Is
it really the end of the road for BPO’s in India? More and more people I talk to
seem to think so. While I would like to beg to differ, I hope I am not
being overly optimistic.
A
good friend recently pointed to me that the quality of people joining has definitely
deteriorated. Back in 2003 all companies would hire graduates, quite of few of
them talented and also grew with the organization. However by 2009, companies
were accepting pretty much anyone who could speak English.
Interestingly
while quality of hires deteriorated, expectations didn’t. Employees still wanted
to get promoted within 2 years and would be disgruntled if they didn’t. This
led to high attrition which complicated problems for recruitment teams as they could
no longer afford to pick and choose the best.
It
became one big viscous circle.
Meanwhile
Clients started paying Indian BPO’s lesser and from an average of $ 15 Dollars it
dropped to as low as $7 an hour. The Indian companies couldn’t afford to push
back as they were not meeting deadlines, performance was poor and several SLA’s
& KPI’s were being missed
Organisations
then had to look at means to reduce cost to make the business continue to be
profitable and then the emergence of B town cities took place. The challenges
though have not gone away.
Fundamentally the BPO’s
will have to start doing things differently; else it will only get worse.
One of the problems it
appears is that there is this nonchalant attitude and everyone believes the problem
is external and refuses to look within.
With any industry where
the workforce is large, taking care of the employees should be on the top of the,
Managements list.
These are some of the
steps that companies could take to make a difference.
Create better Frontline Managers
Since 20 something's
to manage 20 something's, it’s important that they are coached adequately and
not set them up for failure. A proper leadership program for the TL's should be
mandatory where the new Managers are coached on how to be effective people
Managers.
Improve early experience
Since attrition is
highest on the 0 to 3 month category, ensure that the employees are cared for
right from the time an offer letter has been issued. Make an effort to make
them feel warm & welcome from Day 1 and ensure that adequate support is
provided. Most happy employees tend to meet their targets too
Communicate with the employees
Communicate and set
expectations on career progression. Employees need to understand that
there will be growth opportunities but it will take certain amount of time. It’s
also important to share with the employees, the progress of the company. If there
is bad news let them know as they directly contribute.
Performance Feedback mechanism
Adequate, feedback on performance
should be provided, not just at the end of the year (as part of the appraisal
cycle) but on a continuous basis. Employees should know what they need to do to
get a better rating or to be considered for a promotion. Transparency is a big
value
Bring about changes in Recruitment process
Hiring profile to be
re looked at. Maybe 20 year olds are not the best fit for this kind of a job.
Spend more time with
each candidate at the time of recruitment to assess his interest levels. For
some months it may appear that lesser number of employees are being hired but you’d
rather hire the right profile that someone who will leave in less than a month.
Be Honest
Lastly take the clients
into confidence. Be honest with them if there is a challenge. Most of them will
appreciate it and perhaps help too.
At the end of it all it’s a maximum of 1:15 manager
vs. agent ratio. So why can’t each manager do what it takes to keep
his 15 team members happy?
If employee morale
improves, they start performing better, if they perform better, they start achieving
their targets and the projects meet their SLA’s. Companies can then go to
clients and ask for a better dollar rate too. If companies can up their performance perhaps
the clients won’t mind paying a little more.
Is this all easier
said than done?
back in 2003, this salary was big. and the english speaking pool = the slightly smarter. now, grow up watching sitcoms, aspire to a certain lifestyle, plan your relationship .. If you are decently smart, you can be assured of independence at the end of grad.(which is the way it should be!)
ReplyDelete1. So the basic attitude towards these "jobs" has changed. There is no desire to improve a certain skill set or the other. not much emotional investment. So maybe (if artificially)raise the bar, hire experienced people, pay more.
2. Accept that it is a low-skill industry at the entry level. the ones who will be happy are those who are low-skilled and avg performers. Those who move (then and now)are looking for a "challenge". They clearly don't see these jobs as a challenge but have no better option.I'm not sure they should hire aggressive types(thrive on challenges or die)at all.
3. I think it is fair to say most of mgrs do take good care of people.I feel everything you've listed works(even kinda expected these days). but the idea of people mgmt of a 20 something TL is "fun" - they are too young to help their team plan a career.. so "keep them happy" very literally translates to "fun", easiest thing to do too. So have people like Acengage coach them from the sidelines ;)
4)That thing about disgruntled 23 year old who could not grow fast enough .. as a human race I don't think that was ever a strong reason to quit :) Having (several)other options - (incl accompanying pay hike,is. but in a growing industry, maybe inevitable. However, they are clearly not leaving for the right reasons, so the chances they'll get it right elsewhere are slim. This is again work for you guys to coach I think. Demo dena hain.