REPORT 2013

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Chapter-1
INTRODUCTION

1.1 Introduction of BPOs in India

The main advantage of BPO is the way in which it helps increase a companys flexibility.
However, several sources have different ways in which they perceive organizational flexibility.
In early 2000s BPO was all about cost efficiency, which allowed a certain level of flexibility at
the time. Due to technological advances and changes in the industry (specifically the move to
more service-based rather than product-based contracts), companies who choose to outsource
their back-office increasingly look for time flexibility and direct quality control. Business
process outsourcing enhances the flexibility of an organization in different ways:

Most services provided by BPO vendors are offered on a fee-for-service basis, using business
models such as Remote In-Sourcing or similar software development and outsourcing models.
This can help a company to become more flexible by transforming fixed into variable costs. A
variable cost structure helps a company responding to changes in required capacity and does not
require a company to invest in assets, thereby making the company more flexible. Outsourcing
may provide a firm with increased flexibility in its resource management and may reduce
response times to major environmental changes.

Another way in which BPO contributes to a companys flexibility is that a company is able to
focus on its core competencies, without being burdened by the demands of bureaucratic
restraints. Key employees are herewith released from performing non-core or administrative
processes and can invest more time and energy in building the firms core businesses. The key
lies in knowing which of the main value drivers to focus on customer intimacy, product
leadership, or operational excellence. Focusing more on one of these drivers may help a
company create a competitive edge

A third way in which BPO increases organizational flexibility is by increasing the speed of
business processes. Supply chain management with the effective use of supply chain partners and
business process outsourcing increases the speed of several business processes, such as the
throughput in the case of a manufacturing company.

Finally, flexibility is seen as a stage in the organizational life cycle: A company can maintain
growth goals while avoiding standard business bottlenecks. BPO therefore allows firms to retain
their entrepreneurial speed and agility, which they would otherwise sacrifice in order to become
efficient as they expanded. It avoids a premature internal transition from its informal
entrepreneurial phase to a more bureaucratic mode of operation.

A company may be able to grow at a faster pace as it will be less constrained by large capital
expenditures for people or equipment that may take years to amortize, may become outdated or
turn out to be a poor match for the company over time.

Although the above-mentioned arguments favor the view that BPO increases the flexibility of
organizations, management needs to be careful with the implementation of it as there are issues,
which work against these advantages. Among problems, which arise in practice are: A failure to
meet service levels, unclear contractual issues, changing requirements and unforeseen charges,
and a dependence on the BPO which reduces flexibility. Consequently, these challenges need to
be considered before a company decides to engage in business process outsourcing.

A further issue is that in many cases there is little that differentiates the BPO providers other than
size. They often provide similar services, have similar geographic footprints, leverage similar
technology stacks, and have similar Quality Improvement approaches.

FY2012 is a landmark year while the Indian IT-BPO industry weathered uncertainties in the
global business environment, this is also the year when the industry is set to reach a significant
milestone aggregate revenue for FY2012 is expected to cross USD 100 billion. Aggregate IT
software and services revenue (excluding hardware) is estimated at USD 88 billion. Within the
global sourcing industry, India was able to increase its market share from 51 per cent in 2009,
to58 per cent in 2011, highlighting Indias continued competitiveness and the effectiveness
of India-based providers delivering transformational benefits. As per NASSCOM, in the BPO
segment, revenue of Philippines is increasing but India continues to be the leader with revenue of
USD 15.9 billion (estimated) in 2011-12 as compared to USD 14.2 billion in 2010-11. The
Association of Southeast Asian Nation (ASEAN) countries, along with the People's Republic of
China and Indiaknown collectively as ACI countriesare likely to see services like BPO
figure strongly in their economies over the medium term. Services trade among ACI countries
has been growing at a very rapid rate over recent years, despite starting from a relatively low
baseline. Although data are scarce and must be interpreted with caution, an analysis of applied
services sector policies in the region suggests there is much policy makers can do to intensify
this process, and increase the pace at which the transformation to a service economy is taking
place. As of 2012, around 2.8 million people work in outsourcing sector. Annual revenues are
around $11 billion, around 1% of GDP. Around 2.5 million people graduate in India every year.
Wages are rising by 10-15 percent as a result of skill shortage.

1.1.1 History
Airlines

In the early 1980s several European airlines started using Delhi as a base for back office
operations, British Airways being one among them. The BA captive was finally spun off as a
separate organization called WNS Global Services in 2002.
Amex

In the second half of the 1980s, American Express consolidated its JAPAC (Japan and Asia
Pacific) back office operations into New Delhi and NCR region. This center was headed by
Raman Roy, and has been a source of several leading names in the Indian BPO Industry.
General Electric

In the 1990s Jack Welch was influenced by K.P. Singh, (a Delhi based realtor) to look at
Gurgaon in the NCR region as a base for back office operations. Pramod Bhasin, the India head
of G.E. hired Raman Roy and several of his management from American Express to start this
enterprise called GECIS (GE Capital International Services). Raman for the first time tried out
voice operations out of India, the India operations also was the Beta site for GE Six sigma
enterprise. The results made GE ramp up their Indian presence and look at other locations.
In2004 GECIS was spun off as a separate legal entity by GE, called Genpact. GE has retained a
40% stake and sold a 60% stake for $500 million to two equity companies, Oak Hill
CapitalPartners and General Atlantic Partners.

Third party BPOs

Until G.E most of the work was being done by "captives"- a term used for in house work being
done for the parent organisation. In 2000 Raman Roy and some team members from GECIS quit,
and with VC funding from Chrysalis Capital started Spectramind. At the same time an
organisation called Efunds started in Mumbai and Gurgaon, and Daksh in Gurgaon. However,
recently most of the Indian BPO's even smaller and mid-sized ones are actually setting-up their
onshore presence. Most of the serious players are actually improving the outsourced business
processes by leveraging on years of experience and now some of them are directly competing
with their own older clientbase by marking this transition to KPO's.
Entry of IT majors

In 2002 Spectramind was bought by software major Wipro, and BPO by then had become
mainstream like the IT Industry in India. The team that had set up Spectramind went on to start
Quatrro in 2006, a BPO specialising in high end BPO/KPO services. By 2002 all major Indian
software organizations were into BPO, including Infosys (Progeon), Inforlinx, HCL, Satyam
(Nipuna) and Patni. By 2003 Daksh was bought out by IBM, and later in 2006 MphasiS was
acquired by EDS. Even international 3rd party BPO players like Convergys and Sitel had set up
shop in India, swelling the BPO movement to India. Then service arms of organizations like
Accenture, IBM, Hewlett Packard, Dell also set up shop in India.

Emergence of Rural BPOs

Booming India Inc has led to skyrocketing real estate and infrastructure costs in Tier-1 cities.
BPO industry has thrived all these years because of its ability to deliver services at a low cost.
Increasing infrastructure costs, real estate costs, and salaries have raised BPO costs significantly
and as a result Indian BPOs in Tier-1 cities are looking at Tier-2 and Tier-3 cities for operation.
Few entrepreneurs who had a vision of bringing the rural India into the mainstream of knowledge
economy have found an opportunity here - setting Rural BPOs. The transformation of rural India
started with the emergence of these Rural BPOs.
Future of outsourcing services to India

Analysts believe that India remains a vital destination for outsourcing and expect its annual GDP
to grow at 8-10% for the next decade. In addition, outsourcing efforts to India are held up as an
effective remedy for concerns about both Chinese government policy and labor force issues, such
as increasing costs and shortages.

1.1.2 Criticisms
The BPO industry in India faces two key criticisms.
The first criticism concerns the damaging psychological effects on Indian call-center employees
who are expected to ape the Western employees they have replaced in terms of accents, slang and
even names.

The second criticism focuses on the wider ramifications of the industry's political influence. It has
been claimed that this influence, which far exceeds the industry's economic contribution, has
allowed the industry to secure the support and resources of the Indian state ahead of other sectors
of the national economy where the developmental returns would be far greater.

1.1.3 S i z e of Industry

The BPO industry in India has becoming a growth engine for the economy, contributing
substantially to increases in the GDP and urban employment to achieve the vision of a young and
resilient India (Nasscom 2010). The BPO industry has achieved staggering growth in the last 10
years added 5 million jobs and USD 15 billion in revenues. 2008 was a year of transformation
for the Indian IT BPO sector as it began to re-engineer challenges posed by macro-economic
environment, with the worldwide spending aggregate estimated to reach nearly USD 1.6 trillion, a
growth of 5.6 per cent over the previous year. (Nasscom 2010)
The beginnings of trend in the business process outsourcing in Europe was signaled by the
contract between BP Exploration and Andersen Consulting in 1991.by 1993, input identified an
excising market of $ 150 million (Rothery, B& Robertson, I, 1995). In addition, the cult of core
competency was reinforced by another significant management theory in the 1990s, with that
trend, organizations studied in detail way of their business process to find ever more efficient ways
of carrying them out. Armed with this knowledge of process and frustrated by the difficulty of
generating real performance gains, many executives followed reengineering to one of its logical
conclusions: outsourcing processes to external providers that could perform them more efficiently
(Cohen, L, al et, 2006).

The Indian BPO industry could grow nearly five-fold to reach US$50 billion in size by 2012

According To The survey conducted by PricewaterhouseCoopers in Global Market OF BPOs

Industry

Percentage (%)

Information Technology

43

Financial Services

17

Communication (Telecom)

16

Consumer Goods/ Services

15

Manufacturing

Table 1: Global BPO Market by Industry

Year

Size (US$
Bn)

Growth Rate (%)

2003

2.8

59

2004

3.9

45.3

2005

5.7

44.4

Table 2: Size and Growth of BPO in India

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Country

Cost
(USD/yr)

United States

19,000

Australia

17,000

India

<7,500
Table 3: Call Center Employee cost

Currently the Indian BPO Industry employs over 245,100 people and another 94,500 jobs are
expected to be added during next few Years.

1.2

Introduction of the study

With the initial rosy days of BPO having elapsed, the need for providing a refreshing
environment has become all-important. This calls on greater responsibility from the human
resource department. Previously concerned with recruitments and payroll, the scope of their
duties have widened with the spurt in the knowledge industry. The manpower is faced with lots
of difficulties. The jobs in call centers are monotonous. In non-voice BPOs, work is stressful
and it comes in spikes. Presenting a good behavior before the irate customers and fighting the
monotonous job makes it less attractive. It is up to the HR department to ensure that a healthy
working culture with provisions for relaxation is prevalent in the organization. A relaxed
atmosphere reduces the work related stress to a great extent Team de briefings are a must to

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understand the stress factors that make the work frustrating. The general atmosphere and
company policies need to be redrafted at frequent intervals in response to their needs. Stress
management is given immense importance in BPO. Keeping pace with the changing technology
and demands of the customers makes it strenuous. The employees look on to the HR to forecast
the changes in technology and needs of the people to reduce overload of work and assists the
people in better utilization of time. Many join BPOs fresh out of college for making quick
money. But once inside the industry, the intense work and odd working hours impair the
delightful picture of the BPO forcing them to quit. During recruitment the HR is to acquaint
them to the actual scenario existing in the industry. Identification of potential skills is by no
means easy. The attrition rates in BPO are on the high. In India, the average attrition rate is said
to be around 30-35%. It is said that a company loses around Rs.60000 if an employee quits after
training. Attrition is an expensive affair for the company. Inability to cope with the long timings,
monotonous work, improper training techniques. Minimal chances for growth, stress, etc. can be
said to be reasons for increase employee turnover To reduce attrition rates, the human resource
manager is to identify the reasons for attrition and then take steps to overcome them to prevent
further employee turnover. In India, many womenfolk are forced to quit the jobs mainly because
of the untimely hours of this industry. Providing flexible timing option can minimize the chances
for resignation. Lack of proper growth can be stated as another reason for attrition. The
organizational hierarchy and the performance appraisal systems followed must be well drafted
and properly informed to negate confusion. Unreasonable performance targets, another major
cause of worry in BPO, must be rectified taking into account the nature of work. Identifying the
people with key potentials that can be upgraded by introducing effective technology, backed by
training to boost the skills in an environment that is employee friendly, paving the path for

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individuals and organizations growth is the task of the human resource department Innovative
and motivated people alone can trigger success to an organization.

1.3 Theoretical Concepts

HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the management of an organization's workforce, or

human resources. It is responsible for the attraction, selection, training, assessment, and
rewarding of employees, while also overseeing organizational leadership and culture, and
ensuring compliance with employment and labor laws. In circumstances where employees desire
and are legally authorized to hold a collective bargaining agreement, HR will also serve as the
company's primary liaison with the employees' representatives (usually a labor union).
HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce. The function was initially dominated by transactional work such as payroll and
benefits administration, but due to globalization, company consolidation, technological
advancement, and further research, HR now focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor relations, and
diversity and inclusion.
In startup companies, HR's duties may be performed by a handful of trained professionals or
even by non-HR personnel. In larger companies, an entire functional group is typically dedicated
to the discipline, with staff specializing in various HR tasks and functional leadership engaging
in strategic decision making across the business. To train practitioners for the profession,
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institutions of higher education, professional associations, and companies themselves have

created programs of study dedicated explicitly to the duties of the function. Academic and
practitioner organizations likewise seek to engage and further the field of HR, as evidenced by
several field-specific publications.
TALENT MANAGEMENT

Talent management refers to the anticipation of required human capital the organization needs at
the time then setting a plan to meet those needs. Talent management in this context does not refer
to the management of entertainers. Talent Management is the science of using strategic HR to
improve business value and make it possible for companies and organizations to reach their
goals. Everything that is done to recruit, retain, develop, reward and make people perform is part
of Talent Management as well as strategic workforce planning. A talent management strategy
needs to be linked to the business strategy to make sense. Companies that engage in talent
management are strategic and deliberate in how they source, attract, select, train, develop, retain,
promote, and move employees through the organization. Research done on the value of such
systems implemented within companies consistently uncovers benefits in these critical economic
areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market
capitalization. The mindset of this more personal human resources approach seeks not only to
hire the most qualified and valuable employees but also to put a strong emphasis on retention.

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ROLES OF HRM IN BPO INDUSTRY

The HR Roles would differ due to the diverse business models and talent base. Here we identify
the integral difference and the similarities. Such as Compensation package in a Knowledge
Industry would be more focussed towards a higher take home and flexible work set-up whereas
the HR System in a manufacturing would focus fundamentally on benefits with long term equity
such as PF, Gratuity and better mediclaim packages. The employee base in service industry
would have a completely different approach, hence higher employability would be preferred.
The HR Processes will undergo a similar impact. The billability needs to match the business
model. Hence in Service and Knowledge sector, they may require a talent to spend 10-12 weeks
in training depending on the role before going live at work. This may not be possible with the
manufacturing sector. Public sector such as Steel Authority of India Limited have one year
training program for the management of trainees.
Talent As A Whole

Talent in the BPO sector is categorized under several heads. It begins with Agent level which is
the entry level in every company, thereafter its the Subject Matter Experts. This level has
Process Trainers, Quality Analysts and Team Leader, who are entry level leaders. This level does
not have any decision making requirement, but primarily deals with the production-delivery
management. The Assistant manager and supervisors are the leaders who have the beginning
level decision making such as work allocation, granting leaves etc. The managers handle
escalations and client communication with greater business responsibilities. This finally
graduates to the skip level leaders i.e., AVP and VP, who are the business owners. The verticals

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are fundamentally segregated as Operation, Support Services which would include Business
analytics, Quality, CRM etc.
Talent Acquisition

The HR Roles in a BPO starts with recruitment. There are two different kinds of hiring in this
vertical, which includes freshers and laterals. Any talent joining this sector for the first time are
usually treated as a fresher. Laterals are talents who have worked in other companies in similar
roles. It is done for the new positions and the back-fills. Here the volume hiring is done through
walk-in where a large number of talents attend the interview as announced in the newspaper.
Recruitment drives are arranged to hire in large numbers. This is promoted through print media
and recruitment consultants. There are off-location and outstation drives. The off-location drive
is in a place other than office premises and out-station drive is in a different city. The recruitment
cycle ideally depends on the role and kind of talent required but is shortest of all. It can span
from three to maximum 6 weeks. Business requirement may weave Every Monday Induction.
This implies that a batch of employees would be inducted every Monday.

Background

verification and medical check-up is completed before the Induction begins.

Talent Management

The Employee Life cycle management which includes all activities strategises to optimize the
talents capability as part of the Talent Management. The Entry-to-Exit HR Processes, leadership
development, succession planning, Compensation and benefit would all be clubbed under this
area. This can be divided into the transactional and transformational HR Systems. The
transformational process would include organization development and change management.
Legal and statutory process to be managed by HR would include the open-door system, which
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allows the employees to voice their concerns irrespective of the reporting structures. This is
similar to the Whistle-Blowing system as practiced by other domains.
Orientation and Induction

The talent management processes begins with Induction. Here the induction is a combination of
the orientation program and administrative activities such as filling up of forms, submitting
documents, opening bank account and etc. The HR processes during the induction day would
require the employee to submit photocopies of all the documents. These documents are verified
against the originals. This is done within a days time as the training starts right after it.
Leadership address is a must as it brings in the vision to the new hires. The prime purpose of the
First Day orientation is to make the talent ready for trainings to start right from the following
day. Culture orientation is done briefly on Day one. It is reinforced during the following training
programs to accentuate a talents behavior.
Training and Development

The training and development is a perpetual process. It runs parallel to the hiring strategies and
expansion plans. There are Operation-based training for re-skilling and upgrading the talent.
Behavioral training focuses primarily on problem-solving, team bonding and leadership
development. Training for new hires can be divided into two phases, i.e. Pre-process and Process
training. The Pre-process training starts with Voice and Accents followed by vertical based
training and other initial certifications required to deliver the job. Suppose an Insurance BPO
would require the agents to be certified with Insurance based institutes as defined by the clients.
A Banking BPO will have Data Security based certification. An ITO will have IT-Skill based
certification to be completed. The process training generally is based on the particular job to be
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delivered. These trainings have assessments in the end which measures and predicts the
performance of a talent. The class room training gives a way to the live training, which is onthe-job training. This duration is called Pilot phase. It requires the talents to work in the client
environment with the same monitoring parameters which would be valid, once the process goes
live. This phase allows the productivity and efficiency be measured before the quality assurance
team starts calibrating the output. In case a talent fails to perform as per the given standards, a
Performance Improvement Program would be initiated and the talent would be rescheduled for
extra training. The training programs are drawn from the business budget. Ideally a calendar is
drawn at the beginning of every year. Though changes to it would be made due to the business
reasons. The scorecard for training is drawn from the incremental increase in the productivity of
the employees.
Performance Management

The Goal sheet is filled by the employee right during the first quarter of the employment. The
productivity would be measured monthly. Yet the overall performance feedback is given biannually. The midyear review is a preliminary to the final review at the year end. This is not
very different to what is followed in other sectors. The R&R and the spot awards are designed
with a dynamic. This remains primary to increase the productivity.
Payroll and MIS

This is similar to the processes that are being run at any sector. The difference might lie in the
way incentives are drawn. Most of the BPO have different structures for monthly and quarterly
payments compared to other knowledge sectors where reimbursement would be higher and the

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incentives are rolled at the end of the year with bonus and hikes. The MIS system is required to
be robust as the data provided would be upgraded at a very short interval.
Managing Attrition

The attrition remains the greatest concern. The employee turnover ratio remains highest in this
sector. The employee life-cycle runs shorter as the talent either fails to see a career path within
the company or fails to adjust with the organization culture. Often the job opportunities are
marketed so well that a new job is preferred over an existing job. The stupendous options
available prompt a talent to try out different jobs with different companies, which in return
makes them impatient with low tolerance. A minor discrepancy in the behavior with the leaders
or the change in alignment of the career path drawn with respect to the individuals ambition can
prompt a talent to change their jobs. Monetary gains and quick career progressions are valued
over stability. Creating better career path within the company, offering a compensation package
relevant to the job-profiles, more importantly hiring talents who are better inclined to the job and
aligned with the organizational goals are the chief way to manage attrition. Identifying the earlywarning signs and keeping a realistic view to the employee life cycle would help HR to pre-wire
attrition.
Other HR Initiatives

Mostly the HR Initiatives are centered on increasing employability and employee engagement.
The events are planned, they are tactic and strategic. A monthly event is planned with fun
activities. These initiatives are on the transactional level. Whereas preparing the employee for
career progression through cross vertical roles and horizontal shifts are on the transformation
level. This increases the employability and builds a longer career path within the company. Few
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initiatives remain perpetual such as building trust through open communication including
intranet, monthly magazines, focus group meetings, brown-bags and town halls. The employees
are encouraged to use open-door policy to get their questions answered. It further offers them
visibility to the top management in the firm.
By and large, the HR Functions remain talent extensive. Few organizations may have
implemented the scorecard system to make HR System cost effective and draw a profit center
approach. Whereas, this vertical would remain a cost center, to most of the organizations. The
difference between the HR in a BPO and in any other sector will remain in its alignment towards
the robust talent base and dynamic business models. Managing ramp-up and ramp-down at a
shorter notice with minimum deviations to the balance within the company, makes HR unique.
The employee turnover management and handling sensitive issues with relation to the
Information security and ethics will remain the corner stone. As this sector matures, the HR
System will graduate to levels where it would be attenuated towards the sector as a whole and
remain unaffected by the volatility in the business environment.

1.4 Objectives of Study:The continued high growth in an industry can be an issue because it strains systems and
governance processes that needs time to mature and to be institutionalized. BPO industry is
currently facing the challenges arising out of its stupendous growth attribution. This Project
Report was conducted with a view to study certain fundamental as well as the commercial and
operational aspects of the HR in Talent Management of The BPO Industry.

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The Objectives involved in the Report are:

To understand the entire procedure of Talent management in BPO Industry

To understand the need of Talent Management by HR OF BPOs

To study the accuracy and quality of work of employees by talent management

procedure.

To suggest possible improvement in Talent Management process.

1.4

Challenges of the Study:-

1) All the functions are only related with the personnel department.
2)

Limitation about the working hour of the worker in the factory.

3) Limitation about the time and absenteeism.

4) Company not allowing to disclose any confidential information.
5) Time factor was the major limitation of this survey, because during survey any activity of
organization which is directly or indirectly related to the production process should not
disturb due to survey.

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Chapt
er 2

Methodology

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It is descriptive type of research. Descriptive Research survey and fact finding inquiries of
different kind. The major purpose of descriptive research is descriptive the state of affairs, as it
exist at present. The main control over the variable; he can only report what has to discover the
even when there he cannot the variable. The methods has to researcher utilized in descriptive
research are survey methods of all kind.

2.1 Data Source:The source of project depends on accurate data. Thats why data collecting the appropriate data,
which differ considerable in context money, cost, time and other resources at the disposal
researcher.
There are two types of data collection methods available:1)

Primary Data Collection Method.

2)

Secondary Data Collection Method.

Primary And Secondary data

1)

Primary Data Collection Method.

Primary data are those that are obtain by the user for fulfillment their purpose. I have taken
Primary Data through personal visit of HR head and executives of the BPOs at all levels and
observation methods to get more reliable information. I also collected primary data by filled
questionnaire by the employee of Company, this data helped me to justify the statements that
have made in this project.
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A questionnaire is a research instrument consisting of a series of questions and other prompts for
the purpose of gathering information from respondents. Although they are often designed for
statistical analysis of the responses, this is not always the case. Questionnaires have advantages
over some other types of surveys in that they are cheap, do not require as much effort from the
questioner as verbal or telephone surveys, and often have standardized answers that make it
simple to compile data. However, such standardized answers may frustrate users. Questionnaires
are also sharply limited by the fact that respondents must be able to read the questions and
respond to them.
2)

Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we can say already saved or
ready data by others. I got secondary data from their journals, records, specimen of appraisal
form etc. and from newspapers magazines, articles, internet etc. I got basic information of Talent
Management in BPO Industry. I collect secondary data by referring some specimen of company
and by referring some books and web sites of company from internet.

2.2 ASSUMPTIONS
It is assumed that the chosen sample is the representation of whole population. It is assumed that
information provided by the samples is accurate and best of their knowledge.

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CHAPT
ER-3
Data Analysis &
Interpretation

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A Sample Size of 60 Employees (Executives & Non-Executives) were surveyed and based on the
Questionnaire filled by each Samples, The analysis are as follows:
REPRESENTATION OF DATA THROUGH CHART
Age & Gender Analysis
Total Respondents Were 60
Age Group (in Years)

Number

21-25

13

25-30

27

30-35

16

>35

AG
E

21-25
25-30
30-35
>35

Interpretation:- Of the 60 respondents, maximum employees were of age group 25-30 Years
and minimum belong to group of >35.
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Gender

Number

Male

40

Female

20

GEND
ER

MALE
FEMALE

Interpretation:Of the 60 respondents, 40 were male respondents and 20 were female respondents.

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Work Experiences

Experience
< 6Months
7-12 Months
1-5 Years
>5 Years

Percentage
0%
52%
30%
18%

Work
Experience

7-12 Months
1-5 Years
>5 Years

Interpretation:Comparatively There is more Demand For people having at least 1year of Experience in BPO
Sector.

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What is Talent Management For You?

Answer
Recruitment & Selection
Right Person at Right Job
Employee Retention

Percentage
13%
57%
30%

Talent Management

Recruitment & Selection

Right Person at Right Job
Employee Retention

Interpretation:For Most of the Executives Talent Management is Right Person at the Right Position doing his
work without any Problems and dissatisfactions.

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Does Talent Know Its Talent ?

Answer
Yes
No

Percentage
10%
90%

Talent Knows Talent

YES
NO

Interpretation: For 90% of the Executives believes that Talent Doesnt know its Talent they need to be Trained
Properly Beforehand.

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Top Talent Management Challenges?

Answer

Percentage

Employee Retention

73%

Insecurity

8%

Job Pressure

11%

Others

8%

Top Talent Management Challenges

Employee Retention
Insecurity
Job Pressure
Other

Interpretation: Employee Retention is the Major challenge faced HRM in BPO Sector.

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Employee Satisfaction In BPO?

Answer

Percentage

Attractive CTC

70%

Incentives

10%

Other

20%

Employee Satisfaction

Attractive
CTC
Incentives
Others

Interpretation:Employees in BPO are (and gets) Mostly satisfied with Attractive Salary Packages.

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Motivation Practices In BPO?

Answer
Train right and train often
Empower workers
Implement social networks
Build in incentives
Others

Percentage
21%
18%
14%
27%
20%

Motivational Practices

Train right and train

often Empower
workers Implement
social networks Build
in incentives
Others

Interpretation:Incentives Plays an important role as a Motivational Factor than Other Practices in BPO.

3
2

Is social recruiting mainstream in your business?

Answer
Yes
No

Percentage
78%
22%

Social Recruiting as Mainstream

Yes
No

Interpretation:Social Recruiting is now days becoming an important main stream for businesses.

3
3

Are Good Performers Leaving?

Answer
Yes
No

Percentage
87%
13%

Good Performers Leaving

Yes
No

Are Bad Performers Staying?

Answer
Yes
No

Percentage
14%
86%

Bad Performers Staying

Yes
No

Interpretation: Good Performers are highly encouraged to stay by various motivating techniques and bad
performers are straight forwardly said Goodbye, This is done through Proper Performance
Appraisals.

3
4

Are F resh T alents bene ficial for the B P Os?

Answer
Yes
No

Percentage
24%
76%

Fresh Talent Benefecial

Yes
No

Interpretation:Fresh Talents arent seen as Beneficial as they require more training and require more time than
experienced one.

Do You Provide Career Development Programs in your Organization?

Answer
Yes
No

Percentage
93%
7%

Career
Development
Program
s in
Organizati
ons
3
5

Yes
No

3
6

Interpretation: Most of the BPOs have Career Development Programs for their Employees as its seen as best
for Employee Retention Technique.
Do you feel Your Employees are satisfied?
Answer
Yes
No

Percentage
47%
53%

Employee
Satisfied
Yes
No

Interpretation:There is a confused reaction for this question as the executives are not able to judge their
employees Properly in BPO Sector.

3
7

Are you satisfied with the kind of talent you have in your BPO Organization?
Answer
Yes
No

Percentage
91%
9%

Satisfied with Talent

in your
BP
O
Yes
No

Interpretation: There were still some HR in BPO who werent satisfied or not sure about the talent they had.

Do you regularly have Performance Appraisal?

Answer
Yes
No

Percentage
98%
2%

Performance Appraisal
Yes
No

Interpretation:Almost Every BPO has Performance Appraisal Done.

3
8

Is Talent Management, the only Important Role than other Roles of HR in BPO Industry?

Answer
Yes
No

Percentage
28%
72%

Sal
es

1st Qtr
2nd Qtr

Interpretation: For Many BPOs HR, Talent Management is very important role than other Roles performed by
them.

3
9

C h a p te
r 4

Conclusion

4
0

Talent Management for the HRM in BPO is an opportunity for HR professionals to develop in
their areas of expertise and in their careers. A strong HRM helps create a strong public service.
The goal of talent management is to better understand HR Managers in the HRM so they can
support professional and career development and align individual needs and goals with the
business focus of HR.
The critical step in the process is the implementation of the Talent Management is to plan for the
HRM. Individually, members of the HRM and their managers should work together to move
forward individual career development plans.
The HRM must work together to promote a talent management mindset, commit to supporting
development as a professional group, and integrate talent management into the daily fabric of
doing business.

1) Recruitment:
We understand it help to ensuring the right people are attracted to the organization.
2) Retention
We understand it help to developing and implementing practices that reward and support
employees.
3) Employee development
Talent Management ensuring continuous informal and formal learning and development.
4) Performance management
Talent Management is specific processes that nurture and support performance, including
feedback/measurement.
5) Workforce planning
It is used to make planning for business and general changes, including the older workforce
and current/future skills shortages.

4
1

Suggestion and Recommendation

1) Organization should make research to avoid talent drain.

2) HR Department should interact and expose inbound employee

3) Perform various task to motivate employee for work, because various employee cannot work
with motivation they just do it, because organization pay for them.
4) Though HR Managers in BPO Performs various other but they should also concentrate on
Talent Management as an Important Role.

4
2

Role of HR Managers In Talent Management Questionnaire

You have been selected as a valued and knowledgeable participant in this research project
that aims to clarify the Role that Human Resource (HR) Manager plays in Talent
Management of BPOs. By participating in this research project you will provide valuable
information that the researchers can use to determine the current role of the HR managers
and make Proper Analysis of the same.
The questionnaires are completely anonymously. Confidentiality is assured. For the
research to yield valid results, it is important that you answer all the questions as honestly
and truthfully as possible. The answers must reflect your own opinion and perception.
Please answer all the questions and statements.
Thank you for your willingness to participate in this study. It is greatly appreciated.
SECTION I: INTRODUCTION

Please provide us with some information about yourself:

What is your age in years?

years

Male

Your gender?

Female

YEARS

Please indicate your work experience:

1. Years in current job
2. Years with this firm
3. Years experience outside of HR
4. Total work experience

4
3

SECTION II: HR ROLE SURVEY

Kindly Answer Following Questions in Few Words Only

Q. What is talent management for You?

A.

Q. Does talent know its talent?

A.

Q. What are your top talent management challenges?

A.

Q. Which of your talent management initiatives have most impact?

A.

Q. How do you Ensure Employee Satisfaction in BPOs?

A.

Q. What are your Motivation Practices for BPOs Employee?

A.

Kindly Answer Following Questions by ticking () the option suitable to you

Q. Is social recruiting mainstream in your business?

A.

Yes

No

Q. Are Good Performers Leaving?

A.

Yes

No

Q. Are Bad Performers Staying?

A.

Yes

No

Q. Are Fresh Talents beneficial for the BPOs?

A.

Yes, they are

No, they are not

If No, Please Specify Why

Q. Do You Provide Career Development Programs in your Organization?
A.

Yes

No

Q. Do you feel Your Employees are satisfied?

A.

Yes

No

Q. Are you satisfied with the kind of talent you have in your BPO Organization?
A.

Yes

No

If No, Please Specify Why

Q. Do you regularly have Performance Appraisal?
A.

Yes

No

Q. Is Talent Management is the only Important Role than other Roles of HR in BPO Industry.
A.

Yes

No

If No, Please Specify Other Roles

Thanking you for your Precious Time Devoted in Filling up the questionnaire

Anshuman Mishra
BBA (Gen.)
Institute Of Innovation In Technology And Management

BIBLIOGRAPHY

I.

FOR SECONDARY DATA :

TEXTBOOKS:
Durai, Praveen, (2010), Human Resource Management, Pearson Education
Monappa, A. and Saiyadain, M., (2001), Personnel Management, McGraw-Hill
Education
WEBSITES :
www.wikipedia.com
www.citehr.com
www.talentmgt.com

II.

FOR PRIMARY DATA :

Questionnaire