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INTRODUCTION

Team dynamics and client relationship The team concept is not an unfamiliar one. We are surrounded by teams from the time we take our first breath until the time we leave this Earth. Doctors, nurses, aides, dieticians, housekeeping, and others all exhibited a collaborative effort to ensure our arrival into the world was a safe and successful journey. Individuals comprising a team contribute intrinsic skills and intuitive knowledge to the whole of the team, each member making up for what the other lacks. The result is a balanced load of all the skills necessary to complete the assigned task with proficiency The ultimate success of the team is strongly influenced by the member's ability to work together in a cohesive state. "Team dynamics" encompasses any and all ways that individual affiliates interact with their counterparts en route to the common goal. The overall characteristics of the assigned task, along with the inert skill of each member may also have an impact on the team's success. However, the focus here is more concerned with the interpersonal relationships within a team and strategies to employ in an effort to avoid conflict or to utilize should conflict arise. Teams are part of the heart of any organization. With a combination of teamwork and cooperation most anything is possible. Businesses have recognized the value of teamwork and as a result work teams have emerged as an industrious way to get projects complete. When a leader assigns a task to a group of people, this opens the door for brainstorming, creativity, and innovation to occur. When teams members get together to collaborate, it results in the development of ideas and solutions.

Client Service In this day of a seemingly advanced business evolution, companies need to work even harder to provide the satisfaction and services that the client demands. One important aspect that many companies neglect is client services. No longer will a companys ability to offer the poor quality assurance success. The companies that both survive and flourish in this grueling business environment are those that 2

dedicate as much time caring for the client as they do for their service. Client service in its simplest definition is the art of satisfying or fulfilling client needs however it goes much deeper than simply satisfying the clients basic desire. Every individual wants to feel important; they want to know that their best interests are at heart when they step into a business. At a functional level putting the client at the heart or core of business allows to establish the vital link between client orientation and profitability. Simply being aware of client needs is not enough to remain competitive. Keeping client satisfied and happy has become more of a challenge in the recent years because fierce expanding competition has given clients more options and as a result, a more critical and demanding market has developed. Employee motivation and training, customer research, management roles, quality services and a constant renewal of information are absolutely imperative for a business. Successes no longer measured in dollars bills a company cannot function to its highest potential without superior client service. Customer service and team work Companies serious about customer service know that all staff (yes, including the cleaners) has to be trained on basic customer service skills like communication and follow up skills. Service breakdowns can occur when employees are not trained or when there is breakdown in communication or follow up. Breakdown in communication can occur between the customer and the staff or between two employees. That is where teamwork comes in. The organization has to think teamwork when it comes to customer service. They have to realize that the customer does not classify individuals in the company based on their business unit, department or position. They see them as one entity. Employees who are not from the customer service department need to know how to refer enquiries to the correct departments and ensure that they are being followed up.

Review Of Literature
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Concept and theory A group may be defined as a collection of two or more people who work together with one another regularly to achieve common goals. In a true group, members are mutually dependent on one another to achieve common goals, and they interact with one another regularly to pursue those goals over a sustained period of time. Groups are good for both organizations and their members, helping to accomplish important tasks and to maintain a high-quality workforce. Groups can also be considered as teams to the extent that they meet the demands of this definition. A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable. A group can become a team by learning how to form a group, learning the effectiveness of team dynamics, and by learning the decision making process.

How Groups Form There are five stages of group development that begin the team building process: Forming, Storming, Norming, Performing, and Adjourning. The group itself will pass through different stages in its life cycle. Further, depending on the stage the group has reached the leader and members can face very different challenges. In the Forming stage of team development, a primary concern is the initial entry of members to the group. During this stage, individuals ask a number of questions as they begin to identify with other group members and with the group itself For example, their concerns may include: What can the group do for me? or What can I contribute to the group? Equally important, members are interested in getting to know each other and discovering 5

what is considered acceptable behavior, in determining the real task of the group and in defining group rules. The Storming stage of group development is a period of high emotionality and tension among the group members. During this stage, hostility and fighting may occur, and the group typically experiences many changes. Cliques may form as individuals compete to impose their ideas for an assignment to the group. Moreover, outside demands, including premature expectations for performance results may create uncomfortable pressures. However, members expectations tend to be clarified, and attention shifts toward obstacles standing in the way of the group goals. Individuals begin to understand one anothers interpersonal styles, and efforts are made to find ways to accomplish group goals while also satisfying individuals needs.

The Norming stage of group development is the point at which the group really begins to come together as a coordinated unit. Holding the group together may become more important to some members than successfully working on the groups projects. Moreover, a premature sense of accomplishment at this point needs to be carefully managed as a stepping stone to the next higher level of group development.

The Performing stage marks the emergence of a mature, organized, and well-functioning group. The group is now able to deal with complex tasks and handle internal disagreements in creative ways. For example, getting projects finished and ready for a deadline by passing around rough drafts and editing each others work in preparing for the final product.

The well-integrated group is able to disband, if required, when its work is accomplished. The Adjourning stage of group development is especially important for the many temporary groups that are increasingly common in the new workplace, including task forces, committees, and project teams.

Intergroup Dynamics The accepted criterion for what goes on within groups such as family or peer groups is that it must be 6

small enough for face-to-face interaction and communication to occur In addition to being small, the group must have a feeling of comradeship, loyalty, and common sense of values among its members. The criterion changes when shifting the focus from small groups to larger inter-group coalitions . What goes on between groups or coalitions of groups within organizations has long been recognized as an important dimension of group dynamics. A recent comprehensive review of the coalition literature suggests that the following characteristics of a coalition should be included: Interactive group of individuals Deliberately constructed by the members for a specific purpose Independent of the formal organizations structure Lacking a formal internal structure Mutual perception of membership Issue-oriented to advance the purpose of the members External forms Concerted member action, act as a group

Relations with customers The relations with customers component of CRM concerns the extent to which firms initiate, develop, maintain, and improve relationships with other firms. Most definitions that can be found in the literature regard relations with customers as representing the keystone of CRM. The concept of relations with customers also relates, according to the literature, to customer loyalty. for example, estimate that firms are oriented towards the benefits that can be reaped from the construction of customer loyalty. In addition, these authors specify that there has been a paradigmatic change so that the relationship with the customer is now seen as the unit of value. Interactive Management Interactive management is a key aspect of CRM functions. It comprises all actions designed to transform the prospective client who enters into contact with the business representatives into an active and effective customer. It is conceptually based on reciprocity, which constitutes one important dimension of 7

CRM and feedback is an important part of the core of interactive management. customer feedback as a key step of the CRM process and define it as the best way for firms to keep in touch with their customers perceptions.

Understanding Customer Expectations This concept stresses the importance of identifying the customers desires and supplying to those customers products and services that meet their expectations describe understanding customer expectations as the strategy adopted by firms to generate more knowledge of customer expectations and needs and to provide customers with the best services in order to win their loyalty. Empowerment Empowerment generally refers to the process a firm adopts to encourage and reward employees who exercise initiative, make valuable creative contributions, and do whatever is possible to help customers solve their problems. Reports that he has yet to encounter a company that has achieved extremely high customer loyalty without fostering similarly high loyalty among employees. Most business representatives prefer to deal with regular customers because they are easy to serve, they understand the firms preoccupations, and make only a few requests

COMPANY PROFIL
CAREERONE SOLUTIONS Career one is in Chennai, India-based software services, consulting and recruitment services organization for Information Technology, Core Engineering and the financial services industries. With over 250 employees and consultants. Career One is privately-held, fast-growing, profitable and services its customers out of Chennai, Bangalore and Hyderabad Management The management of Career One has an accomplished track record in building fulfillment teams for various organizations, besides having successful tenures in sales for large organizations. Multilocational,multicultural exposure coupled with an entrepreneurial zeal to create something of value to us and our customers is the driving force behind Career Ones growth and success in the marketplace. Murugan Director and Operations Head V. Murugan, founder-director of CareerOne brings more than 20 years of experience in sales and marketing. Starting his career with the TATA-group company FORBES, he received BEST SALES PERSONNEL award in the presence of FORBES Chairman. VM, as he is fondly referred, has worked extensively in the Middle-East, European and US regions. He has been instrumental in bagging high value deals for his organizations. His diverse exposure in multiple domains includes IT, construction, Software outsourcing and consulting. He holds an MBA in Marketing. 9

AhoBilam Director and Business Head Aho brings over 18 years of combined Manufacturing, product development, Sales and Fullfillment experience to his leadership role in Career One. A BE and MBA with significant experience in US and India, Aho has led fulfillment in organizations which served clients like Paypal, Google, Nokia, Pearson, S&P, Franklin Templeton, Brocade, to name a few. His passion to create/execute new engagement and process models is at the root of Career Ones thrust and growth as a fulfillment partner to large organizations. Advisors who we have been drawing ideas and inspiration from time- to-time include Raj Velagapudi Narayanan Sudha Babulnath

Vision Career Ones vision is thought leadership in fulfillment. To make this vision a practical, achievable goal to pursue, we have built a robust process model coupled with a philosophy of true partnership. Career One constantly strives to create/execute innovative engagement models, mature/proven processes and resultoriented execution in a spirit of shared risk. We offer tight-SLA / outcome based services in our endeavor to be the thought leader of the fulfillment business. Local Coverage/Global Reach With 3 work locations in India, Career One services markets in India, US, Singapore and the Middle-east. Besides, at short notice, Career One could provide fulfillment services out of locations like Mumbai, Pune and NCR. With planned redundancy around infrastructure, Career One provides fulfillment services on tap, with tight SLAs, stable processes and low uncertainty. Infrastructure 10

Career One has multiple redundancies, high SLA-committed infrastructure at Chennai and Bangalore. Equipped with multiple power backups, multiple data and voice communication lines and backup staff at two locations for business continuity, redundancy is designed in to ensure minimal customer business impact in the event of downtime, both natural and otherwise Business Lines Soon to be incorporated in the US and Singapore, Career Ones service lines focus on resourcing for the following sectors Information Technology Core Engineering/Mfg Financial Services BPO/KPO/RPO

Information Technology Application Development, implementation, maintenance and infrastructure management Product development, Implementation and Sustenance Engineering Sales and other functional roles across organizations

Core Engineering/Mfg. Career One has a strong and thriving Core Engineering practice in which we provide high-end, mission critical engineering, maintenance and inspection engineers to large petroleum refineries and petrochemical plants worldwide. We draw from a wide resource base of captive, contracted and assignment-based professionals with API 510 API 570 and API 653 expertise for refinery turnaround projects with leading Indian PSU refineries and other large organizations in the Middle East and South East Asia.

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We have successfully completed assignments on RTA with organizations like BPCL, CPCL, NRL in India and have provided highly skilled and experienced resources for assignments with PetroFac, Qatar Gas, Qatar Petroleum, ESP Asia, Kuwait Oil Company and Gopec Engineering. Career One has, also, over the years recruited highly experienced and qualified construction, landscaping, surveying professionals for the DAR group, one of the worlds largest construction conglomerates. Refinery Turnaround (RTA) Shutdown Maintenance, Inspection and turnaround LNG-based power stations Operations and Maintenance SRU( sulphur recovery unit) Operations and Maintenance Petrochemicals/ Process plants Operations and Maintenance

Financial Services Banking Online Trading/Securities/Mutual Funds/Investment Management Insurance Data Services

Other Outsourced Services APO Services 12

GL, AP, AR and T&E Services Transfer Agency, Reconciliation services MIS/Data Management, Data Updation services Analytical Services BPO Services Customer Service & Support Outbound telecalling support KPO Services IT Infrastructure Management Facility Management Product Technical Support HR Services RPO Services- Resources recruitment/deployment US India Singapore UK Middle East Fulfillment Services

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The goal and mantra of Career One is Thought leadership in Fulfillment. Accordingly, management and key team members always think, plan and evolve new models and methods to give Career Consulting Services Career one offers long term, stable and high quality technology, engineering, financial and accounting professionals to world leaders across industries. An efficient sourcing process backed by clear expectation setting, solid value proposition communication and consistent HR practices is the key differentiator in this business for Career One. Financial stability, Joint branding , Career Growth path are other aspects which make a successful consulting engagement, resulting in win-win for customer, Career One and the consultant.

Recruitment Services Career One has a strong recruitment services practice wherein we specialize in lateral recruitment for our IT, Core Engineering and Financial Service customers. With a sweet spot of 3-12 years of experience, customers look to Career One for high end technical resources to be sourced, processed and delivered to them on time and within budget. Good understanding of the clients organization and its business space vis-a-visa its competition, end customer engagement specifics, technology work and knowledge of other related aspects help us make a lasting impression on the candidate to ensure the best join the clients organization on schedule and with the right mindset. An efficient sourcing process backed by clear expectation setting, solid value proposition communication and efficient recruitment lifecycle management are the key differentiators for Career One in this business.

XFO (extended Fulfillment Organization) Services XFO (extended Fulfillment Organization) Services is a shared risk, shared goals, engagement model which is based on mutual commitment and enables Career One to deploy the best recruiters to address the fulfillment needs of the customer. A % of the total cost is charged as a retainer and the rest along 14

with business profit are earnable based on accomplishment of mutually agreed fulfillment goals. This is a tunable, scalable and SLA-driven engagement model which gets the best out of the relationship. It is traceable, metrics-driven and can be tied to topline, bottom line or speed goals of the customer.

RPO Services This traditional model provided additional recruitment bandwidth onsite or from a careerone location to the customers recruitment team. The RPO engagement is T&M (Time and material) based with goal based incentives and penalties to facilitate higher throughput. This additional recruitment bandwidth can be customer-managed or managed by a Career One for a fee. IT services Career One has a unique new offering called Outsourced/Incubation IT Services (Installation, Implementation and Maintenance) where we provide IT personnel (Sys Admin, Network Admin (Voice and Data) , Data base Admin) on T&M, SLA-based and outcome based models to small and medium customers. These resources help Small and medium customers to keep costs low and focus on their core business without worrying about attrition risk and yet get best-of-breed IT support, which is so crucial to their business success. HR Services This new offering from Career One complements our other services to make us a full-fledged HR partner. Services offered under this umbrella include Payroll Services Performance Management System Consulting Statutory Compliance Consulting ( PF. ESI and other legal /staff welfare compliances) Quantility 15

Quantility is the concept of doing quantity without compromising on quality. This is done by tremendous attention to details of success factors, execution and developing a process which duplicates these success factors at multiple locations, situations and with multiple resources across the organization. Quantility creates scale, brings costs down, crashes time to fulfillment and deployment and brings a level of recruitment efficiency which addresses both topline and bottom line goals of an organization. If this thought process is executed systematically across the company, it helps in revenue maximization, fixed cost reduction and facilitates a contribution margin approach which fuels growth and increases competitiveness.

Delivery Model

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Once the person gets selected and is ready for deployment, a milestone-based tracking system which looks for signals and creates action points is in place to evaluate candidate behavior and congruence to our deployment process. Candidates are asked to perform specific tasks at defined points to check for interest, alignment and probability of joining. If any of the milestones is missed, a trigger to build a back-up goes off, so that there is one viable candidate at the immediate next stage for further process. This delivery model is proven and is behavior-based.

Career One has created a high percentage process to determine delivery which increases predictability and aids in planning and execution of large project staffing. Other Labs from Career one: 17

Career Platinum Career Platinum is Indias first ever career-enablement portal. It brings together a consulting service organization, a career portal and a social networking site with a unique DNA to help people compete for jobs at the next level. With a rich tool kit which has functionality like Skill Maps, Prep Tips, Lessons, Tests and Code Shelve( code snippet sharing) , Career Platinum seeks to be the portal of choice for people looking for career moves or just inputs to make themselves more valuable from a career market perspective. Unique Features Career Platinum has several unique features which make it stand apart from all conventional portals. It is WAP enabled and has an intelligent, user-driven profile setting which avoids spam calls and spam emails. Support for various engagement models, availability for assignment, self-certification to accelerate BGV process and role-based candidate definition are some of the other aspects which make Career Platinum the portal of choice for people in the 3 years- 12 years experience range. Techcater Inc.: TechCater is a silicon valley based software solutions and service provider for end customers and ISVs. Flexibility and Innovation in engagement, Clear technology thought leadership and an execution focus to translate a technology vision into a meaningful and lasting business benefit are our key differentiators. TechCater has a subsidiary in India which supports the US business with a range of custom solutions, product / framework-base solutions and development hosting services. Our development centers in Chennai, Bangalore and Hyderabad support small team based development initiatives of 50-100 people which can be incubated and scaled to eventual sizes of 200 or more. 18

TechCaters Worldview: TechCaters worldview is centered around building a 'Body of Knowledge' (BoK) in practically everything we do - to build frameworks so that each new situation is not solved from scratch. Customers, that way, get the benefit of experience to bear on their business problem, rather than work with a vendor who is learning with them. From Start-Up services to testing to financial reporting, TechCater assimilates experience to be put to use constantly for the benefit of the customer. It helps us get things right straightaway, reduces the solution cycle, control costs and provide the customer the reassurance of a steady hand at the wheel.

Products Products from Techcater typically target the most compelling and vexatious business problems faced by corporate leaders worldwide, in companies big to small and those in between. Our focus on big ticket problems gives us high mindshare and unique positioning in the minds of our customers. Rather than look for silver bullets, Techcater targets core business processes with tools, technology and integrating ideas to uniquely conceptualize a solution which takes the problem head on, but gives results in an assimilatory manner. Our product / solutions target areas, typically elusive to direct solutions. Some examples are Support staff productivity improvement with Jupiter Revenue Protection with Ray guard Sales maximization with Maxify

Services: Technology Services Product Developement Hosting Testing Services Manual / Functional 19

Automation / Performance WhiteBox Platform Integration Start-Up services Overview TotalBOT Teamhire InfraBOT Incubation Services White-labled services Resource BOT Technology Consulting Overview Internet technologies ERP / CRM Mobile BI / Datawarehousing Testing Automation RIM Overview Sys Admin Database Admin AppServer Admin VOIP Admin Network Admin Helpdesk Financial Reporting Services

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Clients:

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INDUSTRY PROFILE The recruitment industry is based on the goal of providing a candidate to a client for a price. On one end of the spectrum there are agencies that are paid only if they deliver a candidate that successfully 22

stays with the client beyond the agreed probationary period. On the other end of the spectrum there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate, and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with the organization beyond the probationary period. Today's (March 2011) recruitment industry is fairly competitive, therefore agencies have sought out ways to differentiate themselves and add value by focusing on some area of the recruitment life cycle. Here are five types of typical agencies.

Traditional agency Also known as employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment consultants then work to match their pool of candidates to their clients' open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a contract or direct basis. Compensation to agencies take several forms, the most popular are: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% based and calculated on the candidates first-year base salary (though fees as low as 12.5% can be found online, and which usually has some form of guarantee (3090 days standard), should the candidate fail to perform and is terminated within a set period of time (refundable fully or prorated). An advance payment that serves as a retainer, also paid by the company, non-refundable paid in full depending on outcome and success (e.g. 40% up front, 30% in 90 days and the remainder once a search is completed). This form of compensation is generally reserved for high level executive search/headhunters Hourly Compensation for temporary workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for services as a third party. Many contracts allow a consultant to transition to a full-time status upon completion of a certain number of hours with or without a conversion fee.

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Headhunters A "headhunter" is an industry term for a third-party recruiter who seeks out candidates often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than inhouse recruiters or may have pre-existing industry experience and contacts. They may use advanced sales techniques such as initially posing as clients to gather employee contacts as well as visiting candidate offices. They may also purchase expensive lists of names and job titles but more often will generate their own lists. They may arrange a meeting or a formal interview between their client and the candidate and will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will attract both candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists and cold call prospective recruits. Headhunters are increasingly using social media to find and research candidates. This approach is often called social recruiting.

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Niche recruiters Specialized recruiters exist to seek staff with a very narrow specialty. Because of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networking for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates from that specific demographic over time building large proprietary databases. These niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers.

The alternatives to agencies Lower recruitment budgets and frustration with sub-standard agency practices are encouraging companies to develop new approaches to the challenge of finding and retaining talented staff. A popular alternative to using recruitment agencies is putting in place an employee referral program. This is a system where existing employees recommend people for vacancies and if the recommendation results in a successful hire, the employee receives a cash bonus. The growing popularity of social media as a way to communicate with staff has seen a handful of companies use custom, in-house platforms to facilitate employee referrals. In-house recruitment Under pressure to reduce costs, both large- and medium-sized employers tend to undertake their own inhouse recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. Some large employers choose to outsource all or some of their recruitment process (recruitment process outsourcing) however a much more common approach is for employers to

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introduce referral schemes where employees are encouraged to source new staff from within their own network.

Passive candidate research firms and sourcing firms These firms are the new hybrid firms in the recruitment world able to combine the research aspects (discovering passive candidates) of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support companies' recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by candidate lead. Many times this uncovers names that cannot be found with other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting. Recruiting Companies Adecco Association of Executive Search Consultants AIMS International Egon Zehnder International Gary Kaplan & Associates Kelly Services Arithon Korn/Ferry Michael Page International Nels Olson Nonprofit Professionals Advisory Group R. William Funk & Associates Raines International Randstad Holding Rosenzweig & Company Talent Zoo 26

The Amrop Hever Group Transearch International Treeline, Inc.

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Research methodology

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OBJECTIVES OF THE STUDY To determine the attitudes of teams with regard to client service. To determine what aspects of client service are effective and ineffective. To determine what clients expect with regards to requirement of client service. To determine the coordination between the members of the team To know the physical and mental attitudes of the team members To study the employee satisfaction level in the working condition

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STATEMENT OF THE PROBLEM Customer relation plays a vital role in an organization. Here in our analysis, the problem found in this consultancy is their time management. clients place an order to fill a vacancy within a time period and sometimes the consultancy couldnt able to meet their need due to unavailability of right person and in case if they get resumes for the designations the concerned persons will not be available at the time scheduled for the interview, where the consultancy fails to complete their task at the given time and they have to face the consequences from the client for candidates not turning up for the interview If they dont have good relation among team members in the team, if they have many conflicts among themselves they cannot maintain good relation with their customers which will affect their business progress and they will fail to achieve the target.

NEED OF THE STUDY This study on Team Dynamics and customer relationship will help to know about, How the Careerone identifies the clients touch points. How they retains the existing clients, how they identify new clients and industry How they create clients loyalty. The importance of Team Dynamics for IT Recruitment Industry. How clients feel about staffing service in Careerone Solutions, T.Nagar branch, Chennai. How the development and training of team is affecting client attitudes. SCOPE OF THE STUDY This study focuses on team dynamics and client relationship which helps to know the merits and demerits of the company. This study helps to make improvement where the team is lacking which results in business growth.

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Relationship with the clients will be revealed by this project which is the most important criteria on which the business could depend on. This study helps in creating clients loyalty and their touch points. It also helps to know the clients satisfaction and helps to retain them with the business. The study also deals in details about the present status if the satisfactory level of the employees on their job and facilities provided by the company. This information may be the researchers and the scholars who undertake such studies in future

METHODS/ TOOLS/TECHNIQUES The methodology used for the study includes Observation, direct interview with concerned managers, meeting team leaders and data using questionnaires, websites, and magazine. To be precise, the method includes the use of Primary and Secondary data. Research design A research design is a arrangement of the condition for collecting and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure Types of data The task of data collection begins after a research problem has been defined and research design is chalked out. While deciding about of data collection to be used for the study, the researcher should keep in mind the two types of data: primary and secondary data. The researches should design the sort of data he/she would be using for the study. Primary data Primary data are those which are collected for the first time and thus happen to be original. Questionnaire method is used for collecting the data. Questionnaire This method of data collection is quite popular particularly in case of big enquiries. In this method questionnaire is sent ot the person concern with a request to answer the question and return the 31

questionnaire. A questionnaire consists of number of questions printed or typed in the definite form. The questionnaire is given to respondents who are expected to read and understand the questions and write down the reply in the space meant for the purpose in the questionnaire itself. The respondents have to answer the questions of their own Quite often is considered as the heart of a survey operation hence it should be constructed very carefully. If it is not properly set up, then the survey is bound to fail Secondary data Secondary data are those which have already been collected by some else which has been already passed through the statistical process. The companys website and the past project are used as the secondary data in the study. Stratified random sampling method was adopted in the data collection for the project. Throughout the carrerone India pvt ltd solution where employees were interviewed. Sample size of the project The researcher had selected 50 samples for the study. Analytical tools used for the analysis. The researcher classified the data into primary data and secondary data, questionnaire is used for the collection of primary data, investigator has to analyze by using the following tools. Simple percentage analysis Percentage refers to a specified paid of ratio. Percentages are used in making comparison either two or more series of percentage used to describe the relationship.

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LIMITATIONS OF THE STUDY Limitations are the boundaries wherein the researcher has to work to make the research successful. A researcher should know his/her boundaries. The limitations for the study are The respondents personal likes and dislikes are the main hindrances for the study. The opinion collected from one research concluded cannot be taken as the opinion of the whole Company wouldnt be ready to reveal all their confidential matters to an intern and hence indepth study could not be done Duration of the study was limited

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Data Analysis & Interpretation


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Table 1.1 1. Age distribution of the respondents:

s.no

Age group

No of respondents

Percentage (%)

Below 25

17

34%

25-35

28

56%

36-45

10%

Above 45

Total

50

100%

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Figure 1.1

Interpretation: The above table shows that 34% of the employees belong to below 25 age group 56% of them belong to 26-35 age group 10% of the employees belongs to 36-45 age group We could see there is no employee s above the age 45

2. Literacy level of the respondent is shown in the table 1.2 TABLE 1.2

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s.no

Educational qualification

No of respondents

Percentage (%)

Illiteracy

School level

Under graduate

18

36%

Post graduate

32

64%

Total

50

100%

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A diagrammatic representation of the literacy level of the respondents is shown in figure 4.2 FIGURE 4.2

Interpretation: The above table shows that the 36% of the employees educated at under graduate level 64% of the employees educated at post graduate level

3. Work experience of the respondent:

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s.no 1 2 3

Years of service Below 2 years 2-4 years 4-6 years Total

No of respondents 14 28 8 50

Percentage (%) 28% 56% 16% 100%

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Interpretation: The above table shows that 28% of employees have experience of 2 years in this organization. 56% of the employees have experience of 2-4 years in the organization. 16% of the employees have experience of 4-6 years in the present organization.

4. About the ambience of the work place: This analysis is done to know whether the employees are satisfied with their ambience of their work place. Because ambience is also one of the reason to get work done in good manner. If the work environment is good employee feel fresh and confident to do their work efficiently

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s.no

Variance

No of respondents

Percentage (%)

Satisfied

42

84%

Not satisfied

16%

Total

50

100

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Interpretation 84% people says that they are satisfied with the ambience of the workspace 16% people feel that there could be some change in their workspace

5. Clarity with the work assigned: This analysis is done to find out whether the employees are clear and have clarity to do their work. This avoids many mistakes in doing their work. Clarity in their work will give them the clear knowledge about the work which helps them to do their work with perfection.

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s.no 1 2 3 4

Variables Not always Sometimes Mostly Always

No of respondents 7 11 23 9

Percentage (%) 14% 22% 46% 18%

Total

50

100%

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Interpretation 14% of the employees are not always having clarity in doing their work 21% of the employees sometimes may have or may not have clarity in their work 47% of the employees mostly have clarity in their work doing 18% of the employees have clarity and confident in doing their work

6. Completion of the task in the given time: This analysis shows whether the employees are able to complete the work assigned to them at the given time. This analysis helps us to know how far the task is completed at the time and also sometimes the reason for non-completion of the work at the time. If the work is done at the correct time the goodwill of the firm will be increased.

s.no 1 2 3 4 5

variables Not always Sometimes Mostly Many a times Always

No of respondents 3 0 10 19 18

Percentage (%) 6% 0% 20% 38% 36%

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Total

50

100

COMPLETION OF THE TASK AT THE GIVEN TIME

Interpretation: 38% of the employees say that many a times they could able to complete their work 36% of the employees are always able to complete their task at the given time 20% of the employees feel that most of the times they could able to complete their work 6% of the employees say that they are not always able not complete the work assigned. 7. Re-work of the same assignment: Re-work analysis shows how often they redo their job and what causes them to redo the work. It helps us to find out the solution for this problem and also to rectify them. Which helps in time saving and also increases reputation among the clients 45

s.no 1

Variables Task not defined clearly

No of respondents 17

Percentage% 34%

Absence of candidates to the interview

20

40%

Client error

16%

Any other

10%

Total

50

100%

Interpretation From the above analysis we interpret that: 34% of the work is redone because the employees are not clear about the task assigned to them 46

40% of the work is redone because of the selected candidates not turning up to the interview at the given time 16% of the work is redone because of the clients error 10% of the work is done by other reason

8. Ability to express their suggestions/opinions: By doing this analysis we come to know about the employees relationship in their workspace. This analysis also shows the extent to which the employees share their view about their work and also the extent to which it is accepted.

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Top management

Dept. head

Peer group

variables s.no respondents 1 Very difficult 2 Rather difficult 3 Neither difficult nor easy 4 Rather easy 5 Very easy Total 50 100 50 100 50 100 _ _ 25 50% 45 90% 5 10% 15 30% 5 10% 5 10% 10 20% _ _ 10 20% _ _ _ _ 30 percentage 60% respondents _ percentage _ respondents _ Percentage _

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PERCENTAGE TO WHICH EMPLOYEES ARE ABLE TO EXPRESS THEIR OPINIONS

Interpretation Top management 60% of the employees feel very difficult to suggest their opinion to their top management 20% of the employees feel it is rather difficult to express their opinion to top management 10% of the employees feel either difficult or easy to express their views 10% feel it is rather easy to express their suggestions and opinions Department head 20% feel either difficult or easy to express their opinion 30% feel it is rather easy to express their suggestion 50% feel very easy to express their view Peer group 10%feel very easy to suggest their opinion to their peer group 90%, most of the employees feel very easy to suggest their opinion among their peer group 49

9. The degree of employees opinion and suggestion are taken into account: By doing this analysis we come to know about the employees relationship in their workspace. This analysis also shows the extent to which the employees share their view about their work and also the e extent to which it is accepted.

50

THE DEGREE OF EMPLOYEES OPINIONS AND SUGGESTIONS ARE TAKEN INTO ACCCOUNT

Top management

Dept. head

Peer group

s.no

variables respondents percentage respondents Percentage Respondents Percentag e

Not at all

Just a little

14%

Moderatel y

10

20%

10

20%

4 5

Quite a lot

18% 48%

15 25

30% 50%

5 45

10% 90%

Very much 24

Total

50

100

50 51

100

50

100

Interpretation:

In case of top management: 14% of the employees feel that their suggestions and opinions are considered just a little 20% of the employees feel that their suggestions and opinions are taken into account moderately 18% of them say their suggestions and opinions are considered quite a lot 48 % of the employees say that the suggestions and opinions given by them are considered very much by the top management.

In case of department head: 20% of the employees in the concern feel that their views are responded by the department head moderately 30% of the employees feel that their views are considered quite a lot by their superiors 52

50% of them say that their views are responded very much by their superiors and department head.

In case of peer group: 10% of the respondents feel that their opinions and suggestions are accepted quite a lot by their coworkers Rests 90% of the employees feel that their views and opinions are very seriously taken into account by their peer groups.

10. Opinion over the customers: This analysis shows the employees opinion over their clients. The importance they give to their clients can be known.

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s.no 1 2

variance Diamond King

No of respondents

Percentage (%)

50

100%

3 4

Golden goose Only a person Total 50 100%

Interpretation: The above analysis shows that all the employees in the firm feels their clients as the king

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11. Relationship with the client: Relationship with the client should be very good only then the clients will be sticked with the business. This analysis will help to know the relationship with the customers; good relations with the customers will help to know the perfection in the work by getting frequent feedback for the work done and also helps in business growth.

s.no

Variables

No of respondents

Percentage (%)

Good

19

38%

Better

12

24%

Best

19

38%

Total

50

100

55

Interpretation: 38% of the team members feel that they their relationship with the clients are best 38% of the team members say that they have good relation with the clients 24% of the employees in the firm feel that their relations with the clients are better.

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12. Clarity about their roles on the team: The team members should be clear about their roles in the team only then they will able to do their work as prescribed perfectly. Everyone should be aware about each of their roles which will give clarity about their work they have to do which results in perfection in their work.

s.no

Variance

No of respondents

Percentage (%)

Yes

46

92%

No

8%

Total

50

100

57

Interpretation: 84% of the employees say that they have clarity about their roles in the team 16% of the employees say they need some more clarity about their roles in the team.

13. Feedback on the performance from the clients: Feedback from the clients about the work done will help us to know the perfection of the job done and also helps in improving the performance to the higher standard. Frequent feedback from the clients will positively help the company to perform well. Feedback may be positive or negative both should be accepted and should be worked on.

s.no

Variables

No of respondents

Percentage (%)

58

1 2 3 4

Rarely Occasionally Quite often Frequently Total

_ 6 21 23 50

_ 12% 42% 46% 100

Interpretation: from the above analysis we could find 46% of the employees getting feedback for their work done frequently 42% of the employees quite often getting feedback on their performance

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9% of the work done are given feedback occasionally.

14. Clients expectations from the employees: This analysis shows what all clients expect from the employees about their client services. How the employees satisfy their client by their services.

s.no

Clients expectations

No of respondents

Percentage (%)

Time limits

18

36%

perfection

18

36%

Within budget

14

28%

Total

50

100%

60

Interpretation: 36% of the employees says that clients expect the work to be done at the time as their client service 36% of the employees say that client expect perfection in the work done 28% of the employees says that the clients expect the work to be done within the budget given than the time limits and the perfection of the job

15. Satisfactory level of client for the work done: This data analysis shows us how far the clients are satisfied for the work done by the employees. It helps to improve the perfection in the work which in result increases the satisfaction of the client and that will increases the reputation of the business.

s.no

variables

No of respondents

Percentage (%)

61

Very satisfied

21

42%

Rather satisfied

27

54%

Neither dissatisfied nor satisfied

4%

Dissatisfied

Total

50

100%

Interpretation 54% of the employees in the firm say that the clients are rather satisfied with the work done by them 42% of the employees feel that the clients are highly satisfied with the work done 4% of the employees feel that the work done is rather neither dissatisfied nor satisfied 62

16. How frequent they contact their clients: Every business should contact their customers frequently. The contact between the customers and the clients will improve the business. Contact with the customers will help to have feedback about the work done and which helps to improve the business strategy. Customers are the king of the business hence the contact with the customers should be very frequent and adequate

s. no 1

variables

No of respondents

Percentage (%)

Daily

18%

3-4 times a week

12

24%

1-2 times a week

21

42%

Rarely

16%

Never

0%

Total

50

100

63

Interpretation 42% of employees contact their clients within in 1-2 times in a week. It will make a good relationship between the clients 24% of employees will contact their clients 3-4times in a week. 16% of employees contact their clients rarely in their work 18% of employees contact their client frequently and regularly to have a good relationship with the clients.

QUESTIONNAIRE

Dear Sir/Madam, I am interested in doing research on employees of Career One Solution India Private Limited. I enclose here with a questionnaire, please fill in the questionnaire completely without leaving any item. I assure you that the informations thus collected will be kept confidentially and will be used only for research purposes. Personal particulars 64

1. Name : 2. Age : a) Below 25 b) 25-35years c) 36-45years d) Above 45years

3. 4.

Sex

: a) Male

b) Female

Education qualification a) Illiterate b) school level c) Under Graduate d) Post Graduate

1.

Monthly income a) Below Rs.10000 c) Rs.20001Rs.30000 b) Rs.10001Rs20000 d) Above Rs.300000

6. Number of years of Services a) Below 2 years b) 2-4 years c) 4-6 years d) Above 6 years

7. Are you happy /comfortable with the ambience of your work-place? a) Yes b) No

8. Do you have clarity with respect to the work assigned to you? a) Not Always d) Many a Times b) Sometimes e) Always c) Mostly

9. Are u able to complete the task given to u at the given time? a) Not Always b) Sometimes c) Mostly 65

d) Many a Times

e) Always

10. Do you have to re-work on the same assignment due to? a) Task not defined clearly b) Absence of candidates to the interview c) Client error d) Any Other (Please specify) 11. Are you able to express your opinions / suggestions candidly to :

12.To what degree are employees opinions and suggestions seriously taken into account by

13.Kindly express your opinion on the following statements 66

14. What you think about a customer? a) Diamond b) A King c) A golden goose d) only a person

15. What kind of relation do you have with the client? a) Good b) Better c) Worst

16. How often during the week do you have contact with your client? a) Daily b) 3-4 times a week c) 1-2 times a week d) Rarely e) Never

17. I am clear about the roles on the team in meeting our client objectives. a) Yes b) No

18. What clients expect with regards to requirement of client service a) Time limits b) perfection c) within budget

19. I get adequate and timely feedback on our performance from the client a) Rarely b) occasionally c) quite often 67 d) frequently

20. How satisfied are the clients with the work done? a) Very satisfied c) Rather did not dissatisfy nor satisfied b) rather satisfied d) not satisfied

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