Project Report HRM

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    CHAPTER ONE

    INTRODUCTION OFTHE SUBJECT

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    PEOPLE CAN MOVE MOUNTAINS

    Americas Erick Weihen Mayer created history on May 25, 2001 by becoming the

    first blind person to scale Mount Everest. Erick at, 32, who lost his eyesight dueto a degenerative disease at the age of 13, set a foot on 8,848 meter peak alongwith 17 other members of an expedition team after an unsuccessful attemptearlier due to bad weather conditions. An hour before Erick, Bradford Bull earneda distinction of being the oldest climber to set foot atop the worlds highest peakat the age of 65- along with his son.(source: Times of India, 26/5/2001)

    Among the various factors of production, which are used in an organization,

    human resource is the most important. This is because effective use of physical

    resources such as land, machinery, materials, etc. ultimately depends on how

    the human factor is put to good use on various operations. The most effective

    and efficient machinery in the world will not produce optimum level unless the

    people who operate the machinery know how to make it perform at its best and

    most importantly, are motivated to make their equipment produce efficiently.

    1.1 DEFINATION OF HRM:

    Human Resource Management (HRM) is a process of bringingpeople and organizations together so that the goal of each one

    is met, effectively and efficiently.

    1.2 NATURE OF HRM:

    The principle scope of HRM can be listed as,

    Pervasive force

    Action oriented

    Individually oriented

    People oriented

    Future oriented

    Development oriented

    Integrating mechanism

    Comprehensive function

    Auxiliary services

    Inter-disciplinary function

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    Continuous function

    1.3 OBJECTIVES OF HRM:

    The principle objectives of HRM can be listed as,

    To help the organization reach its goals.

    To employ the skills and abilities of the workforce efficiently.

    To provide the organization with well-trained and well- motivatedemployees.

    To increase the fullest the employees job satisfaction and self-

    actualization.

    To develop and maintain a quality of work life.

    To communicate HR policies to all employees.

    To be ethically and socially responsive to the needs of the society.

    1.4 IMPORTANCE OF HRM:

    People have always been central to the organization and an organizations

    success increasingly depends on the knowledge, skills and abilities of employees,

    particularly they establish a set of core competencies that distinguish an

    organization from its competitors. With appropriate HR policies and practices an

    organization can hire, develop and utilize best brains at work place, realize its

    professed goals and deliver better results than others. Attractand retain talent

    Train people for

    challenging roles

    Develop skills and

    competencies

    Promote team spirit

    Develop loyalty and

    commitment

    Increase productivity and

    profits

    GOOD HR

    PRACTICES

    HELP

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    1.7 GROWTH OF HR IN HR IN INDIA:

    Since the evolution of HR, the field has seen a lot of changes, which can listed

    as,

    PERIOD EMPHASIS STATUS ROLES

    1920-1930 Welfare managementPaternalistic practices

    Clerical Welfareadministrator

    Policeman

    1940-1960 Expanding the role tocover labor, welfare,industrial relations andpersonnel administration

    Administrative

    Appraiser

    Advisor

    Mediator

    Legal advisor

    Fire fighting

    1970-1980 Efficiency, effectivenessdimensions addedEmphasis on human

    values, aspirations,dignity, usefulness

    Development Change agent

    Integrator

    Trainer

    Educator

    1990s-onwards

    Incremental productivitygains through humanassets

    Proactive,growth-oriented

    Developer

    Counselor

    Coach

    Mentor

    Problem solver

    1.8 SHIFTS IN HR MANAGEMENT IN INDIA:

    TADITIONAL HR PRACTICE EMERGING HR PRACTICE Administrative role Strategic role

    Reactive Proactive

    Separate, isolated from companymission

    Key part of organizationalmission

    Production focus Service focus

    Functional organization Process based organization

    Individuals encouraged, singledout for praise, rewards

    Cross-functional teams,teamwork most important

    People as expenses People as keyinvestments/assets

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    1.9 CONTEMPORARY ISSUES IN HRM:Following can be stated as contemporary issues in HRM,

    As stated above, one of the challenges faced by HR managers is that of Human

    Resource Management is that of attrition of Employees in BPO and KPO industry.

    1.10 EMPLOYEE ATTRITION:DEFINING EMPLOYEE ATTRITION AND ATTRITION RATE:

    Attrition: A reduction in the number of employees through retirement,resignation or death.

    Attrition Rate: The rate of shrinkage in size or number.

    There are numerous reasons for the attrition to be high which can be categorizedinto two broad classifications. The first can be coined as Drive Attritionwhich is caused due to employer; the second one can be termed as Drag

    Attrition which is caused due to the employee. The attrition rate has always been a sensitive issue for all organizations.Calculating employee turnover rate is not that simple as it seems to be. Nocommon formula can be used by all the organizations. A formula had to bedevised keeping in view the nature of the business and different job functions.Moreover, calculating attrition rate is not only about devising a mathematicalformula. It also has to take into account the root of the problem by going back tothe hiring stage.

    1.10.1 CALCULATING ATTRITION RATE:

    Attrition rates can be calculated using simple formula:

    CONTEMPORA

    RY ISSUES IN

    HRM

    Managing

    diversity

    Globalizati

    on

    Attitude

    towards

    union

    HRM in

    high

    performanc

    e

    organizatio

    ns

    Balancin

    g work-

    life

    HRM in

    M&A

    Changed

    employee

    expectatio

    ns

    Make HR

    activities

    ethical

    New

    organizatio

    nal forms

    Changing

    workforce

    demographics

    BPO and

    CALL

    centers

    HR

    professional

    as change

    agent

    HR

    manager

    asstrategists

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    Attrition = (No. of employees who left in the year/ average employeesin the year)*100

    Thus, if the company had 1,000 employees in April 2004, 2,000 in March 2005,and 300 quit in the year, then the average employee strength is 1,500 andattrition is 100*(300/1,500)=20%. Besides this, there are various other types of

    attrition that should be taken into account. These are:

    Fresher attrition that tells the number of freshers who left theorganization within one year. It tells how many are using the company asa springboard or a launch pad.

    Infant mortality that is the percentage of people who left the organizationwithin one year. This indicates the ease with which people adapt to thecompany.

    Critical resource which tell the attrition in terms of key personnel likesenior executives leaving the organization.

    Low performance attrition: It tells the attrition of those who left due topoor performance.

    ATTRITION RATE IN DIFFERENT COUNTRIES ROUND THE GLOBE:

    ATTRITION RATE (%)

    US 42%Australia 29%

    Europe 42%

    India 18%

    Global Average 42%

    REASONS WHY EMPLOYEES LEAVE:

    Employees do not leave an organization without any significant reason. There

    are certain circumstances that lead to their leaving the organization. The most

    common reasons can be:

    Job is not what employee expected to be: Sometimes the job

    responsibilities dont come out to be the same as expected by the

    candidates. Unexpected job responsibilities lead to job dissatisfaction.

    Job and person mismatch: A candidate may be fit to do a certain type of

    job which matches his personality. If he is given a job which mismatches

    his personality, then he wont be able to perform it well and try to find outreasons to leave the job.

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    No growth opportunities: No or less learning and growth opportunities in

    the current job will make candidates job and career stagnant.

    Lack of appreciation: If the work is not appreciated by the supervisor, the

    employee feels de-motivated and loses interest in job.

    Lack of trust and support in coworkers, seniors and management: Trust is

    the most important factor that is required for an individual to stay in the

    job. Non- supportive coworkers, seniors and management can make office

    environment unfriendly and difficult to work in.

    Stress from overwork and work life balance: Job stress can lead to work life

    imbalance which ultimately many times lead to employee leaving the

    organization.

    Compensation: Better compensation packages being offered by other

    companies may attract employees towards themselves.

    New job offer: an attractive job offer which employee thinks is good for

    him with respect to job responsibility, compensation, growth and learning

    etc. can lead an employee to leave the organization.

    1.10.2 TRUTHS ABOUT ATTRITION:

    It is difficult to accept when organizations say they have zero attrition rates.Companies may have healthier turnover rates, however, there is no such thingas zero attrition. There are other such facts about turnover, about which most ofus are not aware. Some of such facts have been highlighted below:

    Turnover always happens: This happens because employees keep on movingdue to reason like marriage or further education. Nothing can stop theseemployees from moving on. So, rather than achieving zero attrition companies

    should focus on identifying whom they want to keep so that they have healthyattrition rate.

    Some turnover is desirable: Zero attrition is not desirable mainly because of tworeasons; firstly, if all employees continue to stay in the same organization, mostof them will be at the top of their pay scale which will result in excessivemanpower costs. Secondly, new employees bring new ideas, approaches,abilities and attitudes which can keep the organization from becoming stagnant.

    Turnover includes costs: Turnover always includes some costs. Consider the costof replacing the key employee who falls into the category of high performers.

    This includes the costs of recruitment advertisement, referral bonuses, selection,

    training costs, etc. Moreover, turnover results in loss of time and efforts, lowproductivity, loss of morale, loss of knowledge and so on.

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    High salary doesnt work: Most managers assume that a high salary package isenough to keep employees loyal to their organization. Employees may face otherproblems like low job satisfaction, low engagement levels, no recognition, poorworking conditions, less support from superiors and so on. Salaries are notalways the solution to attrition. Managers should try to find out the root cause ofthe problem and then find a feasible solution.

    The manager can reduce attrition: Managers should take primary responsibilityfor retaining their employees. Much of the employees perception of jobsatisfaction stems from the relationship they share with their immediatesupervisor. Managers should try to support their subordinates and give properfeedback on performance. HR managers should work in collaboration to makethe key employees last in their organization.

    Reducing turnover takes commitment: Reducing turnover takes an investmentin coaching, developing, motivating, mentoring and listening to people. Thereshould be universal acceptance of the goal of reducing turnover along with topmanagement commitment and dedication.

    1.10.3 BENEFITS OF ATTRITION:

    Attrition is not always bad, if it happens in a controlled manner. Some attrition isalways desirable and necessary for organizational growth. The only concern ishow organization differentiates good attrition from bad attrition. The termhealth attrition signifies the importance of less productive employeesvoluntarily leaving the organization. This means if the ones who have left fall inthe category of low performers, the attrition is being healthy.

    Attrition rates are considered to be beneficial in some ways:

    If all employees stay in the same organization for a very long time, mostof them will be at the top of their pay scale which will result in excessivemanpower costs.

    When certain employees leave, whose continuation of service would havenegatively impacted productivity and profitability of the company isbenefited.

    New employees bring new ideas, approaches, abilities and attitudes whichcan keep the organization healthy.

    There are also some people in the organization who have a negative and

    demoralizing influence on the work culture and team spirit. This, in thelong- term, is detrimental to organizational health.

    Desirable attrition also includes termination of employees with whom theorganization does not want to continue a relationship. It benefits theorganization in the following ways:

    It removes bottleneck in the progress of the company.

    It creates space for the entry of new talents.

    It assists in evolving high performance teams.

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    There are people who are not able to balance their performance as perexpectations, lack potential for future or need disciplinary action.

    Furthermore, as the rewards are limited, business pressures do notallow the management to over-reward the performers, but whenundesirable employees leave the company, the good employees canbe given the share they desire.

    Some companies believe attrition in any form is bad for an organization for itmeans that a wrong choice was made at the beginning while recruiting.Even good attrition indicates loss as recruitment is a time consuming andcostly affair. The only positive point is that the realization has initiatedaction that will lead to cutting loss.

    1.11 EMPLOYEE RETENTION:

    Employee retention is a process in which the employees are encouraged to

    remain with the organization for the maximum period of time or until the

    completion of the project. Employee retention is beneficial for the organization

    as well as the employee.

    Employees today are different. They are not the ones who dont have good

    opportunities in hand. As soon as they feel dissatisfied with the current employer

    or the job, they switch over to the next job. It is the responsibility of the

    employer to retain their best employees. If they dont, they would be left with nogood employees. A good employer should know how to attract and retain its

    employees.

    Retention involves five major things:

    Compensation

    Support

    Relationship

    Environment

    1.11.1 IMPORTANCE OF EMPLOYEE RETENTION:

    So much is being done by organizations to retain its employees, why is retention

    so important? Is just to reduce the turnover costs? Well, the answer is a

    definitely NO. Its not the only cost incurred by a company that emphasizes the

    need of retaining employees but also to retain talented employees from getting

    poach.

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    The process of employee retention will benefit an organization in the following

    ways:

    The cost of turnover: The cost of employee turnover adds hundreds of

    thousands of money to a companys expenses. While it is difficult to fully

    calculate the cost of turnover (including hiring costs, training costs and

    productivity loss), industry experts often quote 25% of the average employee

    salary as a conservative estimate.

    Loss of companys knowledge: When an employee leaves, he takes with himvaluable knowledge about the company, customers, current projects and past

    history (sometimes to competitors). Often much time and money has been spenton the employee in expectation of future return. When the employee leaves, theinvestment is not realized.

    Interruption of customer service: Customers and clients do business with acompany in part because of the people. Relationships are developed thatencourage continued sponsorship of the business. When an employee leaves,the relationships that employee built for the company are served, which couldlead to potential customer loss.

    Turnover leads to more turnovers: When an employee terminates, the effect isfelt throughout the organization. The unspoken negativity often intensifies forthe remaining staff.

    Goodwill of the company: The goodwill of a company is maintained when theattrition rates are low. Higher retention rates motivate potential employees to

    join the organization.

    Regaining efficiency: If an employee resigns, the good amount of time is lost inhiring a new employee and then training an employee and this goes to the lossof the company directly which many a times goes unnoticed. And even after thiscompanies cannot assure us of the same efficiency from the new employee.

    1.11.2 EMPLOYEE RETENTION STRATEGIES:

    The basic practices which should be kept in mind the employee retention

    strategies are:

    Hire the right people in the first place.

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    Empower the employees. Give employees the authority to get things

    done.

    Make employees realize that they are the most valuable asset of the

    organization.

    Nave faith in them, trust them and respect them.

    Provide them information and knowledge.

    Keep providing them feedback on their performance.

    Recognize and appreciate their achievements.

    Keep their morale high.

    Create an environment where the employees want to work and have fun.

    These practices can be categorized in 3 levels:

    Low, medium and high level.

    1.11.3 RETENTION MYTHS:

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    The process of retention is not easy as it seems. There are so many tactics and

    strategies used in retention of employees by the organizations. The basic

    purpose of these strategies should be to increase employee satisfaction, boost

    employee morale hence achieve retention. But some times these strategies are

    not used properly or even worse, wrong strategies are used. Because of which

    these strategies fail to achieve the desired results. There are many myths

    related to the employee retention process. These myths exist because the

    strategies being used are either wrong or are being used from a long time. These

    myths prevent the employer from successfully implementing the retention

    strategies.

    Employees leave an organization for more pay: Money may be the motivating

    but for many people it is not the most important factor. Money matters more to

    the low income employees for whom its a survival issue. Money can make an

    employee stay in an organization but not for long. The factors more important

    than money are job satisfaction, job responsibilities and individuals skilldevelopment. The employers should understand this and work out some other

    ways to make employee feel satisfied. When employees leave, management

    tries to retain them by offering more money. Issues that are mainly the cause of

    dissatisfaction are organizations policies and procedures, working conditions,

    relationship with the supervisor and salary, etc. For such employees,

    achievements, growth, recognition, are the main concerns.

    Incentives can increase productivity: Incentives can surely increase productivity

    but not for long time. Cash incentives, volume work targets and speed awards

    are old management beliefs. They can generate work speedily and in volumes

    but cant boost employee commitment. Rather speed can hamper the quality of

    work produced. What really glues employees to their work and organization is

    quality work, meaningful responsibilities, recognition, respect, growth

    opportunities and friendly supervisors.

    Employees run away from responsibilities: It is myth that employees run away

    from responsibilities. In fact employees feel more responsible if they are given

    extra responsibilities apart from their regular job. Employees look for variety,

    greater control on the processes and authority to take decisions in their present

    job. They want opportunities to learn and grow. Management can assign extra

    responsibilities to their employees and appreciate them on completion of thesetasks. This will induce a sense of pride in the employee and will improve the

    relationship between the management and the employee.

    Loyalty is a thing of the past: Employees can be loyal but what they need is an

    employer for whom they can be loyal. There is no reason for the employee to

    hop job if he is satisfied with the employer.

    Taking measures to increase employee satisfaction will be expensive for the

    organizations: The things actually required to improve employee satisfaction like

    respect, career growth and development, appreciation, etc. cant be bought.

    They are free of cost. An employee or management reacts well to theemployees ideas and suggestions is enough for the employee to be retained.

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    CHAPTER TWO

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    INTRODUCTION OF

    THE INDIAN MARKETSCENARIO

    2.1 EMERGANCE OF THE INDIAN IT-ITES SECTOR:

    2.1.1 MARKET SIZE:

    2.1.1.1 GLOBAL:

    The global IT-ITES market has generated revenues of USD 1,322 billion in 2003.Globally, North America and Western Europe were major market players andtogether for more than three-fourth of the global IT-ITES market. The US aloneaccounted for 47% of the global IT-ITES market in 2003. IT services and BPOconstituted the largest portion of the global IT-ITES spend, accounting forapproximately 605 of the total pie.

    2.1.1.2 INDIA:

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    The Indian IT-ITES industry broadly categorized into IT services, ITESBPO andhardware segments. The industry achieved revenues of USD 21.5 billion in FY22003. Earnings from IT-ITES exports were USD 13.3 billion, while revenues of thedomestic IT-ITES market were USD 8.2 billion. At present, the IT-ITES industryconstitutes around 1.6% of the global IT-ITES market.

    The segment is estimated to touch revenues of around USD 92.4 billion in 2009at a CAGR (Compound Average Growth Rate) of 27.5%. the contribution to theservice sector as a whole will go up to 17.45% in 2010. The key drivers of growth

    include the rapid increase in IT outsourcing and the rapid expansion in the scaleand breath of IT-ITES- BPO offerings by Indian vendors. The Indian IT-ITES

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    vendors focused on improving productivity and moved up in the value-chain.While companies providing IT services included new service lines, such aspackage software implementation, systems integration, R&D engineering andremote network management to their portfolio of offerings, IT-ITES-BPOcompanies began more complex services, such as financial research andanalytics, actuarial modeling and corporate and business research.

    2.2 REASONS FOR THE GROWT OF THE IT-ITESSECTOR:

    The major reasons for the phenomenal growth of the IT-ITES segment of theIndian service sector can be attributed to location advantage and peopleattractiveness factors, and India scores very high on both counts. According to a

    review by NASSCOM, the above reasons include six major factors:

    A growing and highly educated English-speaking workforce with therequired technical and soft skills.

    Huge cost advantage

    Competent management of data security risks

    Adoption and maintenance of international quality standards

    World-class telecom infrastructure

    Government support

    In general, India has significant geographical advantage due to the timedifference between the US and Europe and so there is enough feedback time. Interms of people attractiveness, India has a large pool of highly- trained, English-speaking, low-cost labor, which adds as an attraction for off shoring more thananything else.

    2.3 BUSINESS PROCESS OUTSOURCING:

    2.3.1 OVERVIEW:

    Off shoring is a phenomenon, wherein an enterprise relocates the production ofits goods or services to various locations in countries other than the one in whichit is based. Off-shoring- especially that of services- has become an increasinglyviable option for companies looking to improve their operational efficiencies,bottom lined and business performance. In fact, to achieve global

    competitiveness and high profitability, it has now almost become imperative formost of the companies to offshore some of their IT and non- IT BPO services. Theglobal Business Process Outsourcing (BPO) market has undergone rapid

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    transformation during the last decade and has been adopted as a strategicbusiness solution by leading companies. A reduction in telecom costs, coupledwith the increased digitization of services, is helping many companies to off-shore their services.

    2.3.2 MARKET SIZE:

    2.3.2.1 GLOBAL:

    According to Evalueaserve, the revenue of global low-end outsourcing (BPO)services in FY 2003 was USD 7.7 billion. This market is expected to grow to USD39.8 billion in FY 2010. This implies a compounded annual growth rate (CAGR) of

    26.5% for the sector.

    2.3.2.2 INDIA:

    According to Evalueserve the Indian BPO sector will increase its share in theglobal KPO sector to 45% by 2010, compared to 36% share in 2003. The IndianBPO market, with revenue of 2.78 billion in 2003, is expected to grow at a CAGRof 30.6% upto 2010. The contribution of the BPO sector to the Indian servicessector was 0.91% in 2003 and it is expected that by 2010, the contribution willbe more than double and reach 2.67% to add to the overall services sector.

    Share of the Indian BPO sector int eh global BPO industry will increase from 36%in 2003 to 45% in 2010.

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    2.3.2.3 SWOT ANALYSIS OF INDIAN INDUSTRY

    STRENGTHS

    English speaking laborpool

    Strong IT background

    Superior servicematurity

    Strong governmentalsupport

    Cost competitiveness

    Indian domesticmarket growth

    Positing geographic

    WEAKNESS

    Small players

    High attrition

    Infrastructure

    Bureaucracy

    OPPORTUNITIES

    Move up the valuechain

    Unexplored markets Greater share ofmarket

    THREATS

    Emerging low costnations

    Rising cost Backlash in US andEurope

    Technology

    Indian educationalpolicy

    2.4 KNOWLEDGE PROCESS OUTSOURCING:

    2.4.1OVERVIEW:

    Knowledge Process Outsourcing (KPO) refers to the outsourcing of high-endcomplex tasks and processes to specialized service providers. These includevaluation research, investment research, patent filing, legal and insurance claimsprocessing, etc. KPO provides value to the client through domain expertiserather than process expertise. In comparison to BPO, KPO delivers higher valueto the organizations that off shore their domain-based processes, therebyenhancing BPOs traditional cost-quality paradigm. The shift from off shoring of

    low-end business processes (BPO) to high-end tasks led to a rapid growth in theoff shore KPO industry.

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    2.4.2 MARKET SIZE:

    2.4.2.1 GLOBAL:

    Evalueserve predicts that revenues from the KPO market will grow globally fromUSD 1.29 billion in FY 2003, to USD 17 billion in FY 2010. This implies a CAGR of44.5%, for the global KPO market. The important growth drivers of this marketare:

    Higher savings at the high-end of the value-chain as compared to the low-end and a scarcity of a highly-trained specialized talent pool in thedeveloped countries.

    Maturity of processes and the prospect of better margins for knowledge-

    intensive services in the low-cost destinations.

    2.4.2.2 INDIA:

    The Indian KPO sector will increase its share in the global KPO sector to 71% by2010, compared to a 56% share in 2003. The KPO market in India is expected toincrease to USD 12 billion by FY 2010, reflecting a CAGR of 49.5%.

    In FY 2003, the Indian KPO industry generated approximately USD 0.72 billion of

    the total revenue, contributing about 0.24% to the Indian services sector. Thisshare is expected to increase to 1.78% of Indian services sector by 2010.

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    The US alone accounts for nearly 60% of the KPO services off shored to low-costlocations. The UK and Canada account for approximately a 20% share, while theremaining 20% is shared between the rest of Europe and rest of the world.

    2.5 KEY SEGMENTS:

    Out of the estimated opportunity of USD 17 billion the KPO sector in 2010, themajor revenues will come from six prominent sectors.

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    2.6 GROWTH DRIVERS:

    The significant growth of the KPO sector is attributed to several factors thedemand and supply side.

    2.6.1 DEMAND DRIVERS:

    There are several demand-side factors fueling the KPO trend such as,

    There is an incumbent shortage of highly-skilled knowledge professionalsin the developed nations.

    Hence, recruiting the talents for higher-end knowledge-intensivesectors is becoming difficult for enterprise in high-wage countries.With tighter immigration norms, off shoring of these high-endservices is the only viable solution for enterprise facing thisshortage of highly-trained specialized labor.

    Further, to remain competitive globally, enterprises need to cut their costs

    and reduce the time-to-market for their services and products.Off shoring high-end services not only ensures these two benefits, but alsothe intellectual property thus created, rests with the buyer of the off shorehigh-end (KPO) services.

    2.6.2 SUPPLY- SIDE DRIVERS:

    India offers an attractive cost proposition and a highly-skilled talent pool. Thesefactors make it a highly competent and attractive destination for outsourcing.

    The major trends in the Indian services market expected to drive the KPO sectorinclude:

    Economies of scope generated by the entry of many IT companies in the

    BPO and KPO sectors.

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    BPO companies moving up the value-chain

    Off shore service vendors are gaining significant maturity as well asproject management and domain expertise, thereby moving up thevalue-chain.

    Availability of all types of services through a single vendorWith the entry of many BPO companies into providing KPO services,clients can get the entire range of solutions and services portfolio,which will help ward off competition from services providers in otheremerging low-cost destinations.

    ATTRITION RATES IN DIFFERENT SECTORS:Following chart shows attrition rate in different sectors in India:

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    CHAPTER THREE

    INTRODUCTION OFTHE COMPANY

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    value through innovative use of technology and harnessing the highest

    potential of its people.

    3.4 MILESTONE:

    Year/Period

    Key Events

    1991 Started as an IT Training Company; Setup various IT educationinstitutes across the state of Gujarat, India

    1996-2000 No-1 IT Training company in the State; Trained 60,000 studentsacross 30 Azure IT institutes

    2000 Set up a 500 seat Global Contact center to provide MarketResearch and Financial Services to Fortune 500 companies

    2003 Added Mortgage Processing and Mortgage Origination Supportservices; First multi-country, multi-lingual B2B Market ResearchProject executed successfully

    2004 Expand MR capabilities to include Survey Programming, DataProcessing; Conducted more than 30,000 web and phoneinterviews

    2005 Added 2 Fortune 500 companies as key clients with long termcontracts; Financial services expansion to UK, Europe andAustralia; Expanded multi-lingual capability to cover 12international languages

    2006 ISO 27001 certification; Azure bags financial services contractfrom one of the top 5 global financial companies ; Bags large IT

    solutions contracts2007 Launched China office in Guangzhou; Took 49% stake in Citizens

    Financial Mortgage; Ranked among the top ITES companies byDun & Bradstreet (D&B); Launches IT solutions company:Success Craft

    2008 2008 Azure wins Best Customer Responsiveness Practiceaward instituted by Avaya Global Connect, adjudged by Ernst &

    Young and ACNielsen; Setup 100 seat facility in Philadelphia, US

    3.5 AZURE CORE VALUES:

    Azures core values include:

    Integrity Responsiveness Effective use of technology Transparency Process orientation and discipline

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    3.6 AZURE CAPABILITIES:

    Azures capabilities include:

    Multi RespondentAge-groups, cultures etc.

    Multi LingualOver 15 languages are spoken

    Multi MediumPhone, Web, E-Mail, Print, Fax and Face-to-Face

    Multi Geography90 Countries across North America, Europe, Asia, Australia and Africa

    Multi ProcessSurvey Programming, Data Collection, Processing, Analytics,Presentation

    Multi IndustryIT & Telecom, Healthcare & Pharma, FMCG/Consumer Goods, BFSI,Retail & Manufacturing, Media, Others.

    3.7 AZURE ADVANTAGE:

    o 7 years of experience in providing KPO and BPO services.

    o 1500 seat infrastructure across Ahmedabad, Guangzhou and Philadelphia

    with 2100 people .o Serving 75 plus countries in 12 languages.

    o Proven track record in providing Financial Services and KnowledgeServices.o Current clients include three Fortune 500 clients and large financial

    services companies.o State-of-art technology setup including dedicated private data and voice

    links to US with technology solutions from Nortel, IBM.o Strong focus on processes and systems for efficiency and effectiveness in

    client delivery.o Comprehensive business contingency and disaster recovery model.

    o Dedicated quality resources for each project and process.

    o Training and workshops conducted by industry experts.

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    3.8 SERVICES:

    Basically, Azure facilitates its clients with four basic services, includes:

    o Knowledge Services: Azure is dedicated to supplying superiorknowledge services solution to their clients. From Strategy to Solutionencompasses Azures approach to developing long term relationships with theircustomers and understanding the needs of people, the challenges of complexbusiness processes and the opportunities presented by technology. Azure'ssuccess is highly leveraged on the capabilities of their team and each member of

    the team is chosen carefully to be able to assist in delivering results.

    Azures gamut of knowledge services include:

    Market Research Equity Research

    o Customer Care Services: Inbound Customer Care

    BSNL-Customer Care Services: Bharat Sanchar Nigam Limited (BSNL) thelargest public sector undertaking and telecom service provider in India(Fixed ,Cellular and Broad Band) having net worth of 14.32 billion $,infrastructure worth 22.74 billion $,network of over 45 million phone linesin 5000 towns, over 20 million cellular connections reverts back to Azureto outsource its Customer Care Services.

    Azure on its part will use its expertise and state of the art infrastructure

    and the best in its class CRM tools to atleast meet the BSNL requirementsif not surpass them. The BSNL division will work on 24*365 and will be 150strong offering services in 3 languages, English, Hindi and Gujarati. AsGujarat is an important destination for Business and Tourism, all effortsare being made to see there are alteast 3 CSRS fluent in languages likeMarathi, Tamil, and Telugu.

    Panasonic Tough books: Panasonic launched its premium product in thelaptop vertical in India and the helpdesk number lands at Azure. The job of

    the Panasonic Team is to handle inbound call queries and also follow-upwith information requested by the potential clients.

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    o Financial Services:

    Azure is a leading provider of financial services like mortgage processing, loanorigination, finance & accounting & collections. Azure has the necessary knowledge on theworking of the financial services industry.

    Azures clients get the advantage of seamless integration of cutting-edge technologyand a highly trained human capital.

    Azure is committed to delivering all the financial services you need in one place, withthe personalized attention you deserve.Azures array of financial services includes:

    Mortgage Processing Loan Origination

    Finance & Accounting Collections

    o IT Services:

    AZURE is backed by experience in various verticals, domains, technologypractices and SDLC methodologies. The focus is on building solutions that enableand empower customer service, work flow automation and marketing processes,by leveraging telecom and internet.

    AZURE has been providing all round support, consultancy and solutions tothe KPO, Telecom, BFSI and Internet industry. It brings to the table in-depthunderstanding of the respective domains and invaluable years of software

    development experience.Azure offers IT enabled services for:

    Telecom and IP Enterprise Solutions Market Research Financial Services Web/Application Development