New Project

CHAPTER 1
INRODUCTION
1. INTRODUCTION
This study attempts to explore the use of Training Need Analysis as a context for
Employee retention strategies in high performing work organization with special
BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 1

reference to Aditya Birla Minacs(Bangalore) following a multiple case embedded
research design.
Aditya Birla Minacs is a BPO. 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.
Some of the motivational factors as to why BPO is gaining ground are:
• Factor Cost Advantage

• Economy of Scale
• Business Risk Mitigation
• Superior Competency
• Utilization Improvement
Generally outsourcing can be defined as - an organization entering into a contract

with another organization to operate and manage one or more of its business
processes.
Training need analysis:
Irrespective of the industry, the need for qualified and trainable employees is
recognized as a decisive factor to maintain competitiveness in the global market.
The root cause of educated unemployment is the inability of industry and the labor
force to keep pace with rapidly advancing technologies and the failure to develop
an essential link between employment givers and the job seekers. Also, the right
matches of skill demand and supply. Preparing for the jobs
of far and near future requires investment in people by governments, business and
individuals. In an effort to achieve higher competitiveness, there could be attempts
to cut down the costs. However, if the axe falls on the training expenses, it could
be fatal for business prospects. Therefore, it becomes important to identify, design
and impart the right kind of training by the appropriate agency, more so in the BPO
sector, which is thriving on innovation and change.
According to several highly respected research firms (e.g., The Gallup

Organization and the Saratoga Institute), the primary reason behind voluntary
employee turnover is a poor relationship between the employee and their
supervisor. While this finding may surprise some business leaders, consider this…
how many of us in our working lives have asked for a transfer, resigned from a job,
or have at least pondered one of those actions because of a supervisor we did not
get along with - one who did not have effective management and/or people skills?
Turnover, as a direct result of unskilled supervisors, is a problem that companies
have been experiencing for years.
If, like many other organizations, you are dealing with this type of problem and
want to reduce the high costs of turnover and employee disengagement, there is a
solution. The following five step approach, if implemented thoroughly and
thoughtfully, will not only improve retention, but will also increase revenue,
morale, and productivity.
Identify the Problem:
Are you aware of why your employees leave your company? According to Talent
Keepers, while most organizations keep records of turnover numbers, less than half
track turnover by department and even fewer by supervisor. Before launching this
five step solution, you need to be sure that you have the problem in the first place.
Use a thorough exit interview process to identify the reason behind your
employees’ decisions to leave. Survey your staff and determine if there are
concerns about supervisor skills and/or relationships. If the questions are designed
well and implemented with clear communication as to the purpose of the inquiries,
you should gather good data that will indicate whether supervisory skill is an issue
that must be addressed.
Recruit, Hire and Promote the Right People:
When establishing the skill set needed by your supervisors for the recruitment,
hiring and promotion processes, be sure to include not only the knowledge and

skills related to the job function, but also relationship-focused talents such as
building trust, communication, flexibility, and focusing on employee strengths.
These may seem like soft skills and unnecessary for the recruitment and hiring
process, but remember that the lack of these talents leads to a high percentage of
turnover. Think of these as retention skills, and make sure candidates are selected
with them in mind.
Set Clear Expectations:
Once hired or promoted, new supervisors should experience a solid orientation

program that lays a foundation of clear expectations in three key areas: the
organizational culture (mission, vision, strategic plan), the job function (knowledge
and skills connected to the product or service of the business), and the leadership
qualities desired in the organization’s supervisors (behaviors and attitudes that
build employee engagement). New supervisors must know up front exactly what is
expected of them in order to maximize their success in their new roles.
Provide Ongoing Professional Development:
In order for any professional development program to be truly effective, it is

essential that it be directly connected and related to the objectives of the
organization. Assuming the vast majority of companies assert the goal of
increasing revenue, it would seem common sense to build the skills and knowledge
necessary to combat those factors that decrease revenue, which of course includes
employee turnover. The ideal professional development program is a systematic
and systemic curriculum that includes learning opportunities, coaching and
mentoring to teach the concepts of retention skills.
Design Performance Evaluations that Link to Retention:

It is rare for companies to set turnover reduction goals as part of their annual plan.
However, this seems counterproductive since the average cost to replace a single
employee typically equals the amount of one year’s salary for that employee’s
position (The Saratoga Institute). When considering the money being laid out to
replace employees, it would behoove all business leaders to make certain that
turnover reduction is added to both their organizational and individual goals. Of
course, leaders at all levels must then be held accountable to the achievement of
those goals. One method of accomplishing this is by adding the retention goals to
their individual performance evaluations. Effective evaluations require the goals to
be written out in clear and concise terms, the outcomes to be measurable, and the
consequences (positive and negative) to be clarified and then enforced. One
measure to determine success - to connect back to the first step of this process - is
to track turnover by connecting exit interviews to supervisors.
This five step approach to supervisor development represents a holistic systems

approach to reducing turnover in organizations. You could take pieces of this
process and implement them and you may encounter temporary success, but for
long-term impact, all components of the process must be addressed. It takes time
and commitment from organization leaders, but it will be well worth the
investment in the end

CHAPTER 2
RESEARCH METHODOLOGY
2.1 RESEARCH DESIGN:

Research methodology is a way to systematically solve a research problem. It
studies various steps that are generally adopted by a researcher in studying the
research problem together with the logic behind them. In the process of
conducting such an important study, the researcher has followed the following
methodology to collect necessary data and analyze to draw useful inference
2.2 TITLE:
“TRAINING NEED ANALYSIS – ITS IMPACT ON ARRESTING
ATTRITION RATES IN ADITYA BIRLA MINACS”
2.3 OPERATIONAL DEFINITION:
2.3.1 TRAINING NEED ANALYSIS

Employees are the greatest asset which assists in achieving business objectives.
To get best from employees it is essential that they be provided with appropriate
training on all aspects of their work. Training is an effective means to improve
the skill level, impart new skills, knowledge about new technology, change of
attitude and behavior to the desired level from the existing level.An
improvement in the KSA (Knowledge skill ability) of the employee through
training is directly linked to identifying the training needs. Most organizations
formalize training process by providing a budget and resources for training but
this alone will not ensure the right return on investment. To ensure the best
possible returns on investment for the organization, training and development
activities like any investment have to be planned and managed effectively. First
and foremost, the training and development required for the organization to
achieve its objectives must be properly identified and prioritized. This is the
objective of training need analysis in an organization. Training need analysis is
the first step on the path to effective training. Training need analysis means
measuring the gap between skills available and skills required for employees
and making recommendations to bridge the gap. When need analysis is done, it
is possible to focus attention on the target and identify the means for getting
there.
2.4 STATEMENT OF THE PROBLEM:

Analysis of high turnover/attrition levels in the organization, and some of the key
initiatives taken in recent years to manage attrition through the process of Training
and Development. The toughest concern for an HR manager is however the high
attrition rate. And hence many BPO’s are coming up with different strategies to
over come the attrition rate to beat the competitive corporate world. An attrition
rate in call (or contact) centre’s has become legendary. Indeed, the attrition rates in
some Indian call centers now reach 80%. This is an extreme figure but the average
attrition rates in Indian call centers are up around 30-40%
The researcher has therefore taken up the major problem of attrition among
employees in ADITYA BIRLA MINACS and has analyzed the same from various
perspectives and dimensions on the basis of training need analysis to give a
complete and comprehensive picture of increasing attrition rate
Based on these inferences, conclusions are drawn. This conclusion point towards
the suggestions for helping the HR to over come the major problem caused by
attrition and to be an instrument for organizations growth and success.
Indian BPO companies which have been somewhat successful in tackling
attrition have identified five major reasons behind the problem
 Demand is more than supply: there is no dearth of graduates and

plus two pass but the supply of people with English speaking ability in
this category is not adequate.
 People are joining with a short-term view and as a stepping stone to

something else.
 A lot of young people are taking up call center jobs just to earn
some money on the side – not as a serious and long-term career option.
 Long-term or intangible or contingency benefits such as PF or

medical coverage do not have much attraction for call center employees –
they want everything in cash – here and now.
Call center employees have an average age profile of 20-24 years, so they are
highly emotional, impulsive and immature when taking career decisions
2.4.1 Need and importance of the study:

Attrition rate in call (or contact) centre’s has become legendary. Indeed, the
attrition rates in some Indian call centers now reach 80%. This is an extreme
figure but the average attrition rates in Indian call centers are up around 30-
40%.There are also higher expectations from the BPO industry, which according
to a NASSCOM survey, can reach the target of $50 billion in revenues, by 2012,
and also add up to 2.5 per cent to India's GDP from exports. This is the biggest
challenge for the HR; Hence HR needs to find out effective ways to reduce the
attrition rate. Agents as well as the team leaders aim to grow level wise in the
BPO
Two thirds of the churn can be attributed to people moving from one call center
to another implying that they are staying within the industry and not quitting it
to join some other industry – that means stressful nature of the job alone is not a
good explanatory factor and merely taking steps only to reduce stress will not
help stem attrition. To fix the problem of turnover following are some of the
better strategies
 Constantly identify talent, recruit and train either in-house if scale of

operations permit that or through an outsourced training agency in case of
smaller operations.
 Create a culture and work environment that encourages people to think of a

call center job as a long-term career option. Use counseling by HR and line
management. This has to be backed up by demonstrated and perceived
efforts by the management to move up the value chain so that employees can
clearly see that the management is making efforts to create opportunities for
upward mobility among employees.
 Create a culture and work environment that encourages people to think of a

call center job as a long-term career option. Use counseling by HR and line
management. Again this has to be backed up management efforts to move up
the knowledge continuum in terms of the processes handled.

Redesign the compensation package for call center employees and try to pay as
much as possible in hard cash. Work out if necessary a new pay structure highly
skewed towards cash benefits. Typically the new pay structure is along following
lines: Basic (54%), HRA (26%), Medical Reimbursement Allowance (Rs 25-30
per day of attendance), Attendance Bonus (Rs 500-1000 per month), Loyalty
Bonus (1 month’s salary aftercompletion of each year in the company),
Performance Incentives (linked to specific performance criteria), Referral
Allowance (Rs 2000-3000 per candidate referred and recruited.
2.5 OBJECTIVE OF THE STUDY
Training Need Assessment
Training efforts must aim at meeting the requirements of the organizations (long –
term) and the individual employees (short-term). This involves finding answers to
questions such as: Whether training is needed? If yes, where it is needed? Which
training is needed? Once we identify training gaps within the organisation, it
becomes easy to design an appropriate training programme. Training needs can be
identified through the following types of analysis (Thayer & McGhee Model):
1) Organizational analysis: It involves a study of the entire organization in terms

of its objectives, its resources, the utilization of these resources, in order to achieve
stated objectives and its interaction pattern with environment.
2) Task or role analysis: This is a detailed examination of a job, its components,

its various operations and conditions under which it has to be performed. The focus
here is on the roles played by an individual and the training needed to perform such
roles. The whole exercise is meant to find out how the various tasks h be
performed and what kind of skills, knowledge, attitudes are needed to the job
needs. Questionnaires, interviews, reports, tests, observation and methods are
generally used to collect job related information from time-to-time. After
collecting the information, an appropriate training program may be designed,
paying attention to (i) performance standards required of employees, (ii) the tasks
they have to discharge, (iii) the methods they will employ on the job and (iv) how
they have learned such methods, etc.
3) Manpower analysis: Here the focus is on the individual-in a given job. There
are three issues to be resolved through manpower analysis. First we try to find,

whether performance is satisfactory and training is required. Second, whether the
employee is capable of being trained and the specific areas in which training is
needed. Finally, we need to state whether poor performances (who can improve
with requisite training inputs) on the job need to be replaced by those who can do
the job. Other options to training such as modifications in the job or processes
should also be looked into. Personal observation, performance reviews,
supervisory reports, diagnostic tests help in collecting the required information and
select particular training options that try to improve the performance individual
workers.

Learning Principles: The Philosophy of Training: The purpose of
training and development is to maintain and improve effectiveness and efficiency
of individuals within the organization. This can only have sustained effect if it
influences the actions and practices of line managers so as to serve better both - the
self-interest of employees (personal return both tangible and intangible) and the
needs of the organization (profit return both short and long range). All training and
development within the company is based on the firm credence that:
• Employees have a need for growth and self-fulfillment, which
can be compatible with the goals of the organization for the
benefit of both
• Learning is a self directed- activity: all employee development is self-
development
• Training to be effective must be function of line management
Training is essential for job success. It can lead to higher production, fewer
mistakes, greater job satisfaction and lower turnover. These benefits accrue to both
the trainee and the organization, if managers understand the principles behind the
training process. To this end, training efforts must invariably follow certain
learning-oriented guidelines.
Modeling: Modeling is simply copying someone else’s behavior. Passive class-

room learning does not leave any room for modeling. If we want to change people,
it would be a good idea to have videotapes of people showing the desired behavior.
The selected model should provide the right kind of behavior to be copied by
others. A great deal of human behavior is learned by modeling others. Children
learn by modeling; parents and older children, they are quite comfortable with the
process by the time: hey grow up. As experts put it "Managers tend to manage as
they were managed!"
Motivation: For learning to take place, intention to learn is

important. When the employee is motivated, he pays attention to
what is being said, done and presented. Motivation to learn is
influenced by the answers to questions such as: How important is
my job to me? How important is the information? Will learning
help me progress in the company? People learn more quickly
when the material is important and relevant to them. Learning is
usually quicker and long-lasting when the learner participates
actively. Most people, for example, never forget how to ride a
bicycle because they took an active part in the learning process

Reinforcement: If behavior is rewarded, it probably will be repeated. Positive
reinforcement consists of rewarding desired behaviors. People avoid certain
behaviors that invite criticism and punishment. A bank officer would want to do a
postgraduate course in finance, if it earns him increments and makes him eligible
for further promotions. Both the external rewards (investments, praise) and the
internal rewards (a feeling of pride and achievement) associated with desired
behaviors compel subjects to learn properly. To be effective, the trainer must
reward desired behaviors only. If he rewards poor performance, the results may be
disastrous: good performers may quit in frustration, accidents may go up, and
productivity may suffer. The reinforcement principle is also based on the premise
that punishment is less effective in learning than reward. Punishment is a pointer to
undesirable behaviors. When administered, it causes pain to the employee. He
mayor may not repeat the mistakes. The reactions may be mild or wild. Action
taken to repeal a person from undesirable action is punishment. If administered
properly, punishment may force the trainee to modify the undesired or incorrect
behaviors.
Feedback: People learn best if reinforcement is given as soon as possible after
training. Every employee wants to know what is expected of him and how well he
is doing. If he is off the track, somebody must put him back on rails. The errors in
such cases must be rectified immediately. The trainee after learning the right
behavior is motivated to do things in a 'right' way and earn the associated rewards.
Positive feedback (showing the trainee the right way of doing things) is to be
preferred to negative feedback (telling the trainee that he is not correct) when we
want to change behavior
Spaced Practice: Learning takes place easily if the practice sessions are spread
over a period of time. New employees learn better if the orientation
programme is spread over a two or three day period, instead of covering it
all in one day. For memorizing tasks, 'massed' practice is usually more
effective. Imagine the way schools ask the kids to say the prayer loud. Can
you memorize a long poem by learning only one line per day? You tend to
forget the beginning of the poem when you reach the last stanza. For'
acquiring' skills as stated by Mathis and Jackson, spaced practice is usually
the best. This incremental approach to skill acquisition minimizes physical
fatigue that deters learning.

Whole Learning: The concept of whole learning suggests that employees learn
better if the Job information is explained as an entire logical process, so that they
can see how the various actions fit together into the 'big picture'. A broad overview
of what the trainee would be doing on the job should be given top priority, if
learning has to take place quickly. Research studies have also indicated that it is
more efficient to practice a whole task all at once rather than trying to master the
various components of the task at different intervals
Active Practice: 'Practice makes a man perfect' so said Bacon. To be a swimmer,

you should plunge into water instead of simply reading about swimming or looking
at films of worlds' best swimmers. Learning is enhanced when trainees are
provided ample opportunities to repeat the task. For maximum benefit, practice
sessions should be distributed over time.

Applicability of Training: Training should be as real as possible so that trainees
can successfully transfer the new knowledge to their jobs. The training situations
should be set up so that trainees can picture the types of situations they can come
across on the job.
Environment: environment plays a major role in training. It is natural that
workers, who are exposed to training in comfortable environments with
adequate, well spaced rest periods, are more likely to learn than employees
whose training conditions are less than ideal. Generally speaking, learning is
very fast at the beginning. Thereafter the pace of learning slows down as
opportunities for improvement are reduced.
Areas of Training: The Areas of Training in which training is offered may be
classified into the following categories:
Knowledge: Here the trainee learns about a set of rules and regulations about the
job, the staff and the products or services offered by the company. The aim
is to make the new employee fully aware of what goes inside and outside the
company
Technical Skills: The employee is taught a specific skill (e.g., operating a machine
and handling computer) so that he can acquire that skill and contribute
meaningfully.
Social Skills: The employee is made to learn about himself and
other, develop a right mental attitude, towards the job,
colleagues and the company. The principal focus is on
teaching the employee how to be a team member and get
ahead.
Techniques: This involves the application of knowledge and skill
to various on-the-job situations. In addition to improving the
skills and knowledge of employees, training aims at clouding
employee attitudes: When administered properly, training
programme. It will go a long way in obtaining employee
loyalty, support and commitment to company activities.
Issues in Employee Training:
1. Communications: The increasing diversity of today's workforce brings a wide
variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.

3. Customer service: Increased competition in today's global marketplace makes it
critical that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people

have different perspectives and views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values and
morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment,
hazardous chemicals, repetitive activities, etc., but can also be useful with practical
advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially about
what are inappropriate behaviors
Need for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee
or group of employees, e.g.
A) when a performance appraisal indicates performance improvement is
needed.
B) To "benchmark" the status of improvement so far in a performance
improvement effort.
C) As part of an overall professional development program
D) As a part of succession planning to help an employee be eligible for planned
change in role in the organization.
E) To “pilot”, or test, the operation of a new performance management system.
How to stop BPO attrition

The business process outsourcing industry in India is growing at a phenomenal
pace. Exports were worth $ 5.2 billion in 2004-05, growing at 44.5 per cent and
industry body Nasscom has projected a 41 per cent growth in 2005-06 to $ 7.3
billion.
The employee base has grown at a compounded annual growth rate of 52.6 per
cent, from 42,000 in 2001-2002 to 3, 48,000 in 2004-2005.

Also, a Nasscom-Hewitt Associates survey says that the cost of attrition in the
industry is 1.5 times the annual salary.
For a fresh college graduate, a call centre job pays about 2.5 times as much as
other job openings. And the boom shows all signs of continuing considering that
the cost per transaction in India is estimated to be the lowest at 29 cents compared
to 52 cents in China.
Already grappling with a 30 per cent attrition rate (the highest in the Asia-Pacific
region, compared to China at 10-15 per cent), the industry is expected to have a
manpower shortage of 2, 62,000 in 2008. In a country where 3 million graduate
every year, the task is daunting.
HR consultants say one of the key gaps being faced by the industry is the low level
of expertise at frontline (lower-middle) management, in managing and sustaining
an ITES-BPO operation.
The inexperienced middle and frontline management is one of the key causes of
attrition. Another disturbing data is that nearly 50 per cent of those who quit leave
the industry.
So what's the way out? First, the industry has to get out of its image of an Internet
sweatshop where an employee is resigned to his fate of being in office at ungodly
hours for a dead-end job.
Companies which have not been able to tackle this image could take a cue from
ICICI OneSource, which gives employees who have been with the company for
more than 18 months an option to switch to positions in other ICICI group
companies.
The system works as a big assurance for BPO employees that the skills they have
learnt such as customer friendliness and rapid response to customer problems have
wider applications and market demand.
This is important considering the fact that the cost of attrition in the industry is 1.5
times the annual salary.
BPOs have also started moving up the value chain -- a primary reason why the
industry needs to put its act together to meet the coming crisis for trained
manpower.

For example, the expectation is that by 2007, the industry demand for Java
professionals alone will touch three million.
On its part, Nasscom is doing what it can by exploring the concept of a national
skills registry of IT employees, which will operate on a shared services model and
will be administered by a credible third party.
The industry body is also coming out with an assessment and certification
programme to create an employable talent pool with benchmarked-requisite skills
and will shortly unveil an assessment and certification for frontline management.
A Nasscom-KPMG study has made detailed recommendations for attracting,

training, certifying and deploying resources for the ITES industry.
Some of these recommendations, which are worth implementing, immediately are:
• An ITES/IT awareness fund be created with industry support to generate

awareness about employment in these industries, especially in Tier II and III
cities through advertisements, workshops, seminars and counseling
sessions.
• Existing infrastructure in universities/colleges and existing vocation

counseling centre’s be leveraged, especially in Tier II and smaller towns to
provide career counseling in ITES/IT opportunities.
Some IT companies have of course done pioneering work to become an employer

of choice. TCS, for example, has put in place a comprehensive academic interface
programme (AIP), process framework and proper infrastructure.
Under this programme, professors from academia are also sent on sabbatical to
TCS.
Zenzar Technologies has also done its bit. The company has partnered with
Symbiosis International Educational Centre to offer placement guarantees to
successful graduates of the institute's management course in information
technology.

Admissions to this course are on the basis of a national entrance examination:
AIMS Test for Management Admission (ATMA). The batch of 90 students in this
course includes engineering students from premier institutes as well as non-
engineering graduates from relevant streams.
Parametric Technology Corporation (PTC) is another company that has made

available its specialized CAD/CAM software Pro/Engineer to colleges across the
world and is providing training on its platform
The company has entered into a partnership with ITC InfoTech to promote
technological literacy among secondary school students throughout India and has
provided over 200 engineering colleges, including the IITs, BITS, and RECs, with
Pro/Engineer software for their classrooms.
There are many more such examples. For BPOs, the signal is clear: shape up or
ship out.
BPO industry in India is growing at a very rapid pace of 40-50% growth rate
annually. This sector is said to be poised to generate one million jobs by the year
2008. But, this industry faces a very acute problem of attrition rate which is as high
as 30-40%.
To compel this, there is another problem of poaching, which increases the attrition
rate. All this leads to higher costs to the company. This paper suggests various
strategies to counter this growing attrition rate. BPOs need to hire right kind of
people; give more to the employees not only in terms of salaries and perks but
also in terms of experience. For good performing employees, the company needs
to have a good career growth plan. Companies need to build a long lasting
relationship with the employees. This paper goes into the details of these aspects
of the BPO industry and its ways of tackling attrition rate.
BPO industry in India is one of the fastest growing industries in the country. It
creates a large chunk of jobs in the country. However, as with the growth come the
deterrents. One of the most critical problems faced by this industry is that of
attrition. Attrition arises with employees leave the company for one of the three
reasons:
i) Death of employee,
ii) Retirement, or
iii) Better opportunity in some other company.
Attrition causes huge loss to the company, not only in terms of manpower but also
in monetary terms. The cost of attrition would be explained in details later in this
paper. Moreover, this paper will also cover the reasons why the employees leave a
particular company. Lastly, this paper will explain what can be done to control the
attrition and the road ahead for the BPO industry.
BPO Industry in India:
India has remained one of the most favorite offshore destinations for BPO/ITES
activities. One of the most prominent reasons for the same is cheap labor. Over the
past five years, the Indian BPO/ITES has been growing at a rate of about 50-60%.
As per NASSCOM, the Indian BPO/ITES registered a growth rate of 46% and
clocked a revenue of UD$ 3.6 billion in 2003-04 up from UD$ 2.5 billion in 2002-
03.
This industry is expected to generate one million jobs by 2008. HR management is

one of the most critical areas in this industry, so important that it can be referred to
as HR-enabled services rather than IT-enabled services. The reason for the same is
that this industry is facing a very high rate of attrition of around 30-40%. Though
this rate is not very high as compared to US which faces an attrition rate of around
70% though, our next main competitor in this area, China, is facing the attrition
rate as low as 12-15%. The consequence of the same is that this results in higher
costs to the company and so the companies may loose its main competitive edge
which is lower costs. Later on, I have explained why the cost of attrition is so high.
This means that there is a very high need to control the attrition rate in the industry.

Cost of Attrition: There are a number of costs which are incurred by a BPO when
they hire any new employee. These costs can be in terms of monetary or can be in
terms of time wasted or any other intangible things. Some of these costs can be as
stated below: -
1. Hiring or Recruitment Costs: Costs of advertisement, agency costs, employee

referral costs, internet posting costs, etc.
2. Training Costs: Induction program costs, lodging costs during that period,
orientation material costs and cost of person who conducts orientation.
3. Low Productivity Costs: As new employee is learning new job, company

policies, etc., they are not fully productive.
4. New Hiring Costs: Cost of bringing new person aboard, time taken in
understanding the job of the employee who left and other perks given.
5. Low Sales Cost: Experience and the contacts that were lost, time for which the
position was vacant and other such things which result in either loss of customers
or lower sales.
What all this means is that there are huge costs associated with an employee
leaving. If we can roughly term this in monetary term, it means that for one person
leaving a company, the cost can be close to Rs. 60,000 or approximately equal to 2
months salary. For a 300-seater call-center with an attrition rate of 30%, it can be
as large as Rs. 60 lakh per annum.
Why Do Employees Leave?
A question which arises now is that why to employees leave and what is the reason
that the BPOs are not able to hold them back. Well, the most obvious reason that
comes to mind is higher pay. Most employees in BPO are approached with two or
three job offers every week, and sometimes it gets very tempting to resist. The
deterring factor for this would be moving from one location to another with the
family as housing and relocation are two major concerns of the employees. Though
this problem is being taken care to a certain extent by a salary rise of 10-15%
annually on an average basis, but still it prevails.

Another factor which can be a big deterrent is the work timings. The work timings
in BPO are very odd. This affects the family life of the employee. Moreover, the
male to female ratio in BPO is quiet low. The number of females in BPO can be as
large as 35%working hour problem is quiet acute in their case especially after they
get married, as after marriage comes social and family pressure to adjust work
timings and take care of families.
Though the above two reasons are quiet prevalent, another reason which is
becoming quiet frequent is career growth. Only 2 out of 10 employees on an
average go on to be at the senior level. This means that other employees look
forward to change their job at other places where they can get better opportunities
to progress. Also, another problem arises with the mismatch of expectations and
qualifications of the employees. Along with that, some employees see no career
growth in this sector, so they move on to other companies in search of changing
the sector.
One more reason for employees leaving the firm is higher education. This is a
problem as most of the employees in this sector are pretty young and aspiring.
They join the firm because of lucrative salary. But with time, they try to move on
to other sectors or top management and one of the ways to do this is higher
education.
The Road Ahead: The road ahead for the BPO firms is very important because if
they are not able to control the attrition rate they will loose their competitive edge
in the global market. For these certain, strategies and certain improvements are
needed to be made in the processes followed.
Providing Something Extra: It’s always about providing something extra to your
employees. Good salary is something which is a standard in the industry. So what
needs to be done is to give some perks to the employees. They need to be given
perks like rewards for their good performances. Owing to the odd working hours,
the employees have very tattered personal lives. So perks like foreign tours or
company sponsored vacations are always a welcome gift.
Honoring Performers: Performance based incentives are a must in the BPO

companies, as these are generally the employees who gets picked up by the
placement hunters most often. These employees are also among the most aspiring
ones in the company so there is a need to give them ample opportunity to rise and
progress in the organization.

Building Relationship: Relationship is something which lasts over time. So, if a
company needs to hold on to its employees, it needs to build a strong bonding with
the employees. As we will see in the case of Office-Tiger discussed below, there is
a need to instill pride in the employees. They need to be shown that the work done
by them is important. Also, work needs to be shown in the form of challenge to the
employee rather than just a monotonous routine work. Provide employee with
ESOPs, which would give them a feeling that they are working for themselves and
that they are an inseparable part of the company.
The EEE-Model: Exposure, Experience and Education are three things which are
vital to any employee in any sector or industry. These needs of the employees are
needed to be taken care of for an employee to feel motivated.
An employee expects the company to give him good exposure in the kind of work
he is doing. Not only this, he needs to get a good experience working in the
company from its top management and colleagues. Monthly dinner with CEO of
bonding programs with the other employees of the BPO would be a good idea.
Also, some employees aspire for higher education to increase their knowledge
base. Some partnership with management institutes for short courses needs to be
provided. Alternatively, company can bear all the cost of further education for its
good performing employees.
Poaching: This is something which has become a very big issue in recent times.
Poaching means that one company tries to get experienced employees from other
company so as to save on the training costs and some other associated costs.
Companies here need to understand that poaching affects the industry on the whole
and not only themselves. It raises the costs to the companies on the whole, and

thus, can loose their competitive advantage of cheaper services if this continues.
Some companies have already understood this and have gone into an anti-poaching
agreement. Others need to follow the same. If needs arise to hire at lateral position
from the industry, then the company should encourage the incoming employee to
complete his statutory notice period.
HR Practices: HR is the most critical department in any BPO. While conducting

recruitment, it is in the hands of HR to bring the right kind of people. HR needs to
identify the employees who would stick with the company and not get the
employees solely based on the qualifications and communication skills. Moreover,
more diversity in the kind of employee hired needs to be brought so there is a
diversified culture within the company. Companies need to look to hire from non
metro cities as the employees from these cities are more likely to stay with the
company than those from metros. Also, they need to keep an eye on good
performing employees and have a career plan in mind. Not only this, they need to
discuss it with these employees on a regular basis and take feedback from them.
They also need to give their employees personal space to grow and adjust with
social life. Moreover, in case of employees leaving a good exit-feedback system
should be in place so as to cover the reason for which the employees leave.
Office-Tiger: A Role Model BPO to Follow: In a sector which boasts of an

attrition rate of 30%, if a company claims of an attrition rate of 9%, well, it
certainly makes one raise his eyebrows. This company is Office-Tiger. What the
Office-Tiger tries is to instill a sense of pride in its employees. They make the
employees feel proud of doing the work they do. Every project given to them is
converted to a challenge which drives away the monotony that creeps into the job.
Every employee is given a feel that the work given to him or her is very important.
Moreover, there is a rigorous recruitment process. After that the employees
undergo an induction program where they hone their various skills. Employees
work on live projects and if, during their project work, they feel that some
improvement is needed, they can go back to that stage of training. This helps the
employee continuously improve himself. Also, employees are given
encouragement to become Financial Analysts or Research Analysts
Why BPO Employees Quit Their Jobs: It is true that now day’s employees are
not working for salary because they want to relaxation in job. Most youngsters do
not like joining the business process outsourcing (BPO) due to stress and health
issue. BPO employees are quitting BPO job’s to get rid of the stress and strain at

work place. Employees do not quit due to salary issues alone. They are least bother
about the salary. All the companies are giving good salary.
Now companies are providing good services to fresher and experienced employees
with openings with good salary. But preference of the employees now goes to the
office where they should have some fun and entrainment for getting relaxation. In
fact, stress and health weren’t even among the ‘top three’ factors for leaving a
company.
Union Health Minister A.Ramadoss recently called for a “health policy for the tech
sector”, stating: “(BPO employees) have a sedentary lifestyle. They smoke, go for
late-night parties, and even take drugs. Some get heart attacks in their mid-20s”
Employees are facing stress problem in BPO due to that their health is down. If
customers are not getting comfort and the full relaxation in BPO companies then
they quit the company. The good part is that if the industry is aware to checking
indoor air quality to testing food in labs then it will be really.
Employees of Indian BPO firms, on the other hand, were overall content with their
jobs in 2007, states the survey. They were satisfied with the job content, work
culture, training, and appraisal. However, it added that they were not satisfied with
the image they were stuck with, and least satisfied with their salaries. The average
salary hike in the BPO industry grew by 14.8 per cent only in 2007 as compared to
an increase of 17.2 per cent last year. The direct outcome of the fall in salary hike
is the increase in attrition rates. The attrition rate went up to 20 per cent from 18
per cent in 2006.Hyderabad-based Brigade, for instance, appointed a chief fun
officer to look into ways of ensuring low employee stress levels and keeping them
highly motivated. The survey also revealed that while large firms ranked better in
parameters like work culture and image, niche companies were better in terms of
salary and job content. Now days all call center are providing the best service to
employee to give them comfort and the satisfaction in job. The stress level is really
sometimes very high but the companies are also focusing to reduce the stress on
employees. To evaluate the presence of the factors responsible for high attrition
rate in the employees through Training need analysis.

2.5.2 Design of the Study:
The research design adopted by the researcher for this study is Descriptive. The
purpose of choosing descriptive design is to achieve new insights into the
phenomenon of attrition. The researcher by adopting descriptive study aims at
evolving new insights and ideas to formulate a complete and comprehensive
picture of attrition affecting the efficiency of organization.
2.6 DATA COLLECTION:
2.6.1 Tool of Data Collection:

The researcher has adopted “Questionnaire” for the purpose of collecting data
for the study from the respondents. The purpose of choosing questionnaire as a
tool for data collection is that the questionnaire is an important instrument in
normative-survey research used to gather information from widely scattered
sources. It is a device securing answers to questions by using a form, which the
respondents fill by himself. This method is followed because:
•Low cost.
•Free from bias of the interviewer.
•Rating is done based on the respondents own thinking.
•Enough time is available for filling the questionnaire.
2.6.2 Components of Data Collection: The questionnaire consists of 10

questions.
2.6.3 Pre-testing:
To ensure the effectiveness of the questionnaire, pre-testing was done on 10% of
the samples during the month of Feb 2008. Pre-testing revealed that the
respondents were able to reciprocate to the questionnaire as per the objectives of
the study. Pre-testing also revealed that for some of the questions minor changes
should be done. Hence after suitable modifications the revised questions was
circulated among the Employees for the study.

2.6.4 Sources of Data:
This refers to the source (or) sources to be tapped for relevant information that
fulfills the objectives of the data.
There are two sources of data:
2.6.4.1 Primary Data:
Primary data collection is necessary when a researcher cannot find the data
needed in secondary sources. Market researchers are interested in primary data
about demographic/socioeconomic characteristics, attitudes/opinions/interests,
awareness/knowledge, intentions, motivation, and behavior. Three basic means
of obtaining primary data are observation, surveys, and experiments. The choice
will be influenced by the nature of the problem and by the availability of time
and money.
Primary data is the data gathered by the researcher directly from the respondents
through questionnaire as the tool for the fulfillment of the study.
2.6.4.2 Secondary Data:
Secondary data is data that is neither collected directly by the user nor
specifically for the user, often under conditions not known to the user.
Secondary information has already been collected for some other purposes. It
may be available from internal sources, or may have been collected and
published by another organization.
Secondary data is the data gathered by the researcher from the experts in the
field and from other documentary sources such as magazines, journals and
published documents.

2.6.4.3 Universe:
The statistical term “the entire aggregation of items from which samples can be
drawn “
There are more than 300 employees in ADITYA BIRLA
MINACS all over India.
2.6.4.4 Sampling Strategy:
The strategy is the plan you set forth to be sure that the sample you use in your
research study represents the population from which you drew your sample.
The Researcher has chosen Purposive Random Sampling to enable the researcher
to choose the items of universe that is most suitable and convenient for the study.
In random sampling, all items have some chance of selection that can be
calculated. Random sampling technique ensures that bias is not introduced
regarding who is included in the survey.
2.7 ANALYSIS AND INTERPRETATION:
The Data collected through questionnaire and interpreted using MS Excel .The
data collected was analyzed using MS Excel and MS word.
2.8 LIMITATIONS:
Since the data was collected using a questionnaire, there is a possibility of

ambiguous replies (or) omission of replies altogether to certain items mentioned
in the questionnaire.
The employees took longer time to return the filled up questionnaire back to the
researcher because they were pre-occupied with other tasks.

CHAPTER 3
COMPANY PROFILE

3.1 REVIEW OF LITERATURE
The attrition rate has always been a sensitive issue for all organizations.
Calculating employee turnover rate is not that simple as it seems to be. No
common formula can be used by all the organizations. A formula had to be devised
keeping in view the nature of the business and different job functions. Moreover,
calculating attrition rate is not only about devising a mathematical formula. It also
has to take into account the root of the problem by going back to the hiring stage.
Attrition rate: There is no standard formula to calculate the attrition rate of a

company. This is because of certain factors as:
The employee base changes each month. So if a company has 1,000 employees in
April 2004 and 2,000 in March 2005, then they may take their base as 2,000 or as
1,500 (average for the year). If the number of employees who left is 300, then the
attrition figure could be 15 percent or 20 percent depending on what base you take.
Many firms may not include attrition of fresher’s who leave because of higher
studies or within three months of joining.
In some cases, attrition of poor performers may also not be treated as attrition.
Calculating attrition rate:
Attrition rates can be calculated using a simple formula:
Attrition rate = (No. of employees who left in the year / average employees in the
year) x 100
Thus, if the company had 1,000 employees in April 2004, 2,000 in March 2005,
and 300 quit in the year, then the average employee strength is 1,500 and attrition
is 100 x (300/1500) = 20 percent. Besides this, there are various other types of
attrition that should be taken into account. These are:
• Fresher attrition that tells the number of fresher’s who left the organization
within one year. It tells how many are using the company as a springboard or
a launch pad.
• Infant mortality that is the percentage of people who left the organization
within one year. This indicates the ease with which people adapt to the
company.

• Critical resource attrition which tell the attrition in terms of key personnel
like senior executives leaving the organization.
Low performance attrition: It tells the attrition of those who left due to poor
performance.
Attrition Costs
One of the best methods for calculating the cost of turnover takes into account
expenses involved to replace an employee leaving an organization. These expenses
are:
A. Recruitment cost
the cost to the business when hiring new employees includes the following six
factors plus 10 percent for incidentals such as background screening:
• Time spent on sourcing replacement

• Time spent on recruitment and selection
• Travel expenses, if any
• Re-location costs, if any n Training/ramp-up time
• Background/reference screening
B. Training and development cost

to estimate the cost of training and developing new employees, cost of new hires
must be taken into consideration. This will mean direct and indirect costs, and can
be largely classified under the following heads:
• Training materials
• Technology
• Employee benefits
• Trainers’ Time

C. Administration cost
they include:
• Set up communication systems

• Add employees to the HR system
• Set up the new hire’s workspace
• Set up ID-cards, access cards, etc.
Different Types of Services Being Offered By BPO's
a) 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.
Service Example: Customers calling to check on their order status, customers

calling to check for information on products and services, customers calling to
verify their account status, customers calling to check their reservation status etc.
b) 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 to
the insurance sector and support critical business processes applicable to the
installation and product support, up & running support, troubleshooting and Usage
support.
Service Example: Customers calling to resolve a problem with their home PC,
customers calling to understand how to dial up to their ISP, customers calling with
a problem with their software or hardware.

c) 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.
Service Example: Outbound calling to sell wireless services for a telecom

provider, outbound calling to retail households to sell leisure holidays, outbound
calling to existing customers to sell a new rate card for a mobile service provider or
outbound calling to sell credit or debit cards etc.
d) Employee IT Help-desk Services
Our employee IT help-desk services provide technical problem resolution and

support for corporate employees.
Service Example: of this service include level 1 and 2 multi-channel support

across a wide range of shrink wrapped and LOB applications, system problem
resolutions related to desktop, notebooks, OS, connectivity etc., office productivity
tools support including browsers and mail, new service requests, IT operational
issues, product usage queries, routing specific requests to designated contacts and
remote diagnostics etc.
e) Insurance Processing
Our insurance processing services provide specialized solutions industry right from
new business acquisition to policy maintenance to claims processing.
Service Example:
New Business / Promotion:

Inbound/outbound sales, Initial Setup, Case Management, Underwriting, Risk
assessment, 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.
f) Data Entry Services/ Data Processing services
Service Example:
o Data entry from Paper/Books with highest accuracy and fast turn
around time (TAT)
o Data entry from Image file in any format
o Business Transaction Data entry like sales / purchase / payroll.
o Data entry of E-Books / Electronic Books
o Data Entry : Yellow Pages / White Pages Keying
o Data Entry and compilation from Web site
o Data Capture / Collection
o Business Card Data Entry into any Format
o Data Entry from hardcopy/Printed Material into text or required
format
o Data Entry into Software Program and application
o Receipt and Bill Data Entry
o Catalog Data Entry.
o Data Entry for Mailing List/Mailing Label.
o Manu scripting typing in to word
o Taped Transcription in to word.
o Copy, Paste, Editing, Sorting, Indexing Data into required format etc.

g) Data Conversion Services
Service Example:
o Conversion of data across various databases on different platforms

o Data Conversion via Input / Output for various media.
o Data Conversion for databases, word processors, spreadsheets, and
many other standard and custom-made software packages as per
requirement.
o Conversion from Page maker to PDF format.
o Conversion from Ms-Word to HTML format
o Conversion from Text to Word Perfect.
o Conversion from Text to Word to HTML and Acrobat
o Convert Raw Data into required MS Office formats.
o Text to PDF and PDF to Word / Text / Doc
o Data Compilation in PDF from Several Sources.
o E-Book Conversion etc.
h) Scanning, OCR with Editing & Indexing Services
Service Example:
o High speed Image-Scanning and Data capture services

o High speed large volume scanning
o OCR Data From Scanned page / image
o Scan & OCR paper Book in to CD.
o ADOBE PDF Conversion Services.
o Conversion from paper or e-file to various formats
i) Book Keeping and Accounting Services
Service Example:
o General Ledger
o Accounts Receivables and Accounts Payable
o Financial Statements
o Bank Reconciliation

o Assets / Equipment Ledgers etc.
j) Form Processing Services:
Service Example:
o Insurance claim form

o Medical Form / Medical billing
o Online Form Processing
o Payroll Processing etc.
k) Internet / Online / Web Research
Service Example:
o Internet Search, Product Research, Market Research, Survey,

Analysis.
o Web and Mailing list research etc.
Challenges for a HR Professional in BPO
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.

Key To success
The key to success in ramping up talent in a BPO environment is a rapid training

module. The training component has to be seen as an important sub-process,
requiring constant re-engineering.
Business Process Outsourcing: The Top Rankers
WNS has emerged as the top BPO in India, pushing Wipro Spectra mind to the
second position, according to a survey done by NASSCOM. The basis of ranking
is the revenues generated by the BPO companies in 2003-04, as per US GAAP. A
list of top fifteen BPO companies in India is given below.
1. WNS Group
2. Wipro Spectramind
3. Daksh e-Services
4. Convergys
5. HCL Technologies
6. Zenta
7. ICICI Onesource
8. MphasiS
9. EXL
10.Tracmail
11.GTL Ltd.
12.vCustomer
13.HTMT
14.24/7 Customer
15.Sutherland Technologies
With so much of uncertainty in the market…..people are trying their best to stop or
to at least have a control on the attrition rate…let me share with you the opinion of
the real gurus of the industry.
Training is a very important aspect of the ITES-BPO industry"- Mr. Arjun

Vaznaik, COO, Tracmail

“Career growth in the industry is robust and there is a long-term opportunity. The
great growth momentum that the industry is witnessing is creating both vertical
and lateral career opportunities. There also exists enough growth opportunities in
the middle-management and supervisory level within the industry". - Aadesh
Goyal, Executive Vice President & GM, Hughes BPO Services
"It will not be possible for the industry to arrive at a blanket agreement on
poaching but bilateral agreements between companies are being signed. Basic
norms are being put in place and code of ethics is being stressed upon by industry
players within the sector with respect to HR practices. We are encouraging
companies to adopt responsible behavior in order to ensure that the industry does
not become a victim of its own actions. Industry needs to go aggressive but not
cannibalistic." - Mr. Suren Singh Rasaily, Senior Vice President, NIIT Ltd. and
Head Plantworkz,
BPO is Business process outsourcing It is an agreement between two parties for

specific business task. The BPO industry is growing at an annual growth rate of
14% and is expected to cross $310 billion by 2008. Job seekers prefer BPO’s over
other sectors because it is providing high paying jobs to graduates/undergraduates.
To deliver desired services to customer, who is 10,000 miles away, it is important
to have good amount of business knowledge and required expertise.

Various reasons behind the increasing training need in the BPO industry are:
1. BPO industry is expected to generate 1.1 million jobs by 2008, and 6 million
jobs by 2015, which is why training need has increased more than ever before.
2. High attrition rate in this sector reason being unsatisfied employee,

monotonous work, neglected talent, inadequate know-how, etc
3. Coming up of high profile BPOs
Training has become a major tool to retain employees. People working in BPO
sector face the problem of night shift, job stress that results in de motivation. Well
designed training program with clear career path increases the job satisfaction
among the young professionals and help them in becoming efficient and effective
at the work place. Therefore, organizations have to handle such challenges of
meeting training needs, although, the sector is taking a lot of initiatives in
conducting training for new joinees. Companies are now aligning business goals
with training costs. But what more important is, is the development of the skills of
middle management. Various BPO’s have an elaborate training infrastructure that
includes Computer-Based Training rooms, and specially trained and qualified in-
house trainers.

The companies are now busy designing training programs for their employees.
These companies try identifying the strengths and weaknesses and are emphasizing
more on their personalities, problem-solving skills, and leadership skills.
With constant change in processes, technologies, techniques, methods, etc, there is

a constant need of updating, developing and training the BPO employees to
consistently deliver customer goals.
Preferred Training Methods
Some of the preferred training methods in BPO Industry are:
• Computer Based Training Methods

• E-learning
• CD-ROM-based
• Lectures
• Discussions
• Media access
• Web
• Video
• Audio
• Web-based training sessions
• Intranet-based training courseware
Training Courses in BPO Sector
• Call Centre Management

• Advanced Interpersonal Communication
• Business Communication
• Accent neutralization
• Customer Relationship Management
• E-mail Etiquette
• Selling over the Phone
• Telephone Etiquette
• Cross-cultural Training

The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be
achieved by the end of training program i.e. what the trainees are expected to be
able to do at the end of their training. Training objectives assist trainers to design
the training program.
The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.
The trainees – A good training design requires close scrutiny of the trainees and
their profiles. Age, experience, needs and expectations of the trainees are some of
the important factors that affect training design
Training climate – A good training climate comprises of ambience, tone, feelings,

positive perception for training program, etc. Therefore, when the climate is
favorable nothing goes wrong but when the climate is unfavorable, almost
everything goes wrong.
Trainees’ learning style – the learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch to the
design of the program.
Training strategies – Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the
priority list of about what must be included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to
be delivered. Trainers break the content into headings, topics, ad modules. These
topics and modules are then classified into information, knowledge, skills, and
attitudes.

Sequence the contents – Contents are then sequenced in a following manner:
• From simple to complex

• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship
Training tactics – Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc

Support facilities – It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
•Time
•Accommodation, facilities and their availability
• Furnishings and equipments
• Budget

• Design of the training, etc
Importance of Training and Development
Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to

provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.
• Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of Human intellect and an overall personality of the
employees.
• Productivity – Training and Development helps in increasing the productivity of

the employees that helps the organization further to achieve its long-term goal.
• Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.
• Organization Culture – Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.
• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of
work and work-life.
• Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.
• Health and Safety – Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of the work
force.
• Image – Training and Development helps in creating a better corporate image.
• Profitability – Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.
• Training and Development aids in organizational development i.e. Organization

gets more effective decision making and problem solving. It helps in understanding
and carrying out organizational policies
• Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers
usually display
Training implementation

To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the
best training program will fail due to one wrong action.
Training implementation can be segregated into:
• Practical administrative arrangements
• Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation phase requires continual adjusting, redesigning, and
refining. Preparation is the most important factor to taste the success. Therefore,
following are the factors that are kept in mind while implementing training
program:
The trainer – The trainer need to be prepared mentally before the delivery of
content. Trainer prepares materials and activities well in advance. The trainer also
set grounds before meeting with participants by making sure that he is comfortable
with course content and is flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms
should not be very small or big but as nearly square as possible. This will bring
people together both physically and psychologically. Also, right amount of space
should be allocated to every participant.
Establishing rapport with participants – There are various ways by which a

trainer can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments
• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be addressed
• Getting to class before the arrival of learners
• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants the
goal of the program, what is expected out of trainers to do at the end of the
program, and how the program will run. The following information needs to be
included:
• Kinds of training activities
• Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program

• Handling problematic situations
METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each method,
also its impact on trainees keeping their background and skills in mind before
giving training.
Cognitive methods are more of giving theoretical training to the trainees. The
various methods under Cognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among
concepts, etc. These methods are associated with changes in knowledge and
attitude by stimulating learning.
The various methods that come under Cognitive approach are:
 LECTURES
 DEMONSTRATIONS
 DISCUSSIONS
 COMPUTER BASED TRAINING (CBT)
o INTELLEGENT TUTORIAL SYSTEM(ITS)

o PROGRAMMED INSTRUCTION (PI)
o VIRTUAL REALITY
Behavioral methods are more of giving practical training to the trainees. The
various methods under Behavioral approach allow the trainee to behavior in a real
fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:
 GAMES AND SIMULATIONS

o BEHAVIOR-MODELING
o BUSINESS GAMES
o CASE STUDIES
o EQUIPMENT STIMULATORS
o IN-BASKET TECHNIQUE
o ROLE PLAYS
Both the methods can be used effectively to change attitudes, but through different
means.
Another Method is MANAGEMENT DEVELOPMENT METHOD –
MANAGEMENT DEVELOPMENT –
The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that management
development activities attempt to instill sound reasoning processes.
Management development method is further divided into two parts:
ON THE JOB TRAINING –
The development of a manager’s abilities can take place on the job. The four
techniques for on-the job development are:
• COACHING
• MENTORING

• JOB ROTATION
• JOB INSTRUCTION TECHNIQUE (JIT)
OFF THE JOB TRAINING –
There are many management development techniques that an employee can take in
off the job. The few popular methods are:
 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES
3.2 About Aditya Birla Minacs
With over 26 years of experience, Aditya Birla Minacs provides customized

business process outsourcing (BPO) solutions focused on three core areas of
capability: contact center solutions, integrated marketing services and knowledge
process outsourcing. The company combines expertise in these areas to improve
revenue, customer service and operating margin for Fortune 500 clients.
Minacs has more than 11,000 employees at locations in North America, Europe
and Asia and has established successful industry practices with clients in the
automotive, banking, financial services and insurance, telecommunications and
technology verticals.
As a trusted advisor, Minacs is well positioned for accelerated success in the global
BPO industry, through its multinational footprint; its capabilities in multiple
industry verticals; its culturally diverse and knowledgeable workforce; and its
ability to deliver best-in-class solutions
Company History
Aditya Birla Minacs is part of the US $24 billion premium global conglomerate,
the Aditya Birla Group. Aditya Birla Minacs was formed when Minacs, Canada's
leading BPO company, and TransWorks, the BPO arm of Aditya Birla Group,
joined hands to deliver a common vision: to become a leading global business
process outsourcing (BPO) player.
Minacs
Elaine Minacs founded the Minacs organization in Ontario, Canada, in 1981 as a

temporary staffing business. In 1985, the company shifted its focus to providing
customer relationship management (CRM) services and the outsourcing of
customer contact center solutions.
Throughout the 1990s, the company achieved strong growth, both organically and
through strategic acquisitions. With its acquisition of Phonettix Intelecom Ltd.
("Phonettix") in July 1999, Minacs gained a presence on the east coast of Canada,
the ability to offer a new suite of solutions to its clients, and a listing on The
Toronto Stock Exchange (ticker symbol: MXW).
In October 2001, the Minacs organization acquired Phoenix Group, a division of

Moore Corporation Limited, thus strengthening its presence in the automotive
sector. The Phoenix acquisition also gave the company additional market strength
in the integrated marketing and back office/turnkey program administration
services sectors. In 2002, Minacs broadened its reach and focus by shifting to the
provision of business process outsourcing.
In September 2006, Minacs celebrated its silver anniversary - 25 successful years

in the business.
TransWorks

TransWorks Information Services Ltd. was founded in May 1999 by two engineers
- Rizwan Koita and Jagdish Moorjani - in Mumbai. Within 18 months, the Indian
contact center company quickly grew to nearly 200 employees.
In June 2003, TransWorks became a wholly owned subsidiary of the Aditya Birla
Group, with the vision of accelerating its growth and becoming one of the top BPO
players in India.
In August 2006, Minacs was purchased by TransWorks.
In November 2007, Minacs and TransWorks came together as a single brand -

Aditya Birla Minacs - while continuing with the well-known trade name Minacs
for day-to-day usage. Together, with our stakeholders, employees and clients on
three continents, Aditya Birla Minacs looks forward to many more dynamic years
of serving our customers and engaging our employees.
Achievements
Starts 2007-1981
 Opened three new centers in Canada (Hamilton, ON; Port Hawkesbury, NS;
Mississauga, ON) and expanded in Asia Pacific by opening the first facility in
Manila, Philippines
 Won new contracts in all four major vertical markets served: Automotive,
Financial Services, Technology and Telecomm
•Recognized by India's leading IT body, NASSCOM, ranked third in the

"Top 100 Innovators in India" list
•Opened new state-of-the-art centers in:

o Chatham, Ontario
o Austin, Texas
o Peterlee, UK
o Niagara Falls
•Minacs celebrates 25th anniversary
•Minacs acquired by the Aditya Birla Group of India
•TransWorks secured 3rd position globally at the Contact Center World
Awards for Best Of the Best in the World, Las Vegas BS 7799
Certification
 First COPC site certification

 Opened new state-of-the-art centers in Pickering and Saskatoon.
 Minacs earns Top Exporter and Top Employer 2005, as determined by
PROFIT W 100
TransWorks is ISO certified
Aditya Birla Minacs: an Award-Winning Organization, Across Several

Categories
One way that Aditya Birla Minacs measures success in the marketplace is through
awards. We are pleased to present some of the recognitions that have been
bestowed on our operations in both North America and Asia.
2007
Innovation Award by CIO magazine - N. Gajapathy, CIO Asia, awarded the CIO
100
Dataquest (annual Top 20 BPO listing) - Ranked as India's #2 BPO company
NASSCOM 2006-07 - Ranked as India's third largest BPO, based on export

revenues
Everest Research Institute - Identified as a key supplier competing successfully

globally
Business Today magazine - Ranked among top 20 companies in India to watch in

2007
NASSCOM - Amongst Top 100 IT innovators in India IT People Group

Former CEO (Atul Kunwar) was awarded the IT People Award for Leadership
strategy in the ITES sector (India)
2006
Global Services Media - Among 100 most innovative service providers globally
Contact Center World Awards - Best Agent, Munni Sharma
Contact Center World Awards for Best of the Best in the World, Las Vegas -
Awarded #3 position globally
The State Government of Karnataka - "Karnataka State Best IT Exporter Award",

2005-06
2005
Fortune Magazine's Global Outsourcing 100 - Ranked 52nd in a listing of the top
100 global outsourcing service providers
Profit W 100 - Elaine Minacs #2 Top Women Entrepreneurs
RASBIC (Recruiting & Staffing Best in Class) Awards - "Best Overall Recruiting
& Staffing Organization of the Year" award for the BPO category
Deccan Herald 'Fun & Joy @ Work' award, 2004 & 2005

2004
Profit 100 - One of Canada's fastest growing companies, third year in a row
Contact Center World - Ranked first among inbound contact center outsourcers
who handle calls through automated technology
Branham 300 Listing of Top 250 Canadian IT companies - Ranked #21
International Business Awards - Best Business Turnaround
2003
Deloitte Technology Fast 500 - Recognizing the 500 fastest-growing technology

companies in the United States and Canada
PROFIT 100 - Canada's Fastest Growing Companies, 2001, 2002, 2003
2002
GM Supplier of the Year - One of 70 award winners selected from GM's 30,000+
suppliers
2001
Ernst and Young Entrepreneur of the Year Award
Functions of the company
Human Resources:
The Human Resources/Human Capital team at TransWorks endeavors in

attracting, hiring, matching them to the jobs they are suited for and retaining the
qualified talent. This team not only performs administrative functions like
recruiting, handling employee relations, and employee benefits, but also
specialized in training & developing the internal talent. The team in actively
involved in strategic planning of the organization.
In an effort to improve morale and productivity, the team assists in effectively

using the employee skills, providing training opportunities to enhance the skills,
and boost employee satisfaction with their jobs and working conditions.
The Human Capital cycle at TransWorks includes:
1. Recruitment – TransWorks is an equal opportunity employer whose recruitment

process is based on a 5 S framework
• Study client/program needs and calibrate with them
• Strategize and define the ideal profiles
• Source
• Screen candidates
• Select through various rounds of interviews
2. Rejuvenation – TransWorks rejuvenates its employees through:
• Talent Development – identify training needs and provide learning

opportunities to employees using a strategic implementation plan. Training
needs are identified using various techniques and solutions provided to
ensure availability of a better skilled talent pool. Some of the trainings
provided are Building Great Leaders for the senior management at
Gyanodaya, Behavioural Development Programmes, Culture Training, Role
Based Programs, etc
• Career Development – through Internal Job Postings, Career

Development Programmes
• Talent Management – through Individual Development Plans and

Development Centres

3. Recognition – It is a communication tool that reinforces and rewards the most
important outcomes people create for TransWorks. Employees are recognized
through
• Internal Rewards and Recognition Program – R & R during training,

spot awards, Monthly awards, Quarterly Awards, Annual Awards, Team
Outing & Lunches, etc.
• Aditya Birla Awards
• Long Service Recognition Awards
4. Retention – TransWorks is committed towards building an employee

camaraderie through
• WeCare – Employee Relations team which works 24 * 7 provides

multiple avenues/modes through which employees can get resolutions to
their queries and grievances
• Talent Engagement through various celebrations, sporting events,

competitions, special programs, community welfare activities
• Women’s Committee – exclusive forum for women @ TransWorks

• Welfare activities like extended medical leaves, mediclaim & term
life insurance, maternity/paternity/bereavement leaves, etc
• Assistance for higher education
• Retention is ensured through
• W ork
• E njoyment
• C reativity
• A ppreciation
• R espect for people
• E mpathy and Enthusiasm
5. Reflection – through established system of meritocracy by structured annual

appraisal systems, established pay for performance systems, employee
communication forums, and employee feedback forums.
Training:
It is our endeavor to foster a culture of continuous learning and growth.

TransWorks believes that the skill sets of our associates are a very important
ingredient for world-class BPO services. Consequently, our dedicated teams of
trainers pay lots of emphasis on new inductee and ongoing training of our
employees. The team focuses on induction, accent and soft skills training.
Training @ TransWorks
The training at TransWorks can be broken up into the following modules
New recruit training
Client Specific Training - includes product and process training
Ongoing Training and Assurance of Skill Levels

CHAPTER 4
ANALYSIS & INTERPRETATION OF DATA
GRAPH: 1
AGE OF THE RESPONDENTS

20-25
26-30
31-35
Inference:
It can be inferred from Table that
• 45% per cent of the respondents are from the age group of 26-30
Nearly half of the respondents 45% belong to 26-30 age category. Thus it is
found that almost all the respondents are youngsters
GRAPH - 2
YEARS OF EXEPERIENCE OF THE RESPONDENTS

PERCENTAGE
50%
45%
40%
35%
30%
25% PERCENTAGE
20%
15%
10%
5%
0%
0-4YEARS 4-8YEARS 8-12YEARS
Inference:
Nearly half of the respondents (45%) have experience above 4 years

It is inferred from the above that majority of respondents are from the 4-8
years of respondents it means shows that all are well experienced in the
organization
Q1. What areas listed below would you like to see additional training programs?
Table 1

No.of
respondents total
training programs agreed disagreed respondents percentage
supervisor/manager
skills 18 32 50 36%
workplace technology 12 38 50 24%
hiring and recruitment 16 34 50 32%
Rewards and
Recognition 16 34 50 32%
stress Management 28 22 50 56%
presentation skills 22 28 50 44%
hiring And Firing
Procedures 14 36 50 28%
Strategic
planning/organizational
skills 24 26 50 48%
conflict management 18 32 50 36%
work life issues 12 38 50 24%
customer service 14 38 50 28%
performance
management 30 20 50 60%
Graph 1

Analysis:
From the above table it is proved that nearly 60% have agreed that they would
like to see additional training program in performance management. And the
very few respondents 40% disagree with the above statement.
Inference:
Performance management guidance relates to the management of employee

performance (i.e., planning, developing, monitoring, rating, and rewarding
employee contributions).hence additional training on performance management
must be conducted. Organizations have the challenge of conjoining its goals
with the employee aspirations, in order to successfully overcome the problems
of high attritions and attracting and retaining the best performers. The
organization needs to motivate and understand their behavior and issues
affecting their performance in order to shape and direct the productivity of the
organization

Q2. Which of the following would influence you to register for training
program?
Table2
no. of
no.respoenden disagree resoendent
influnce to register t agreed d s percentage
program objectives 32 18 50 64%
location 10 40 50 20%
facilitator/presenter 16 34 50 32%
length of program 4 46 50 8%
continued learning 26 24 50 52%
Graph 2

Analysis:
64% agreed to program objective and 36% disagreed with the same
52% agreed to continued learning and 48% disagreed with the same
Inference:
It is clearly deduced from the above table that the program objective and continued
learning would influence the trainee to register for the training program

Q3. Which method of training do you feel would be most effective?
Table 3
web-
classroom video based
not very
effective 10(20%)
some
what
effective 16(32%) 18(36%) 24(48%)
very
effective 34(68%) 32(64%) 16(32%)
Total 50(100%) 50(100%) 50(100%)
Graph 3

Analysis:
From the above table it is clear that most of the respondents 68% have agreed that
class room training is more effective, 64% respondents have agreed that video
training method is more effective, and 48% respondents have agreed that wed
based training is more effective.
Inference:
Hence, more of class room training should be conducted. With classroom training,
employees are around other workers and are learning the same material. This
allows for constructive team building, as people are joining together to work out
basic problems and find solutions as a group. This, coupled with the individualized
sense of theory, helps create a strong team within the staff. If the classroom theory
allows for learning in small groups, the sense of cooperation is reinforced
significantly

Q4. How important are the following topics?
Table 4
some
very what not not not
important important sure now important
grievance procedure 24 20 4 2
employee performance
management 28 16 4
customer service skills 36 6 8
workplace ethics 28 12 10
conflict management 18 18 14
strategic
planning/organizational
skills 26 14 10
presentation skills 30 10 6 4
stress management 34 10 6
cultural diversity 22 16 12
compensation &
benefits 38 4 8
recruitment & retention 32 14 4
workplace violence 18 18 10 4
supervisory skills 32 12 6

Graph 4
Analysis:
From the above table it is clear that 19 (76%) respondents agree that compensation
and benefits is very important, 18 (72%) agree that customer service skill is very
important and 17 (68%) agree that stress management is very important

Q5. Please indicate how long you have worked for the company?
Table 5
>1 1 - 2 5-10
YEAR YEAR 3-4 YEAR YEAR
14 16 14 6
Graph 5
Analysis:
From the above table it is clear that;

28% of respondents have worked for the company for 1 year and below
32% of respondents have worked for the company for 1 to 2 years

Q6. On what basis are you employed?
Table 6
full time contract

32 18
Analysis:
From the above table it is clear that 64% are employed on the basis of full time and
the rest are employed on contract basis

Q7. Are conferences, seminars, workshops or other types of training or career
development being recorded for your employees?
Table 7
yes no
32 18
Analysis:
64% respondents have agreed that conference, seminars, workshops or other types
of training or career development are recorded for employees
36% respondents have disagreed with the above statement.
Inference:
Recorded training enhances the confidence of the employee, and helps the
employee understand the organizations requirement.

8. Identify the three most important strengths the training and development brings
to its employees?
Table 8
continuous learning 30
keep updated 24
Enhancement of
knowledge/skills 30
motivation/confidence 32
quality of work 8
think aside from routine
work 26

Analysis:
From the above table it is clear that

64% of the respondents agree with motivation/confidence
60% of the respondents agree with continuous learning
Other 60% of the respondents agree with enhancement of knowledge and skills.
Inference:
The three most important strengths the training and development brings to its
employees are motivation/confidence, continuous learning and enhancement of
knowledge and skills.

9. What other three key training needs should the organization work towards
improving over the next 2-3 years?
Table 9
quality awareness 38
adapting to change 34
on job training practices 40
effective feedback after training 26
work environment 12
Graph 9

Analysis:
From the above table it is clear that

80% agree with on job training practices
76% agree with quality awareness
68% agree with adapting to change
Inference:
The three key training needs the organization should work towards improving
over the next 2-3 years are on job training practices, quality awareness, adapting to
change.

10. What can HR Training and Development do to address your training need(s)?
Table 10
development of manpower
resources 28
more training programs 26
technological improvement 24
organize the flow of work load 32
outbound training program 16
have 1 Day workshop 24

Analysis:
From the above table it is clear that 64% of the respondents have agreed with
organize the flow of work load, 56% of the respondents have agreed with
development of manpower resources
Inferences:
The HR Training and Development need to concentrate on organizing the flow of

work load to address employees training need(s)

CHAPTER 6
FINDINGS, CONCLUSION AND
RECOMMENDATION

6.1Findings:
1. Employee should be motivated through rewards and recognition
2. The flow of work load need to organized
3. On job training practices, quality awareness, adapting to change should
be the over look of the organization towards the training needs.
4. Training program and other seminars must be conducted periodically and
must be recorded for the new comers to learn from the past records
5. Technological improvement in terms of better quality and quantity
workforce
6. Attrition at the professional/supervisor/technical level was the highest
(39%) and lowest at the senior/top management level (1%
approximately).

6.2 Conclusion:
To conclude, BPOs need to understand that now, the case is not about giving more
salaries and preventing the employees from leaving. Employees need much more
than what is obvious. A long term relationship needs to be established with its
employees. Moreover, employees in this sector need a lot of personal space and a
well thought-out career growth plan. Also, HR practices are needed to be fine-
tuned so as to get the right kind of employees. Some of the strategies suggested in
this paper can be very easily implemented without any cost to the company. Some
other strategies are not so easily implementable, but are very important for the
growth of this sector, and are necessary for benefiting the country on the whole.

6.3 Recommendations:
Some recommendations to reduce employee turnover is being furnished below
• Hire the best candidate
• Welcome new employees. Customize your induction program for new

employees according to the requirements. Same induction program can not
be applied to all the candidates. Make them feel welcomed.
• Develop quality managers who can manage employees effectively.
• Provide employees with work schedules that is flexible enough to suit their
needs.
• Provide career counseling and development.
• Discuss organization future plans regarding the candidate with the candidate.
Let them know that the management is interested in retaining them and cares
for them.
• Take proper feedback from employees regarding their grievances.
• Keep the track of ex-employees. They can be of help in future. It is also a

part of retention
Taking measures to increase employee satisfaction will be expensive for the

organizations: The things actually required are improving employee satisfaction
like respect, career growth and development, appreciation, etc. can’t be bought.

They are free of cost. An employer or management that reacts well to the
employee’s ideas and suggestions is enough for the employees to be retained.
The success of any organization depends on how it attracts recruits, motivates, and
retains its workforce. Organizations need to be more flexible so that they develop
their talented workforce and gain their commitment. Thus, organizations are
required to retain employees by addressing their work life issues.

ANNEXURES

ANNEXURE 1
BIBLIOGRAPHY
BOOKS REFERRED:
Kaye, Beverly, and Barbara Jordan-Evans. ‘‘Retention: Tag,
You’re It!’’ Training and Development. April 200 0.
WEBSITES:
1. http://www.traininganddevelopment.naukrihub.com/methods-of-training/
2. www.rediff.com/money/2005/jun/17bpo2.htm
3. www.google.com
4. http://www.coolavenues.com/know/hr/nishantwaghela7.php
5. www.citehr.com
6. www.thecallcenterschool.com

ANNEXURE 2
“TRAINING NEED ANALYSIS – ITS IMPACT ON

ARRESTING ATTRITION RATES IN TRANSWORKS”
Personal data:-
Organization-
Age-
Experience-
Designation-
Questionnaire
1. What areas listed below would you like to see additional training
programs?
Supervisor/Manager Skills Hiring & Firing Procedures
Workplace Technology Strategic Planning/Organizational Skills

Conflict Management
Hiring and Recruitment
Work Life Issues
Rewards and Recognition Customer Service
Affirmative Action Performance Management
Stress Management
Presentation Skills

2. Which of the following would influence you to register for training program?
1. Program objectives
2. Location
3. Facilitator/presenter
4. Length of program
5. Continued education credit offered
3. Which method of training do you feel would be most effective?

Not very effective Some what Very effective
effective
classroom
video
internet
4. How important are the following topics?
Very Somewhat Not Not Not

Important Important Sure Now Important
Grievance Procedure
Employee Performance Management
Customer Service Skills
Workplace Ethics
Conflict Management
Strategic Planning/Organizational Skills
Hiring & Firing Procedures
Presentation Skills
Stress Management
Cultural Diversity
Compensation & Benefits
Recruitment & Retention

Workplace Violence

Supervisory Skills
5. Please indicate how long you have worked for the company?
Less than one year 11-15 Years

1-2 Years 16-20 Years
3-4 Years 21-25 Years
5-10 Years More than 25
6. On what basis are you employed?
Full Time
contract
7. Are conferences, seminars, workshops or other types of training or career

development being recorded for your employees?
Yes No
8. Identify the three most important strengths the training and development
brings to its employees?
o Continuous learning
o Keep updated
o Enhancement of Knowledge/skills
o Motivation/confidence
o Quality of work
o Think aside from routine work

9. What other three key training needs should the organization work towards
improving over the next 2-3 years?
o Quality awareness
o Adapting to change
o On the job training practices
o Effective feedback after training
o Work environment
10. What can HR Training and Development do to address your training need(s)?
o Development of manpower resources
o More training programs
o Technological improvement
o Organize the flow of work load
o Outbound training program
o Have one day workshop

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CHAPTER 1

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 1

Aditya Birla Minacs is a BPO. Business Process Outsourcing (BPO) is the

Some of the motivational factors as to why BPO is gaining ground are:

• Factor Cost Advantage

Generally outsourcing can be defined as - an organization entering into a contract

Training need analysis:

According to several highly respected research firms (e.g., The Gallup

Identify the Problem:

Recruit, Hire and Promote the Right People:

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 3

Set Clear Expectations:

Once hired or promoted, new supervisors should experience a solid orientation

Provide Ongoing Professional Development:

In order for any professional development program to be truly effective, it is

Design Performance Evaluations that Link to Retention:

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 4

This five step approach to supervisor development represents a holistic systems

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 5

2.1 RESEARCH DESIGN:

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 6

2.3 OPERATIONAL DEFINITION:

2.3.1 TRAINING NEED ANALYSIS

2.4 STATEMENT OF THE PROBLEM:

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 7

 Demand is more than supply: there is no dearth of graduates and

 People are joining with a short-term view and as a stepping stone to

 Long-term or intangible or contingency benefits such as PF or

2.4.1 Need and importance of the study:

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 8

 Constantly identify talent, recruit and train either in-house if scale of

 Create a culture and work environment that encourages people to think of a

 Create a culture and work environment that encourages people to think of a

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 9

2.5 OBJECTIVE OF THE STUDY

Training Need Assessment

1) Organizational analysis: It involves a study of the entire organization in terms

2) Task or role analysis: This is a detailed examination of a job, its components,

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 10

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 11

Modeling: Modeling is simply copying someone else’s behavior. Passive class-

Motivation: For learning to take place, intention to learn is

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 12

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 13

Active Practice: 'Practice makes a man perfect' so said Bacon. To be a swimmer,

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 14

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 15

4. Diversity: Diversity training usually includes explanation about how people

Need for Employee Training and Development

How to stop BPO attrition

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 16

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 17

A Nasscom-KPMG study has made detailed recommendations for attracting,

Some of these recommendations, which are worth implementing, immediately are:

• An ITES/IT awareness fund be created with industry support to generate

• Existing infrastructure in universities/colleges and existing vocation

Some IT companies have of course done pioneering work to become an employer

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 18

Parametric Technology Corporation (PTC) is another company that has made

BPO Industry in India:

This industry is expected to generate one million jobs by 2008. HR management is

BANGALORE INSTITUTE OF MANAGEMENT STUDIES Page 20