TRICOM.MITHILA

A

Project Report

On

“H. R. Practices in BPO & KPO Industry:

“SUMMER INTERNSHIP REPORT

SUBMITTED TO UNIVERSITY OF MUMBAI”

In partial fulfillment of the

“MASTER OF MANAGEMENT STUDIES” (2009-2011)

Submitted by

Ms. MITHILA S. JAHAGIRDAR.

Roll No. 0924

Prof. Vipul Vyas. Ms. Pooja Kapasi

(Project Guide) (Corporate Guide)

Submitted to

Saraswati Education Society’s Group of Institutes

Faculty of Management

SES-GOI-Faculty of Management, Academic Year: 2009-2011

A

PROJECT REPORT ON

INDIAN BPO & KPO INDUSTRIES

Titled,

“H.R.PRACTICES IN BPO & KPO WITH TRICOM” :

In partial fulfillment of

“MASTER OF MANAGEMENT STUDIES”

SUBMITTED BY

Ms. MITHILA S. JAHAGIRADAR

UNDER THE GUIDANCE OF

PROF. VIPUL VYAS

SUBMITTED TO

SARASWATI EDUCATION SOCIETY’S GROUP OF INSTITUTES

FACULTY OF MANAGEMENT

BHIVPURI ROAD, TAL: KARJAT

ACADEMIC YEAR 2009-2011


Declaration

I, Ms. Mithila S. Jahagirdar pursuing the degree of Master of Management Studies

from University of Mumbai, hereby declare that this Project titled “ H.R. practices in BPO &

KPO Industry - Tricom India limited ”, in the Academic Year 2009 - 2010 is my own work.

Moreover, I also declare that it has not been previously submitted by me for any

examination of this university or any other university. I abide by the rule of academic project and

accordingly I will not allow anyone to use or to copy it for academic or professional purpose.

I have acknowledged the source of the secondary data and information used in this

project. This information is true and original to the best of my knowledge and I take

responsibility in case of any mistake.

____________________

Mithila S.Jahagirdar


Acknowledgement

I take immense pleasure in thanking Prof. Vipul Vyas (Ph.D.), our beloved Associate Director for permitting me to carry out this project work & guiding time to time.

Needless to mention thank to all faculty members, non-teaching staff, Library attendants

& computer lab. Assistance, who have been a source of inspiration and for their timely guidance

& help in the conduct of our project work.

I wish to express my deep sense of gratitude to my Corporate Guide, Ms. Pooja Kapasi

from ‘Tricom Ind. Ltd’ for her valuable guidance and useful suggestions, which helped me in

completing the project work, in time.

Words are inadequate in offering my thanks to the Project Trainees and all employees of

Tricom for their encouragement and cooperation in carrying out the project work.

Finally, yet importantly, I would like to express my heartfelt thanks to my beloved parent

my classmates for their help and wishes for the successful completion of this project.

MITHILA JAHAGIRDAR


ABBREVIATIONS

General H.R.

H.R- Human Resource.

I.S.O. – International Org. For standardization.

SHRM – Strategic Human Resource management.

Scope (Areas):

1. Recruitment & selection :

MRF – Management Requisition Form

EAF – Employee Application Form

SME – Specialized Managerial Executive

IAF – Interview Assessment Form

MQR – Monthly Quality Report

BVR – Background Verification Report

EIF – Employee Information Form

2. T&D :

Training & Development

TFF – Training Feedback Form

3. Welfare :

PF – Provident Fund

P.PO – Pension Policies

ESIC – Employee State Insurance Corporation


4. Separation :

FFS – Full & Final Settlement

ECF – Exit Clearance Form


Glossary

Acculturation : Acculturation is a socialization process by which new workers adjust

to, and become part of, the corporate culture of their new company, office, department,

etc.

Broad banding : In a broadband pay structure, the numbers of salary grades are

consolidated into fewer, but broader, pay ranges. In broad banding, the spread of the

pay ranges is wider and there is less overlap with other pay ranges.

Progressive discipline is a process for dealing with job-related behavior that does not

meet expected and communicated performance standards.

Downsizing means to reduce the number of employees in an organization. Downsiz-

ing or lay-offs reduce the size of a work force.

Hiring freeze an employer decides to stop hiring employees for all non-essential po-

sitions. A hiring freeze allows an employer to consolidate current employees and po-

tentially restructure departments, to complete the work that is essential for serving the

customers of the business.

Human Resource Development is the framework for helping employees develop

their personal and organizational skills, knowledge, and abilities. Human Resource

Development includes such opportunities as employee training, employee career de-

velopment, performance management and development, coaching, succession plan-

ning, key employee identification, and organization development.

Resignation Definitions for a letter of resignation or a resignation letter for the hu-

man resources glossary of human resources related terms

Recognition is providing attention or favorable notice to another person. Recognition

can be written, verbal, or monetary. In the workplace, the second purpose for em-


http://humanresources.about.com/od/dictionarya/g/acculturation.htm

ployee recognition is to communicate and reinforce the behaviors and actions you'd

like to see the employee do more often.

360 degree feedback is a method and a tool that provides each employee the opportu-

nity to receive performance feedback from his or her supervisor and four to eight

peers, reporting staff members, co-workers and customers.

References are people who are familiar with some aspect of your life and are willing to

share what they know with another person to derive a benefit for you. A reference also

refers to the content of the information that another person is willing to share about

you. References are checked by potential employers, financial institutions, profes-

sional associations, clients and customers, and any org…

Unemployment compensation was created by the Social Security Act of 1935 to pro-

tect workers who became unemployed through no fault of their own. The federal gov-

ernment provides incentives and guidelines to the states about unemployment compen-

sation, but each state is responsible for its own guidelines and program for unemploy-

ment compensation.

Work-life balance supports the efforts of employees to split their time and energy be-

tween work and the other important aspects of life. Work-life balance is a daily effort

to make time for family, friends, community participation, spirituality, personal

growth, self care, and other activities, in addition to the demands of the workplace.

Work-life balance is assisted by employers who institute policies, procedures, actions,

and expectations that enable employees to easily pursue balanced lives.

New employee orientation is the process for welcoming a new employee into your

organization. New employee orientation, often spearheaded by a meeting with the Hu-

man Resources department, generally contains information about safety, the work en-

vironment, the new job description, benefits and eligibility, company culture, company

history, and anything else relevant to working in the new company.


Executive summary:

H.R. is very important area in every organization as it directly deals with human beings.

It acts as a communication channel between employer and employees. Taking care of

organizational goals as well as managing workforce is the basic work line of H.R. department.

There are several aspects of H.R.M. The aim of this project is to study them through the summer

internship program.

This project report throws light on H.R. practices in Indian BPO and KPO industry.

During summer internship, working with Tricom enhanced our knowledge and make us

understand actual H.R. practices in BPO & KPO sector. BPO & KPO are fast emerging sectors

hence job openings are continuous, people get attracted due to salary and other monetary

benefits. but still this industry is facing high rate of employee turnover 35-40%.

BPO and KPO are outsourcing channels through which several business activities can be

outsourced. Due to globalization competition is increased and every one want to give their best

hence large scale business outsource some of their business activities from specialized identity to

save money and time

This project is divided in to Sub topics to study in depth. These parts explain the era of

the topic in detail. Project segments are:

Preliminary Section : This is the starting stage of project which carries

Acknowledgement , certificates , index these primary information.

Industry Profile : This is the detail information about BPO & KPO industry On global as

well as Indian grounds. This explain growth of BPO & KPO in last decade and also focuses on

problems of the sector.


Company Profile : Company profile is detail introduction about the company and its

work lines. It carries structured information about Tricom business streams like Tricom ind. Ltd

(BPO) and Tricom InfoTech solutions ltd.(KPO).

Research Methodology : in this chapter research details and research methods are

explained.

Literature study :In this part detailed introduction of H.R. is given which explains global

scenario of the H.R.

Data analysis : According to data collected analysis is done under this section. It

includes different activities and area of H.R. i.e. Recruitment, Selection, T&D, Appraisal,

Motivation, Employee welfare…This part is very important as whole project is based on

it.

Findings & conclusions : This is towards end of the project which elaborate what we

find or conclude after doing research and preparing project.It includes findings &

suggestion of researcher.

This is the structure of the project.In this project comparision is done between H.R

theories and practical practices. The major source of data was observation within the

organizational system.

After studying the project it is found that there is huge difference between theoretical

explanations and actual corporate practices.

This project is focused on H.R. Practices in BPO & KPO sector which is known for high

employee turnover.

Hence according to observations and study it can be said that H.R. practices in BPO &

KPO are not standard. There is a huge scope of development.


CHAPTER NO – 1

Industry profile:

BPO & KPO Industry in India


INDUSTRY PROFILE

BPO & KPO Industry in India

1.1. BPO Industry in India- A Report

Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields.

A BPO differentiates itself by either putting in new technology or applying existing technology

in a new way to improve a process.

Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive

business processes to an external provider that in turn owns administers and manages the

selected process based on defined and measurable performance criteria. Business Process

Outsourcing (BPO) is one of the fastest growing segments of the Information Technology

Enabled Services (ITES) industry.

The role played by BPOs in boosting India’s economy shows that the IT and ITeS sector

have been contributing largely to the economic growth of India. The growth in the contribution

of BPOs to Gross Domestic Product has shown a steady rise from 1.2% to 5.4%. It is hence

evident that the BPO industry is making an impact on the Indian economy.


BPOs are aiming at contributing towards bringing in more earnings to the country and IP

creation. The benefit to the local economy is subject to judicious exploitation of resources

existing in these areas. The following are some useful statistics with regard to the growth of the

IT-BPO sector during the past 10 years:

1997-98: US$ 4.8 billion

2006-07: US$ 47.8 billion

Current rate of growth is 28%

Employment to be generated -1.6 million

BPO Role in India’s economic growth is set towards making a significant impact in the

time to come as well. The driving forces that account for the increase in foreign investments

through the BPOs in India are:

Emphasis on quality services

Skilled sets and workers

Cost effectiveness

Quality products

English speaking manpower

These features of the Indian BPO industry attract long-term contracts and as a result,

there are high earnings which in turn result in major contribution to economic growth. As a

matter of fact, the Indian BPO industry is leading in the market and is improving in the area of

training professionals in learning foreign languages and increasing the number of skilled

workers. This will give India the ability to sustain its global leadership and probably generate

export revenues of USD 10 billion by 2010.

Figures of 2007-08: $52 billion (growth of 28%) - $40.4 b from exports, $11.6 domestic.

In exports, IT grew by 28% to 23.1 b and BPO exports went up by 30% to $10.9 b

Figures of 2008-09*: $62-64 billion


Estimated figure of revenue generation for the year 2010*: 110 billion

1.1.1. SWOT ANALYSIS

Strengths :

Education level doesn't matter so much

Good work environment

Many benefits like free food, coupons

Time flexibility

Attractive life style

Transportation facility

Handsome salary

Plays major role in employment in India

As per NASSCOM the BPO sector is expected to grow in a very fast rate in future.

Encourages foreign investment

Plays a very important role in the multiplier effect in the economy.

Weakness

Constraint on middle-management resources because of immaturity of the BPO in-

dustry.

Government bureaucracy and poor physical infrastructure.

Weak enforcement of legal system and prevalent corruption. Industry is moving to-

wards mitigating data privacy and security concerns. However, there is an urgent

need to tighten cyber laws and enforce data protection and privacy laws.

Expanding on the importance of infrastructure, it would be difficult to shift BPO

business to the second tier cities in India, as is being talked about now, unless phys-

ical access to them became easy. Foreign clients would prefer to jet in and jet out.


1.1.2. OPPORTUNITIES :

Worldwide spending on Business Process Outsourcing (ITES-BPO) services totaled

approximately US$ 712 billion in 2001. IDC projects that by 2006, the potential ITES-BPO

market may increase to US$ 1.2 trillion, with an overall compounded annual growth rate

(CAGR) of 11 percent. While traditionally the key driver for ITES-BPO activities has been cost

reduction, companies are increasing viewing these services as strategic and essential elements for

organic growth.

1.1.3. THE THREATS

Lack of maturity in service line, increasing competition among e-logistics providers and

management resistance are the main deterrents to the outsourcing in the logistics sector.

Discretionary cuts in budgets, low growth due to industry maturity and decentralized

nature of facilities

Management is the main deterrents to the outsourcing in the facility & operations man-

agement sector.

Privacy concerns and technical nature of subject matter are the main deterrents to the

outsourcing of legal services.

If all above is not enough, the companies which are outsourcing non-core processes

from third party service providers are literally placing their fate in the hands of another

company, which appears to be a normal setback of BPO at the outset.

Some companies which jumped BPO market in India are now looking to sell their assets

being unable to scale operations up to the required level. As per the NASSCOM report,

recently there were about 500 Indian companies offering BPO and related services look-

ing for buyers.


1.1.4. Different Types of Services Being Offered By BPO's

Customer Support Services

Our customer service offerings create a virtual customer service center to manage

customer concerns and queries through multiple channels including voice, e-mail and

chat on a 24/7 and 365 days basis.

Technical Support Services

Our technical support offerings include round-the-clock technical support and

problem resolution for OEM customers and computer hardware, software, peripherals

and Internet infrastructure manufacturing companies. These include installation and

product support, up & running support, troubleshooting and Usage support.

Telemarketing Services

Our telesales and telemarketing outsourcing services target interaction with

potential customers for 'prospecting' like either for generating interest in products and

services, or to up-sell / promote and cross sell to an existing customer base or to complete

the sales process online.

Employee IT Help-desk Services

Our employee IT help-desk services provide technical problem resolution and

support for corporate employees.

Insurance Processing

Our insurance processing services provide specialized solutions to the insurance

sector and support critical business processes applicable to the industry right from new

business acquisition to policy maintenance to claims processing.


New Business / Promotion :

Inbound/outbound sales, Initial Setup, Case Management, Underwriting, Risk assess-

ment, Policy issuance etc.

Policy Maintenance / Management

Record Changes like Name, Beneficiary, Nominee, Address; Collateral verification,

Surrender Audits Accounts Receivable, Accounting, Claim Overpayment, and Customer

care service via voice/email etc.

Data Entry Services / Data Processing Services

Data entry from Paper/Books with highest accuracy and fast turn around time

(TAT)

Data entry from Image file in any format

Data Conversion Services

o Conversion of data across various databases on different platforms

Data Conversion via Input / Output for various media.

Scanning, OCR with Editing & Indexing Services

High speed Image-Scanning and Data capture services

High speed large volume scanning

Book Keeping and Accounting Services

General Ledger

Accounts Receivables and Accounts Payable


Form Processing Services:

Insurance claim form,

Medical Form / Medical billing

Internet / Online / Web Research

Internet Search, Product Research, Market Research, Survey, Analysis.

Web and Mailing list research etc.

1.1.5. Business Process Outsourcing: The Top Rankers

The BPO companies are judged according to the clients they cater to, their work and the

output and also the employee welfare and satisfaction. Based on these, some of the well-

known BPO companies are:

Genpact: Established in the year 1997, Genpact conducts a major portion of the out-

sourcing services in India. It offers outsourcing operations for big companies like GE

Capital. Genpact has around 30 branches all across the globe and offers excellent services

in the field of accounting and finance, customer service, insurance, analytics, IT infra-

structure and so on. The company has staff strength of around 34,000 employees with

revenue of around $822.7 million.


Daksh eServices : Ranking among the fastest growing BPO companies in India, Daksh

has employee strength of around 5000. It offers high standard solutions in customer care

and back office analytics. Some of the specialized departments include Technical Sup-

port, Customer Care, and Transaction Processes. In the year 2004, Daksh was taken over

by IBM.

ICICI OneSource : ICICI OneSource specializes in providing solutions to various sec-

tors such as healthcare, media, publishing, finance, and telecom. Recent surveys have

shown that around 4500 people work in the company. The company has also received the

BS 7799 certification.

EXL Services : EXL Services has its offices in Noida and Pune. It employs around 5000

employees and is a well-known name among the BPO companies in India. It offers high

quality services in mortgage lending, banking, health care, insurance, collections, and an-

alytics. It has been awarded the prestigious ISO 9001:2000 certification for its quality

performance.

HCL-Tech BPO : A subsidiary company of HCL Technologies, HCL-Tech BPO has

around 3000 employees and offers cutting edge services in customer care, back office

processing and so on. It has four centers in Bangalore, Chennai and Noida.

In addition to these, there are plenty of other premier BPO companies in India

which offer specialized facilities and services in various sectors. They are:

NIIT Smart Serve

Motif


Ajuba

Hinduja TMT

ISeva

Convergys

Wipro Spectra mind

Tricom

According to the recent surveys, the BPO industry provides employment to around 0.7

million people across the country. The yearly revenue amounts to around $11 billion with a share

of around 1 % of the annual Gross Domestic Product (GDP).

The BPO industry is also a lucrative option for both graduates and fresher’s as one can

get good salary. The growth rate of the wages and salaries in the sector range from 10-15 %

every year. In addition, those working in the BPO sector are also entitled to a number of benefits.

Due to the development in infrastructure, more and more foreign BPO companies are

setting up bases in India. Apart from these, there are also well known domestic BPO companies

which cater to the national as well as the international market. Some of the cities where the

business processing industry is popular are Chennai, Bangalore, Hyderabad, Kolkata, New Delhi,

and Mumbai and so on. To cater to the growing demand, more BPO companies are also setting

up bases in other cities across the country like Pune, Gurgaon, Coimbatore, Kochi, Chandigarh,

Bhubaneshwar, and Lucknow and so on.

Table 1.1 : Global BPO Market by Industry

Industry Percentage (%)

Information 43


Technology

Financial Services 17

Communication

(Telecom)16

Consumer Goods/

Services15

Manufacturing 9

1.1.6. Indian Scenario

(Chart 1.1.6a)

According to international business magazine BPO sector is emerging very rapidly & by

2012 it will contribute almost 2.5% to the Indian economy. As India is becoming world’s

fastest growing outsourcing destination. Almost all developed countries are turning to India

for outsourcing business activities.


(Chart 1.1.6b)

1.1.7. India’s capabilities in BPO

Low labor costs ($1.5-$3/hr) for high quality, adequate supply of English speakers due

to large-urban locations leading to realization of scale economies (average call center is 1000+

employees), project management skills, adequate and cost-effective communications and other

infrastructure, strong flow of global venture capital, and technological sophistication, MNC

presence; all-in costs of $5.50-$12/hour, compared with US costs of $28/hour.

Negatives are high operator attrition rates (though the U.S. is higher), shortage of middle

and senior migration and operations management, shortage of vertical expertise in fast-growing

areas like insurance, logistics, health care, real estate, and shortage of horizontal expertise in

payroll, benefits, document management and interactive customer-care.

Rapid ramp-up possible: most firms we met planned 100%+ annual expansion into the

next 3 years. Currently call-centers account for 70% of work, will drop to 30% by 2006; MNCs


driving growth (40% market share), expect BP employment to cross 1,000.000 by 2006; focus

on financial, telecom and IT firms’ back-office work.

(Chart 1.1.7)

KPO INDUSTRY

1.2 What is KPO?


http://www.tricominfo.com/virtual-tour.html

Knowledge process can be defined as high added value processes chain where the

achievement of objectives is highly dependent on the skills, domain knowledge and experience

of the people carrying out the activity. And when this activity gets outsourced a new business

activity emerges, which is generally known as Knowledge Process Outsourcing.

Knowledge Processing Outsourcing (popularly known as a KPO), calls for the

application of specialized domain pertinent knowledge of a high level. The KPO typically

involves a component of Business Processing Outsourcing (BPO), Research Process Outsourcing

(RPO) and Analysis Proves Outsourcing (APO). KPO business entities provide typical domain-

based processes, advanced analytical skills and business expertise, rather than just process

expertise. KPO Industry is handling more amount of high skilled work other than the BPO

Industry. While KPO derives its strength from the depth of knowledge, experience and judgment

factor; BPO in contrast is more about size, volume and efficiency. In fact, it is the evolution and

maturity of the Indian BPO sector that has given rise to yet another wave in the global

outsourcing scenario: KPO or Knowledge Process Outsourcing.

The success achieved by many overseas companies in outsourcing business process

operations to India has encouraged many of the said companies to start outsourcing their high-

end knowledge work as well. Cost savings, operational efficiencies, availability of and access to

a highly skilled and talented workforce and improved quality are all underlying expectations in

outsourcing high-end processes to India.

1.1.8. India's intellectual potential

The myth that Indian companies can only provide "software coolies" is soon changing to

the reality of Indian companies being capable of almost anything, even rocket science! India has

a large pool of knowledge workers in various sectors ranging from Pharmacy, Medicine, Law,


Biotechnology, Education & Training, Engineering, Analytics, Design & Animation, Research &

Development, Paralegal Content and even Intelligence services.

This talent is soon being discovered and tapped by leading businesses across the globe resulting

in the outsourcing of high-end processes to low-wage destinations. Hence Knowledge Process

Outsourcing involves off shoring of knowledge intensive business processes that require

specialized domain expertise.

1.2.2 The future of KPO

According to a report by Global Sourcing Now, the Global Knowledge Process

Outsourcing industry (KPO) is expected to reach USD 17 billion by 2010, of which USD 12

billion would be outsourced to India . In addition, the Indian KPO sector is also expected to

employ more than 250,000 KPO professionals by 2010, compared with the current figure of

25,000 employees. A report by Evalueserve predicts that India will capture more than 70 percent

of the KPO outsourcing sector by 2010. Apart from India, countries such as Russia, China, the

Czech Republic, Ireland, and Israel are also expected to join the KPO industry.

1.2.3 KPO Market Size

Although the KPO industry evolved during the mid-1990s in India, its growth phase only

started after 2000-01.According to Evalueserve, during 2000-01, the KPO industry in India

consisted of only 9,000 billable professionals who generated total revenues of US$ 260 million.

However, by 2006-07, the number of billable professionals had increased to approximately

75,000 employees, who were responsible for generating revenues of US$ 3.05 billion. Thus,

during the 2001-07 period, the industry witnessed a CAGR of 51 percent in revenues and 43

per cent in the number of billable professionals. By 2010-11, the contribution of the Indian

KPO sector to the global KPO industry will be in the range of65-70 per cent.


1.3 Comparison of Opportunity in BPO and KPO markets

Low-end outsourcing services have an expected Cumulative Annual Growth Rate

(CAGR) of 26% by 2010. In contrast, the global market is poised for an expected CAGR of 46%

by 2010. The following figure demonstrates the expected growth in the BPO and KPO markets

over the next seven years.

(Chart 1.3)

1.3.1 What high-end services can be outsourced to the Indian BPO & KPO?


(Chart 1.3.1)

There are so many area where companies follows the method of outsourcing.

Above diagram can explain different segments where outsourcing is done through

BPO’s or KPO’s.

Here are some BPO & KPO services that can be outsourced to India:

Research & Development

Business and Technical Analysis

Learning Solutions

Animation & Design

Business & Market Research

Pharmaceuticals and Biotechnology

Medical Services

Writing & Content Development

Legal Services

Intellectual Property (IP) Research

Data Analytics

Network Management

Training & Consultancy

1.3.2 Why people prefer to join BPO's & KPO’s?

In general a person with any graduation can join any of the BPO. Some BPO's like to take

people with MBA but then again the specialization are of an individual hardly makes any

difference. Again, this is the industry, where there is no reference checks and very often people

don't even specify there exact age. Lets me share with you some of the reasons as why people

prefer to join a BPO:

a) Did not get a better job.

b) Find nothing better to do.

c) Education level doesn't matter


d) Good work environment

e) Good Benefits

f) Flexibility of time

g) Attractive life style

h) Transport facility

1.3.3 Why people leave the BPO's & KPO’s?

When there are so many benefits associated with BPO industry. when there are so many

privileges for the BPO employees than what makes them to change the company/industry?? Is

it only MONEY that matters or anything else as well?? Here are some of the reasons for a BPO

professional to change his/her job.

1. No growth opportunity/lack of promotion

2. For higher Salary

3. For Higher education

4. Misguidance by the company

5. Policies and procedures are not conducive

6. No personal life

7. Physical strains

1.4 Challenges for a HR Professional in BPO & KPO

1. Brand equity : People still consider BPO to be "low brow", thus making it difficult to

attract the best talent.


2. Standard pre-job training : Again, due to the wide variety of the jobs, lack of general

clarity on skill sets, etc, there is no standard curriculum, which could be designed and

followed.

3. Benchmarks : There are hardly any benchmarks for compensation and benefits,

performance or HR policies. Everyone is charting their own course.

4. Customer -companies tend to demand better results from outsourcing partners than what

they could actually expect from their own departments. "When the job is being done

10,000 miles away, demands on parameters such as quality, turn around timeliness,

information security, business continuity and disaster recovery, etc, are far higher than at

home. So, how to be more efficient than the original?

5. Lack of focused training and certifications –Given this background, the recruiting and

compensation challenges of HR departments are only understandable.

1.5 Employee Benefits Provided By Majority Of the BPO Companies

A part from the legal and mandatory benefits such as provident-fund and gratuity, below is a

list of other benefits…BPO professionals are entitled to the following:

a) Group Medi-claim Insurance Scheme : This insurance scheme is to provide adequate

insurance coverage of employees for expenses related to hospitalization due to illness,

disease or injury or pregnancy in case of female employees or spouse of male employees.

All employees and their dependent family members are eligible. Dependent family

members include spouse, non-earning parents and children above three months


http://www.bpoindia.org/research/bpo-in-india.shtml

b) Personal Accident Insurance Scheme : This scheme is to provide adequate insurance

coverage for Hospitalization expenses arising out of injuries sustained in an accident.

This covers total / partial disablement / death due to accident and due to accidents.

c) Subsidized Food and Transportation : The organizations provide transportation facility

to all the employees from home till office at subsidized rates. The lunch provided is also

subsidized.

d) Company Leased Accommodation : Some of the companies provides shared

accommodation for all the out station employees, in fact some of the BPO companies

also undertakes to pay electricity/water bills as well as the Society charges for the shared

accommodation. The purpose is to provide to the employees to lead a more comfortable

work life balance.

e) Recreation, Cafeteria, ATM and Concierge facilities : The recreation facilities include

pool tables, chess tables and coffee bars. Companies also have well equipped gyms,

personal trainers and showers at facilities.

f) Corporate Credit Card : The main purpose of the corporate credit card is enable the

timely and efficient payment of official expenses which the employees undertake for

purposes such as travel related expenses like Hotel bills, Air tickets etc

g) Cellular Phone / Laptop : Cellular phone and / or Laptop are provided to the employees

on the basis of business need. The employee is responsible for the maintenance and

safeguarding of the asset.

h) Personal Health Care (Regular medical check-ups) : Some of the BPO'S provides the

facility for extensive health check-up. For employees with above 40 years of age, the

medical check-up can be done once a year.


i) Loans : Many BPO companies provide loan facility on three different occasions:

Employees are provided with financial assistance in case of a medical emergency.

Employees are also provided with financial assistance at the time of their wedding. And,

The new recruits are provided with interest free loans to assist them in their initial

settlement at the work location.

j) Educational Benefits : Many BPO companies have this policy to develop the personality

and knowledge level of their employees and hence reimburses the expenses incurred

towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA,

and/or other management qualification at India's top most Business Schools.

k) Performance based incentives : In many BPO companies they have plans for,

performance based incentive scheme. The parameters for calculation are process

performance i.e. speed, accuracy and productivity of each process. The Pay for

Performance can be as much as 22% of the salary.

l) Flexi-time : The main objective of the flextime policy is to provide opportunity to

employees to work with flexible work schedules and set out conditions for availing this

provision. Flexible work schedules are initiated by employees and approved by

management to meet business commitments while supporting employee personal life

needs .The factors on which Flexi time is allowed to an employee include: Child or

Parent care, Health situation, Maternity, Formal education program.

m) Flexible Salary Benefits : Its main objective is to provide flexibility to the employees to

plan a tax-effective compensation structure by balancing the monthly net income, yearly


benefits and income tax payable. It is applicable of all the employees of the organization.

The Salary consists of Basic, DA and Conveyance Allowance.

The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance,

Medical Reimbursement, and Special Allowance

n) Regular Get together and other cultural programs : The companies organizes cultural

program as and when possible but most of the times, once in a quarter, in which all the

employees are given an opportunity to display their talents in dramatics, singing, acting,

dancing etc. Apart from that the organizations also.

o) Wedding Day Gift : Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/- based

on their level in the organization.

p) Employee Referral Scheme : In several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for employment in the

organization.

CHAPTER NO – 2


Company profile :

InfoTech Solutions (KPO).

India Limited (BPO).

COMPANY PROFILE


2.1 Company Profile

Tricom Information & Technology was established in the year 2000 as major sector in

BPO segment & today expand its process in BPO as well as KPO industries. Today Tricom

and its subsidiaries infrastructure consists of about 90,000 sq ft. spread across three locations

in Mumbai, one each in Nasik, Chennai, and Phoenix, Arizona in USA.Tricom offers an

unconventional process outsourcing experience, powered by a combination of domain

expertise, process skills and superior technology.

2.1 Business Performance

Tricom’s business model has proved its versatility in this tough environment. Our focus

on niche business segments such as Litigation Support, Forms Processing, Title Plant, e-

Publishing, Healthcare Services and Software Services have enabled the Company to post

66% increase in revenues. However, profit margins witnessed moderate growth on account

of the acquisitions made recently. As your Company's services are centered on the markets

in U.S. the volatile dollar also had an impact on the bottom line.

Operating in niche business segments has always been your Company's focus and

strength. This niche focus coupled with presence in sectors which are virtually inelastic

towards the economic downturn fuelled growth in the year under review as our business

verticals continued to witness increased demand.

2.2 Future

While we feel immensely gratified by the milestones surpassed, we are more excited

and humbled by the opportunities that lie ahead. Your Company would continue to focus on

operating in niche business verticals which hold promising opportunities.

Going ahead, to raise funds for expansion your Company is planning a rights issue. The

details are being worked out and firm plans will be announced shortly.


The fundamentals of your Company have not changed. We are confident that year 2009-

10 will be another year of growth and a time for your Company to demonstrate its unique

advantages and potential.

2.3 Mission and Values

1. Mission:

We are committed to enhancing customer satisfaction by consistently providing

services that reflect quality, reliability, speed, versatility, confidentiality and

adaptability.

2. Values

We believe that the values that drive us underscore our commitment to:

Customer Delight: To surpass customer expectations consistently

Leadership by Example: To set standards in our business and transactions and

be a benchmark for the industry and ourselves

Integrity and Transparency: To be ethical, sincere and open in all our

transactions

Fairness: To be objective and transaction-oriented, and thereby earn trust and

respect

Pursuit of Excellence: To strive relentlessly, constantly improve ourselves, our

teams, our services and products to become the best

2.4 Certifications

Quality covers all our processes, interfaces and outputs, in management, core and

support process. It helps us deliver long-term excellence, and ultimately, predictability of

returns to all our customers.

We improve "Execution Excellence" through continuous productivity improvement.

We have continuously benchmarked our processes against world-class standards and


models such as ISO 9001 and ISO 27001. Moreover, regular and rigorous assessments are

conducted by reputed external assessors.

Our process performance has been benchmarked and has emerged as one of the best

in the BPO industry.

Tricom Information & Technology is proud and delighted to have achieved both,

ISO 27001:2005 accreditation (which is awarded only to those companies who have

achieved the highest levels of competency in information security management) and ISO

9001:2008 certification (the international benchmark for quality management and quality

assurance).

2.5Subsidiaries

(Chart 2.6.)

2.1.1. Tricom Document Management India (www.tricominfo.com )

Tricom Document Management India, a subsidiary, provides accurate, quick

and cost-effective document processing & management services to its US-based

customers. As experts in providing both on-shore and offshore outsourcing solutions,

Tricom focuses on several industries, including, Litigation Support (Electronic Data

Discovery, Litigation Coding, Attorney Document Review services, among others),


http://www.tricominfo.com/

general forms processing/Indexing, Healthcare claims processing, Mortgage

Document/Title Plant maintenance and e-Publishing. Tricom’s over 2,800 employees

globally, operate in a 24-by-7 professional environment, delivering uncompromising

solutions and services cost-effectively. Tricom is committed to surpassing our

customers’ expectations of quality, reliability, speed, versatility, confidentiality and

adaptability.

2.1.2. Tricom InfoTech Solutions (TIS) www.tricominfosolutions.com

Tricom InfoTech Solutions (TIS) is a Knowledge Process Outsourcing (KPO)

solutions and services provider headquartered in Mumbai, India that provides deep

expertise in business processes and believes in assessment of the client’s requirements

to the right amount of detail as a prerequisite to recommending specific solutions and

services. The company appreciates the need for businesses to determine their exact

needs in the context of the opportunities presented by outsourcing and offshore

processing.

TIS offers unique and customised Knowledge process outsourcing solutions and

services to its clients in order to maintain strategic focus, improve performance and

realize aspirations through the KPO services.

TIS is a wholly-owned subsidiary of Tricom India Limited a listed non-

voice ITeS service provider for global businesses that has emerged as an industry

leader in the new world of large-scale outsourcing.

2.7 Business Streams

2.7.1 Tricom InfoTech Solutions (TIS)


http://www.tricominfosolutions.com/

(Chart 2.7.1)

2.7.1.1 LPO

LPO (Legal Process Outsourcing)

Tricom is an ISO Certified partner for corporations and law firms, delivering quality

legal process outsourcing, including Legal Process Outsourcing services.

Corporations have found that not only does a LPO provider dramatically cut legal

costs, outsourcing to a trusted partner such as Tricom also helps corporate legal

departments and law firms maximize their capacity so they can focus on more strategic

issues. This is even more so when the partner has both domestic and offshore capabilities

such as Tricom.

Tricom was established in the year 2000 and has emerged as an industry leader in the

new world of large-scale outsourcing. Utilizing our state-of-the-art facilities and an

employee force of over 2500, Tricom is providing an industry-leading outsourcing model

for legal services and is recognized internationally for its offshore data capabilities.

Tricom’s LPO offerings include:


Contract Drafting

Contract Management

Document Review

Legal Research

Whether the project involves contract drafting and editing, research support, or

document review, each project is managed by experienced and licensed U.S. attorneys with

Tricom providing full project management. Tricom also maintains strict confidentiality and

takes extraordinary measures to ensure data security. Here are just a few of the reasons

why you should consider us as your partner for offshore needs:

Tricom has the infrastructure, facilities, financial independence, and manpower to

quickly assemble a team with qualifications specific to your legal department’s

needs.

Tricom has a written training and certification program for offshore attorneys

working on U.S. matters, including rigorous training and testing on professional

ethics.

Tricom verifies backgrounds and qualifications of attorneys, including its team of

U.S. attorneys who are some of the most experienced in the industry

The Tricom facilities and technology in India are state-of-the-art, matching or

exceeding that in the U.S.

Tricom Document Management is a division of Tricom India Limited, a publicly

traded company with more than 2,500 employees – all experienced in providing

excellent service and a commitment to quality.


2.7.1.2 Healthcare

Tricom Healthcare Outsourcing Solutions provides business processing support and

services in the areas of Medical Billing and Claim Processing to healthcare providers and

insurance carriers.

Our solutions encompass a comprehensive suite of platform-enabled back-office

services that span the healthcare revenue cycle workflow – from patient admission and

charge capture to claims processing and receivables management.

We collaborate with healthcare providers and insurance carriers utilizing a unique and

flexible blended-shore approach. Our solutions are focused on increasing the operating

margins and cash flow generation of our healthcare clients by deploying efficient business

processes, proprietary re-engineering methodologies and technology enabled automation.

Having acquired Tricom Infotech Solutions Ltd. (formerly Godrej Global

Solutions Ltd.), a well-known name in the Healthcare Outsourcing Industry and a

subsidiary of Godrej Industries Ltd, Tricom is poised to offer unparalleled domain

knowledge in healthcare, cutting edge expertise in Information Technology Enabled

Support (ITES) services, best practices in software development and application delivery

to our Healthcare clients.

2.7.1.3 Title Research

Title Insurance protects lenders or borrowers against losses arising from problems or

defects with the ownership or legal title of a property. The rising importance of the service

can be gauged by the fact that in 2003, according to ALTA (American Land Title

Association), the industry paid out about $662 million in claims, about 4.3% percent of the

$15.7 billion taken in as premiums.


http://www.godrejglobal.co.in/

http://www.godrejglobal.co.in/

We at Tricom understand the criticality and the complexities involved in Title

Insurance. Tricom provides title insurance and related information services required for

settlement by the real estate and mortgage industries in the United States and international

markets.

2.7.1.4 Software ( 2/A.3.1)

Tricom provides software services that improve your product operations for better

business value. We enable you to reduce time-to-market, expand innovation capacity,

optimize asset utilization and enhance productivity through our engineering services. Our

services address the complete engineering value chain, spanning various industry

verticals.

A. Software Consulting

The consulting team at TRICOM provides unique software consulting to help

clients achieve their long term business goals.

B. Web Crawler

The Tricom Crawler can crawl into websites irrespective of the size,

orientation, depth, JavaScript or other complexities. The goal of our crawler is to

selectively seek out pages that are relevant to a pre-defined set of sections.

Section I.01 The features of Trico crawler :

Stability

Scalability

Security

Speed

Accuracy

Cost-effective


2.7.2 (Tricom India Limited TIL)

(Chart 2.7.2)

2.7.2.1 e-Publishing

Tricom e-Publishing solutions address end-to-end needs of the e-Publishing industry.

Our services offer cost effectiveness, quick turnaround, and state-of-the-art electronic

data conversion, ranging from simple to high complexity jobs.

Our strengths

Customer-centric approach

Quick turn-around time and top-notch quality

Skilled and experienced work force

End-to-end needs of electronic data conversion services

Providing cost effective state-of-the-art service with a substantial number of

highly trained staff, experienced project management and client support

professionals, Tricom guarantees total quality, fast turnaround and top economic

value.

Our services

Digital publications processing—Dailies, Magazines & Newspaper archives

Electronic data conversion to markup format (XML/HTML/SGML conversion)

Data capture, conversion and digitization

Multimedia


2.7.2.2 Indexing / Generic Document Processing

Tricom has vast experience with a wide variety of coding and indexing techniques

and a large team of highly experienced staff to handle the most critical projects.

We provide Indexing service to clients across the United States, Canada and the

United Kingdom. We offer services for a variety of forms, such as:

Traffic Citations

Wage Sheets

Airline Bills

Every indexing and coding project is unique. The Tricom project management team

works with you to identify all your indexing and data requirements. Each data element is

classified into critical and non-critical categories. Critical data elements are captured with

accuracy levels of 99.998% or higher.

Tricom also provides its clients secured and dedicated FTP logins and passwords so

that they can upload their images and receive data from Tricom. Alternatively, we can

download images from the client’s FTP site.

The steps are as follows:

Download of images from FTP site

Preparation of Inventory Control

Mail to client, acknowledging the images have been downloaded

Dual Data Entry of the images

Compare the two Data Files

Quality Control

Data Upload

We offer a wide variety of indexing services that are on par with the current industry

standards in terms of processes, quality, productivity and timeliness.

This is what and how Tricom works. With its dedication and consistency Tricom

is expanding rapidly.


2.8 Locations Of Tricom:

Tricom is leading with 6 divisional offices among Mumbai, Nasik & Chennai. But its

registered corporate office is in Mumbai which is also known as ‘Tricom House- Gandhi

Estate.’ where as all other offices are worked under the hold of ‘Tricom House.’

Tricom offices are locations :

Tricom Information & Technol -

ogy

Tricom House, Gandhi Estate,

Safed Pool, Andheri- Kurla. Road,

Andheri East, Mumbai – 400 072.

Tel:+91 22 66907800

Fax:+91 22 66907810

Tricom Information & Technology

Gurunanak Estate, Safed Pool

Andheri- Kurla Road,Andheri East,

Mumbai – 400 072

Tel:+91 22 66082100


ogy

TFSHouse,

Sir MathuradasVasanji Road,

Safed Pool, Andheri East,

Mumbai – 400 072

Tel:+91 22 66080500

Tricom InfoTech solutions

The Great Oasis Building,

5th floor, Near Sainath Nagar stop,

MIDC – Andheri.


ogy

B38, Nice Industrial Area,

Near Mahatma Nagar,

Satpur, Nashik—422 010

Tel: +91 253 236 4610

Fax: +91 253 236 4614

Tricom Information & Technology

RR Towers III, 3rd floor,

Thiru-Vi-Ka Industrial Estate,

Guindy, Chennai - 600 032

Tel: +91 44 4229 7100

Fax: +91 44 2232 7200

Contact :

For Corporate enquiries: [email protected]

For Sales & Marketing enquiries: [email protected]


mailto:[email protected]

mailto:[email protected]

2.9 Management Committee :

Tricom is governed by its Management Committee & they are:

Board of Directors :

Baldev Boolani Chairmen

Chetan Kothari Managing Director

Jayant Tanksale Director

Anil Bakshi Director

Hiren Kothari Director

Shailesh Bhatiya Director

Vijay Bhatiya Director

Gautam Berry Director

Operating committee

Chetan Kothari Managing Director

Jayant Tanksale Director

Company Secretary

Harish Agarwal


Departmental Heads

Rahul Vyas Corporate communication (P.R)

Anil Raikundlia Human Resource (H.R.)

Sandeep Gupta Finance

Thomas Kurvilla Systems & I.T.

Rajiv Dalal Sales

Bankers

State Bank of India

ICICI Bank Ltd.

Auditors

J.L.Bhatt & Company

3 Quality Process Certification

ISO 9001: 2000

ISO 27001 : 2005

Total Income : 467.7 Mn

Total Manpower: 2700.


CHAPTER NO – 3

Literature study


HUMAN RESOURCE MANAGEMENT: GLOBAL SCENARIO

Human Resource Management has come to be recognized as an inherent part of

management, which is concerned with the human resources of an organization. Its objective is

the maintenance of better human relations in the organization by the development, application

and evaluation of policies, procedures and programmes relating to human resources to optimize

their contribution towards the realization of organizational objectives.

In other words, HRM is concerned with getting better results with the collaboration of

people. It is an integral but distinctive part of management, concerned with people at work and

their relationships within the enterprise. HRM helps in attaining maximum individual

development, desirable working relationship between employees and employers, employees

and employees, and effective modelling of human resources as contrasted with physical

resources. It is the recruitment, selection, development, utilization, compensation and

motivation of human resources by the organization.

3.1 INTRODUCTION

Human resource management (HRM) is the strategic and coherent approach to

the management of an organization's most valued asset - the people working there who

individually and collectively contribute to the achievement of the objectives of the

business. The terms "human resource management" and "human resources" (HR) have

largely replaced the term "personnel management" as a description of the processes involved

in managing people in organizations. In simple words, HRM means employing people,


developing their capacities, utilizing, maintaining and compensating their services in tune

with the job and organizational requirement

( Chart 3.1)

HRM may be defined as the total knowledge, skills, creative abilities, talents and

aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs

of the individuals involved in the affairs of the organization. It is the sum total or aggregate of

inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the

persons employed in the organization.

1.1.1 Human Resource Management: Scope

The scope of HRM is very wide:

Personnel aspect-This is concerned with manpower planning, recruitment, selection,

placement, transfer, promotion, training and development, layoff and retrenchment,

remuneration, incentives, productivity etc...


Welfare aspect-It deals with working conditions and amenities such as canteens, rest

and lunch rooms, housing, transport, medical assistance, education, health and safety,

recreation facilities, etc...

Industrial relations aspect-This covers union-management relations, joint consultation,

collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc...

1.1.2 Human Resource Management: Objectives

To help the organization reach its goals.

To ensure effective utilization and maximum development of human resources.

To ensure respect for human beings. To identify and satisfy the needs of individuals.

To ensure reconciliation of individual goals with those of the organization.

To achieve and maintain high morale among employees.

To provide the organization with well-trained and well-motivated employees.

To increase to the fullest the employee's job satisfaction and self-actualization.

To develop and maintain a quality of work life.

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

To develop overall personality of each employee in its multidimensional aspect.

To enhance employee's capabilities to perform the present job.

To equip the employees with precision and clarity in transaction of business.

To inculcate the sense of team spirit, team work and inter-team collaboration.

3.1.3 Human Resource Management: Functions

In order to achieve the above objectives, Human Resource Management undertakes the fol-

lowing activities:

1. Human resource or manpower planning.

2. Recruitment, selection and placement of personnel.

3. Training and development of employees.


4. Appraisal of performance of employees.

5. Taking corrective steps such as transfer from one job to another.

6. Remuneration of employees.

7. Social security and welfare of employees.

8. Setting general and specific management policy for organizational relationship.

9. Collective bargaining, contract negotiation and grievance handling.

10. Staffing the organization.

11. Aiding in the self-development of employees at all levels.

12. Developing and maintaining motivation for workers by providing incentives.

13. Reviewing and auditing manpower management in the organization

14. Performance Appraisal, Feedback and Counselling.

15. Role Analysis for job occupants.

16. Job Rotation.

17. Quality Circle, Organization development and Quality of Working Life.

1.1.1.Human Resource Management: Major Influencing Factors

In the 21st century HRM is influenced by following factors, which contributes in its

strategy planning:

Size of the workforce.

Rising employees' expectations

Drastic changes in the technology as well as Life-style changes.

Composition of workforce. New skills required.

Environmental challenges.


Lean and mean organizations.

Impact of new economic policy. Politics and policies of the Government.

Downsizing and rightsizing of the organizations.

Culture prevailing in the organization etc...

3.2 STRATEGIC HUMAN RESOURCE

The human resource management that aims to improve the productive contribution of

individuals while simultaneously attempting to attain other societal and individual employee

objectives has undergone drastic change with the passing of years.

We all know that HRM is concerned with the "people" & keeping the fact in mind that

HRM helps in acquiring, developing, stimulating & retaining the outstanding employees as it

gives both effectiveness & efficiency to the working of the organization, it has been started

being used strategically & is now termed as Strategic human resource management.

3.2.1 SHRM :

Organizational use of employees to gain or keep a competitive advantage against

competitors.

Involves aligning initiatives involving how people are managed with

organizational mission and objectives.


The Strategic Management Process includes :

Determining what needs to be done to achieve corporate objectives, often over 3 - 5

years

Examining organization and competitive environment

Establishing optimal fit between organization and its environment

Reviewing and revising strategic plan

3.2.2 Human Resources Life Cycle :

(Chart 3.2.2)


The cycle starts with laying down a strategic plan, linking HR functions in it, and it

provides the basis for Manpower planning and internal mobility. The Manpower planning will

lead to the function of acquiring right people for the right job and in accordance recruitment as

well as selection exercise will be designed and tools selected. For e.g. if a automobile company

decides to launch a new four-wheel model in the time to come their focus will be on Research

and Development and then on Market Testing and last but foremost production and after sales.

This new plan will act as the guideline for the company and will help in determining how many

people do we need and what qualifications they should posses and how many of them can be

kept on full-time rolls and as permanent employees.

The next Stage is for sustaining and retaining those who are hired and making sure that

they work efficiently and help the company move in the selected direction. They should also

facilitate the smooth movement of the company in the desired direction and should result in

achievement of corporate goals and objectives effectively and efficiently. Employee's

performance should be rated and compared with the benchmarks, recorded deviations are to be

corrected, and precautionary measures for the future are implemented. In last stage the separation

or farewell to those who are non-performing or may be to those who have completed their job or

task i.e. project teams, is bided.

3.2.3 Factor Linkages of HR Plans and Strategies :


(Chart 3.2.3)

Given diagram presents various factors that have an impact on HR plans and Strategy and

how are they interlinked with each other. Their interactions and impact on each element and the

resulting change in HR Plan and policy is also indicated clearly.

To understand these linkages we can look at them as tasks and steps needed to be taken in

order to complete the tasks. The selected strategic focus should be very clear and well integrated

into organizational policy and clearly communicated to HR Department to help in drafting

suitable HR strategy and last in carrying out all activities.

CHAPTER NO – 4


Research Methodology

4.1 SCOPE OF THE STUDY

Human Resource management is most essential in the organization. It is defined as “art of

getting things done through people” but in order to achieve desired individual and group

objective and effectiveness to have skilled and efficient human resource is essential.

Gathering information and theoretical knowledge is a part of study. It become

complete when added with practical knowledge as the noted truth comes to sight. Hence one

becomes more efficient and effective when a flavor of practical out look is added to the bosky


mind. As the study has got wide relevance is formulating valid information about the

organization, it helps in getting a critical look in to the personnel practices of the organization.

Organizational behavior, employer-employee relationship and the working environment of the

organization in relation to theoretical knowledge is different in the practice. It gives a previous

idea about the job and working environment to the future decision-making how to perform by

assigned job successfully and tact fully.

As there is saying, practice makes a man perfect and the knowledge. This does not deal

with the practical application, is said to be unscientific and unsystematic. More over the branch

of management, which deals with the most critical and important factor of production, requires

not only theoretic background but also some practical experience to have some knowledge on

day-to-day problem solving.

4.2 OBJECTIVES OF THE STUDY

This study program has got the following objectives:

To know & study actual HR Practices i.e. training and development performance

appraisal schemes adopted by KPO Industry.

To get practical knowledge in the areas of personnel management and Industrial relations

i.e. Human Resource.

To study the composition of employer and employee relation existing in the organization.

To know the facilities provided to the employees as well as the public by the

organization.

To study the statutory and non-statutory welfare practices adopted by organization.

To study organizational culture and style.

4.3 LIMITATIONS OF THE STUDY


The limitations of the study undertaken are as follows:

The study programs conducted was restricted during two months only.

The study was restricted to limited number of respondents.

The scope of the study was limited to employees in the organization.

Area of work and access within the company was limited.

4.4 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure.

There are several methods and designs of research can be traced. But following are some

of them:

Descriptive or Survey Research Design - It attempts to describe and explain conditions

of the present by using many subjects and questionnaires.


Correlation or Prospective Research Design - It attempts to explore relationships to

make predictions. It uses one set of subjects with two or more variables for each.

Experimental Research Design - This design is most appropriate in controlled settings

such as laboratories. The design assumes random assignment of subjects and random as-

signment to groups

Historical Research Design - The purpose is to collect, verify, synthesize evidence to es-

tablish facts that defend or refute your hypothesis.

Case and Field Research Design - Also called ethnographic research, it uses direct ob-

servation to give a complete snapshot of a case that is being studied.

Unstructured Research Design : In this type of research design , no specific method is

been followed. No structured questioner is used. All Sources & channels can be used for

research.

In this project Unstructured and descriptive research is selected as there is no fixed

structured questioner is used. Questions are asked to team members, supervisors, other

employees of the organization to know about the system and gain more knowledge.

This method is selected as per convenience and requirement of project topic. This in-

formal questioning and unstructured interviews are source of primary data. These Ob-

servations , interviews help us to know more about the system

4.5 SOURCES OF DATA:

During making this project, for collection of information I, have adopted two ways

1. Primary Data

2. Secondary Data


Sources of DataSources of Data

( Chart 4.5 )

1. Primary Data : Also known as self-generated data. It is the data collected by me through

observations, questions to superiors & project guide. And also information gained during

the company induction program.

2. Secondary Data : It is the data collected or generated by others & used by me for the pur-

pose of reference. It includes data from internet , books ,study material and Broachers…

Project is the combination of use of primary and secondary data.

4.6 Sampling procedure : (4.6)

As the topic of the project is theoretical than the practical. Hence scope of

sampling was limited.

Samples selected are few in numbers and chosen by the convenient sampling

method.

Types of sampling :


Primary DataPrimary Data Secondary

DataSecondary Data

ObservationsObservations Unstructured InterviewsUnstructured Interviews

Internet, reportsInternet, reports

Books, articles..Books, articles..

Broacher, magazines .., Broacher, magazines ..,

Method Best when

Simple random sampling Whole population is available.

Stratified sampling (random within

target groups)

There are specific sub-groups to investigate (eg.

demographic groupings).

Systematic sampling (every nth

person)

When a stream of representative people are available

(eg. in the street).

Cluster sampling (all in limited

groups)

When population groups are separated and access to

all is difficult, eg. in many distant cities.

Purposive sampling (based on

intent)You are studying particular groups

Expert sampling (seeking 'experts') You want expert opinion

Snowball sampling (ask for

recommendations)You seek similar subjects (eg. young drinkers)

Modal instance sampling (focus on

'typical' people)

When sought 'typical' opinion may get lost in a wider

study, and when you are able to identify the 'typical'

group

Diversity sampling (deliberately

seeking variation)

You are specifically seeking differences, eg. to

identify sub-groups or potential conflicts

Snowball sampling (ask for

recommendations)

You are ethically and socially able to ask and seek

similar subjects.


http://changingminds.org/explanations/research/sampling/snowball_sampling.htm

http://changingminds.org/explanations/research/sampling/diversity_sampling.htm

http://changingminds.org/explanations/research/sampling/modal_instance_sampling.htm

http://changingminds.org/explanations/research/sampling/snowball_sampling.htm

http://changingminds.org/explanations/research/sampling/expert_sampling.htm

http://changingminds.org/explanations/research/sampling/purposive_sampling.htm

http://changingminds.org/explanations/research/sampling/cluster_sampling.htm

http://changingminds.org/explanations/research/sampling/systematic_sampling.htm

http://changingminds.org/explanations/research/sampling/stratified_sampling.htm

http://changingminds.org/explanations/research/sampling/simple_random_sampling.htm

Convenience sampling (use who's

available)You cannot proactively seek out subjects.

Judgment sampling (guess a good-

enough sample)You are expert and there is no other choice.

Selective sampling (gut feel)

Focus is needed in particular group, location, subject,

etc.

Theoretical sampling (testing a

theory)

Theories are emerging and focused sampling may help

clarify these.

Convenience sampling (use who's

available)You cannot proactively seek out subjects.

Judgment sampling (guess a good-

enough sample)You are expert and there is no other choice.

(Table 4.6)

One more sampling procedure is available which is used for this data formation is

‘Convenient Sampling’. This is based on unstructured interviews which are taken randomly

according to the Convenience of both the parties.

Hence no specific Sampling and statetestical data analysis is done as the major factor was

observation and supervisors instructions.


http://changingminds.org/explanations/research/sampling/judgment_sampling.htm

http://changingminds.org/explanations/research/sampling/convenience_sampling.htm

http://changingminds.org/explanations/research/measurement/ethnographic_data_collection.htm#the

http://changingminds.org/explanations/research/measurement/ethnographic_data_collection.htm#sel

http://changingminds.org/explanations/research/sampling/judgment_sampling.htm

http://changingminds.org/explanations/research/sampling/convenience_sampling.htm

CHAPTER NO – 5


Data Analysis

While working with Tricom I have learned many practical things and process of H.R. Here i

have tried to compare theoretical knowledge with actual practices.

5.1.1 Recruitment & Selection Process

Recruitment refers to the process of attracting, screening, and selecting qualified

people for a job at an organization or firm. For some components of the recruitment process,

mid- and large-size organizations often retain professional recruiters or outsource some of the

process to recruitment agencies.

Function of the human resource department and recruitment process is the first step

towards creating the competitive strength and the recruitment strategic advantage for the

organisations. Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many resources and time.


http://recruitment.naukrihub.com/recruitment-strategies.html

(Chart 5.1.1)

These several steps of recruitment process will help you in choose your own way of hire

employees

.

Alec Rodger’s Seven-Point Plan

1) Physical make-up health , appearance, bearing and speech

2) Attainments: education, qualifications, experience.

3) General intelligence: intellectual capacity.

4) Special aptitudes: mechanical, manual dexterity, facility in use of words and figures.

5) Interests intellectual, practical, constructional, physically active, social, artistic.

6) Disposition acceptability, influence over others, steadiness, dependability, self- reliance.

7) Circumstances: any special demands of the job, such as ability to work unsocial hours, travel

abroad, etc.


Sources of recruitment :

(Chart 5.1.2)

5.1.2 Tricom Strategies for Recruitment & Selection

In Tricom Ind. Ltd recruitment is done at 3 levels

1. Floor level employees (i.e.- Operators)

2. Middle level employees(i.e.- Team leaders, senior assistants)

3. Senior level employees (i.e.- Managers, higher authorities)

But the recruitment procedure passes through same process. There are certain steps

within the process and they are as follows:

Manpower requirement is raised by the process head by filling M.R.F.& forward to the

H.R. department. H.R. rechecks the requirement and approve it accordingly. Candidates

are searched and applications are invited by the H.R.


In Second stage application screening is done and suitable candidates are asked to fill

E.A.F. suitable candidates are invited for the interview.

Process owner or H.R. takes an interview and fill the I.A.F. These I.A.F. if matches to

standards then candidates are called for Offer letters are given to the employees and if

employee accepts the offer, joining date is to be communicated to the employee.

Selected candidates are asked to submit the relevant documents later as per the

documents submitted the Background verification of the selected employee is done. If

these reports are satisfactory Employee database & M.Q.R. are to be updated.

Background Verification is very important stage before hiring an Employee, This is

normally outsourced by verification agencies like CSM

Accordingly joining formalities of the candidate are completed and he is put forward for

job training purpose.

The last stage in process is closure of MRF and Employee Database being updated.

Conclusion:

Tricom recruitment strategies and process are very well organised and records

are being kept for future use. This process is well organised hence easy to understand

and follow.

In some cases it may become lengthy as interviews are taken in 4rounds.

Suggestion :

Interviews can be taken by H.R. and process head in same day so that closure

time can be reduced.

Automotive database updating can be used instead of manual data base entering.


5.2.1 TRAINING AND DEVELOPMENT

In the field of human resource management, training and development is the field

concerned with organizational activity aimed at bettering the performance of individuals and

groups in organizational settings

Training and development encompasses three main activities: training, education, and

development.

Training


This activity is both focused upon, and evaluated against, the job that an individual

currently holds.

Education

This activity focuses upon the jobs that an individual may potentially hold in the

future, and is evaluated against those jobs.

Development

This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

Training often is considered for new employees only. This is a mistake because

ongoing training for current employees helps them adjust to rapidly changing job

requirements.

Benefits from training and developing, including :

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.


(Chart 5.2.1)

Purpose of Employee Training and Development Process

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may

leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a

sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the

company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

The Training Process

The model traces the steps necessary in the training process:

Organizational Objectives : The basic needs, culture and values of the organization.


Needs Assessment : Training needs can be assessed by analyzing three major human

resource areas: the organization as a whole, the job characteristics and the needs of the

individuals.

Training Objectives : this is to find out the real and basic motive of the training.

Select the Trainees: Once you have decided what training is necessary and where it is

needed, the next decision is who should be trained hence is important to carefully select

who will be trained.

Select the Training Methods and Mode : There are two broad types of training available to

small businesses: on-the-job and off-the-job techniques.

On-the-job training is delivered to employees while they perform their regular jobs.

Off-the-job techniques include lectures, special study, films, television conferences or

discussions, case studies, role playing, simulation, programmed instruction and

laboratory training.

Choose a Means of Evaluating: setting standards & means and mediums of evaluation

and control.

Administer Training : Having planned the training program properly, you must now

administer the training to the selected employees.i.e Location, Facilities, Accessibility,

Comfort, Equipment and Timing.

Evaluate the Training: Training should be evaluated several times during the process.

Employees should be evaluated by comparing their newly acquired skills with the skills

defined by the goals of the training program. Any discrepancies should be noted and

adjustments made to the training program to enable it to meet specified goals.

A well-conceived training program can help your firm succeed. A program structured

with the company's strategy and objectives in mind has a high probability of improving

productivity and other goals that are set in the training mission.


Bellow one more training process pattern is given :

(Chart 5.2.2)

According to this pattern the systematic Training can be arranged and evaluate easily. As

this process chart is more simple and easy to understand.


5.2.2 Tricom Strategies For T & D.

In Tricom India Limited Induction and Training Follows the Recruitment Process.

Induction is usually given to new Employees it is the formal introduction of Employees To the

company and it is the brief information given to the employee by HR dept at the time of

Joining.

Training is the process to give more scope and update employee skills and knowledge

about the job. Training is provided by the operation dept but suggested and followed by HR

dept.

Tricom Training and Induction Process are as follows:

After employee joins and formalities are completed, He is put forward for

induction. This is generally taken by H.R.department.

After second stage, he is send to floor for further departmental job training taken by

process head. At the end of this session training log is being filled by the trainer.

Employees are asked to fill TFF which is assessed by H.R.If they are satisfied with

the training output analysis is done and MQR is being updated.

If employees are not satisfied then H.R. try to know the area of problem and

relevant action is taken to resolve the problem.

H.R. some time may rearrange training for particular problem area. Or employees

are asked to resolve it on the job through the guidelines of immediate supervisor.

Report of the training is transferred to management and MQR is being updated.

Conclusion : According to the observation it is found that , the training given to employees

is unstructured and not well focused.

Suggestion :

More rigorous training can be given by specialised trainer to avoid errors. More focused

on training will help to develop skilled workforce and to increase the productivity.

Training can be given by specialised personnel rather than team mate or immediate

supervisor.


5.3.1 Employee Motivation: Theory and practice

The job of a manager in the workplace is to get things done through employees. To do

this the manager should be able to motivate employees. But that's easier said than done! The

subject of motivation is not clearly understood and more often than not poorly practiced. To

understand motivation one must understand human nature itself.

(Chart5.3.1)

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will

drink only if it's thirsty - so with people. They will do what they want to do or otherwise

motivated to do. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)


Ability in turn depends on education, experience and training and its improvement is a

slow and long process. On the other hand motivation can be improved quickly. But it can be

observed only by the changed performance of people.

5.3.1.1 Motivational Approaches

Workplace motivation can be defined as the influence that makes us do things to achieve

organizational goals: this is a result of our individual needs being satisfied (or met) so that we

are motivated to complete organizational tasks effectively. As these needs vary from person to

person, an organization must be able to utilize different motivational tools to encourage their

employees to put in the required effort and increase productivity for the company.

Why do we need motivated employees? The answer is survival.In our changing

workplace and competitive market environments, motivated employees and their contributions

are the necessary currency for an organization’s survival and success. Motivational factors in

an organizational context include working environment, job characteristics, appropriate

organizational reward system and so on.

The development of an appropriate organizational reward system is probably one of the

strongest motivational factors. This can influence both job satisfaction and employee

motivation. The reward system affects job satisfaction by making the employee more

comfortable and contented as a result of the rewards received. The reward system influences

motivation primarily through the perceived value of the rewards and their contingency on

performance .

To be effective, an organizational reward system should be based on sound understanding

of the motivation of people at work. In this paper, I will be touching on the one of the more

popular methods of reward systems, gain-sharing.


5.3.1.2 Gain-sharing

Gain-sharing programs generally refer to incentive plans that involve employees in a

common effort to improve organizational performance, and are based on the concept that the

resulting incremental economic gains are shared among employees and the company.

In most cases, workers voluntarily participate in management to accept responsibility for

major reforms. This type of pay is based on factors directly under a worker’s control (i.e.,

productivity or costs). Gains are measured and distributions are made frequently through a

predetermined formula. Because this pay is only implemented when gains are achieved, gain-

sharing plans do not adversely affect company costs

Seven strategies for motivation

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from

workplace situation to situation. Essentially, there is a gap between an individual’s actual state

and some desired state and the manager tries to reduce this gap.

Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a

specific way towards goals specifically stated by the motivator. Naturally, these goals as also

the motivation system must conform to the corporate policy of the organization. The

motivational system must be tailored to the situation and to the organization.


Motivating an employee is a daily task for managers, but it is important to recognise the two

sides of motivation…

Attitude Motivation – Thinking and Feeling

Incentive Motivation – Providing a reward.

“Attitude Motivation” should be used during the task and “Incentive Motivation”

applied towards the end. Therefore as the employee carries out the whole task they are

motivated at each stage.

When both types of motivation are used together they make it achievable to fulfil your

employee’s motivation level.

5.3.2 Tricom Strategies for Motivation

According to Tricom work environment, most of the employees are floor level (salary

<12,000) which are called as ‘Operators’. Due to less salary as compare to industry the average

attrition rate is still 35-40%.To minimize this rate & to motivate employees Tricom follows

certain motivational programs. Such as:

Rewards : Yearly reward system is being followed by the H.R. department of Tricom.

Through which Rewards are given to most sincere and regular employees. It may or may

not be monetary.

Bonus : Quarterly bonus are allotted with respect to employee regularity (attendance) and

performance.

These two are major method followed by Tricom to motivate their employees. Which are

certainly not sufficient.

Conclusion:

Lack of proper motivational strategies.


Suggestion :

Activities: Some time activities like games and participative functions can be arranged

by the organization.

Functions : annual functions or parties can be arranged for a change.

Trails : Best employees can be send to company paid trip and trails.

Participative management : Good employees can be asked to participate in decision

making and planning.

Job enlargement : To motivate employees their duties and area of job can be enlarge to

give them a feel of responsibility.

Change in work : change can bring refreshness.Hence work pattern or area can be

changed.


5.4.1 Employee Welfare

Welfare includes anything that is done for the comfort and improvement of employees

and is provided over and above the wages. Welfare helps in keeping the morale and

motivation of the employees high so as to retain the employees for longer duration. The

welfare measures need not be in monetary terms only but in any kind/forms. Employee

welfare includes monitoring of working conditions, creation of industrial harmony through

infrastructure for health, industrial relations and insurance against disease, accident and

unemployment for the workers and their families.

Welfare entails all those activities of employer which are directed towards providing the

employees with certain facilities and services in addition to wages or salaries.

5.4.1.1 Employee welfare has the following objectives

1. To provide better life and health to the worker

2. To make the workers happy and satisfied

3. To relieve workers from industrial fatigue and to improve intellectual, cultural and

material conditions of living of the workers.

5.4.1.2 The basic features of Employee welfare

1. Employee welfare includes various facilities, services and amenities provided to workers

for improving their health, efficiency, economic betterment and social status.

2. Welfare measures are in addition to regular wages and other economic benefits available

to workers due to legal provisions and collective bargaining

3. Employee welfare schemes are flexible and ever-changing. New welfare measures are

added to the existing ones from time to time.

4. Welfare measures may be introduced by the employers, government, employees or by

any social or charitable agency.

5. The purpose of Employee welfare is to bring about the development of the whole

personality of the workers to make a better workforce.


The very logic behind providing welfare schemes is to create efficient, healthy, loyal

and satisfied workforce for the organization. The purpose of providing such facilities is to make

their work life better and also to raise their standard of living. The important benefits of welfare

measures can be summarized as follows:

They provide better physical and mental health to workers and thus promote a healthy

work environment

Facilities like housing schemes, medical benefits, and education and recreation facilities

for workers’ families help in raising their standards of living. This makes workers to pay

more attention towards work and thus increases their productivity.

Employers get stable workforce by providing welfare facilities. Workers take active

interest in their jobs and work with a feeling of involvement and participation.

Employee welfare measures increase the productivity of organization and promote

healthy industrial relations thereby maintaining industrial peace.

5.4.1.3 Following are some welfare schemes :

Employee Provided Fund (P.F.)

Pension Policies

Insurance

Personal insurance

E.S.I.C

Safety measures

Facilities

Transportation – Bus, Railway pass...

Canteen – meal and tea

Health care and entertainment area

Saving schemes.

Medical coverage.


5.4.2 Tricom Strategies for Employee Welfare

In Tricom, basic welfare is taken care. Not all above but two of them are followed by

this organization. And they are as follows:

5.4.2.1 Employee provident fund

EMPLOYEES' PROVIDENT FUND SCHEME 1952

Employees' Provident Fund Scheme takes care of following needs of the members:

(i) Retirement (ii) Medical Care (iii) Housing

(iv) Family obligation (v) Education of Children

(vi) Financing of Insurance Polices

As per amendment-dated 22.9.1997 in the Act, both the employees and employer

contribute to the fund at the rate of 12% of the basic wages, dearness allowance and retaining

allowance, if any, payable to employees per month.

A person can withdraw money after age of 55years or at the real time of retirement. But

the money can be transferred as with account if an employee changes the job.

5.4.2.2 E.S.I.C. (Employee State Insurance Corporation)

The Employees' State Insurance Act, 1948

"An Act to provide for certain benefits to employees in case of sickness, maternity and

employment injury and to make provision for certain other matters in relation thereto."

The promulgation of Employees’ State Insurance Act, 1948 envisaged an integrated

need based social insurance scheme that would protect the interest of workers in

contingencies such as sickness, maternity, temporary or permanent physical disablement,

death due to employment injury resulting in loss of wages or earning capacity. The Act also

guarantees reasonably good medical care to workers and their immediate dependants.


Benefits

The section 46 of the Act envisages following six social security benefits :-

(a) Medical Benefit

(b) Sickness Benefit (SB)

1. Extended sickness Benefit(ESB)

2. Enhanced Sickness Benefit

(c) Maternity Benefit (MB)

(d) Disablement Benefit

1. Temporary disablement benefit(TDB)

2. Permanent disablement benefit(PDB)

(e) Dependants’ Benefit (DB)

(f) Funeral Expenses

An interesting feature of the ESI Scheme is that the contributions are related to

the paying capacity as a fixed percentage of the workers wages, whereas, they are

provided social security benefits according to individual needs without distinction.

Cash Benefits are disbursed by the Corporation through its Local Offices LOs/

Mini Local Offices (MLOs)/Sub Local Offices SLOs)/pay offices, subject to certain

contributory conditions.

In addition, the scheme also provides some other need based benefits to insured

workers. This includes:

i. Rehabilitation allowance

ii. Vocational Rehabilitation

iii. Unemployment Allowance (Under Rajiv Gandhi Shramik Kalyan Yojana)


http://esic.nic.in/benefits_db.htm

http://esic.nic.in/benefits_pdb.htm

http://esic.nic.in/benefits_temp.htm

http://esic.nic.in/benefits_maternity.htm

http://esic.nic.in/benefits_enhanced.htm

http://esic.nic.in/benefits_esb.htm

http://esic.nic.in/benefits_sickness.htm

http://esic.nic.in/benefits_mb.htm

5.4.2.3 Health and safety measures :

According to Tricom, Primary medical first aid arrangements are kept ready which can be

utilized if any accident occurs.

Majorly the work is on computer, Hence no Major safety norms and measures are require.

5.4.2.4 Other facilities :

Tricom also provide some other facilities which are under administration department but

controlled by H.R. and they are :

Transportation – Bus, Railway pass...

Canteen – meal and tea.

Conclusion :

According to the frame work H.R. welfare practicese are moderate, it shows

tricom is concern about their employees. But stil there is a scope of improvement.

Suggestions :

Some more facilities are need be to given to employees as to maintain healthy and

stable workforce.

Saving schemes.

Medical coverage.

Family coverage.

Maternity Benefit (MB)

All above are some suggestions where tricom can develop their strategies to attain

minimum risk and employee turnover.


http://esic.nic.in/benefits_maternity.htm

5.5.1 Performance Appraisal

People differ in their abilities and their aptitudes. There is always some difference

between the quality and quantity of the same work on the same job being done by two different

people. Performance appraisals of Employees are necessary to understand each employee’s

abilities, competencies and relative merit and worth for the organization. Performance

appraisal rates the employees in terms of their performance.

A performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is evaluated

(generally in terms of quality, quantity, cost, and time) typically by the

corresponding manager or supervisor.

A performance appraisal is a part of guiding and managing career development. It is the

process of obtaining, analyzing, and recording information about the relative worth of an

employee to the organization. Performance appraisal is an analysis of an employee's recent

successes and failures, personal strengths and weaknesses, and suitability for promotion or

further training. It is also the judgement of an employee's performance in a job based on

considerations other than productivity alone.

Aims: Generally, the aims of a performance appraisal are to:

Give employees feedback on performance

Identify employee training needs

Document criteria used to allocate organizational rewards

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, bonuses, etc.

Provide the opportunity for organizational diagnosis and development

Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.

To improve performance through counselling, coaching and development.


http://en.wikipedia.org/wiki/Equal_Employment_Opportunity

http://en.wikipedia.org/wiki/Equal_Employment_Opportunity

http://en.wikipedia.org/wiki/Discipline

http://en.wikipedia.org/wiki/Discipline

http://en.wikipedia.org/wiki/Promotion_(rank)

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Reward

http://en.wikipedia.org/wiki/Document

http://en.wikipedia.org/wiki/Training

http://en.wikipedia.org/wiki/Career_development

http://en.wikipedia.org/wiki/Supervisor

http://en.wikipedia.org/wiki/Manager

http://en.wikipedia.org/wiki/Time

http://en.wikipedia.org/wiki/Cost

http://en.wikipedia.org/wiki/Quantity

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Job_performance

5.5.1.1 Methods

A common approach to assessing performance is to use a numerical or scalar rating

system whereby managers are asked to score an individual against a number

of objectives/attributes.

In some companies, employees receive assessments from their manager, peers,

subordinates, and customers, while also performing a self assessment. This is known as

a 360-degree appraisal and forms good communication patterns.

The most popular methods used in the performance appraisal process include the

following:

Management by objectives

360-degree appraisal

Behavioral observation scale

Behaviorally anchored rating scales

Trait -based systems,

1. Peer Ranking is a method that usually involves the employer to rank the employees

performance against other employees that are doing the same tasks. negative would be

that are actually making the employees compete with each other in a negative way, and

if the company is very large it will be hard for the manager to group all the employees

together since they all will be doing different things.

2. Trait Rating is basically the manager will set up a numerical ranking and base all your

traits on a scale. Some of these traits include attitude, motivation, cooperation with

other employees, and flexibility.

Some of the bad things associated with the trait rating way is that this way assumes that

the person doing the ranking can rank each trait objectively.


http://en.wikipedia.org/wiki/Trait

http://en.wikipedia.org/wiki/Behaviorally_anchored_rating_scales

http://en.wikipedia.org/w/index.php?title=Behavioral_observation_scale&action=edit&redlink=1

http://en.wikipedia.org/wiki/360-degree_feedback

http://en.wikipedia.org/wiki/Management_by_objectives

http://en.wikipedia.org/wiki/360-degree_feedback

http://en.wikipedia.org/wiki/Customer

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Objective_(goal)

http://en.wikipedia.org/wiki/Scalar_(mathematics)

3. Behaviourally based scales and behaviourally anchored rating scales basically

means that it rates performance factors, instead of personality factors like the trait

rating scale. This scale uses a job analysis to determine what it takes to do the job,

after it does that it rates the employee against that and determines how well you do.

These scales are very time consuming and expensive to do. Someone has to know what

it takes to do each job within the company.

4. Objectives and goal-setting procedures are when a manager determines how long it

would take to do a job and then sees how long it takes you to do the same job.

Tends to make work a little more non-enjoyable. It measures past performance and not

present performance, does not motivate people, meaning they learn to do something at

a certain speed and never try to push themselves.

5. 360 degree feedback , also known as 'multi-rater feedback', is the most

comprehensive appraisal where the feedback about the employees’ performance

comes from all the sources that come in contact with the employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e.

superior), subordinates, team members, customers, suppliers/ vendors - anyone who

comes into contact with the employee and can provide valuable insights and

information or feedbackregarding the "on-the-job" performance of the employee.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superior’s appraisal

3. Subordinate’s appraisal

4. Peer appraisal.


Subordinates appraisal gives a chance to judge the employee on the parameters

like communication and motivating abilities, superior’s ability to delegate the work,

leadership qualities etc. Also known as internal customers, the correct feedback given

by peers can help to find employees’ abilities to work in a team, co-operation and

sensitivity towards others.

(Chart 5.5.1.1)

360 degree performance appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the changes others’

perceptions about the employees. A 360 degree appraisal is generally found more suitable for

the managers as it helps to assess their leadership and managing styles. This technique is being

effectively used across the globe for performance appraisals. Some of the organizations

following it are Wipro, Infosys, and Reliance Industries etc.

Performance appraisal can be done by 2 ways:

Traditional method : Essay writing, Field review, Forced distribution, graphical scale,

checklist...

Modern Method : 360degree appraisal , MBO , assessment centres...


(Chart 5.5.1.2)

5.5.1.2 Performance appraisal is useful to :

Determining transfers

Deciding of future employment

Determine training employees need

Finding out skill and competency deficits

Deciding who gets rewards

Deciding promotions

5.5.1.3 Criticism

Performance appraisals are an instrument for social control. They are annual

discussions, avoided more often than held, in which one adult identifies for another adult

three improvement areas to work on over the next twelve months. You can soften them all

you want, call them development discussions, have them on a regular basis, have the

subordinate identify the improvement areas instead of the boss, and discuss values. None

of this changes the basic transaction... If the intent of the appraisal is learning, it is not

going to happen when the context of the dialogue is evaluation and judgment.


5.5.2 TRICOM STRATEGIES for Performance Appraisal

The process follows the particular steps:

(Chart 5.5.2.2)

ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the standards

which will be used to as the base to compare the actual performance of the employees.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards to

all the employees of the organization. The employees should be informed and the

standards should be clearly explained to the.


MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the process is measuring the actual performance of the

employees that is the work done by the employees during the specified period of time. It

is a continuous process which involves monitoring the performance throughout the year.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees on

one-to-one basis. The focus of this discussion is on communication and listening.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to improve

the performance of the employees, take the required corrective actions, or the related HR

decisions like rewards, promotions, demotions, transfers etc

This is the standard process which is followed ,by Tricom as well. But the cyclic

process is continuous. which sates :

Conclusion : Tricom majorly appraise seniour level staff performance and feedback is

given to them. Operator level appraisal is not done by H.R. department Performance

Appraisal in Tricom is done by traditional methodes. i.e. Essay writing , Brief

discription…

Suggetions :

Tricom can follow certain metods to cope up with new techniques.Performance

appraisal can be done by modern approch like 360 degree appraisal , MBO..


This approch can help Tricom to know morw about employees performance.It also

helps in decission making.

5.6.1 .1 Managing Conflict

When people work together in groups, there are bound to be occasions when individuals

disagree and conflicts arise in the workplace. Whether these disagreements become full-blown

feuds or instead fuel creative problem solving is, in large part, up to the person in charge.

You can do a lot to ensure that your employees deal with disagreements in proactive,

productive ways by knowing when and how to intervene — and when to let things be.

(Chart 5.6.1.1)

Here are some practical step-by-step tips for dealing with employee spats in the workplace:


Identify the problem. Make sure everyone involved knows exactly what the issue is, and

why they are arguing. Talk it out until everyone agrees that there is a problem, and

understands what the key issues are.

Allow every person involved to clarify his or her perspectives and opinions about the

problem. Make sure everyone has an opportunity to express an opinion. If necessary,

establish a time limit (say, five minutes per person), and make sure each person sticks to

the limit while stating his or her case. It is your responsibility to make sure all

participants feel safe and supported.

Identify the ideal end result, from each party’s point of view. It might surprise everyone

to discover that their visions are not so far apart after all.

Figure out what can realistically be done to achieve each individual’s goals. If action is

taken, how will this affect other projects and objectives? Will the end result be worth

the time and energy spent? If the attempt fails, what’s the worst that can happen?

Find an area of compromise. Is there some part of the issue on which everyone agrees?

If not, try to identify long-term goals that mean something to everyone, and start from

there.

5.6.1.2 Solutions : (5/F.1.2)

A little forethought can go a long way toward preventing conflicts among co-

workers. To minimize the incidence of spats, here are some preventive measures you can

take:

Bring issues out in the open before they become problems.

Be aware of triggers, and respond to them when you first notice them.

Have a process for resolving conflicts — bring up the subject at a meeting, and get

agreement on what people should do in cases of differing viewpoints.


Make sure everyone understands the company’s goals and expectations, including

what's expected of each individual. Be as clear as you can about job descriptions,

responsibilities, and territories.

Provide appropriate training for all employees. Teach everyone conflict-resolution

skills, and expect people to use them.

Recognize and praise accomplishment. If employees feel valued and appreciated for the

work they do, they are less likely to jockey for position and start fights.

5.6.2 Tricom Strategies for Managing Conflict

Informal counselling : provides managers and supervisors with an effective means of

addressing and managing conflict in the workplace. This may take the form of meetings,

negotiation/mediation sessions, or other dispute-resolution processes. Informal resolution

of complaints at any stage of the process also provides managers with a no-fault, low- or

no-cost means of restoring harmony and productivity to the organization.

Generally speaking, managers who successfully manage conflicts in their

organizations will experience lower rates of complaints than managers who fail to do so.

Additionally, informal resolution of complaints terminates further administrative

processing and related costs.

Incivility in the office carries a very high price in both human and financial terms.

Conversely, a more civil workplace environment means a better quality of life for

employees. Higher quality of life for your employees means higher-quality work, as high

rate of productivity.


Conclusion :

Conflict resolution strategies of Tricom are very limited and rigid. We can

develop more conflict resolving strategies to maintain healthy work life.

Suggestions:

Improving organizational practices could help resolve conflicts, including

establishing super ordinate goals, reducing vagueness, minimizing authority- and

domain-related disputes, improving policies, procedures and rules, re-apportioning

existing resources or adding new, altering communications, movement of personnel, and

changing reward systems

5.7.1 Employee Separation

(Resignation, Termination and Absconding)

5.7.1.1 Introduction

Employee Separation is one of the very important and crucial function / process of

HR Department. This process, if not handled in an efficient manner, can lead to various

legal complications.


Let’s understand the term employee. According to various definitions an employee

can be defined as:

1. A worker who is hired to perform a job

2. An individual who provides labour to a company or another person

3. An individual who provides services for compensation to an employer and whose

duties are under the control of the employer.

An employee works for an employer and gets paid for his work and nothing else. The

relation of an employer and employee has a beginning; they stay together for a while and

then they separate. Beginning of the relation is called as recruitment process or talent

acquisition that passes through selection phase and followed by induction. Staying together

in the relation comprises the various phases such has performance management; career

management; professional growth; development and etc. And the final stage of the relation

is the separation.

Broadly speaking, in normal scenarios the separation between employer and employee

can be due to any of the following three (this will be discussed in detail in subsequent

paragraphs):

1) Resignation – Employee decides to leave the organization.


2) Termination – Employer decides to break the contract of employment.

3) Absconding – When the employee decides to leave the organization without

tendering his resignation or following the proper process of separation.

Apart from the above mentioned, the relation between employer and employee can

also be terminated during the lay-offs (Financial or economic crisis); during the process of

mergers, acquisitions and take-over; or any other legal intervention by the state or central

government.

Based on the type of employee that has been hired by the company, if local or an expatriate

or a national of other country or if an employee is hired through outsourcing agencies, the

process of separation and the documents involved in it also differs.

5.7.1.2 Types of Separation

Resignation – This is the most common way of separation. Employee leaves his job and

employment with his employer to pursue better opportunities; a better position at a

better compensation package in a branded company (or better known company) in a

same city and country or in a different city or different country. So, an employee resigns

for:

1) Better compensation and benefits

2) Higher position / level

3) Challenging role

4) To move from an unknown or lowly branded company to a highly branded and

reputed company (Top 10 or 25 companies in the world etc)

5) For foreign or international assignments

Termination – Usually, this process is perceived negatively by employees. In

termination, an employer uses his right to terminate the contract of an employment.

There can be many reasons for an employer to terminate the contract of employment but

some of the common reasons are:


1) Non-Performance

2) Indiscipline

3) Misconduct

4) Insubordination

5) Theft and etc

Absconding – This is one of the most unethical, unexpected and unprofessional way to

terminate the contract of an employment. In this, on one fine day an employee decides

not to go to work. He does not care to hand-over his stuff. In case an employee decides

to abscond (or run-away), it becomes very important to understand his motives and

intentions. Employees can abscond in either or all of the below mentioned

circumstances / situations:

1) After stealing the confidential information or documents or database from the

company.

2) If the intentions of an individual is to commit a crime.

3) If there is a work-pressure and stress and the individual is not able to cope-up

with it (as it happens in call-centres, BPO and other high-stress industries).

4) If the employee has committed any crime outside the office and after working

hours (such as murder or getting involved in terrorist activities or theft or any

other civil crime).

5) Then, when priorities are different. Employee has asked for leave due to some

urgency at his home (or might be he is trying to escape from his work

responsibilities) and at the same time his team also needs him in the office and his

leaves are not approved.

6) If he has got some exceptionally good opportunity that requires him to join

immediately and he feels that the process of separation in his company is a bit too

complicated. He assumes few things and do not really try to face the challenge.

7) Lastly, it is a personality issue. Employees that abscond have different

personalities. They are low in confidence. They are too weak to face the reality


and challenges of life. They feel that running away from the problem is as good as

solving the problem. They are cowards to take the problems head-on.

5.7.2 Tricom Strategies

The Process of Separation

Tricom-H.R. have given guideline on the process of Separation and it is followed by the

system.

5.7.2.1 Resignation

Once an employee gives his resignation to the department head or the

management, it is important for HR to schedule the first meeting with him.

to understand the root cause of separation.

1) If the root cause is an issue with the reporting manager of an individual; or some

conflict with a team-member or some other human issue, try to address the same

with the concerned person.

2) If the reason for resignation is better opportunity or a higher position, explain to

him the Performance Management System and Career Management System of the

company. If possible, show him his performance records. Do not make any

commitment that you might not be able to fulfil, such as, “we will give you a

promotion in this appraisal” or “will send you overseas for an assignment” and

etc.

3) If an employee has given his resignation because he is getting a better

compensation package, explain to him the grading system and compensation

package of your company and also share with him the minimum possible increase

that he might get in his next appraisal but do not give any hike immediately. You

might be required to repeat this exercise after another couple of months.

Any other reason of resignation, such as policies of the company, benefits,

branding and positioning of the company, working hours and etc. are beyond the


preview and scope of this discussion with HR However, if more employees are leaving

the organization for one specific reason then the management should address the matter

but this should not be done for one specific employee. Once the resignation is accepted,

issue the “letter of acceptance of resignation” to the concerned employee and inform the

IT, Payroll and Finance Department.

Responsibility of the Department Head: Now, the department head needs to plan

the process of handover of duties, projects and assignments to other member(s) in the

team.

1. Let the departing employee complete all the tasks and assignments

he has in hand.

2. Do not assign any new project or assignment to this employee.

3. If there is nothing to complete and proper hand-over is done, then relieve the

employee as soon as possible.

It is a proven fact that once an employee decides to leave the organization and gives

his resignation, they show less commitment, sincerity and dedication in their work.

Hence, it is important to relieve them as soon as possible rather than them coming to the

office and wasting the time of people who are dedicated to their work and resources of

the company.

Responsibility of the HR Department :

HR, on the date of acceptance of resignation letter, should instruct the IT

department to keep track on all the outgoing emails from the system of separating

employee. All IT permissions and rights should be withdrawn from that employee and he

should not be allowed to send any email to any other email ID except the office email

ID’s. He should not be allowed to copy or edit or delete any file from his system.


HR should ask the concerned employee to obtain no-due letter from all the concerned

departments.

HR should calculate all the amount payable to that employee and the payment

should be made on the last working day of the employee(FFS). On his last day, the

company should also give him the relieving letter.

5.7.2.2 Termination

Termination can be challenged in the court of law. Hence, care must be taken to

document all the incidents that have led to the termination of an employee.

In case of disciplinary action, the company should take care that the proper procedure is

followed. Warnings (oral and written) were issued to the employee and the whole

incident is properly documented.

In case of non-performance, the required documents must include:

a. Tasks given

b. Expected performance level

c. Evaluation criteria

d. Actual performance

e. Shortfall

f. Action required

Parties involved in the termination process include:

1) The Reporting Manager

2) The Department Head

3) The HR and / or

4) Any other senior member of the department


Once the decision is taken to terminate the contract of employment, the company

should seize all the belongings of that employee – such as computer, drawer, access

cards, laptop, ID Cards, files and etc.

Employee should be given the letter of termination clearly specifying the reasons

of termination. Based on the severity of the case, the company might decide to pay the

employee for the notice period. For example, in case of non-performance he must be paid

for the notice period but in case of any disciplinary action, theft or misconduct, he should

not be. The entire amount due to him must be recovered.

5.7.2.3 Absconding Employee

This is one of the most complicated ways of separation. In case of local

employee: If the employee did not come to the office and nor did he informed about his

whereabouts, In case you are not able to get any information about the employee then

assume that he has absconded. As per the employment laws in various countries, send

him three official notices starting from the second day of his disappearance and send

every subsequent notice after every three days. If there is no response from his side then

strike-off his name from your payroll.

On the first day of his disappearance, confiscate his workplace, his

computer, drawer etc. Take the help of Systems and Networking department to analyze

all the emails that has been sent from his computer and to whom. Stop his salary

immediately. Seek legal help to recover your costs and /or any other items or products

that has been issued to him, such as access cards, ID Cards, Laptop, Corporate Credit-

card, House, Car etc, as applicable.

Conclusion:

According to Tricom policies, separation procedure followed by them is realy fair

and easy to understand. But still some loop hole are ther in the system

Suggestions:


Tricom should maintain separation data base separately so that it could be easily

traced out and refer in future

Tricom should use automotive updation system rather than manual updation of

data and records.

5.8.1 HR Audit


5.8.1.1 Definition:

HR Audit means the systematic verification of job analysis and design, recruitment

and selection, orientation and placement, training and development, performance appraisal

and job evaluation, employee and executive remuneration, motivation and morale,

participative management, communication, welfare and social security, safety and health,

industrial relations, trade unionism, and disputes and their resolution. HR audit is very

much useful to achieve the organizational goal and also is a vital tool which helps to assess

the effectiveness of HR functions of an organization.

5.8.1.2 Scope of Audit

Generally, no one can measure the attitude of human being and also their problems

are not confined to the HR department alone. So it is very much broad in nature.

It covers the following HR areas:

Audit of all the HR function.


Audit of managerial compliance of personnel policies, procedures and legal

provisions.

Audit of corporate strategy regarding HR planning, staffing, IRs, remuneration

and other HR activities.

Audit of the HR climate on employee motivation, morale and job satisfaction.

5.8.1.3 Benefits of HR Audit

It provides the various benefits to the organization. These are:

It helps to find out the proper contribution of the HR department towards the

organization.

Development of the professional image of the HR department of the organization.

Reduce the HR cost.

Motivation of the HR personnel.

Find out the problems and solve them smoothly.

Provides timely legal requirement.

Sound Performance Appraisal Systems.

Systematic job analysis.

Smooth adoption of the changing mindset.

5.8.1.4 Approaches to HR Audit :

There are five approaches for the purpose of evaluation of HR in any organization:

Comparative approach

Outside authority

Statistical

Compliance approach and

Management By Objectives(MBO)

The auditors always prepare and submit an audit report to authority of the

organization, which may be clean or qualified. The clean report indicates the appreciative


of the department's function, but the latter one represents the gaps in performance and

therefore contains remarks and remedial measures. HR Audit is very much helpful to face

the challenges and to increase the potentiality of the HR personnel in the organization.

5.8.2 Tricom strategies for HR Audit:

Conclusion

Though Tricom have acchived ISO 9001 and ISO 27001 standard certificates but

there are no audits conducted internally to check system. Audits are done by ISO teams

which are usually outsorced.

Hence Though Tricom H.R. Process are satisfactory but Audit is required to evaluate them.

Suggetions :

Audits are usually conducted to evaluate the actual performance and system

process.Hence Tricom should also start HR- Audit to evaluate the system and to find gap

between standard and actual performance.

Audits brings accuracy and discipline I the system. Hence HR- Audit is suggested.

5.9.1.1 Use Of Technology In H.R. Management


In view of the fact that HRM centres on an organisation’s unique human and

“inimitable” component, whereas technology is more standard and replicable, incorporating

technology into HRM introduces some interesting and relevant concerns for practitioners.

In short, the contrast between “content” concerns and “process” concerns confronting

HRM are intriguing issues to explore, as these contribute uniquely to the way organisations

manage and develop their members.

Increase in productivity

The use of technology in performance management has the potential to increase

productivity and enhance competitiveness.

5.9.1.2 Technology as content

Technology may contribute to performance management and thus to appraisal

satisfaction in two primary ways. First, technology may facilitate measuring an individual’s

performance via computer monitoring activities. This frequently occurs as an unobtrusive

and rote mechanical process that relies on minimal input from individuals beyond their task

performance. Jobs that incorporate this type of appraisal technology are frequently scripted

or repetitious and involve little personal judgment or discretion. Working in a call centre or

performing data entry are examples. In this instance, the very act of performing a job

simultaneously becomes the measure of how well a jobholder accomplishes it. Keystrokes,

time on task, or numbers of calls made are recorded and at once become both job content

and appraisal content.

A second approach to technology and performance management changes the emphasis

so that technology becomes a tool to facilitate the process of writing reviews or generating

performance feedback. Exa-mples here include multi-rater appraisals that supervisors or

team members generate online, as well as off-the-shelf appraisal software packages that

actually construct an evaluation for a manager. This particular technological approach

occurs more often in the context of jobs that involve personal judgement, high discretion,

and open-ended tasks for which real-time performance monitoring is not an option.


Again, it is critical to consider these aspects of technology use in performance

management within a framework of appraisal satisfaction. We will address the second

application of technology to performance management in the next section of this chapter.

5.9.1.3 Some technologies are as follows

Executive Information Systems

Executive Information System (EIS) is the most common term used for the

unified collections of computer hardware and software that track the essential data of a

business' daily performance and present it to managers as an aid to their planning and

decision-making. With an EIS in place, a company can track inventory, sales, and

receivables, compare today's data with historical patterns. In addition, an EIS will aid in

spotting significant variations from "normal" trends almost as soon as it develops, giving

the company the maximum amount of time to make decisions and implement required

changes to put your business back on the right track. This would enable EIS to be a useful

tool in an organization’s strategic planning, as well as day-to-day management.

Managing EIS

As information is the basis of decision-making in an organization, there lies a

great need for effective managerial control. A good control system would ensure the

communication of the right information at the right time and relayed to the right

people to take prompt actions.

When managing an Executive Information System, a HR manager must first

find out exactly what information decision-makers would like to have available in the

field of human resource management, and then to include it in the EIS. This is because

having people simply use an EIS that lacks critical information is of no value-add to


the organization. In addition, the manager must ensure that the use of information

technology has to be brought into alignment with strategic business goals (Laudon, K

and Laudon, J, 2003).

The role of the HR manager must parallel the needs of the changing

organization. Successful organizations are becoming more adaptable, resilient, quick

to change directions, and customer-centered. Within this environment, the HR

professional must learn how to manage effectively through planning, organizing,

leading and controlling the human resource and be knowledgeable of emerging trends

in training and employee development.

Human resource management system

A Human Resource Management System (HRMS, EHRMS), Human Resource

Information System (HRIS), HR Technology or also called HR modules, or simply

"Payroll", refers to the systems and processes at the intersection between human resource

management (HRM) and information technology. It merges HRM as a discipline and in

particular its basic HR activities and processes with the information technology field,

whereas the programming of data processing systems evolved into standardized routines

and packages of enterprise resource planning (ERP) software. On the whole, these ERP

systems have their origin on software that integrates information from different

applications into one universal database. The linkage of its financial and human resource

modules through one database is the most important distinction to the individually and

proprietary developed predecessors, which makes this software application both rigid and

flexible.


Purpose

The function of Human Resources departments is generally administrative and

not common to all organizations. Organizations may have formalized selection,

evaluation, and payroll processes. Efficient and effective management of "Human

Capital" has progressed to an increasingly imperative and complex process. The HR

function consists of tracking existing employee data which traditionally includes

personal histories, skills, capabilities, accomplishments and salary. To reduce the

manual workload of these administrative activities, organizations began to

electronically automate many of these processes by introducing specialized Human

Resource Management Systems. HR executives rely on internal or external IT

professionals to develop and maintain an integrated HRMS. Before the client–

server architecture evolved in the late 1980s, many HR automation processes were

relegated to mainframe computers that could handle large amounts of data

transactions.

In consequence of the low capital investment necessary to buy or program

proprietary software, these internally-developed HRMS were unlimited to organizations

that possessed a large amount of capital. The advent of client–server, Application Service

Provider, and Software as a Service or SaaS Human Resource Management Systems

enabled increasingly higher administrative control of such systems. Currently Human

Resource Management Systems encompass:

1. Payroll

2. Work Time

3. Benefits Administration

4. HR management Information system

5. Recruiting

6. Training/Learning Management System

7. Performance Record

8. Employee Self-Service


The payroll module automates the pay process by gathering data on employee time

and attendance, calculating various deductions and taxes, and generating periodic pay

cheques and employee tax reports. Data is generally fed from the human resources and

time keeping modules to calculate automatic deposit and manual cheque writing

capabilities. This module can encompass all employee-related transactions as well as

integrate with existing financial management systems.

The work time gathers standardized time and work related efforts. The most

advanced modules provide broad flexibility in data collection methods, labor distribution

capabilities and data analysis features was outdated. Cost analysis and efficiency metrics

are the primary functions.

The benefits administration module provides a system for organizations to

administer and track employee participation in benefits programs. These typically

encompass insurance, compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects

from application to retirement. The system records basic demographic and address data,

selection, training and development, capabilities and skills management, compensation

planning records and other related activities. Leading edge systems provide the ability to

"read" applications and enter relevant data to applicable database fields, notify employers

and provide position management and position control not in use. Human resource

management function involves the recruitment, placement, evaluation, compensation and

development of the employees of an organization. Initially, businesses used computer

based information systems to:

Produce pay checks and payroll reports;

Maintain personnel records;

Pursue Talent Management.


Online recruiting has become one of the primary methods employed by HR

departments to garner potential candidates for available positions within an

organization. Talent Management systems typically encompass:

Analyzing personnel usage within an organization;

Identifying potential applicants;

Recruiting through company-facing listings;

Recruiting through online recruiting sites or publications that market to both

recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort,

cross-posting within and across general or industry-specific job boards and maintaining a

competitive exposure of availabilities has given rise to the development of a

dedicated Applicant Tracking System, or 'ATS', module.

The training module provides a system for organizations to administer and track

employee training and development efforts. The system, normally called a Learning

Management System if a standalone product, allows HR to track education, qualifications

and skills of the employees, as well as outlining what training courses, books, CDs, web

based learning or materials are available to develop which skills. Courses can then be

offered in date specific sessions, with delegates and training resources being mapped and

managed within the same system. Sophisticated LMS allow managers to approve

training, budgets and calendars alongside performance management and appraisal

metrics.

The Employee Self-Service module allows employees to query HR related data

and perform some HR transactions over the system. Employees may query their

attendance record from the system without asking the information from HR personnel.

The module also lets supervisors approve O.T. requests from their subordinates through

the system without overloading the task on HR department.


Many organizations have gone beyond the traditional functions and developed

human resource management information systems, which support recruitment, selection,

hiring, job placement, performance appraisals, employee benefit analysis, health, safety

and security, while others integrate an outsourced Applicant Tracking System that

encompasses a subset of the above.

Conclusion :

Tricom is using HR-MIS , ESS, HRIS , and HRMS. These technologies are useful for

data recordings and update new information in the system These modules are usefull in

activities of Pay roll and many others.

Overall Technological back up of Tricom HR is satisfactory.

Suggestions :

Tricom can also use ERP System for accuracy and large capacity of data storing and

processing.

ERP modules like SAP- HR are very advance and useful.


http://en.wikipedia.org/wiki/Applicant_Tracking_System

5.10.1 Challenges In Human Resource Management

Introduction

The HR Managers of today may find it difficult because of the rapidly changing

business environment and therefore they should update their knowledge and skills by

looking at the organization's need and objectives. The HRM challenges are

1. Managing the Vision :

Vision of the organization provides the direction to business strategy and helps

managers to evaluate management practices and make decisions. So vision management

becomes the integral part of Man management in future.

2. Internal environment:

Creating an environment which is responsive to external changes, providing

satisfaction to the employees and sustaining through culture and systems is a challenging

task.

3. Changing Industrial Relations :

Both the workers and managers has to be managed by the same HRM Philosophy

and this is a daunting task for the managers.

4. Building Organizational capability:

Even in the adverse circumstances the employees have to be made to live in

psychological state of readiness to continually change.

5. Job Design & Organizational structure:

Instead of depending on foreign concepts we need to focus on understanding the


job, technology and the people involved in carrying out the tasks.

6. Managing the large work force:

Management of large workforce poses the biggest problem as the workers are

conscious of their rights.

7. Psycho-Social environment:

Nowadays employees participation required not only in performing job but also in

democratizing and humanizing the institution.

8. Employee Satisfaction:

Managers should be aware of techniques to motivate their employees so that their

higher level needs can be satisfied.

9. Modern technology :

There will be an unemployment due to modern technology and this could be

corrected by assessing manpower needs and finding alternate employment.

10. Computerized Information System:

This is revolutionary in managerial decision making and is having impact on

coordination in the organization.

11. Legal environment:

To meet the changes in legal environment, adjustments have to be made to the

maximum utilization of human resources.

12. Managing Human Relations :

As the workforce comprises of both educated and uneducated, managing the

relations will be of great challenge.

13. The Challenges of Workplace Diversity


The future success of any organizations relies on the ability to manage a diverse

body of talent that can bring innovative ideas, perspectives and views to their work. The

challenge and problems faced of workplace diversity can be turned into a strategic

organizational asset if an organization is able to capitalize on this melting pot of diverse

talents. With the mixture of talents of diverse cultural backgrounds, genders, ages and

lifestyles, an organization can respond to business opportunities more rapidly and

creatively, especially in the global arena. This is especially true for multinational

companies (MNCs) who have operations on a global scale and employ people of different

countries, ethical and cultural backgrounds. Thus, a HR manager needs to be mindful and

may employ a ‘Think Global, Act Local’ approach in most circumstances.

5.10.2 Tricom Strategies for HRM

According to observation it is found that tricom is also facing large number of

problems and they are:

High rate of attrition (35 -45%)

Lack of skilled employees at operators levels.

Employee strength is very less compare to total work force.

Managing Conflict.

Maintaining healthy work environment.

Suggestions :

H.R. can arrange monthly meetings to know the problems of workforce

Stress management and other complimentary training can be given to employees.

Regulatory norms can be followed.

H.R. should study the root cause and depth of the problem.


CHAPTER NO – 6

Findings &

Conclusions


6.1 Findings

During 2months of summer internship in Tricom – H.R , deep knowledge is gained about

the actual H.R. practices in Indian BPO and KPO sector.

Findings are as follows:

BPO & KPO is rapid growing sectors hence requirements of people for the job is

also very high.

Recruitment & joining formalities is the major work done by Tricom H.R. team

Training & Develoup Activities in Tricom are very limited & regid.

Attrition rate is very high i.e. 35-45% due to less and irregular salary structure.

Motivational activities are present but at limited grounds.

Employee welfare strategies are organized in Tricom.

Other facilities like canteen, transportation are fairly nice.

Tricom allows flexible work timings.

Over all working environment in H.R.dept as well as other departments is healthy.

Employee turnover rate is very high due to availability of options.

Work life is healthy but not stable, as the work life span of employee is less.

Performance activities and strategies are organized but only used for higher level

employees.

Challenges in front of Tricom H.R. are also realistic and need to be resolved.


6.2 Conclusion

BPO & KPO Industries in India are expanding very rapidly. Due to globalization

organizations are trying to give and deliver their best. In this race Companies starts

Outsourcing some of the Business activities. Hence BPO & KPO came in to market. As rete

of Outsourcing is increasing BPO & KPO are also expanding.

This expansion leads to requirement of more and more employees. Hence BPO &

KPO Industry H.R. is more focused about Recruitment than other activities .Hence

Recruitment is the major and basic activity in BPO & KPO industry segment.

With reference to the experience gained in 2 months internship; we found that due

to Several reasons employee turnover rate is very high in BPO & KPO sectors. Even in tricom

Attrition rate is almost 35-45%.Due to high rate of separation, recruitment is also done in

large scale. But the overall work life of an employee in Tricom is less.

High and target oriented recruitment is given focused by the H.R. Hence other functions

like Training, Motivation, and Conflict management…are getting less attention.

Tricom employees are getting facilities like transportation, canteen. But if we want to

hold them for more time H.R. need to pay attention on other factors as well.

In BPO & KPO it is found that attrition and employee turnover rate is very high hence

organizations are not willing to invest money on employees. Due to slow growth employee

leave the job. It happens in a cyclic way. Hence it should be stop somewhere.


Human Resource is dealing with humans Hence H.R. Manager should be capable enough

to handle the problems and challenges

.

As per my knowledge and observation it is found that In Tricom & rather in overall BPO

& KPO industry H.R. Practices are gathered around Recruitment. Hence it is very required to

pay attention on other area of H.R.

Overall H.R. In BPO & KPO is not satisfactory. There is huge scope of development.

Yet lot More to go.

Certain activities are need to be focused to develop most suitable H.R. strategy for

BPO & KPO :

Fair Recruitment Planning

Proper salary structure

Fair and transparent strategy of Performance Appraisal

Proper Motivational activities need to be planned.

Conflict minimizing strategies need to be planned.

Following above suggestions , H.R. of BPO & KPO can be improved.


TRICOM.MITHILA

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