that the realization has initiated action that will lead to cutting loss.
The process of employee retention will benefit an organization in the following ways:
The cost of turnover: The cost of employee turnover adds hundreds of thousands of money to a companys expenses. While it is difficult to fully calculate the cost of turnover (including hiring costs, training costs and productivity loss), industry experts often quote 25% of the average employee salary as a conservative estimate.
Loss of companys knowledge: When an employee leaves, he takes with him valuable knowledge about the company, customers, current projects and past history (sometimes to competitors). Often much time and money has been spent on the employee in expectation of future return. When the employee leaves, the investment is not realized.
Interruption of customer service: Customers and clients do business with a company in part because of the people. Relationships are developed that encourage continued sponsorship of the business. When an employee leaves, the relationships that employee built for the company are served, which could lead to potential customer loss.
Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout the organization. The unspoken negativity often intensifies for the remaining staff.
Goodwill of the company: The goodwill of a company is maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization.
Regaining efficiency: If an employee resigns, the good amount of time is lost in hiring a new employee and then training an employee and this goes to the loss of the company directly which many a times goes unnoticed. And even after this companies cannot assure us of the same efficiency from the new employee.
These practices can be categorized in 3 levels: Low, medium and high level.
Incentives can increase productivity: Incentives can surely increase productivity but not for long time. Cash incentives, volume work targets and speed awards are old management beliefs. They can generate work speedily and in volumes but cant boost employee commitment. Rather speed can hamper the quality of work produced. What really glues employees to their work and organization is quality work, meaningful responsibilities, recognition, respect, growth opportunities and friendly supervisors. Employees run away from responsibilities: It is myth that employees run away from responsibilities. In fact employees feel more responsible if they are given extra responsibilities apart from their regular job. Employees look for variety, greater control on the processes and authority to take decisions in their present job. They want opportunities to learn and grow. Management can assign extra responsibilities to their employees and appreciate them on completion of these tasks. This will induce a sense of pride in the employee and will improve the relationship between the management and the employee. Loyalty is a thing of the past: Employees can be loyal but what they need is an employer for whom they can be loyal. There is no reason for the employee to hop job if he is satisfied with the employer. Taking measures to increase employee satisfaction will be expensive for the organizations: The things actually required to improve employee satisfaction like respect, career growth and development, appreciation, etc. cant be bought. They are free of cost. An employee or management reacts well to the employees ideas and suggestions is enough for the employee to be retained.
CHAPTER TWO
INTRODUCTION OF THE INDIAN MARKET SCENARIO
2.1.1.1 GLOBAL:
The global IT-ITES market has generated revenues of USD 1,322 billion in 2003. Globally, North America and Western Europe were major market players and together for more than three-fourth of the global IT-ITES market. The US alone accounted for 47% of the global IT-ITES market in 2003. IT services and BPO constituted the largest portion of the global ITITES spend, accounting for approximately 605 of the total pie.
2.1.1.2 INDIA:
The Indian IT-ITES industry broadly categorized into IT services, ITESBPO and hardware segments. The industry achieved revenues of USD 21.5 billion in FY2 2003. Earnings from ITITES exports were USD 13.3 billion, while revenues of the domestic IT-ITES market were USD 8.2 billion. At present, the IT-ITES industry constitutes around 1.6% of the global ITITES market.
The segment is estimated to touch revenues of around USD 92.4 billion in 2009 at a CAGR (Compound Average Growth Rate) of 27.5%. the contribution to the service sector as a whole will go up to 17.45% in 2010. The key drivers of growth include the rapid increase in IT outsourcing and the rapid expansion in the scale and breath of IT-ITES- BPO offerings by Indian vendors. The Indian IT-ITES vendors focused on improving productivity and moved up in the value-chain. While companies providing IT services included new service lines, such as package software implementation, systems integration, R&D engineering and remote network management to their portfolio of offerings, IT-ITES-BPO companies began more complex services, such as financial research and analytics, actuarial modeling and corporate and business research.
A growing and highly educated English-speaking workforce with the required technical and soft skills. Huge cost advantage Competent management of data security risks Adoption and maintenance of international quality standards World-class telecom infrastructure
Government support
In general, India has significant geographical advantage due to the time difference between the US and Europe and so there is enough feedback time. In terms of people attractiveness, India has a large pool of highly- trained, English- speaking, low-cost labor, which adds as an attraction for off shoring more than anything else.
Off shoring is a phenomenon, wherein an enterprise relocates the production of its goods or services to various locations in countries other than the one in which it is based. Offshoring- especially that of services- has become an increasingly viable option for companies looking to improve their operational efficiencies, bottom lined and business performance. In fact, to achieve global competitiveness and high profitability, it has now almost become imperative for most of the companies to offshore some of their IT and non- IT BPO services. The global Business Process Outsourcing (BPO) market has undergone rapid transformation during the last decade and has been adopted as a strategic business solution by leading companies. A reduction in telecom costs, coupled with the increased digitization of services, is helping many companies to off-shore their services.
2.3.2.1 GLOBAL:
According to Evalueaserve, the revenue of global low-end outsourcing (BPO) services in FY 2003 was USD 7.7 billion. This market is expected to grow to USD 39.8 billion in FY 2010. This implies a compounded annual growth rate (CAGR) of 26.5% for the sector.
2.3.2.2 INDIA:
According to Evalueserve the Indian BPO sector will increase its share in the global KPO sector to 45% by 2010, compared to 36% share in 2003. The Indian BPO market, with revenue of 2.78 billion in 2003, is expected to grow at a CAGR of 30.6% upto 2010. The contribution of the BPO sector to the Indian services sector was 0.91% in 2003 and it is expected that by 2010, the contribution will be more than double and reach 2.67% to add to the overall services sector. Share of the Indian BPO sector int eh global BPO industry will increase from 36% in 2003 to 45% in 2010.
pool Strong IT background Superior service maturity Strong governmental support Cost competitiveness Indian domestic market growth Positing geographic
OPPORTUNITIES Move up the value chain Unexplored markets Greater share of market
THREATS Emerging low cost nations Rising cost Backlash in US and Europe Technology Indian educational policy
Knowledge Process Outsourcing (KPO) refers to the outsourcing of high-end complex tasks and processes to specialized service providers. These include valuation research, investment research, patent filing, legal and insurance claims processing, etc. KPO provides value to the client through domain expertise rather than process expertise. In comparison to BPO, KPO delivers higher value to the organizations that off shore their domain-based processes, thereby enhancing BPOs traditional cost-quality paradigm. The shift from off shoring of lowend business processes (BPO) to high-end tasks led to a rapid growth in the off shore KPO industry.
Evalueserve predicts that revenues from the KPO market will grow globally from USD 1.29 billion in FY 2003, to USD 17 billion in FY 2010. This implies a CAGR of 44.5%, for the global KPO market. The important growth drivers of this market are: Higher savings at the high-end of the value-chain as compared to the low-end and a scarcity of a highly-trained specialized talent pool in the developed countries. Maturity of processes and the prospect of better margins for knowledge-intensive services in the low-cost destinations.
2.4.2.2 INDIA:
The Indian KPO sector will increase its share in the global KPO sector to 71% by 2010, compared to a 56% share in 2003. The KPO market in India is expected to increase to USD 12 billion by FY 2010, reflecting a CAGR of 49.5%.
In FY 2003, the Indian KPO industry generated approximately USD 0.72 billion of the total revenue, contributing about 0.24% to the Indian services sector. This share is expected to increase to 1.78% of Indian services sector by 2010.
The US alone accounts for nearly 60% of the KPO services off shored to low-cost locations. The UK and Canada account for approximately a 20% share, while the remaining 20% is shared between the rest of Europe and rest of the world.
BPO companies moving up the value-chain Off shore service vendors are gaining significant maturity as well as project management and domain expertise, thereby moving up the value-chain. Availability of all types of services through a single vendor With the entry of many BPO companies into providing KPO services, clients can get the entire range of solutions and services portfolio, which will help ward off competition from services providers in other emerging low-cost destinations.
CHAPTER THREE
INTRODUCTION OF THE COMPANY
3.1 HISTORY:
Azure was founded in 1991 as an IT/CRM training and Software Development company and in the period 1991-2000, it trained more than 60,000 students across various Azure IT Training Institutes. In the year 2000, Azure ventured into the BPO business facilitated by promoters with more than 15 years of outsourcing and service industry experience.
3.4 MILESTONE:
Year/Perio d
1991
Key Events
Started as an IT Training Company; Setup various IT education institutes across the state of Gujarat, India Azure IT institutes
1996-2000 No-1 IT Training company in the State; Trained 60,000 students across 30 2000 2003
Set up a 500 seat Global Contact center to provide Market Research and Financial Services to Fortune 500 companies Added Mortgage Processing and Mortgage Origination Support services; First multi-country, multi-lingual B2B Market Research Project executed successfully Expand MR capabilities to include Survey Programming, Data Processing; Conducted more than 30,000 web and phone interviews Added 2 Fortune 500 companies as key clients with long term contracts; Financial services expansion to UK, Europe and Australia; Expanded multilingual capability to cover 12 international languages ISO 27001 certification; Azure bags financial services contract from one of the top 5 global financial companies ; Bags large IT solutions contracts Launched China office in Guangzhou; Took 49% stake in Citizens Financial Mortgage; Ranked among the top ITES companies by Dun & Bradstreet (D&B); Launches IT solutions company: Success Craft 2008 Azure wins Best Customer Responsiveness Practice award instituted by Avaya Global Connect, adjudged by Ernst & Young and ACNielsen; Setup 100 seat facility in Philadelphia, US
2004 2005
2006 2007
2008
Multi Lingual Over 15 languages are spoken Multi Medium Phone, Web, E-Mail, Print, Fax and Face-to-Face Multi Geography 90 Countries across North America, Europe, Asia, Australia and Africa Multi Process Survey Programming, Data Collection, Processing, Analytics, Presentation Multi Industry IT & Telecom, Healthcare & Pharma, FMCG/Consumer Goods, BFSI, Retail & Manufacturing, Media, Others.
3.8 SERVICES:
Basically, Azure facilitates its clients with four basic services, includes:
o Knowledge Services: Azure is dedicated to supplying superior knowledge services solution to their clients. From Strategy to Solution encompasses Azures approach to developing long term relationships with their customers and understanding the needs of people, the challenges of complex business processes and the opportunities presented by technology. Azure's success is highly leveraged on the capabilities of their team and each member of the team is chosen carefully to be able to assist in delivering results.
BSNL-Customer Care Services: Bharat Sanchar Nigam Limited (BSNL) the largest public sector undertaking and telecom service provider in India (Fixed ,Cellular and Broad Band) having net worth of 14.32 billion $, infrastructure worth 22.74 billion $,network of over 45 million phone lines in 5000 towns, over 20 million cellular connections reverts back to Azure to outsource its Customer Care Services. Azure on its part will use its expertise and state of the art infrastructure and the best in its class CRM tools to atleast meet the BSNL requirements if not surpass them. The BSNL division will work on 24*365 and will be 150 strong offering services in 3 languages, English, Hindi and Gujarati. As Gujarat is an important destination for Business and Tourism, all efforts are being made to see there are alteast 3 CSRS fluent in languages like Marathi, Tamil, and Telugu.
Panasonic Tough books: Panasonic launched its premium product in the laptop vertical in India and the helpdesk number lands at Azure. The job of the Panasonic Team is to handle inbound call queries and also follow-up with information requested by the potential clients.
Financial Services:
Azure is a leading provider of financial services like mortgage processing, loan origination, finance & accounting & collections. Azure has the necessary knowledge on the working of the financial services industry.
Azures clients get the advantage of seamless integration of cutting-edge technology and a highly trained human capital. Azure is committed to delivering all the financial services you need in one place, with the personalized attention you deserve. Azures array of financial services includes:
IT Services:
AZURE is backed by experience in various verticals, domains, technology practices and SDLC methodologies. The focus is on building solutions that enable and empower customer service, work flow automation and marketing processes, by leveraging telecom and internet. AZURE has been providing all round support, consultancy and solutions to the KPO, Telecom, BFSI and Internet industry. It brings to the table in-depth understanding of the respective domains and invaluable years of software development experience. Azure offers IT enabled services for:
Telecom and IP Enterprise Solutions Market Research Financial Services Web/Application Development