LGBT Inclusion in Bpo Sector and Employee Perception - Shahista-Project Report-Done Changes

CHAPTER: 1
INTRODUCTION
1.1. INDUSTRY PROFILE
1.1.1. ORIGIN OF THE INDUSTRY:
Outsourcing is one such abstracted term that has overtime amassed considerable
positive momentum as well as negative baggage. Outsourcing has been around from time
immemorial, the primitive society perhaps subconsciously recognized the importance of
specialization and outsourced certain functions to those who excelled at them or, in economic
terms, performed them more efficiently.
Over a period of time, many started equating outsourcing with specialization.
Outsourcing is a utilitarian concept used in business and accounting. From the accounting
point of view it is defined as the transfer of an internal service function to an outside vendor.
Outsourcing was not formally identified as a business strategy until 1989. However, most
organization were not totally self-sufficient, they outsourced those functions for which they
had no competency internally. Outsourcing support services is the next stage. In the 1990s as
organizations began to focus more on cost saving measures , they started to outsource those
functions necessary to run a company but not related specifically to the core business.
Managers constructed with emerging service companies to deliver accounting, human
resource data processing internal mail distributors, security, plant maintenance, and the like
as a matter of good housekeeping Alexander and Young, 1996).Outsourcing components to
effect cost savings in key functions is yet another stage as managers seeks to improve their
finances.
Why is it advantageous to buy service from the outside rather than conduct them from within
the company?
The answer to this is, which is clearly outlined, is because the service provider who specialize
in these service have developed efficiencies and learned how to offer high quality and
competitive pricing.
DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |
Traditionally, companies have outsourced for tactical reason, reduce costs, free up
cash, obtain resources not available internally and improve their performance, outsourcing
some functions can shift costs from fixed to variable, thus enhancing company ability to
manage costs more efficiently. If a company is moving into a new arena, outsourcing enables
it to add a new function with minimal impact on internal resource. Its difficult to quarrel
with cost savings, and the companies that approach outsourcing with careful planning to save
money.
Surveying 30 companies, outsourcing institute found they averaged a 9 per cent cost
saving and a 15 per cent increase in capacity by outsourcing.
1.1.2. GROWTH AND DEVELOPMENT OF INDUSTRY:
Growth of BPO sector in India in quarter of 2015 is showing a moderate trend of
growth which is registered at 14%. Eight years ago, the growth in this sector was quite low
due to fewer contracts between companies. However, the growth of the BPO sector is
expected to improve. The BPO and KPO sector in India have been showing some positive
signs with the demand from western countries, increasing manifold due to the availability of
cost effective labor in India, which is highly skilled and also fluent in English. The BPO
In India is supposed to be based on the values added to the business. So a remarkable change
is in store as the BPOs in India work towards their full potential. Of course, the big boom in
the BPO industry in 2003 had generated a lot of employment opportunities and continues
even today.
Nevertheless, Indian BPO sector is facing competitions from countries like Philippines,
Mexico, Malaysia, China and Canada. Nations like US and Europe are showing great interest
in increasing their investments in Indian BPO Sector.
The present growth of the BPO Sector in India is mainly due to the demand from two
segments (BFSI and Telecommunications). There were low telecom cost for the leased lines
and 400 companies were part of BPO sector in India has been truly impressive. In recent
years, but things can get even better, according to market analyst.
India stands out already in the market as the leader as far as BPOs are concerned and
so India also attracts huge foreign investments which are extremely essential since the Indian
economy is expected to have an unprecedented growth in the years to come
1.1.3. PRESENT STATUS OF INDUSTRY
Growth Reports by times of India

BPOs Provide silver lining to the tech cloud Aug 9, 2015:
The IT Sector is slowing down, but the BPO segment which has always played second
fiddle to IT has emerged as a front runner.
In the quarter ended June 2012, BPO segment which had been growing slowly. Showed a
clear revival for many companies especially the integrated IT-BPO company.
For every one of the big IT- BPO company the sequential rise in growth rate if their BPO
Business was the highest in last four quarter.
BPO Company have been seen increase in growth compared to preceding quarter which
show the future of BPOs good in terms of the job prospects .The Economic challenges on the
IT side , clients were limiting their budgets now. They are asking their partners and vendors
to give transformational IT at competitive price on other hand , BPO is growing for everyone
because customer want to take their non-core process and outsourcing them .So there is a
bigger opportunity there.
It states that India is nicely balanced spread of service lines with 42% customer care, 22% in
F&A, 18% in knowledge services and 14% in vertical specific BPO Services.
1.1.4. FUTURE OF THE INDUSTRY:
From the last two decades, BPO is catering various industries like retail, insurance mortgage,
banking and finance, health care, telecommunications technology, travel and hospitality and
more. Companies are consolidating and standardizing operating process by outsourcing the
business process to third parties that offer economies and focused management expertise.
In the present scenario many UK and USA based companies are resorting to Asian countries
like India China Russia Philippines to outsource their business process. Offshore BPO is
predicted to growth at significant rate per year. BPO with Asia Pacific market is expected to
display a growth rate of about $26 by 2016. BPO help companies achieve in domitable
position in service market and generate high profile by improving their business operations.
BPO is a tool that allows the companies to survive in the cut throat competitions by retaining
their customer and providing high rate of customer satisfaction. The achievements in
technology and infrastructure have made it easier to carry out BPO services. Countries
offering cost advantage by way of cheap labor along with skilled workforce are ideal
destinations for BPO industry.
1.1.5. FUTURE OF BPO IN INDIAToday 55% BPO services are carried out by Indians and the future prospects are
even more promising with increasing no of graduates in the country who are well versed in
English language. People in India have now started looking at BPO jobs as long term career
as it offers first track career advancing opportunities.
Earlier only professional degree holders used to get hefty salaries but the advent of BPO has
made graduate to earn well in the service sector Subsequently Indias economy has got a hike
since the establishment of BPO firms. The business of BPO in India will be booming in the
future since there will be five -fold growth over the next 5 years. According to a study,
Roadmap 2014 - capitalizing on the expanding BPO landscape, conducted by Nascom and
Everest Group, the revenue of the Indian BPO industry is to touch $ 50 billion and this will
add 2.5 % to the Gross Domestic Product by 2016.
Currently, the sector employs 7 lakh people, and has annual revenue of about $ 11 billion.
Over the next 5 years the BPO industry will give employment opportunities to about 2
million people.
Future of BPO in China: According to some sources, the Call Centre industry in China is
expected to grow by 25% this year and will reach to 35 billion dollar revenue by 2013.
The industry will give employment to around 1, 60,000 people including bank services
and technical support staff for IT companies. Multinational companies are attracted to set
up more BPO firms in China owing to high productivity and cost-effective human
resources.
Future of BPO in Russia: In the present scenario many companies are banking upon
Russias outsourcers wish to have a large number of BPO firms. Russian outsourcing is
known for cost effective quality services which gives the clients all good reasons to hire
Russian BPO firms. Russia is emerging as a skilled back office administration to the
worlds leading corporations.
Future of BPO in Philippines: Business process outsourcing or BPO is an emerging
industry in the Philippines. Since 1980s service sector has seen good growth in
Philippines. Employment of labor force has seen a major shift from agriculture to service
sector. Philippines business process outsourcing (BPO) industry is going strong and it has
been estimated that by the year 2014 the BPO industry revenues will be approximately US
$25 billion. Also the industry will generate one billion jobs by 2014.
1.1.6. DIFFERENT SECTORS OF OUTSOURCING
1. Call center outsourcing
Inbound call center services These typically include answering services that
are available 24X7. Call center agents can also be trained to up-sell and cross sell
services, take orders, and provide information on the benefits and features of
products/services
Outbound call center services These include services like telemarketing
services, lead generation services, and market intelligence services
Technical helpdesk services This includes technical after-sales support for
products and services
2. Knowledge Process Outsourcing (KPO)
A KPO typically provides domain-based processes and employs advanced analytical
skills and business expertise, rather than just process expertise. Some research services
include
Market research and analysis These services help the business extract useful
information that reveals current trends and provides inputs for decision-making
Web-based market research These services help collect information from
different websites. As compared to primary research where data is directly
collected from respondents, data is collected from secondary sources like
3.
government publications and newsgroup

Data entry outsourcing
All organizations, whether big or small, have data entry requirements. Data entry
outsourcing can be divided into:

Online data entry These includes services such as compilation of data from
websites and e-books, updating online catalogs, and creation of databases
Offline data entry These include services such as offline data capture, fillings
of forms, forms processing, data entry from one format/version to another, MS
Word document data entry, etc
4.
IT sector outsourcing
IT outsourcing typically includes outsourcing of software development. This may
take the form of end-to-end outsourcing where all activities related to design, development,
and testing are outsourced. In other cases, only a part or portion of the overall system is
outsourced for development. This is in cases where the client does not have the requisite
skills or technology for the development work.
5. Healthcare sector outsourcing

Medical outsourcing includes a diverse range of HIPAA compliant services. These include:
Medical transcription services These include services to transcribe
information from a variety of audio sources and file formats such as MP3,
MPG, MOV, DSS, WMA, etc.
Medical coding and billing services These services are delivered using
popular billing software like Medic and Lytec
Teleradiology services - These services provide 24X7 access to qualified
radiologists
6. Financial sector outsourcing
Accounts outsourcing services include:
Accounting services These include preparation of financial statements for
the statutory annual audit, cash forecasting services, and payroll services
Bookkeeping services These include preparation and maintenance of both
day-to-day books as well as monthly and quarterly accounts. It also includes
preparations of different kinds of reports like sales reports
Financial analysis services These include analysis of financial information
such as financial statements, portfolio structures, and offer documents
7. Engineering services outsourcing
These include a range of mechanical, civil, structural, and architectural engineering services:
Computer aided design (CAD) services to develop prototypes
2D drafting services
Conversion of paper drawings into a digitized format
Design and analysis for residential and industrial buildings
Architectural visualization services (3D rendering or 3D animations)
Services for evaluation and strengthening of deteriorating structures
1.1.7. Different Business Models used in BPO:

The BPO industry features five business models1. The global delivery model: also called as blended outsourcing, combines, onsite,
onshore, offsite and offshore resources. Large multinational outsourcing service
provider offer this model where work can be best shore or multishored to location
where optimal cost and labor efficiencies are met to predetermine performance
standards.
2. The hybrid model dual-shore model: leverages onsite-offshore efficiencies to deliver
results to client at reduced costs. Clients are involved in the process as the global team of
the offshore vendor works onsite alongside the clients team to perform around 20% of the
work while local team executes 80% of work offshore to leverage the cost, labor, and time
zones advantages of outsourcing.
3. The offshore multi-sourcing model or hub-and-spoke model: Uses multiple offshore
suppliers to offset the risk of single monopoly supplier. Users of this model typically have
their own offshore operations plus three or more partners outsourcing vendor with whom
they collaborate.
4. The build-operate-transfer or BOT models: the client partners with an offshore company
to set up and operate a foreign outsourcing subsidiary with the option to transfer ownership
back to the client company after a specified time period. The risks of setting up an
outsourcing subsidiary in a foreign country are completely borne by the partner company
which takes care of the cost and the ownership of the new venture until such time as client
chooses to take it over.
5. The global shared services model: global state shared services centers also called offshore
sourcing or captive centers create huge service enters from the companys internal service
operation resource. They also have assured markets for their service. Advantage of similar
corporate culture with less of the control issue that third party BPO face.
6.
Global delivery model
Global shared
services model
Hybrid model dualshore model
MODELS
Offshore multisourcing model
BOT models
1.2. THEORETICAL BACKGROUND OF THE STUDY

L, G and B stand for Lesbian, Gay and Bisexual and refers to sexual orientation.
T stands for Transgender and refers to gender identity.
Gender identity refersto how one experiences and expresses gender and
sex. Sexual orientation refers to how one is orienting love/romantic
biological
relationships. Many
people have a sexual orientation whether it be heterosexual, homosexual, bisexual or

asexual. And all of us have a gender identity.
Over the last two decades India has emerged as one of the most rapidly developing
economies globally and has made significant strides towards adopting a free market model
after decades of socialist state planning. Multinational companies across a wide range of
sectors have entered India and have steadily ramped up the scale of their Indian operations.
Through this period of economic liberalization, Indian companies have also gained in global
competitiveness, especially in the resources, banking and services sectors.1
Indian companies now have to compete in an interconnected world with global companies
that have increasingly tapped into the strength of their workforce diversity, including LGBT
individuals.
This includes competing in the marketplace and also competing to attract the best talent
to their organizations. In addition, several Indian companies are emerging as multinationals in
their own right and in so doing are recognizing the growing requirement to adopt global best
practices for diversity and inclusion.
In India, workplace attitudes towards employees sexual orientation or gender identity
have typically followed a dont ask, dont tell pattern. These issues have largely been seen
as private, best left out of the workplace. However, the Indian LGBT community has become
more emboldened in recent years, with organizations such as Mingle (Mission for Indian Gay
& Lesbian Empowerment) and the Equal India Alliance calling for greater equality for LGBT
individuals. This influence is beginning to be felt in the workplace too.
There is a growing body of international research to support the business imperative for
creating diverse and inclusive workplace. The business case for embracing diversity is
becoming well understood in India too. But how does this apply to the subject of LGBT and
why should businesses in India be concerned about this issue?
1.2.1. DIVERSE AND INCLUSIVE WORKPLACES ARE GOOD FOR BUSINESS
An understanding of the business relevance of LGBT issues to the workplace
starts with the recognition that a diverse and inclusive business environment is directly linked
to enhanced business performance. For a workplace that embraces diverse talent and enables
people to bring their whole selves to work will secure competitive advantage and position
itself as an employer of choice. With a changing legal environment both in India and globally,
there are legal reasons why companies should address LGBT issues in the workplace and
managers should be aware of the risk management issues. However the more compelling
business case relates to the direct impact that creating more inclusive workplaces for LGBT
employees has on productivity and performance, attraction and retention and market share.
1.2.2. PRODUCTIVITY AND PERFORMANCE
The most compelling driver for companies to address this subject is the positive
impact of creating an open, respectful and safe environment for all employees and the
impact this has on productivity. Although very little research has been done in India, research
in other countries shows that productivity suffers significantly when LGBT employees cannot
be open about their sexual orientation or gender identity in the workplace. This can lead to a
deficit of trust with colleagues, which has the potential to undermine the effectiveness of the
organization itself. According to a study by Human Rights Campaign (HRC), the largest civil
rights organization working to achieve equality for lesbian, gay, bisexual and transgender
Americans, 54% of LGBT employees who are not open to anyone at work report lying about
their personal lives.
According to Stonewall, an organization working for equality and justice for lesbians,
gay men and bisexuals in the UK, concealing sexual orientation at work reduces productivity
by up to 30 per cent.3 Similarly a study by Catalyst in the US found that LGBT employees
who work in organizations with employee networks, resource groups and/or mentoring
programs are anywhere from 7% to 16% higher in their workplace experience scores.4
Feeling safe to be out at work is critical to being able to build important workplace
relationships.
1.2.3. ATTRACTION AND RETENTION
A commonly agreed statistic is that an estimated 5 - 10% of any working
population is likely to belong to the LGBT community. According to Parmesh Shahani, who
heads the Godrej India Culture Lab and is the author of Gay Bombay: Globalization, Love
and (Be)Longing in Contemporary India:
LGBT people are talent to be pursued and they dont like working with companies that
discriminate.
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It has become increasingly important for companies to be able to show both a favorable
reputation and a solid track record of inclusive practices. This is important, not just to attract
this increasingly visible segment of the workforce but also to appeal to the unknown number
of employees who may have LGBT family members or friends and want to be associated
with a company that demonstrates support and respect.
1.2.4. WAR FOR TALENT
In an environment of heightened competition for talent and upward pressure on
wages (especially in the services and information sector where India has gained global
competitiveness), companies doing business in India risk losing out if they do not start
updating their diversity policies and demonstrating greater inclusiveness towards the LGBT
population. Companies that are not at the forefront of this change will be at risk of losing top
talent to companies that openly welcome and create a space for diverse employees
regardless of their sexual orientation and gender identity.
1.2.5. DEMANDS OF GEN Y
This argument is even more compelling if one applies a generational lens and in
particular considers the characteristics of Gen Y. At an estimated 426 million, Indias Gen Y
(those born between 1980 and 1990) makes up more than half of the population and is the
largest Gen Y population in the world. Many companies are aware that the attitudes and
aspirations of this new generation of workers are vastly different from those of their
predecessors. Growing up in the countrys first wave of broad and dynamic economic
development, Indian Gen Y is keen to participate in the countrys growth and take the country
forward. They have been described as a demanding workforce - dynamic, ambitious,
optimistic, embrace change, have a clear sense of direction, business savvy, technologically
capable and connected. They also value diversity and are more open about issues such as
sexual orientation and gender identity. As companies recognise that the success of their
business hinges on their ability to fully engage their younger employees, they are being
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driven to adopt a more open and inclusive approach and this extends to the subject of
LGBT.
A survey conducted by Mingle in India also makes the link between a more open
environment for LGBT employees and attraction and retention. Findings in its LGBT
Workplace Survey Report 2012, highlight that openly gay employees have greater trust in
their employers, are more likely to have entrepreneurial aims in the future, have greater
satisfaction with their rate of promotion, feel more loyal to their organisation and are more
likely to continue with the same company for a greater period of time - as compared to their
closeted counterparts.
A few Indian companies are warming up to the idea of having open discussions on
LGBT rights and inclusion at workplace, while several multinationals in the country such as
Goldman Sachs, Accenture, and Google have included reference to sexual orientation and
gender identity as part of their diversity policy at workplace. "In today's globally competitive
environment, talent wants to gravitate to organizations which are open and encourage all
types of diversity. Over the last few years, Indian companies too are starting to be a part of
the conversation," says Parmesh Shahani, who heads Godrej India Culture Lab.
Goldman Sachs has established a number of initiatives to help attract, retain, develop
and support under-represented populations, including LGBT employees. Present in each of its
major offices in Asia Pacific, Goldman Sachs' LGBT networks have been involved in a
number of initiatives like sponsor opportunities for members to meet with the firm's senior
management and discuss best practices for personal and career development, panel
discussions with both external and internal experts on LGBT issues. Its Managing Director
Ally Program assists people to understand the importance of acceptance, equality, fairness,
and mutual respect.
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"Diversity is good for business. Our LGBT employees can bring a different perspective
to the table. We value that perspective. Studies have also shown that lesbian and gay
employees who are comfortable in their workplace are more productive," says Stephen
Golden, head of diversity for Asia Pacific, Goldman Sachs.
The company recently co-sponsored a workplace guide, put together by
Community Business, a non-profit organization, on LGBT in India. The report states that
understanding the relevance of LGBT issues at workplaces is crucial for Indian firms because
of the direct impact they have on productivity, performance, attraction of talent, retention and
market share. It states that if one takes the internationally accepted figure of 5-10% of an
adult population as likely belonging to the LGBT community, the number of LGBT
individuals in India is likely to be in the region of 42-84 million.
Infosys, Gays Lesbians and You (IGLU), an employee resource group, brings
employees from the LGBT community together to have a dialogue on various internal
processes and policies that affect them.
Godrej's Shahani says, "It is a symbol of emerging India. It is early days in India
but some companies over the past few years have moved so much to make LGBT a part of
their diversity agenda. We at Godrej are looking at it both at the policy level and cultural
engagement level in order to move ahead on our diversity agenda."
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Accenture's Meritocracy Policy, which includes reference to sexual orientation

and gender identity, is communicated to employees in a number of different ways like new
joiner orientation, senior manager training, etc. The company has also developed short,
diversity and inclusion training modules. One of these modules is focused on the inclusion of
LGBT people and makes reference to the company's relevant policies regarding equal
opportunities and anti-harassment. Accenture's Global LGBT Network brings LGBT
community and allies together for networking, mentoring and information sharing.
"Our active local groups help raise awareness of - and prevent - sexual orientation
discrimination at Accenture, identify how our policies may affect same-sex couples around
the world, drive diverse programs and events and liaise with other local LGBTorganizations
and groups," says a company spokesperson. Accenture India claims to have seen visible
positive impact since the introduction of the diversity and inclusive LGBT training and
awareness workshops.
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On a global basis, Accenture includes sexual orientation language in their nondiscrimination policy and provides same-sex domestic partners with accompanied crossborder assignment benefits.
Infosys focuses on online chat sessions, play-reading and theatre workshops to
create openness for all staff. "Infosys, Gays Lesbians and You (IGLU) is a transformative
effort to align ourselves with needs of our employees as well as to retain our commitment as
an employer of choice," says Richard Lobo, AVP & head, employee relations, at Infosys.
Google's Gayglers India network is one of their most active and engaged
employee resource groups. The network is aimed at creating an inclusive work environment
by sensitising staff and increasing awareness on LGBT issues. And, it's not only about
making a business case and improving profitability. As Shahani of Godrej India puts it "It's a
journey of humanity and you want to bring a whole complete self to the workplace."
CHAPTER 2:
REVIEW OF LITERATURE AND RESEARCH DESIGN
2.1. INTRODUCTION
The term LGBT is useful to refer to individuals in the minority with respect to
sexual orientation and/ or gender identity or expression, but it is important to recognize the
diversity of the LGBT community.
15
Sexual orientation the terms lesbian, gay, bisexual, and heterosexual18 all refer to
sexual orientation, the emotional, romantic, and/or sexual attraction to individuals of a
particular gender (women or men). Critically, these terms do not necessarily refer to sexual
practices or behaviours. It is important to distinguish LGBT workplace issues from
individuals sexual practices.
Gender identity and gender expression. Gender identity is ones inner sense of being
a woman or a man, regardless of biological birth sex; gender expression refers to how an
individual manifests a sense of femininity or masculinity through appearance, behaviour,
grooming, and/or dress. The terms transgender and transsexual refer to gender identity and/or
expression. At some points in their life, people who are transgender may express and/or
identify with the characteristics, roles, behaviours, or desires of the gender different from the
one they were assigned at birth. Transsexuals change or seek to change their physical
characteristics through surgery or hormone therapy to that of the opposite sexfor example,
individuals born as males seek to change their sex to female.
2.2. REVIEW OF LITERATURE

1. Ragins, Belle Rose; Cornwell, John M.
Journal of Applied Psychology, Vol 86(6), Dec 2001, 1244-1261
Pink triangles: Antecedents and consequences of perceived workplace discrimination
against gay and lesbian employees.
A model of perceived sexual orientation discrimination was tested in a national sample of 534
gay and lesbian employees. The effects of legislation, organizational policies and practices,
and work grousp composition on perceived sexual orientation discrimination were examined,
as well as the attitudinal and organizational outcomes associated with discrimination. Gay
employees were more likely to report discrimination when employed in groups that were
primarily heterosexual and in organizations that lacked supportive policies and were not
covered by protective legislation. Disclosure of sexual orientation at work was related to
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discrimination and antecedent variables. Perceived discrimination was associated with

negative work attitudes and fewer promotions. Organizational policies and practices had the
strongest impact on perceived discrimination and were directly related to outcomes.
(PsycINFO Database Record (c) 2012 APA, all rights reserved
2. Ragins, Belle Rose; Cornwell, John M.

Human Resource Development ReviewSeptember 2012 vol. 11 no. 3 326-348
An Examination of the Literature in Adult Education and Human Resource

Development
Issues related to human resource development (HRD) and lesbian, gay, bisexual, and
transgender (LGBT) people such as workplace inclusion, employee affinity groups, and
LGBT-specific diversity initiatives are being addressed in organizations more often now than
ever before. This article explores the existing literature on LGBT issues in HRD and adult
education through a systemic review to determine what research exists and what future
17
directions are necessary. This review revealed a small core of research related to these issues.
Existing work is mainly conceptual, and there is a lack of quantitative work. Topics of focus
are related to organizational change and diversity efforts, with very little research on HR
policy, career development, and workplace education. Key findings include that HR
professionals have primarily served in a reactive role, rather than leading on these issues.
3. James M. Croteau
Journal of Vocational Behavior Volume 48, Issue 2, April 1996, Pages 195209
Research on the Work Experiences of Lesbian, Gay, and Bisexual People: An

Integrative Review of Methodology and Findings
The methodology and content of nine published studies on the workplace experiences of
lesbian, gay, and bisexual people are examined. Findings are integrated within five areas of
common content: the pervasiveness of discrimination in the workplace, formal and informal
types of discrimination, fear of discrimination, variability of workers in their openness about
sexual orientation, and correlates of workers degree of openness versus concealment of
sexual orientation. The methodology employed in existing research is examined focusing
specifically on sampling, data collection, and analyses and presentation of results.
Recommendations for improving those aspects of methodology in future studies are made.
Finally, ideas for expanding the scope of the content and methodology of research concerning
the workplace experiences of this population are presented.
4. Patti Giuffre, Kirsten Dellingerb & Christine L. Williams

18
Sociological Spectrum: Mid-South Sociological Association, Volume 28, Issue 3,

2008
NO RETRIBUTION FOR BEING GAY?: INEQUALITY IN GAY-FRIENDLY
WORKPLACES
Sociological studies suggest that there is social change occurring in the acceptance of
lesbians and gay men in the workplace. Compared to prior decades, there are more businesses
that welcome, value, and even privilege no heterosexual sexual identities and relationships.
Few studies have analyzed workers' experiences in these types of work contexts. In this
article, we explore the experiences of out LGB women and men who work for
organizations that they consider gay-friendly. In-depth interviews demonstrated that,
although gay and lesbian workers feel that they are accepted in gay-friendly organizations,
they nevertheless described differential treatment because of their sexual identity. We discuss
evidence of stereotyping, sexual harassment, and gender discrimination in their work
experiences. Although the movement toward greater acceptance of gays and lesbians in the
workplace has made significant progress, the transformation is so far incomplete. We
conclude with a discussion of the implications of this research for the study of equality in
organizations.
5. Michele J. Eliason PhD*, Suzanne L. Dibble DNScRNb & Patricia

Journal of Homosexuality Volume 58, Issue 10, 2011
Lesbian, Gay, Bisexual, and Transgender (LGBT) Physicians' Experiences in the Work
Little is known about the experiences of lesbian, gay, bisexual, and transgender (LGBT)
physicians in the workplace. There is little formal education in medical school about LGBT
19
issues, and some heterosexual physicians have negative attitudes about caring for LGBT
patients or working with LGBT coworkers, setting the stage for an exclusive and
unwelcoming workplace. The current study used an online survey to assess a convenience
sample of 427 LGBT physicians from a database of a national LGBT healthcare organization,
as well as a snowball sample generated from the members of the database. Although rates of
discriminatory behaviours had decreased since earlier reports, 10% reported that they were
denied referrals from heterosexual colleagues, 15% had been harassed by a colleague, 22%
had been socially ostracized, 65% had heard derogatory comments about LGBT individuals,
34% had witnessed discriminatory care of an LGBT patient, 36% had witnessed disrespect
toward an LGBT patient's partner, and 27% had witnessed discriminatory treatment of an
LGBT co-worker. Few had received any formal education on LGBT issues in medical school
or residency. It appears that medical schools and health care workplaces continue to ignore
LGBT issues and operate in discriminatory fashion far too often.
2.3. STATEMENT OF THE PROBLEM:

SPECIFIC PROBLEM
The study identifies a series of issues and concerns that arise for LGBT
employees in field, including, the unique barriers facing LGBT employees in the workplace
may be overlooked by traditional diversity and inclusion initiatives, dealing with hate-based
violence in the work place. Despite this important development, sexual orientation and
20
gender identity continue to be issues that are not openly discussed in Indian society or the
workplace, and rigidity towards accepting LGBT employees.
2.4. SCOPE OF THE STUDY
The study addresses perception of employees regarding LGBT issues at the workplace and is
confined to the employees working in Convergys Bangalore. The study attempts to know the
extent of acceptance of LGBT community in organisation and identify the reasons for not
accepting them as part of working culture.
The project highlights the scope for future improvements on the basis of present senario.
2.5. OBJECTIVES OF THE STUDY.
The overall objectives of the research are to:
To understand perception of employees on the inclusion of LGBT in work place
To check if any policy regarding inclusion LGBT existing in the company and if existing
to check he level of implementation of the policy
Gather evidence which can be used to inform policy and advocacy initiatives
Obtaining information about the LGBT-friendliness of potential field in work places
2.6. HYPOTHESIS TESTING

H0: There is no association between change in employees behavior on discovery of sexual
orientation and gender identity of employees and discrimination at workplace
H1: There is an association between change in employees behavior on discovery of sexual
2.7. OPERATIONAL DEFINITIONS OF CONCEPT
21
Inclusion
An environment where everyone is treated with dignity and respect, where the talents and
skills of different groups are valued, and where productivity and customer service improves
because the workforce is happier, more motivated and more aware of the benefits that
inclusion can bring.
Inclusive workplace
An inclusive workplace is one where the human rights principles of fairness, respect,
equality, dignity and autonomy are promoted and are part of the organisations everyday
goals and behavior.
DIVERSITY
Diversity is any dimensions that can be used differentiate groups and people from one
another. It means respect for and appreciation of difference in ethnicity gender, age, national
origin, disability, sexual orientation, education and religion.
2.8. METHODOLOGY:
DESCRIPTIVE RESEARCH
The research is primarily descriptive in nature. The sources of information are both primary
and secondary. A well disguised structure questionnaire was prepared and personal interviews
were conducted to collect the employees perception through this questionnaire.
SAMPLING:
TECHNIQUE:
22
A probability sample is a sample in which every unit in the population has a chance (greater
than zero) of being selected in the sample, and this probability can be accurately determined.
The combination of these traits makes it possible to produce unbiased estimates of population
totals, by weighting sampled units according to their probability of selection.
Simple Random sampling
Initially, a rough draft was prepared keeping in mind the objective of research.
A study was done in order to understand the accuracy of questionnaire where
in result it was simple random sampling.
SAMPLING FRAME:
This comprises of employees of Convergys in Bannerghatta road (Bangalore).
SAMPLE SIZE
The sample size is 100 employees.
2.9. LIMITATION OF STUDY
The study is sensitive where in employees are not open to discuss on the topic of
inclusion of LGBT community.

Effect sample sizes found among the current set of studies were generally small and
the presence of LGBT-supportive policies and inclusion accounted for only a limited
amount of the variance in outcome measures. This does not indicate results of entire
population.
Some respondents were reluctant to divulge personal information on the idea of inclusion and
diversity the results obtained may not be true.
2.10. PLAN OF ANALYSIS, AND CHAPTER SCHEME:

23
The data has been analyzed by subjecting the data collected to percentage analysis, chi-square
test using SPSS software.
CHAPTER SCHEME
Chapter 1: Introduction: Introduction includes
Industry Profile
Theoretical background of the study.
Chapter 2: Review of Literature and Research Design
Introduction
Review of Literature
Statement of the Problem
Scope of the Study
Objectives of the Study
Hypotheses (if any)
Operational Definitions of Concept
Methodology
Limitations of Study
Chapter Scheme
Chapter 3: Profile of the Business/Selected Organization/ Respondents

Chapter 4: Data Analysis and Interpretation
Chapter 5: Summary of Findings, Conclusions and Suggestions
Summary of Findings
Conclusion
Suggestions, and Policy Implications and Scope for Further Study
24
CHAPTER 3:
PROFILE OF THE ORGANIZATION
3.1. COMPANY PROFILE
Convergys Corporation (NYSE: CVG) is a corporation based in Cincinnati,
Ohio, that sells customer management and information management products, primarily to
large corporations. Customer management products include agent assisted, self-service and
care software tailored to the communications, financial services, technology, retail, healthcare
and government markets. Information management provides convergent billing and business
support system (BSS) products and services including revenue management, product and
order management, and customer care management to telecom, utilities, and
cable/satellite/broadband service providers.
As a leader in customer management for over 30 years, Convergys (NYSE: CVG)
is uniquely focused on helping companies find new ways to enhance the value of their
customer relationships and deliver consistent customer experiences across all channels and
geographies. Every day our 75,000 employees help our clients balance the demands of
increasing revenue, improving customer satisfaction, and reducing overall cost using an
optimal mix of agents, technology, and analytics. Our actionable insight stems from handling
billions of customer interactions annually for our clients. Among Fortune 500 companies,
over half of the top 50 are clients that trust their most important relationships to Convergys
Convergys has approximately 70,000 employees in 68 customer contact centers
and other facilities in India (New Delhi, Pune, Thane, Hyderabad, and Bangalore), the
Philippines (Manila, Cebu City, and Bacolod), Vietnam, Indonesia, United States, Canada,
Costa Rica, South America, Europe, the Middle East, Africa, and Asia. In the western United
States, Convergys uses a business model that offers entry-level customer-service work at pay
25
not much above minimum wage, geared toward students and other beginning-level workers.
It pays generous tuition reimbursement for enrolled students, and seems prepared to manage
the turnover rates that such a comparatively mobileone could say 'restless'workforce
tends to cause. Large numbers of especially first- and second-year employees leave its ranks
As a result, Convergys is virtually always hiring and training phone center
workers. Convergys has recently been phasing out the staff of their call centers in the United
States, and increasing staffing in their Pune/Bangalore/Manila call centers.
This reduces the salary and benefits cost, which should prove to increase revenue.
Unfortunately this has not helped the stock prices. Convergys develops detailed training
programs for these new employees, and offers good supervisor support for front-line call
center workers dealing with customer problems. Convergys recruits a significant portion of
its call center, chat & email support staff from India and the Philippines. The business of this
company is centered around labor cost arbitrage. Not possessing any other significant
strength may work against this company in the long-term. As far as short-term prospects go
this company seems well positioned to profit.
As a result, Convergys is virtually always hiring and training phone center
workers. Convergys has recently been phasing out the staff of their call centers in the United
States, and increasing staffing in their Pune/Bangalore/Manila call centers.
This reduces the salary and benefits cost, which should prove to increase revenue.
Unfortunately this has not helped the stock prices. Convergys develops detailed training
programs for these new employees, and offers good supervisor support for front-line call
center workers dealing with customer problems. Convergys recruits a significant portion of
its call center, chat & email support staff from India and the Philippines. The business of this
company is centered around labor cost arbitrage. Not possessing any other significant
26
strength may work against this company in the long-term. As far as short-term prospects go
this company seems well positioned to profit.
3.2.Growth and future of Convergys
3.3. Convergys Corporate Responsibility Program

Our corporate responsibility practices are tightly integrated with our culture and business and
fall into six categories:
Our Shareholders
Our trusted relationships and our business are built on uncompromised integrity and
dedication to the highest ethical standards.
Our Clients
We serve a wide range of companies in many different vertical markets, including
over half of the Fortune 50.
27
Our People
As a global company, our relationships with our employees are built on trust and a
sincere respect for the individual.
Our Communities
Convergys supports specific, localized giving programs in countries in which we
operate.
Our Environment
Our working environments are designed to optimize performance and efficiency while
reducing energy consumption, waste and pollution.
Our Business Partners
We set clear expectations with business partners across our entire supply chain.
Convergys is honored by its membership in the Calvert Social Index since 2002,
and the KLD Domini 400 Social Index since 2007, both financial funds comprised of
socially-responsible companies that select their members based upon a number of important
factors including corporate citizenship and environmental impact.
3.4. Convergys Volunteerism and Corporate Giving

Convergys is committed to improving the quality of life in communities around
the world where our employees live and work. Corporate citizenship is one of our core values
that is proudly embraced by our employees. Convergys' Community Action Network
promotes employee volunteerism around the world, and the company funds select charitable
programs annually through its Convergys Foundation. We have been internationally
recognized for our strong commitment to social responsibility
28
3.5. Culture
You prefer to work with the best of the best. We Can Relate.
You thrive in an environment that let's you be you. You're fun and friendly, but also extremely
focused on doing your job well. That's cool. Us too.
In fact, there are more than 70,000 talented people at Convergys who share your enthusiasm
for excellence, and who are passionate about:
Providing innovative solutions and excellent service that meets our clients' needs
Pursuing personal and professional growth
Embracing teamwork and innovation
Acting with integrity and respect
Doing our best for clients, their customers and each other, every day
That's exactly why we've created an environment that attracts, develops and rewards the best
people - dynamic, successful people like you.
But don't take our word for it. Ask the 80% of our current managers who've been promoted
from within; or leading publications like Fortune magazine, who consistently ranks us among
their Best Companies to Work For.
3.6. Diversity
29
You know there's power in variety. We Can Relate You believe in traveling your
own path, and in going the distance to get the job done. You know what it takes to succeed,
and love being around others who feel the same way. We're with you.
At Convergys we celebrate diversity and opportunity. We believe individual
differences produce real competitive advantages in a global market, and that our workforce's
diversity results in greater productivity, and better quality of service for our clients.
We're proud to have created a dynamic, friendly work environment that supports
employees from all backgrounds and levels or areas of expertise. If equal opportunity,
respect, integrity and shared success are ideals you can relate to, we invite you to learn more
about our:
3.7. COMPANY LEADERS

Jeff Fox
President and Chief Executive Officer
Earl C. Shanks
Chief Financial Officer
Julia A. Houston
Senior Vice President, General Counsel and Corporate Secretary
Jim Goetz
Chief Information Officer and General Manager Global Technology Solutions
Andrea J. Ayers
30
President and COO, Customer Management

Robert A. Lento
President, Global Information Management
3.8. Different Types of Services Being Offered By Convergys:

1) Customer Support Services:
The customers service offerings create a virtual customer service center to
manage customer concerns and queries through multiple channels including voice, email and
chat on a 24/7 and 365 days basis.
Service Example: customer calling to check on their order status, customer calling to check
for information on products and service, customer calling to verify their account status,
customer calling to check their reservation status etc.
2) Technical Support Services:
The technical support offerings include round the clock technical support and
problem resolution for customers and computer hardware, software peripherals and internet
infrastructure manufacturing companies. These include installation and product support, up
and running report troubleshooting and usage support.
Service Example: customers calling to resolve a problem with their home personal
computers, customer calling to understand how to dial up to their internet service provider,
customer calling with a problem with their software or hardware.
3) Telemarketing Services:
The telesales and telemarketing outsourcing service target interaction with potential
customers for prospecting like either for generating interest in products and service, or to upsell promote and cross sell to an existing customer base or to complete the sales process
online.
31
Service Example: outbound calling to sell wireless service for a telecom provider, outbound
calling to retail households to sell a new rate card for a mobile service provider or outbound
calling to sell credit or debit cards etc.
4) Employee IT Helpdesk Service:
The employee IT helpdesk service provides technical problem resolution and
support for corporate employees.
Service Example: this service include level 1 and 2 multi-channel support across a wide
range of shrink wrapped and lob applications, system problem resolutions related to desktop,
notebook, operating system connectivity etc. office productivity tools support including
browser and mail , new service requests, IT operational issues, product usage , queries,
routing specific requests to designated contacts and remote diagnostics etc.
5) Insurance Processing:
The insurance processing service provide specialized solutions to the insurance
sector and support critical business process applicable to the industry right from new business
acquisitions to policy maintenance to claims processing.
Service Example: New Business/Promotions inbound/outbound sales, initial setup, case
management, underwriting, risk assessment, policy insurance etc.Policy
Maintenance/Management- record changes like name ,beneficiary , nominee, address,
Collateral verification, surrender audits account receivable , accounting, claim overpayment,
customer care service via email/voice etc.
6) Data Entry Service / Data Processing Services:
Data entry from paper/ books with highest accuracy and fast turnaround time .
1) Data entry from image files in any format.
2) Business Transactions Data entry like sales/purchase payroll.
3) Data Entry of E-Books /electronic Books.
4) Data entry of: Yellow Pages, White Pages Keying
5) Data Entry and Compilation from website.
6) Data Capture/ collection
7) Business Card Data Entry into any format.
7) Data Conversion Services:
Service Example:
1) Conversion of data across various databases on different platforms.
2) Data conversion via input/output for various media.
32
3) Data Conversion for databases, word processor, spreadsheets and many other standard and
custom made software package as per requirement.
4) Conversion from page maker to pdt format
5) Conversion from MS Word to HTML format
6) Conversion from Text to word to html and acrobat
7) E-book Conversion etc.
8) Book Keeping And Accounting Service:
Service Example:
1) General Ledger
2) Account Receivable and accounts payable
3) Financial Reconciliation
4) Assets equipment ledgers
9) Form Processing Services:
Service Example:
1) Insurance claim form
2) Medical form /medical billing
3) Online form processing
4) Payroll processing etc.
3.9. Milestones of Convergys

CivilianJobs.com's Most Valuable Employers for Military
Winner,2013
Convergys was named a winner in Civilian Jobs

.com's 2013 Most Valuable Employers for Military ranking and continues to focus on hiring
veterans and military spouses.
Service Leader - Outsourcing - CRM Magazine Service Leaders

Award, 2013
CRM magazine has named Convergys a leader in its annual Service Leader Award in the
Outsourcing category. The magazine noted the increasing demand for outsourcers that
understand how to utilize analytics. According to the magazine, "Convergys upped its ante
this year [and] introduced customer experience optimization solutions to its analytics
33
portfolio, allowing companies to analyze why customers call more than once or the root
cause of log-offs during a chat support session." As part of its analysis, the magazine cited the
views of John Ragsdale, vice president of technology research for the Technology Services
Industry Association, who said Convergys built a "strong internal research team, which is
doing innovative work on demographic differences and voice of the customer."
BPO Company of the Year - International ICT Awards, 2013
Convergys Corporation won the "BPO Company of the

Year" award at the 2013 International Information and Communications Technology (ICT)
Awards in Manila. This is the second time for Convergys to win the category since the
awards began in 2007.
Best Outsourced Provider - Call Center Excellence Awards, 2012
Convergys was recognized in part for the company's flexibility

in handling unique client requirements, its talent and performance management practices, and
its ability to leverage technology to ensure efficiency and automation. Established by IQPC
(International Quality & Productivity Center), the Call Center Week Excellence Awards
honor, recognize, and promote the most innovative call center organizations and solutions. An
34
advisory panel of judges, comprised of industry leaders, reviewed entries in eight categories
to evaluate each company's expertise in delivering a superior customer experience.
BPO Employer of the Year - International ICT Awards, 2012
This is the third time Convergys has been named the country's top
Business Process Outsourcing employer since the launch of the awards ceremony in 2007.
The judging committee - comprised of a diverse group of independent and knowledgeable
individuals with extensive experience in the industry -- chose to recognize Convergys
because of the company's leadership, strategic HR practices, continuous improvement
programs, corporate social responsibility efforts, and overall support for the industry.
Service Winner - Outsourcing - CRM Magazine Service Leaders

Award, 2012
For the second time in three years, CRM magazine has named Convergys the winner of its
annual Service Leader Award in the Outsourcing category. Citing high scores and favorable
analyst comments regarding customer satisfaction, company direction and depth of services,
rich research division, and investment in multichannel support, especially social media. CRM
ranked Convergys ahead of competitors SITEL, Sykes, and Teleperformance.
35
As a global leader in customer management, we build lasting and high impact relationships
with the people we serve and the communities we touch.
3.10. COMPETITIORS
Since the rise of the BPO sector in India, there is a lot of cut throat competition between the
BPO companies. The major BPO competitors companies other than Minacs is
1. Genpact
2. TCS BPO
3. Aegis BPO
4. First Source
5. WNS
6. Wipro BPO
7. Infosys BPO
8. IBM-Daksh
9. HCL BPO
10. Accenture
11. Hinduja
12. adityabirlaminacs
13. 24/7
14. Mphasis BPO
15. Cambridge Solutions
36
AGE OF EMPLOYEES
Frequency
Percent
Valid Percent
Cumulative
Percent
18-25 years
55
55.0
55.0
55.0
26-35 years
33
33.0
33.0
88.0
36-45 years
12
12.0
12.0
100.0
100
100.0
100.0
Valid
Total
CHAPTER 4:
DATA ANALYSIS AND INTERPRETATION
1) Table 4.1.
ANALYSIS:
From the above data 55% of respondents the employees of Convergys are between 18-25
years, 33% are between 26-35 years. 12% are 36-45 years.
Graph 4.1.
37
INTERPRETATIONMost of the employees in Convergys are between 18-25 years.
2) Table 4.2.
GENERAL REACTION OF PEOPLE FOR INCLUSION OF LGBT
COMMUNITY
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Easily include them as

part of the workplace
40
40.0
40.0
40.0
include them as part of

workplace but may or
may not accept them,
35
35.0
35.0
75.0
difficult to include them

as part of the work force
25
25.0
25.0
100.0
Total
100
100.0
100.0
ANALYSIS40 % respondents says easily can include them as part of workplace and 35% respondents
can include them as part of workplace but may or may not accept them, and rest 25%
respondents say its difficult to include them as a part of work force.
38
Graph 4.2.
INTERPRETATIONThe general reaction of people on inclusion of LGBT community is most of respondents says
it can be easily include LGBT community as the part of work place.
3) Table 4.3
Opinion on what factors will be the non inclusion of lgbt in workplace
Frequency
Percent
Valid Percent
Cumulative
Percent
Against culture of the land
23
23.0
23.0
23.0
Scaredof stigma attached with

it
34
34.0
34.0
57.0
Against the culture of

organization
20
20.0
20.0
77.0
Personally against the idea of

LGBT
23
23.0
23.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS-
39
34% is due to scared of stigma attached with it, then against culture of the land and people
are personally against the idea of LGBT is 23% and lastly 20% is against the culture of
organization is the factor for non inclusion of LGBT.
Graph 4.3.
INTERPRETATIONThe opinion of the employee due to scared stigma attached with it is the main reason is the
factor will be the non inclusion of LGBT in work place.
4) Table 4.4
People will change the behavior towards an existing if they come to know that
the employee belong to the LGBT community
Frequency
Percent
Valid Percent
Cumulative
Percent
Yes
48
48.0
48.0
48.0
No
39
39.0
39.0
87.0
dont know
13
13.0
13.0
100.0
Total
100
100.0
100.0
Valid
40
ANALYSIS:People would change their behavior towards an existing if they come to know that the
employee belong to LGBT community 48% of respondents says yes, 39% respondents says
no, people does not change and rest13% have no idea whether they will change or not.
Graph 4.4
INTERPRETATIONMostly people will change the behavior towards an existing if they come to know that the
employee belong to the LGBT Community.
5) Table 4.5
41
People would declare gender identity status at the work place
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Yes
41
41.0
41.0
41.0
No
59
59.0
59.0
59.0
Total
100
100.0
100.0
100.0
ANALYSIS:From the above data and chart out of 100 respondents 59% respondents said no,
people would not like to declare their gender identity status at the work place and 41%
respondents said yes people would declare.
Graph 4.5
INTERPRETATIONMostly people would not like to declare their gender identity status at the work place.
42
6) Table 4.6.
What may stop an individual from coming out to open in declare 'gender identity status"
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
social stigma attached to it
23
23.0
23.0
23.0
Fear of not being accepted at

the work place
27
27.0
27.0
50.0
fear that it may impede career

development / progression
32
32.0
32.0
82.0
prefer to keep their status

private
18
18.0
18.0
100.0
Total
100
100.0
100.0
ANALYSIS:From the above data and chart is fear that it may impede career development/ progression
which is 32% and then 27% is fear of not being accepted at the work place, 23% social
stigma attached to it and 18% prefer to keep their status private is the reason to not declare
their gender identity status.
Graph 4.6.
INTERPRETATION-
43
The main reason is fear that it may impede career development/ progression stops an
Frequency Percent
Valid
Valid
Percent
Cumulative
Percent
Yes
52
52.0
52.0
52.0
No
41
41.0
41.0
93.0
dont
know
7.0
7.0
100.0
Total
100
100.0
100.0
individual from coming out to open in declare gender identity status.
7) Table 4.7.
Discrimination in work place on the basis of sexual orientation and identity,
irrespective to contribution towards the work
ANALYSIS:From the above chart the discrimination in work place on the basis of sexual orientation and
identity; irrespective to contribution towards work is 52% respondents said yes and 41%
respondents said no they do not agree and rest 7% respondents said they dont know.
Graph 4.7
INTERPRETATIONDAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |
44
The maximum discrimination in work place is on the basis of sexual orientation and identity;
irrespective to contribution towards work.
8) Table 4.8.
Reasons why discrimination exists at work place
Frequency
Percent
Valid Percent
Cumulative
Percent
No proper policy in place to

guide behaviour at work
25
25.0
25.0
25.0
narrow mindedness of an
individual at work place
28
28.0
28.0
53.0
no awareness
16
16.0
16.0
69.0
lack of sensitivity
20
20.0
20.0
89.0
part of culture
11
11.0
11.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS:The reasons why discrimination exists at work place is due to narrow mindedness of an
individual at workplace is 28%, no proper policy in place to guide behavior at work is 25%,
lack of sensitivity is 20%, no awareness is 16%, and part of culture is 11%.
Graph 4.8.
45
INTERPRETATIONThe reasons why discrimination exists at work place is due to narrow mindedness of an
individual at workplace.
9) Table 4.9.
Does company policies includes the work place inclusion
Frequency
Percent
Valid Percent
Cumulative
Percent
Yes
31
31.0
31.0
31.0
No
19
19.0
19.0
50.0
dont know
50
50.0
50.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS:From the above data and chart out of 100 respondents, 50% respondents doesnt
know whether the company includes a policy of work place inclusion and 31% respondents
says Yes and 19 % respondents says No.
46
Graph 4.9.
INTERPRETATIONThe employees working in Convergys doesnt know whether the company includes a policy
of work place inclusion.
10) Table 4.10

if yes does the company contains anti discrimination clause
regarding sexual orientation and gender identity
47
Frequenc
y
Percent
Valid
Percent
Cumulative
Percent
yes
31
31.0
31.0
31.0
no
19
19.0
19.0
50.0
dont
know
50
50.0
50.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS:From the above data and chart 31% respondents say yes it includes anti
discrimination clause regarding sexual orientation and gender identity, 19% says no it does
not, and rest of the respondent i.e.50% does not know whether it will include or not.
Graph 4.10
INTERPRETATION-
48
Most of working employees in the company does not know whether company policy includes
anti discrimination clause regarding sexual orientation and gender identity
11) Table 4.11

Educational awareness programs on issues faced by minority
Frequency
Percent
Valid Percent
Cumulative
Percent
yes
45
45.0
45.0
45.0
no
28
28.0
28.0
73.0
Dont know
27
27.0
27.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS:From the above data and chart there are educational awareness programs on issues faced by
minority in the company 45% respondents says yes, and 28 % respondents says no, and 27%
respondents says they dont know whether it includes or not.
Graph 4.11
INTERPRETATIONDAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |
49
The above data chart refers that company have educational awareness programs on issues
faced by minority in the company.
12) Table 4.12

Does company have sensitivity training on acceptance of LGBT as part of
work place
Frequency
Percent
Valid Percent
Cumulative
Percent
Yes
46
46.0
46.0
46.0
No
17
17.0
17.0
63.0
dont know
37
37.0
37.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS:From the above data and chart the company have sensitivity training on
acceptance of LGBT as part of work place is 46% respondents says yes, 17% respondents
says No, and 37% dont know.
Graph 4.12
50
INTERPRETATIONThe company has sensitivity training on acceptance of LGBT as part of work place.
13) Table 4.13
Does sensitivity training or educational programs will really be helpful in reducing
the discrimination on grounds of LGBT inclusion
Frequency
Percent
Valid Percent
Cumulative
Percent
Yes
76
76.0
76.0
76.0
No
13
13.0
13.0
89.0
dont know
11
11.0
11.0
100.0
Total
100
100.0
100.0
Valid
ANALYSIS:76% respondents say Yes, sensitivity training or educational programs will really be helpful
in reducing the discrimination on grounds of LGBT inclusion, 13% respondents says No, and
rest 11% respondents says dont know.
Graph 4.13
51
INTERPRETATIONFrom the above data and chart the sensitivity training or educational programs
will really be helpful in reducing the discrimination on grounds of LGBT inclusion
14) Table 4.14

Opinion on which factor would reduce discrimination of LGBT community in
work place
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
stringent work place

policy having anti
discrimination clause
covering sexual
orientation and gender
identity
6.0
6.0
6.0
Training programs to
sensitize employees
15
15.0
15.0
21.0
educational programs to
create awareness
19
19.0
19.0
40.0
stringent labor legislation
13
13.0
13.0
53.0
leadership commitment
to inclusion
10
10.0
10.0
63.0
all of the above
37
37.0
37.0
100.0
Total
100
100.0
100.0
ANALYSIS:From the above data and chart, the opinion on the factor that would reduce discrimination of
LGBT community in work place is all of the above is 37%, educational programs to create
52
awareness is 19%, training programs to sensitize employees is 15%, stringent labor

legislation is 13%, leadership commitment to inclusion is 10%, stringent work place policy
having anti-discrimination clause covering sexual orientation and gender identity.
Graph 4.14
INTERPRETATIONThe opinion of employees on the factor that would reduce discrimination of

LGBT community in work place is all of the above i.e.stringent work place policy having anti
discrimination clause covering sexual orientation and gender identity, Training programs to
sensitize employees educational programs to create awareness, stringent labor legislation,
leadership commitment to inclusion.
53
HYPOTHESIS TESTING
Chi-Square Tests
Value
Df
Asymp. Sig.
(2-sided)
Pearson Chi-Square
11.070a
.026
Likelihood Ratio
11.331
.023
6.633
.010
Linear-by-Linear
Association
N of Valid Cases
100
a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is .91.
Analysis: Since P value < .05, the null hypothesis can be rejected.
Inference:
It can be inferred that there is an association between change in employees
behavior on discovery of sexual orientation and gender identity of employees and
discrimination at workplace
54
Inference:
It can be inferred from the above that a majority of the respondents who opened
that discrimination exists on the basis of sexual orientation and gender identity feel that
people change their behavior on discovery of the employee belonging to LGBT community
and a significant percent of those who opined that discrimination does not exist on the basis
of sexual orientation and gender identity feel that people do not change their behavior on
discovery of the employee belonging to LGBT community.
CHAPTER-5
SUMMARY OF FINDINGS, CONCLUSIONS AND SUGGESTIONS
55
5.1.
FINDINGS Most of the employees in Convergys are in the age group of 18-25 years
The general reaction of people on inclusion of LGBT community was that they can
easily include them as part of the work place.
The reason cited for non-inclusion is that they are scared of the stigma attached to it.
They also opine that employees would change their behavior if they come to know
that the employee belong to LGBT community
Most of the respondents felt that people would not like to declare their gender identity
status at the work place and they cited the main reason being fear that it may impede
career development/
A large number of them felt that discrimination in work place on the basis of sexual
orientation and identity exists irrespective of the individuals to contribution towards
work. And they cited reasons as narrow mindedness of an individual at workplace.
Many employees are unaware of the existence any policy on work place inclusion.
Most of the employees are not aware about the anti discrimination clause regarding
sexual orientation includes in company policy.
It was found that the company arranges for educational awareness programs on issues
faced by minority in the company and has sensitivity training on acceptance of LGBT
as part of work place.
A majority of the respondents mentioned that Sensitivity training or educational
programs will really be helpful in reducing the discrimination on grounds of LGBT
inclusion
They felt that all the factors- stringent work place policy, having anti-discrimination
clause covering sexual orientation and gender identity, Training programs to sensitize
employees educational programs to create awareness, stringent labor legislation and
leadership commitment to inclusion will help reduce discrimination of LGBT
community at work place.
5.2.CONCLUSION
Organizations leading the pack with their inclusion and diversity efforts have to realize
the tremendous benefits and opportunities afforded by tapping into pools of skilled
workers, regardless of gender, sexual orientation, ethnicity, or background. Actively
56
taking steps to embrace diversity will help organizations establish themselves as not
only welcoming LGBT workers, but also realizing the positive impacts of diverse
workforces: higher degrees of employee engagement, more collaborative and
innovative workgroups, and a better working life.
5.3.SUGGESTIONS AND RECOMMENDATIONS

Develop inclusive anti-discrimination policies that protect employees and clients;
Establish advisory boards of LGBT clients to provide insight into oppressive policies and
practices;
Recruit and hire openly LGBT staff, who can serve as mentors and resources to staff and
clients;
Conduct on-going training about LGBT issues for employees; and

Develop resource files related to LGBT issues and appropriate referral sources.
There should be a welcoming workplace culture where everyone is treated with respect
and dignity and everyone feels valued.
Policies are to be framed in place concerning equality and human rights, working
conditions, dignity at work, employee welfare and fair recruitment and procurement
practices.
57
Members of staff at all levels have to be aware of the inclusive values of the organisation
and are actively consulted and involved in policy development.
Organizations can leverage broader talent management practices to support the career
advancement of LGBT employees.
Establishing LGBT employee resource groups to provide leadership and growth

opportunities for LGBT employees and serve as a vehicle to educate leaders about issues
important to LGBT in the workplace. Such groups also serve as ambassadors to the
LGBT community.
Mentoring and leadership development programs for diverse employees, including LGBT,
as well as programs to educate senior leaders and employees in general about diversity
issues.
Creating partnerships with LGBT non-profit organizations to demonstrate commitment to

LGBT issues and offering volunteer opportunities relevant to these communities.
Implementing campus recruiting programs and highlighting inclusion and diversity

information in outreach and education efforts.
Partnering with LGBT student-focused, on-campus organizations that connect employers

with LGBT undergraduate and graduate students. Examples include Out for Work which
focuses on LGBT undergraduates, and Reaching Out MBA which addresses needs of
LGBT graduate business students.
Communicating LGBT-friendliness through outreach programs and awards or by

sponsoring LGBT non-profit community organizations.
58
5.4. FUTURE SCOPE OF STUDY

This study has been restricted to only one ITES company in Bangalore. It can be
expanded to an industry level analysis so that appropriate policy changes can be
recommended and implemented industry wide. It can also be further expanded to other
industries as well since LGBT community comprise of approximately 10% of the total
population, hence increasing the likelihood of inclusion in the workplace across industries.
59

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CHAPTER: 1

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

1.1.3. PRESENT STATUS OF INDUSTRY

Growth Reports by times of India

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

government publications and newsgroup

outsourcing can be divided into:

5. Healthcare sector outsourcing

1.1.7. Different Business Models used in BPO:

Global delivery model

Hybrid model dualshore model

Offshore multisourcing model

1.2. THEORETICAL BACKGROUND OF THE STUDY

people have a sexual orientation whether it be heterosexual, homosexual, bisexual or

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

Accenture's Meritocracy Policy, which includes reference to sexual orientation

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

2.2. REVIEW OF LITERATURE

discrimination and antecedent variables. Perceived discrimination was associated with

2. Ragins, Belle Rose; Cornwell, John M.

An Examination of the Literature in Adult Education and Human Resource

Research on the Work Experiences of Lesbian, Gay, and Bisexual People: An

4. Patti Giuffre, Kirsten Dellingerb & Christine L. Williams

Sociological Spectrum: Mid-South Sociological Association, Volume 28, Issue 3,

5. Michele J. Eliason PhD*, Suzanne L. Dibble DNScRNb & Patricia

2.3. STATEMENT OF THE PROBLEM:

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

The overall objectives of the research are to:

To understand perception of employees on the inclusion of LGBT in work place

Obtaining information about the LGBT-friendliness of potential field in work places

2.6. HYPOTHESIS TESTING

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

2.9. LIMITATION OF STUDY

inclusion of LGBT community.

2.10. PLAN OF ANALYSIS, AND CHAPTER SCHEME:

Chapter 2: Review of Literature and Research Design

Chapter 3: Profile of the Business/Selected Organization/ Respondents

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

3.2.Growth and future of Convergys

3.3. Convergys Corporate Responsibility Program

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

3.4. Convergys Volunteerism and Corporate Giving

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

Pursuing personal and professional growth

Embracing teamwork and innovation

Acting with integrity and respect

3.7. COMPANY LEADERS

President and COO, Customer Management

3.8. Different Types of Services Being Offered By Convergys:

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

3.9. Milestones of Convergys

Convergys was named a winner in Civilian Jobs

Service Leader - Outsourcing - CRM Magazine Service Leaders

DAYANANDA SAGAR COLLEGE OF ARTS, SCIENCE AND COMMERCE |

BPO Company of the Year - International ICT Awards, 2013

Convergys Corporation won the "BPO Company of the

Best Outsourced Provider - Call Center Excellence Awards, 2012

Convergys was recognized in part for the company's flexibility