HRO and Payroll BPO

June 2007

HR Value Chain

Job Data Changes

Personal Data Changes
Hire & Rehire
Termination & Retirement
Tax Data Change
Leave of Absence
Direct Deposit

Position Creation
Resume Scanning
Screening & Scheduling
Evaluating & Selection
Background check
Offer/Contract Management
Application Tracking

Sourcing
&
Recruitment
Employee Contact Center

Budgeting
Training Administration
Training need and Analysis
Training Calendar
Scheduling, Logistics & Analytics
Mode of Training
Content creation & Mgmt.
Competency Mgmt.
Assessment, Feedback & Reporting

Learning
&
Development

EDM

Query Scoping
Query Resolution
Query Escalation
Query Evaluation &
Reporting

HRO

Build-to-Gross
Gross-to-net
Post-net

Benefits
Administration

Separation

Exit Management

- FFS

- Exit Interviewing

- Pension Administration

- Outplacement and
Career transition

Payroll Administration

Analytics
&
Reporting

Attrition Analysis
MI Reports & Analytics Employee
Records etc

Benefits Eligibility
Enrollment

- DC & DB

- Health & Welfare

Ongoing Administration
COBRA / HIPPA Administration

Experience certainty

Services Overview
Position Creation

Sourcing &
Recruitment

Candidate Screening
& Selection

Job-description
Resume Sourcing

Sources
Modes

Position Matching
Interview
Scheduling

Build-to-Gross

Payroll
Administration

Collation of
payroll-relevant
data from various
sources
Compute gross
pay / earnings

Eligibility and
Enrollment in
various
DB,DC,Health &
General beneots

Computing net-pay of
the employee
including taxes,
benefits, and other
deductions
computation.

Status Changes
Database
Maintenance
Claims Processing

Joining
Documentation
Follow-up &
Tracking

Post-net

Direct-deposit file
GL posting journal entry
Payroll register
MIS and operational reports to internal & thirdparty agencies
Periodic and annual activities: Statutory and
tax deposits / returns

COBRA / HIPPA
Administration

On-going
Administration

Documentation &
Accesses

Offer/Contract Letter
Referral / Background
check
Medical / Drug test
Pre-Joining Documentation

Gross-to-net

Eligibility and
Enrollment

Benefit
Administration

Offer/Contact Letter
Management

COBRA Enrollment,Termination
Direct Billing & Payments
HIPPA Administration
Reports: Statutory,MIS

Experience certainty

Services Overview
Design & Development

Training &
Development

Training Calendar
Layout, look & feel
Training Mode

Training Database Management

Tracking and Recording
Participant Data, Progress,
Development Path etc.
Trainers Data, Scheduled
Sessions, past sessions etc.

Content Management
Training Delivery

Course Creation
Course Customization

Notification Administration

Separation

Exit Notification
Follow-up: Employee, Manager
Update: Access Control,
Database, Tracker Metrics,
Distribution List

Data Validation

Employee
Data
Management

Compliance with business rules

Input Data Validation
Indexing
Data Massaging: Input Data
Purging
Approvals

Training Need Analysis (TNA)

Competency Management

Exit

Scheduling
Interview
Questionnaire
Separation Reasons
Others

Data Capture
Digitization
Scanning
Manual Entry
Master Creation
HR Details
Status Change
Quality Review

Logistics
Training coordinator
Scheduling, Trainer,Venue
Training Material & Handouts

Effectiveness Evaluation
Participant Performance
Tests,Projects
Takeaways

Feedback

Root-Cause Analysis
Reports to Stakeholders
Senior Management, Line / HR
Manager, Audit & Compliance,
Emp. Relations

Data Readiness
Data hand-off
Payroll Processing
Benefit Administration
HRMS Update
Reporting & Analytics
MIS, Customized, Statutory

Experience certainty

Services Overview

Employee Contact
Centre

Query Scoping

Query Resolution

HR Policies
Pay related
Address & Personal Details
Change
Leave balance & application
Benefits Queries
Others.

Ticket Raising
Database Inquiry
Employee Database
FAQ Database
Documentation - Solution
Ticket Closure/
Escalation

Data Input
Data Massaging
Formatting of data from
different sources
Data upload / entry

HR Analytics

Interface Management
Mange Interfaces with
HRMS
Time & attendance
Payroll Application
Data Query

Query Escalation
Problem Analysis
Solution provision
Documentation Escalation
Query Evaluation & Reporting
SLA Adherence
Satisfaction (CSAT) survey
Operational, MIS ,Error Reports

Reporting & Dashboards

Compensation
Average Compensation
Levels
Deviations from industry
standards
Payroll trends analysis
Overtime costs by cost
center etc
Others
Employee Performance
Employee Satisfaction
etc.

Workforce and Attrition

Workforce Diversity
Employee turnover
Workforce Planning
labor costs analysis
Benefits
Analysis of non-cash
benefits
Participation trends by
Geography , Benefit Plan

Experience certainty

TCS HRO Growth Plan & Roadmap

Growth Plan

2006

2008

Approach Customers with

payroll offering

Start offering HCM platform to

customers

Complete Global Platform for

20 countries

Commence building the

SAP Payroll platform for
global customers

Complete Global Payroll Platform

for 12 countries

Complete global footprint in

BPO delivery with showcaseable operations

Finalize the partnership with

Regulatory and Tax
consulting firm
Serving to customer base of
1 large customer & 3 Midsized customers for HR

Platform Expansion

2007

TCS payroll template ready

for
UK
USA
India

Serving to customer base of 5

large customer & 12 Mid-sized
customers for HR Outsourcing

Processing 215,000 employees

payroll

Complete Global Payroll Platform

for 12 countries including
Europe:
Asia:
Netherland,

Germany, Italy,
China,Singapo
France, Belgium
re,Hong Kong
Australia
Latin America:
North America:

Canada,
Brazil
Mexico

Serving to customer base of

12 large customer & 24 Midsized customers for HR

2009
Global footprint with ability to
offer HRO in more than 35
countries
Serving to customer base of 25
large customer & 45 Mid-sized
customers for HR Outsourcing
Processing approximately 1 Mn
employees payroll

Processing 480,000
employees payroll

To be recognized as Top 3
platform-based payroll BPO
player and a leading HRO player

Complete Global Platform for

20 countries with focus on

Global footprint with ability to

offer HRO in more than 35
countries

Eastern European
countries
Asian Countries

Experience certainty

Indicative Innovation & Process Improvement Roadmap

Phase

Optimization

Focus
Progressive
automation
Conversion of
major KMs to SLAs

Phase

Focus Knowledge absorption

Process Replication
perfection

Stabilisation

Value Maturity Growth

Focus
Technology & Process
Innovation based Business
Transformation
Transaction based model

Start

Six sigma
(DMAIC)
Merger of
processes
Leverage
learning,
improve
Client internal
Processes
Platform
enablement
Reduction of
FTE and move
to automation.

Process
Optimization
Lean Sigma
Process
Velocity
Automation
led process
Re-engg
Platform
enablement

Workflow &
Process Flow
Automation
Tools
Reporting
dashboards
Fine tune the
process
Documentation

6 Months

12 Months

18 Months

Relationship Maturity
Experience certainty

TCS BPO Delivery Footprint - 6,600+ FTEs

Investment in infrastructure to host ~8000 FTEs in a single shift operation

European local language support (6 languages) provided from Budapest
Implementation of the Right-Shore Model across our delivery centers
We can leverage our Global Networked Delivery Model for our BPO customers

Europe
1

23

UK
N. America
1

850

APAC

10
India
5

85

3690

Iberoamerica
2

1950

Number of delivery centers

Number of FTEs

TCS leads the emerging globalization imperative

As on May 2007

Experience certainty

Case Study: Global Task Management Company

Company Overview:
Global Task management
company.

Business Needs:
Operations on disparate payroll systems with technology obsolesce
High maintenance cost
Data integration across different geographies & group companies

Change Management - Roll out organization-wide HR policies.

Size and Scope:

33,000 Employees
spread across
Americas, Europe,
Middle East & APAC
End to End HR & Payroll
operations
Employee helpline &
Contact center
6 distinct legal
entities

Business Solution Offered by TCS:

Phased solution

Asis Transition
Process optimization and re-engineering

Offshore support for HR business and Payroll

operations
Migrate all HR & Payroll activities of group
companies and locations on to single application
Status: ~9,000 employees Payroll and EDM services are being delivered from India

Business Benefits:
Focus on core competency

Systems Used:
Disparate payroll
system with
decentralized payroll
operations

Centralized operations from SSC

Easy manageability Single SLA
Reporting and Control
Detailed documentation of business processes

Experience certainty

Case Study: Water Utility Services

Company Overview:
Water Utility company

Business Needs:
Fragmented HR process, lack of Internal controls and procedure adherence

High cost of HR administration

Absence of process standardization and documentation

Size and Scope:

2,000 employees spread
across U K
Administrative support

Change Management - Roll out organization-wide HR policies.

Business Solution Offered by TCS:

Phased solution
Asis Transition

Recruitment

Implement Workflow Management

Learning &
Development

Integrate Technology Support

HR Admin.

Online Query Management System

Absence
Leavers
MI & Analytics

Performance Quality Management

Centralized HR administration functions from single delivery centre and Help line

support from near shore

Strategic HR Analytics and Reporting

Business Benefits:

Data Input
Focus on core competency

Centralized operations from SSC

Systems Used:
Trent

Easy manageability Single SLA

Reporting and Control

Detailed documentation of business processes

Experience certainty

Case Study: Insurance Provider

Company Overview:
Insurance Provider

Business Needs:
Fragmented HR process, lack of Internal controls and procedure adherence

High cost of HR administration

Absence of process standardization and documentation

Size and Scope:

1,200 employees
Full HR Provision
Recruitment
Payroll
Remuneration &
Benefits
Learning &
Development
HR Admin.
Absence
Leavers
MI & Analytics
Data Input
Strategy Provision

Change Management - Roll out organization-wide HR policies.

Business Solution Offered by TCS:

Phased solution
Asis Transition
Implement Workflow Management
Integrate Technology Support
Performance Quality Management
Online Query Management System
Creation of Onshore/Offshore model
Strategic HR Analytics and Reporting

Business Benefits:
Easy manageability Single SLA
Reporting and Control

Systems Used:
PeopleSoft

Detailed documentation of business processes

Experience certainty

TCS Unique Payroll Offering

June 2007

TCS SAP Strategic Alliance

TCS Global Payroll Platform is built on SAP Payroll engine

TCS is Global BPO Partner of SAP
TCS is pioneer in providing global payroll services on a single global platform
22 December 2014

Payroll Solution - Utility-based model

Intangibles

Traditional
Less Quality Focus:
Payroll as a function not a
process.
Scope for process
improvement

OPEX

Employee costs

Overheads costs of
payroll department
Periodic System Upgrades

CAPEX

Implementation
Interface Development
Hardware
Software Licences

Next-Generation
Effective Change Management

ScalabilityGeographic, Process

Process Automation

Sox Compliance

Global Best Practises

Six Sigma Rigor

TCS Payroll Services on Global Platform on SAP

(no investment by client on hardware and software)
TCS will administer end-to-end payroll
administration
TCS will
Own
SAP Payroll licenses
Hardware for SAP payroll
Implement client payroll on TCS SAP payroll solution
Maintain the SAP payroll application
Implement & Maintain interfaces between payroll &
clients HRMS, Finance & other applications
Upgrade Payroll System

Utility-based
cost
Fee per Paystub*

* With Minimum setup

cost

22 December 2014

Scope of Services Payroll Administration

Build-to-Gross

Collation of Payroll
Relevant Data

Gross-to-net

Net pay Computation

Taxes
Benefits
Other earnings/
deductions as
garnishment, severance
Gross Pay Computation
pay etc...

Post-payroll
Net Pay Payment

Direct Deposit

Pay check

Financial Posting
General Ledger
Posting Journal

Master Data

Reports
Time Management

TCS Global Payroll Platform on SAP Engine

Garnishments/
Benefit /Others

Salary Register
MIS & Operational reports for
internal & third party agencies
Periodic & Annual Activities
Statutory & Tax returns
Filing
Deposit

TCS administers end-to-end payroll process in compliance with country-specific rules,

and organization-specific rules
22 December 2014

Service Level Agreements

Service Area

Payroll
Processing

Employee Data
Maintenance

Contact Centre
Support

Service Level Agreements

Definition

Pay slip Accuracy

% pay slips with all CTQ (critical to quality) information

correctly mentioned

Timely Payroll Run

Payroll run on pre-defined date

Timeliness of generation of
output files

Generation of output files (Bank/Payment) within x days of

payroll run

Timeliness of data entry for

respective forms

Respective data is entered in systems in defined

timeframe

Accuracy for data entry of

respective forms

Respective data is entered accurately in systems

Call Response Rate

% calls answered against offered within x time period

(usually 30 Seconds)

First time Resolution of

queries/Emails

% resolved at first time/within x hours

Average hold time

Average waiting time for a call maker before getting a

response

Average handling time

Average time taken to resolve a query

22 December 2014

Service Performance Report: Monthly Reporting

22 December 2014

Service Performance Report : Daily Reporting

22 December 2014

Key pillars of successful BPO delivery

Risk
Management

Transition

Successful
BPO
delivery

Infrastructure
And
Technology

Quality

Governance

HR

22 December 2014

Transition Methodology
Relationship Mgmt
Business
Opportunity Id
ID Potential Biz. And
Opp
Pre Migration
Questionnaire
Process Selection
Scorecard
Gather Business Needs
Investigate Business Y
Potential Project CTQs
Identify and Set
Expectations on Project
Deliverables
Clear and Relevant Biz
Case
Capture High Level
Benefits for the Biz
Project Statement, Goal
Defined
Document Project Scope
Team Identified, Plan
Done
Team Charter Template
Create MGPP, if
applicable
Project Communication
Plan
Tollgate Dates, Signoff
As-Is COPIS is Mapped
Create Process COPIS

Due Diligence &

Solution Design

Resourcing &
IT Setup

Process
Understanding

Resource
Planning

L2, L3 process maps

Tech/ Telecom Details
Establish Process CTQs &

Hiring Plan
Training Plan

Measurement Criteria
Data Collection Plan

Activity Analysis
Analyze Volume Data: Max.,

Min, Seasonality
FTE Ramp Up Plan
Conduct Activity Analysis
Document Process Best

Practices
Identify Variation Sources

Identify Process Risks

Conduct Cause and Effect

Analysis
FMEA Analysis
Pareto Analysis

Recruitment
Induction
Training
IT Setup
Detailed IT Design &

execution
BCP/DR Set Up
Site readiness

checklist
Pilot Implementation

Plan
IT Equipments
Configuration
IT Testing & UAT

Knowledge
Transfer
Onshore
Knowledge
Transfer
Hands on Training/

Shadowing
Training Assessment

and Certification
Process

Documentation
Review and Sign off

Offshore
Knowledge
Transfer
Process Training
System Training
Training assessment

Process reporting
requirements
Baseline CTQ Metrics
Capture existing process

reports

Solution Design

and certification
Monitor Team
Performance
Training Record
Revisit Process FMEA,
Risk and Contingency
Plan
Process Tracking Plan
Issue Escalation Plan
BCP Plan Finalized

CTQ:
1.Time taken for Sol Design
2.Success rate
Measure:
1. No of weeks for Sol Design
2. Rate of success of Solution

Tollgate 1

CTQ:
1. Adherence to
tasks
Measure:
1. Checklist

Tollgate 2

CTQ:
1.Time
2. Completeness
Measure:
1. TAT
2. Checklist

Tollgate 3

Steady State

Pilot
Pilot Start
Volume
Rampup
Monitor
Process
Performance
SLA Validation
Contingency

Certify Pilot
Performance
(VOC)
Handover to
Operations
Periodic
dashboard
review Plan
BCP drill test

Plan for metrics

non- compliance

BCP/ DR
Testing
Transition
review
Capacity/ staffing/

Transition review
Validation of
transition
deliverables

SOW Finalized
Pilot implementation plan

SOW Signoff

Tollgate 0

Steady State

Transition Management

CTQ:
1. Time
2. Completeness
Measure:
1. TAT
2. Checklist

Tollgate 4

VOC

CTQ:
1. Meeting customer
TAT
2. Meeting customer
accuracy
3. Customer
Satisfaction
Measure:
1. Avg FTE revenue in
the US $
2. TAT time met
3. Accuracy target met
4. Overall customer
rating

Tollgate 5

Experience certainty

Voice of Customer scorecard to ensure

effective transitions
VoC parameters
Project management

Process meeting all SLA parameters

Adequacy of client-TCS interface
Commitment to implement sustainable solutions

Responsiveness and customer

focus

Hospitality
chain

European
airline

Effectiveness and clarity in communication

Effectiveness of complaint resolution
Response time for suggestions
Focus on transactional productivity

Team dynamics

UK
bank

Structured communication
Proactiveness in solving issues
Flexibility to accommodate suggestions
Frequency and effectiveness of review
Overall project management

Process SLA adherence

Sample of TCS VoCs achieved

Professionalism
People skills

Overall customer satisfaction

4
4
4
1: Very Dissatisfied; 5: Very Satisfied
22 December 2014

Risk Mitigation Strategy

Risk
1. Knowledge Transfer

2. Current Process
Improvement Projects Delayed
3. Attrition at Customer
site during Transition

Impact

Mitigant

Inaccurate or Incomplete
training could lead to lots of
mistakes in the work, missed
deadlines and too much work
for reviewers
Impacted Processes require
longer training time

Rigorous Training plan

Exceptions to be documented
Strong communication & review rhythm
Dashboards to monitor performance
Increased Pilot phase for such processes
Extra support from process owners
Strong communication plan

High

Absence of trainer could

bring a halt to the training

Training plan to be re-evaluated during

transition phase in such circumstances

High

4. System Response
Time

Reduced Productivity

5. Inability to capture
some of the critical
issues during Sol ID

All Assumptions, CTQs

as well as Base lining to
be validated during
transition

8. Country Risk

High

Comprehensive system testing during

Transition phase inorder to ascertain
Optimal tech solution

Low

Detailed Project plan to be put in place to

validate the assumptions during the
transition phase

Medium

No issues foreseen at present to be

Validated at the time of Transition

6. Compliance
7. Customer Acceptance

Criticality

Relationship and Retention

issues Leading to customer
dissatisfaction
Political, Technical Instability,
Severe weather

Low

Right FTE profile, comprehensive

Training & backup to be created by cross
training the other team members of customer
Disaster Recovery Plan to be in place
During Transition. Also, FTE to be
Provided with laptop and remote access

Medium

Medium

Better to Plan Ahead.

22 December 2014

Governance Framework
Basic tenets of a good sourcing governance model:
Existence of Steering Committee
Well understood processes for exceptions
Formal methods of communication
System of controls and records
Executive Review
(Quarterly)

Client
Steering Committee

Set Strategic Directions

Review Status & Metrics
Lessons Learnt, Best Practices
Infrastructure/security status review
Annual/Quarterly Plan

TATA
Steering
Committee

Program Management Review (Fortnightly /

Monthly)
Client
Program Management
(input/participation from Line
Mgmt)

Staffing/Project Forecasts
Issue Resolutions
Metrics, Trends and Causal analysis

TATA
Business Relationship
Manager

Operational Review (weekly)

Client
Project Leaders
Technical Staff

Project Status
Issue Resolution
Reviews

TATA
Team Leaders
Team Members
Technical Staff

Clearly defined roles and responsibilities in the Governance model

22 December 2014

Governance Model: Key Program Indicators

Strategic
Customer Satisfaction Survey
Cost Reduction/ RoI
Service Level Compliance

Tactical
On-time delivery
Competency Improvements

Execution
Productivity
Quality
Effort

Metrics collection and reporting across all layers Common Information base

22 December 2014

Governance Model: Key Program Indicators

Mapping

Service Levels

Category

Strategic

Client Satisfaction

Customer Satisfaction

Internal Client Satisfaction

Customer Satisfaction

Overall Client Satisfaction

Customer Satisfaction

Retention of key staff assigned to the client

Retention

Retention of total staff assigned to the client

Retention

Delivered on Time

Delivery

Delivered on Budget

Delivery

Percent of work effort delivered within Target

Delivery

Problem Resolution

Responsiveness

No outages during critical period

Responsiveness

Applications availability

Performance

Productivity

Performance

Defects Production

Quality

Tactical

Execution

22 December 2014

Focused training programs to develop talent

New
Hire

Existing
Employees

Domain
Induction
Knowled
ge
2 Weeks
Industry Overview
Geography related
Regulations
Functional
Overview

Process
Training

On the
job

2 Weeks
2 Weeks
Language
System Training
Culture
Process Specific
SelfSkills
management
Classroom Training
Communication
and workshop
Skills
Training Methodology
Train The Trainer program
Incentives for best trainee, top scorers etc.
Regular testing and periodic refresher training programs
Person
Skill
al
Refreshers
develo
upgradati
pment
on
2 Weeks
2 Weeks
1 Week
Advanced Skills Certification Courses
Industry
Leadership
Management
Developments
Development
Development Programmes
Update
Performance
International
Process and
Improvement
Workshops/Seminars
Systems
22 December 2014

TCS HR Machinery Geared to Ramp-up Quickly

Channels
Internal Job
posting
Campus
Recruitment
Placement
Agencies
Web Apps
Employee
Referrals
Advertisements
Walk Ins

Attrition Management
Screening
Profile
Graduates
2+ years
relevant
experience
Skill Sets
Analytical
skills
Customer
focus
Commitment
to quality
Positive
attitude

TCS hired over 4224

people in the last
quarter (after screening
over 64000 candidates)

Selection
Offer

Multiple career paths

such as F&A, quality,
transition, ERP, etc

Listening &
Medical
Comprehension
checks
tests
Background
Analytical/
checks
problem solving
Individual
tests
NDAs
Written tests

Formal Recognition

Personal
interviews

Innovative stress
management techniques
like yoga

Regular coaching &

mentoring
Annual employee
satisfaction survey
Performance based
awards

Feedback through biannual appraisals

TCS is an Employer of
Choice (Hewitt Associates
survey 2004, IDC Dataquest
survey 2005)

Study assistance
programs
Attrition Rate
~17%

22 December 2014

TCS proprietary, best-in-class BPO quality

framework

Quality Management
System
(ISO 9000)

Six Sigma
Framework
(BPMS, DMAIC)

Quality Tools Used

Pareto Diagram
Fishbone Diagram
Control Charts
Box Plots & Histogram
FMEA
Gage R&R Study

Integrated
Process
Focus

Quality Control (QC)

Monitoring Process Performance to Prevent Defects

22 December 2014

TCS delivery is backed by globally networked IT

architecture

22 December 2014

TCS able to De-risk Solution based on

Strong Experience in BCP/DR
1. Operational Risk Management
Developed and deployed a robust Operational Risk
Management Framework for a High Street UK Bank.
Top 3 Operational risks
KYC compliance
ID & V for Voice Operations
Application of Business Rules for payment
processing
2. Information Security Management

Organization wide BS7799 compliance

DB operations (IT) in TCS Bangalore

is SAS 70 Type II compliant
Technical

The BPO operation is compliant

with DB Physical Security
guidelines

Control

Operational Control

Managerial Control

Project, Role based Information Access

Secure Internet connections and VPN based Remote access
Industry standard Firewall
Multi-layer Virus Protection
Central Storage / Backup environments
Data Backups, off site policy and restoration testing
Disaster Recovery Plans

Secure premises with access controls

Isolated Physical, N/W environment for specific relations
CDs, Floppy drives, USB ports disabled
Video monitored data centers
Process to destroy retired documents / data
Audit Trail and Log Review

Information Security Policy / Standards

NDA mandatory for all associates
Security Awareness sessions
Mandatory security quiz on regular basis

22 December 2014

TCS able to De-risk Solution based on Strong

Experience in BCP/DR
3. Business Continuity Management
Multi City / Country / Continent Delivery Capability
TCS Budapest
Hungry

Target Recovery Model

TCS Montana
Missoula, USA
TCS BPO Center
Chennai, India
TCS Vikhroli

Process

Data

Voice

Total

Process 1
Process 2
Process 3
Total

22
28
13
63

4
4
2
10

26
32
15
73

Process
RTO
Classification
Critical
<1 Day
Critical
<1 Day
Vital
<3 Day

BAU
Seats
26
32
15
73

Mumbai, India
TCS Think Campus

TCS BCP framework

Bangalore, India

Business continuity management process

Inventory of Mission Critical Applications
Business continuity and impact analysis
Writing and implementing continuity plans
Business continuity planning framework
Testing, maintaining and re-assessing business
continuity plans
Maintaining and re-assessing the plans

In addition, the blueprint also considers

Protection from technology obsolescence
People and Knowledge retention
22 December 2014

BIA
Seats
4
5
2
11

Service
Metrics
15.38%
15.63%
13.33%
15.07%

TCS BPO global delivery footprint: ~5000 FTEs

Emerging
delivery
centers

Near-shore

Offshore - INDIA

City

Country

Capacity

# FTEs

Mumbai

India

2500

1400

Chennai

India

1200

1000

Bangalore

India

500

500

Santiago

Chile

1500

1250

Peterborough

UK

1500

950

Budapest

Hungary

500

60

Montevideo

Uruguay

300

50

Missoula

USA

75

10

Hangzhou

China

350

150

Investment in infrastructure to host ~8500 FTEs in a single shift operation

Delivery centers identified in China and Uruguay to host local operations of global customers
European local language support (6 languages) provided from Budapest
Uruguay and Chile to act as near-shore centers for USA/Canada operations
22 December 2014

Recognition & Rewards

Economics Times
names TCS as
Company of the Year

TCS is named Dataquest

Best IT Employer' for 2006!

TCS named as One of the World's Top BPO Providers by the International
Association of Outsourcing Professionals (IAOP)
The International Association of Outsourcing Professionals (IAOP) has recognized Tata
Consultancy Services as one of the world's best BPO outsourcing service providers for 2006.
Commenting on the achievement, Michael F. Corbett, executive director of the International
Association of Outsourcing Professionals (IAOP), said, "Being selected to the Top BPO Providers list
for 2006 is a tremendous achievement that speaks to TCS' position as one of the industry's most
valuable partners. As the global standard-setting organization and advocate for the outsourcing
profession, IAOP is pleased to recognize TCS with this prestigious award."

22 December 2014

Value Proposition
IT - BPO synergy

Platform-based HRO services on SAP

Amalgamation of best-in-class Transition Methodology with ASAP methodology
Process automation
Proven integration capabilities with clients Finance / ERP systems
HR Analytics
Leveraging existing global IT infrastructure for BPO services

Global Network Delivery Model: TCS spread in 34 countries

Platform-based offering: One single platform on SAP for global payroll processing
Six Sigma based process rigour across the Engagement Lifecycle
Single contract - single SLA
Effective Change Management
Processes & Volume Scalability

Horizontal (across HR & Payroll spectrum), and

Vertical (monolithic depth in a process)

SOX compliance
Continuous Improvement
Changes in organizations policies and rules
Scaling and upgrading the processes
Technology Innovation (self-service, workflow, etc.)
22 December 2014

HRO Clients
Organization

Payroll
Administration

UK based water-utility
firm
UK based, International
task management
company

Employee Data
Management

US based homeimprovement products

retail chain

Hiring /
Recruitment

Exit
Management

Training &
Development

Employee
Contact Centre

UK based Insurance
company

TCS (Global Shared

Service Center)

Indian arm of global

chemical corporation

Indian arm of large multinational bank

IT-enabled services
provider

Indias largest private

sector power utility firm

a
a

22 December 2014

Thank You