You are on page 1of 87

APPENDIX - 1

A STUDY ON HUMAN RESOURCES IN ITES PROJECT REPORT

Submitted by V.LAKSHMI 108001108021 in partial fulfillment for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE GUIDED BY M.GOWRI SANKAR H.O.D IN BUSINESS MANAGEMENT MAHARAJA ARTS & SCIENCE COLLEGE Submitted to

DIRECTORATE OF ONLINE AND DISTANCE EDUCATION ANNA UNIVERSITY OF TECHONOLOGY COIMBATORE 641 047 JUNE 2011

APPENDIX - II

BONAFIDE CERTIFICATE

This is to Certify that the

project entitled A Study On Human

Resource In ITES is the bonafide record of project work done by Ms.V.Lakshmi , URN : 108001108021 Of MBA during the year 2011.

Signature Of the DIRECTOR, DODE

Signature Of the PROJECT GUIDE

Submitted for the Project Viva-Voce examination held on

Examiner : 1.

Examiner : 2.

APPENDIX - III

DECLARATION
I affirm that the project work titled A Study on Human Resource in ITES being submitted in partial fulfillment for the award of the degree of MBA is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other University.

Signature of the Candidate V.LAKSHMI 108001108021

I certify that the declaration made above by the candidate is true.

Signature Of the Guide


M.GOWRI SANKAR H.O.D IN BUSINESS MANAGEMENT MAHARAJA ARTS & SCIENCE COLLEGE

ACKNOWLEDGEMENT

APPENDIX - IV

TABLE OF CONTENTS NAME OF THE TOPIC PAGE NO

Abstract List Of Tables List Of Figures List of Symbols, abbreviation and Nomenclature Chapters
Chapter 1 SUMMARY OF INTERNSHIP TRAINING REPORT 1.1 Introduction 1.2 Profile of the Company 1.3 Organization Chart 1.4 Organization Layout 1.5 Production Department 1.6 Stores Department 1.7 Sales department 1.8 Personnel Department 1.9 Finance Department 1.10 Marketing department 1.11 Learning Experience 1.12 Conclusion Chapter - II Introduction to the Study 2.1 Introduction 2.2 Objectives & Scope of the study 2.3 Research Methodology 2.4 Limitations of the study Chapter III Review Of the Literature Chapter IV Company Overview Chapter V Analysis and Interpretation Chapter VI Findings, Suggestion and conclusion Bibliography

ABSTRACT

BPO is becoming part of the new model for managing international growth. The benefits of this model are clear: Management can focus more time and attention on building core business, without the distraction of back-office operations and administrative issues. Also, management can avoid having to invest in office facilities and computer systems, thereby freeing up investment capital that can be used to better advantage elsewhere. Another benefit is that local outsourcing firms can provide valuable in-country experience and really help new entrants get things done more efficiently. Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process. Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business processes to an external provider that in turn owns administers and manages the selected process based on defined and measurable performance criteria. Business Process Outsourcing (BPO) is one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry. Few of the motivation 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.

LIST OF TABLES

1.2a Size and Growth of BPO in India 1.4 a. Global Market of BPO 2.4 a. Employee Development & Contribution 2.4 b. Impressive Growth Potential 2.4 c. Market Segmentation

LIST OF FIGURES 2.2a. Outsourcing 3.1b. Performance management in human resources 3.1b. Total Life cycle Management 3.1.b.Business process performance and management system

SYMBOLS, ABBREVIATIONS & NOMENCLATURE IN BPO INDUSTRY IS INCLUDED Abbreviation and acronyms It is a shortened form of a word or phrase. Abbreviation should be spelled out at first use the abbreviation following in parentheses. This has to be followed both in abstract and the main text. Unit of measure: A standard measure that is used to express amount and labels that can distinguish one type of measurable quantity from other types these units can be represented in two ways Special Fonts: In nonmathematical context, special fonts are used to render some items such as program code and genetic sequences. These are rendered in the non proportional font namely courier Binomials: A genus is a group of plants sharing a unique set of common characteristics. Which have been given the same first name. Cross References: The copyeditor should ensure that all the reference given by the author in the list should be cited. Figures: Illustration can play a major role in highlighting, clarifying and summarizing results and data when words are not enough. Tables: A tables is a compilation of data in cells, laid out as rows and columns which is identified by a number and a title tables are used when the data cannot be presented clearly as narrative.

Lists: Lists can be presented in text either run-in or displayed. Items should be parallel in construction. Different types of list are run-in list displayed list nested list and definition Equation: Not all equation have to be numbered as a rule equation should be numbered only if the author has introduced the numbering similarly it is not necessary for the author to refer to every numbered equation in the text. Notes: Copyeditor has to ensure the style of notes either footmotes or endnotes as per the journal

CHAPTER 1 INTRODUCTION

1.1

INTRODUCTION Business Process Outsourcing Business process outsourcing means examining the processes that compose the business and its functional units, and then working with focused service providers to both re-engineer and outsource these at the same time. BPO involves the full transfer of responsibility for functions such as transaction processing, policy servicing, claims management, HR, finance, and compliance to the outsourcing company. The outsourcing provider then administers these functions on their own systems to agreed service standards and at a guaranteed cost. Some of the BPO contracts call for performance-based payouts, tying vendor payments to business performance or overall cost savings. Business Application Outsourcing Company A (vendor) rents applications to Company B (user). Increasingly corporations are renting applications like enterprise resource planning, customer relationship management, messaging and collaboration, and ebusiness. The outsourcer provides the mission-critical enterprise application hosting and management. The goal is to relieve the corporation from day-today management and lower the total cost of ownership (TCO). The outsourcer hosts the software solution ensuring a preset level of performance and reliability. This is also termed application service provider (ASP) service. Business Process Off shoring Business process off shoring is the transfer of business tasks (medical transcription) or business processes (call centers) to a low-cost country like India or the Philippines. The interaction is conducted over telecom networks and the Internet. Off shoring typically include tasks like transaction or accounts processing, credit card processing, call centers, translation, and transcription. Most of this work can be sent without the need for in-person interaction. The off shoring of support functions is still relatively new. The off shoring wave

began with IT/software services in the 1980s and accelerated in the 1990s with the Y2K hysteria. With the global economic slowdown, off shoring has vaulted to the forefront as an effective cost-cutting technique that takes advantage of labor price differentials and favorable skill/performance ratios. 1.2 PROFILE OF THE COMPANY I5 is a full-service Business process outsourcing (BPO) partner offering services that cater to the publishing, finance, accounting, marketing, and design requirements of its clients. I5 was started in 1995 as a service provider to the STM (science,technology,and medicine) publishers and continues to leverage its strengths in technology, production, and process management to provide the best-of- breed solutions and services. I5 is rated as "#1 service provider" by all its clients consistently and continues to keep its focus on delivering the best in a most cost-effective manner with 2200 employess. To give it a proper perspective, consider the fact that I5 produces more than 1.5 million typeset pages per year. And that is just for its STM publishing clients! I5 has a very professional and modern infrastructure with 5 units in chennai that supports the professional needs of employees, but is also focused on the security and integrity of a customers content even though it is being processed in a different country. I5 has four separate offices in Chennai, India, which are self sufficient with their own dedicated servers and user workstations that are connected via a structured local area network (LAN). The servers and central network equipment are housed in dedicated server rooms which have restricted and controlled access to ensure security.

The four office buildings are also interconnected via high-speed fiberoptic cables. To provide full redundancy and ensure business continuity, the buildings are connected via a wireless radio link. To provide global connectivity, each building has its own dedicated Internet line. Based on a customers requirement, I5 can provide VPN, MPLS, or dedicated IPLC connections to various customers locations.

Electric power backup for each building is provided in the form of generators. An array UPS (uninterrupted power supply) with sufficient battery backup enables the work to continue without any system downtime due to power failure. 1.3 ORGANISATION CHART The typical organization structure of a BPO service provider is a pyramidal one. The figure below depicts a simplified organization hierarchy, the roles and responsibilities at each level and the competencies required at each level.

Top Management

Manager

Team Leader / Quality Analysts

Agents

Board of Directors Sharad Wasani Chairman & Managing Director, Founder A chartered accountant from the UK with more than 40 years of experience, he had pioneered the publishing outsourcing activities in India. He had earlier been associated with companies such as ICI, Metal Box, and Macmillan Publishing Services, India. He spent

more than 20 years with Macmillan India and was the Vice Chairman and Managing Director. He is one of the co-founders of I5 along with Springer Verlag, Germany. He continues to lead I5 into the future with his keen insight and knowledge of the publishing industry. He is based at Bangalore, India. Balasubramanian, R Fulltime Director (Technical) An engineering graduate with an additional accountancy degree from ICWA, India and an MBA from IIM, Bangalore, one of the leading management institutes in the country. He spent more than 15 years with organizations such as Hindustan Aeronautics, SPIC, and Coats Viyella in various senior roles before joining I5 in the initial phase. He spearheads the systems, technology, MIS, and operations initiatives at I5. He is based at Chennai, India. Biren Wasani Fulltime Director (Commercial) An accountant by training, he was associated with a number of companies in UK before relocating to India. He has been in various roles looking after accounting, finance, and general management. He leads the sales and marketing initiatives at I5 for all the markets and offerings. He is based at Chennai, India. Leadership Team Dayalu, S CFO & Company Secretary An FCA, ACS, and AICWA from India with more than 15 years of experience. He is responsible for finance & accounting, taxation, payroll, and corporate governance/compliance of I5.

Shanmuga Sundaram, K.B.S Associate Director An engineering graduate in printing technology from the University of Pune with more than 15 years of experience in various domains including printing, marketing and epublishing. Based at Chennai, he is currently heading a client account managing a team of about 600 staff. He plays a multi-functional role ranging from production to administration. He has a passion for change and is leading several innovative projects from the production arena. Venkatesan, M Associate Director An engineering graduate in printing technology from the University of Pune. He has more than 15 years of experience in newspaper ,magazines, and periodical typesetting. He takes care of new businesses which include magazine and journal production, books, indexing, advertisement creations, and data conversion. He also serves as a visiting faculty in Anna University for printing and publishing academic requirements. Vivek, V General Manager - Operations An engineering graduate in printing technology from the College of Engineering Guindy, Anna University. He has 15 years of experience in the prepress and publishing field and has worked with Kasturi & Sons (P) Ltd, a leading newspaper and magazine publisher, before joining I5 in 2004. He manages production operations for one of the customer accounts and is based at Chennai, India. Venkateswara Rao, P General Manager - Operations A printing engineer from the University of Pune, having more than 17 years of experience in e-publishing and printing industry. His experience includes working at Reserve Bank of India Currency Printing Press in managerial cadre. Presently he is responsible for Springer journals production at I5, Chennai.

Gokula Prasad, N Senior Manager Human Resources An astute and dynamic HR professional with exhaustive experience of more than 16 years in talent acquisition, retention, employee engagement, performance management systems, and so on. He is a postgraduate in economics and a postgraduate diploma holder in personnel management and industrial relations, with a master in philosophy degree in general management. He has won various accolades such as Kaizen, GEM, and On The Spot Excellence in recognition of his contribution as an HR professional. ORGANIZATION STRUCTURE OF I5 The typical organization structure of a I5 is a pyramidal one. The figure below depicts a simplified organization hierarchy, the roles and responsibilities at each level and the competencies required at each level.

1.4

ORGANISATION LAYOUT

The publishing industry produces a variety of publications, including magazines, books, and newspapers. It also produces greeting cards, databases, calendars, and other published material, excluding software. Although mostly producing printed materials, the publishing industry is increasingly producing its material in other formats, such as audio, CD-ROM, or other electronic media. This report focuses on three markets: books, newspapers, and periodicals. All are editorially based. The report only deals with printing purchased by these market segments. Newspapers employ the largest number of workers in the publishing industry. With a staff of reporters and correspondents, newspapers report on events taking place locally and internationally. Despite the local nature of most newspaper reporting, the newspaper industry is dominated by several large corporations that own most of the newspapers in the country. It also is becoming common for companies to buy several newspapers in a single region, called clustering. In this way, newspapers can be managed and produced more efficiently. For example, advertising sales agents can now sell advertising space for multiple newspapers, which also share the same printing plant. Book publishing is also dominated by a few very large companies, primarily based in New York City. However, some mid-size and small publishers across the country are thriving, particularly those that specialize in certain subjects. Textbooks and technical, scientific, and professional books provide nearly half of the revenues of the book publishing industry. The other half consists of adult tradewhich is what is typically found in a bookstore and juvenile, religious, paperback, mail-order, book club, and reference books. Magazine, or periodical, publishers run the gamut from small one or two-person shops to large media conglomerates that may publish dozens of magazines. There are two types of magazines business-to-business, called trade, and consumer magazines. Trade magazines serve a particular industry, profession, or service, while consumer magazines are written for general audiences.

Although the content and formats may vary, most publishers follow similar steps to produce their publishable material. First, editorial departments must acquire the content, or material, to be published. Some publishers have a staff of writers, reporters, and editors who research and write articles, stories, and other text for the publications. Book publishers have authors. Photographers and artists are also brought in to supplement the stories with photos and illustrations as needed. Other publishers purchase their material, which may also include photos and artwork from outside sources, mainly independent freelance writers, photographers, or artists. When this is done, the publishers obtain the legal right to publish the material from the content providers prior to publication. After the story or article is written, the manuscript is reviewed to check that the information it contains is accurate and then edited to ensure that it uses correct grammar and a writing style that is clear and interesting. Editors and publishers develop captions and headlines and design the pages and the covers. The sale of advertisements, including classified advertising, is the major source of revenue for magazines and newspapers. Advertising sales agents work with clients and advertising agencies to sell space in the publication. While most commercial advertisements are produced by advertising agencies, small advertisers may require the help of the copywriters and graphic artists of the publishers advertising department staff to create an advertisement. When complete, all of the contentmanuscript, photos and captions, and illustrations and any other artwork, including advertisements is collected at one location and, with the help of desktop publishing software, the pages are laid out. Most publishers have art and design staffs that perform this prepress operation; other publishers usually contract out their prepress to companies in the printing industry, along with the actual printing of the publication. Newspaper publishers usually own the printing plants that print their newspapers. Over the years, this type of printing operation has become highly automated and the skills needed to produce a newspaper are changing with the technology. Publishers publicity, marketing, and circulation departments are responsible for promoting a publication and increasing sales and I. Market Overview circulation. Book publishers, in

particular, promote new books by creating elaborate publicity campaigns involving book signings and public appearances by the author. Getting the publication to the readers is a function of the distribution department. Major book publishers often have large warehouse operations, where books are stored and from which they are delivered as needed. Newspapers and magazines, however, distribute each issue only once. Immediately after they are printed, newspapers are folded, filled with inserts, bundled, and wrapped. The newspapers are then transported to distributors, who deliver the newspapers to newsstands and individual carriers. Another major function of the department in newspapers is making sure that the newspaper is delivered on time at readers doorsteps. Magazines are mailed to subscribers after printing or shipped to retail distributors. Many magazines and some newspapers contract out their distribution. Much of the publishing industry is venturing online. Newspapers, in particular, and some magazines have extensive websites that are updated around the clock as news breaks. These websites may have their own writers and editors to supply content, but, for the most part, they reformat material developed by the print publications regular staff. Books are also beginning to be reproduced electronically, so that they can be read on hand-held readers or on computers. Computerization, in particular digital technology, is having a significant impact on the publishing industry. Digital photography eliminates the need for film processing and allows for easy manipulation of images. Electronic mail also allows advertisers to send their ads directly to the publishers production department for insertion. In the latest print technologies, computers use lasers to burn images and text into the printing plate, eliminating the need to produce a film negative of each page.

Types of E publishing Content The demand for e publishing content is driven by the surge in digital storage means and use of internet for information search, business and entertainment. E publishing content has four basic aspects- editorial, interactive, visual appeal and accessibility to the user and an infinite range of subjects to be addressed. An OECD report (2005) points to the variety of subjects which topped e book sales across countries. In France it was literature, Germany and Japan read non fiction, in UK it was

scientific and technical books, South Koreans focused reference books and Australians on educational books The top e publishing content types are summarized below: Scientific, Technical and Medical (STM) The use of electronic journals, publications, archives and datasets have become popular across various disciplines for research. STM publishing includes scientific, technical, medical subjects as well as social sciences, humanities and arts. A 2002 study by Morgan Stanley revealed that scientific publishing was one of the fastest growing media sectors. By 2003, seventy five percent of scholarly journals were available online (Cox and Cox) According to the EPS Market Monitor, the global market for STM publishing and information services grew by 7.0% from? $8.7 billion in 2003 to $9.3 billion in 2004 Reports indicate that 50%-80% researchers in biological, physical sciences, law and engineering use online sources. The customers include academic institutes, medical institutes, practitioners and corporates. Legal, Tax and Regulatory (LTR) Legal, Tax & Regulatory topics constitute the other subject for high value publishing content. According to Electronic Publishing Services Ltd (EPS), Asian markets will dominate intellectual legal and tax publishing, law firm advertising and marketing services. EPS expects the sectors compound annual growth rate through 2006 to increase to 4.5%, spurred by growth in international markets. Education and Training Creating educational aids for schools and colleges is another major segment for content creation. Instructional design focuses on high quality digital content to facilitate class room teaching. The categories range from pre kindergarten to senior high school and colleges.

A 2003 study EPS market study on revenues generated in education and training content publishing in America and Europe were estimated to be $ 23.9 billion. Keeping in perspective the technological changes and the manner in which information is sourced and viewed, this sector has tremendous business potential in developing countries of Asia and Africa. Established international publishing giants are hoping to capitalize on growth in new markets like China and India. Travel User behavior is indicative that more and more people and access the net for travel information and online bookings. The travel portals and website have increasing e business transactions. Market research firms estimate that nearly one third of travel bookings were made online in USA during the last year. Travel providers are targeting the college students in the USA for online bookings. This trend is expected to further increase and also pick up globally. On the Indian internet scene, five new online travel portals are soon to be launched and the travel business is expected to draw major venture capital investments. (Businessworld, Feb 2006) Providing updated, relevant and interesting travel content to a global diverse audience is an emerging content segment. Consumer created content is becoming a practice in the travel world. Finance and market research Relevant and quick information is what business needs. There is an increasing practice of selling reports, sections and data by web based companies to academic researchers, business organizations and news agencies. The reports are sourced from different specialty and general publishers on different industry sectors, country profiles, global markets, technologies, economic and financial sectors etc. Firms like marketresearch.com, ecnext.com and mindbranch.com are selling customized information to users as well as personalized inputs on industry trends etc.

News News and weather search is the most important topic searched on the internet. Newspaper web sites attracted 32% more users in 2004 over the previous year (World Association of Newspapers). As newspapers and magazines go online, the quality of content and analysis will determine viewer ratings and success. Entertainment & Sports US online consumer spending on sports and entertainment sector has recorded phenomenal increase. The main components contributing were music, dating sites and game purchases. (EPS) As internet and other forms of media move towards overlapping zones, the demand for entertainment and recreational content for different age groups, gender and community profiles is expected to increase substantially. Health Care According to the Journal of Medical Internet Research, e-health is an emerging field in the intersection of medical informatics, public health and business, referring to health services and information delivered or enhanced through the Internet and related technologies. The need for reliable, factual, easy to understand, medical jargon free information will be the focus for content providers. As health tourism becomes an important component of diversifying economies, medical and health service related content will be sought for. Advertising As internet companies try to reach out to new markets, the content for online advertising becomes a potential business area. For example, India has a $35 million online advertising market, of which search engine marketing constitutes about $6 million, expected to double by year end.

Other niche segments for content inputs includes online classifieds, jobs, retail, industry trading. According the new report launched by India-Reports on ePublishing, India is a major book publishing country. With more than 15,000 publishing houses generating content in more than 24 regional languages, India is a huge market. Post the IT boom, the traditional publishers in India have entered the ePublishing market with various products. Today the Indian publishers produce a large amount of ePublications. But the adoption of eBooks by Indian consumers is still at a nascent stage. Consumers in India have taken to the use of Internet, PCs, mobile phones, handheld communication devices, yet eProducts like e-Papers, e-Reports or e-Journals are far more popularly used that than eBooks. The availability of better and user-friendly devices and robust e-reading infrastructure in the future would ensure the growth of this medium. There are some fundamental constraints that need to be overcome and behavioral aspects that need to change before eBooks can become popular in India:

Internet penetration is relatively low, ease of connectivity and secure payment Credit card penetration (usage) is low; concept of online purchase is still not Indian readers are not used to or comfortable with reading on screen or on small Apprehension of piracy inadequate DRM policies and enforcement; users can Good interfaces or devices for eBooks are not available in India Users want content in their local/regional languages. No concrete strategies or benefits from the Government to encourage Inadequate marketing of eBooks by publishers, hampered by low revenues. It is

options are issues

popular

devices

avail pirated copies of eProducts.


ePublishers or e-Readers

interesting to note that while the readership of printed newspapers is increasing in India today, elsewhere in the world especially in the US, there is a decline in such readership figures. US newspaper houses are skeptical and threatened by the popularity of the online medium and may even need to close down in the future.

To address the regional eBook requirement, publishers are developing software computing solutions for regional languages. For example, all fonts for varied languages are packed into a PDF book, which can be opened by the user in the language of their choice. This is the only option to read regional books; however, there are still issues with regional language compatibility on PCs or mobiledevices. As there are not many options for native fonts on a mobile device, e-Users will probably only view garbled text on their screens. The ePublications market is in its nascent stage in India and is poised for rapid growth in the future.

1.5 PRODUCTION DEPARTMENT I5 has the expertise to handle STM, non-STM, HSS, and academic journals. Its journal production processes include FTP download, acknowledgement, alerts, and so on either completely or semi-automatically. Journal-specific style and language requirements for each journal are maintained in a document management system (DMS). Innovations such as auto edit, auto reference structuring, auto pagination, and auto image processing help improve quality and efficiency.

I5 offers end-to-end solutions for magazine production designed to meet the clients requirements in a quality-driven, cost-effective manner. I5 provides comprehensive layout and advertisement designing to meet the unique requirements of the magazine production process. I5 has requisite experience in developing customized workflows to improve the turnaround time and to reduce the costs. I5 currently provides these services for more than 40 magazines. The expertise in I5 covers:

Advertising creation Advertising archiving/management Integration of various parts and processes of the editorial workflow Global remote access to the content by authors, designers, and publishers Multi-user, simultaneous content editing in the same layout Editing in a layout view or without any layout Targeted search inside the current and previous issues Web Editor for remote editorial offices Web-based administration

I5 has specialized services for creation and delivery of education and trade eBooks. I5 is familiar with all the leading formats, such as ePub, OeB, Lit, and so on. The eBook services rendered at I5 include: 1. 2. 3. 4. Scanning Services for scanning and digitization of print books for conversion Conversion Conversion services of content into appropriate eBook format as Testing Services for testing the integrity of the eBooks Format conversion eBook format conversion services for clients who need to

into eBooks. per the customer requirements.

convert their books from one format to another. KNOWLEDGE PROCESS OUTSOURCING I5 provides a wide range of world-class services and solutions to the worlds leading publishers. These solutions are not "one size fits all" type, but are customized according to the needs of each customer. The technology and operations teams apply their extensive

experience and knowledge for the development of appropriate tools, technologies, and production processes for each customer. I5 production services incorporate the complete range of premedia and prepress services from copyediting to delivering files to printers and data warehouses.

Composition Services I5 provides composition services for both print and electronic media. I5 uses industry standard composition tools namely Advent, Arbortext 3B2, LaTeX, Quark X Press, Adobe InDesign, and FrameMaker. The quality and reliability of its services are reflected in the fact that it produces more than 1.5 million pages annually. I5 also has extensive expertise in Java, Apple, and VBS scripting and has achieved maximum automation. I5 has knowledge and expertise in managing all the different workflows. Some of the composition services are:

Typesetting from manuscript or author supplied files Data capture and conversion Editing services including technical editing, copy editing, and substantive Design and graphics services, including scanning, file conversion, redrawing MathType and ChemDraw file handling Electronic content delivery

editing

and relabeling of artwork


Editorial Services I5 has a large team of editors who are well versed with copy editing, technical editing, and substantive editing. I5 editors are proficient in a variety of widely accepted style standards and adhere on to the client-specific or author-specific style guidelines. I5 editors prepare a style sheet for every project they handle, and the style sheet is approved by the clients editor before implementation.

Copy the content types handled routinely by our editors are: 1. 2. 3. 4. 5. 6. 7. Academic and scientific Commerce, marketing, and management Finance and trade Humanities and social sciences Linguistic Mathematics Medical and health related

Editing

I5 editors have experience in handling a variety of content in different domains. Some of

Technical Editing I5 editors ensure consistency in all style aspects and usage of terms. The editors also interface with authors and publishers for any clarifications. The editors pay special attention to: 1. 2. 3. 4. 5. All typesetting issues Table layouts Aligning equations Complex lists Floats such as figures, boxes, and schemes

Substantive Editing I5 editors are trained to look into the documents concept, intended use, audience, content, organization of the content, design, and style. This activity is entirely analysis based for all levels document, paragraph, sentence, or word. Some of the parameters taken into account are: 1. 2. 3. 4. Sentence complexity Conciseness Clear and logical development of ideas Use of jargon or technical terms appropriate for the intended audience

Artwork/Illustration Services I5 design studio addresses the requirements of end-to-end illustration and design solutions for books, manuals, journals, websites, brochures, catalogs, advertisements, dictionaries, encyclopedias, and reference works. I5 can provide services from design conceptualization to final output/product stages. I5 design studio facilitates quick revisions to honor the deadlines. Some of the activities undertaken by its studio are: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Graphic reproduction High-end color scanning Image retouching and manipulation Relabeling and redrawing Digital proofing Art rendering Technical and medical drawing Animation graphics E-books Illustrations Preflight Services I5 has expertise to generate industry standard PDF/X (X-1a and X-3) files and can perform preflighting on native files of QuarkXPress, Adobe InDesign, and FrameMaker.I5 uses Enfocus PitStop Professional for checking PDF files and also has XML quality tools for checking and error correcting the final output. I5 pays special attention to the following points during the preflight accuracy checks: 1. 2. 3. 4. 5. Missing fonts Linked files Color gamut Image resolution Ink and trap settings

XML Services I5 provides a full spectrum of XML services to address the demands for digital formats and online publishing requirement for content repository and multi-device capabilities. I5 has the capability to manage XML-based workflows. Some of the salient features of XML services offered by I5 are: 1. 2. 3. 4. 5. 6. 7. 8. 9. Customized XML, MS-Word, or TeX/LaTeX-based editing tools Customized style sheet according to customers DTD Specialized quality control tools XML-based templates in Arbortext (3B2) and LaTex/TeX Delivery of XML at page proofs, revisions, issues, or at any other stage Generation of XML files based on publishers DTD Conversion from one DTD to another Typesetting from XML files including auto-pagination in 3B2 Providing solutions in other formats such as HTML and ASCII

Media Services I5 recognizes the importance of media which is fast becoming as important as print instead of being an optional add-on. At I5, media and print production are closely integrated. The media, print, and technology teams collaborate at a pre-production stage. I5 also uses the XML-first workflows for both print and media. Along with the authoring tools, media production at I5 is a highly automated and tightly controlled process: 1. Assessments I5 has experience in developing content for Diploma, EZTest,

ExamView, TestGen, and so on. I5 has a large pool of inhouse and external subject matter experts (SMEs). 2. Flash animations - Flash is the most popular choice for content enrichment with animation and online rendering. The I5 team includes instructional designers, developers, and programmers to any instructional animation needs. 3. eLearning/Online Education I5 also provides extensive eLearning / Online Education related services. These services are discussed in a separate section. Please, visit the section to discover more.

4.

Companion CDs/DVDs I5 provides its services for creation of cross-platform

companion CDs or DVDs to go with your publications.

EBook Services I5 has specialized services for creation and delivery of education and trade eBooks. I5 is familiar with all the leading formats namely ePub, OeB, Lit, and so on. Some of the eBook services at I5 are: 1. 2. 3. 4. 5. Scanning I5 can provide services for scanning and digitization of print books Conversion I5 can convert content into appropriate eBook format as per the Testing I5 also provides services for testing the integrity of the eBooks. Format Conversion I5 provides eBook format conversion services for clients Delivery I5 has eBook Store and eBook Library platforms for delivery of

for conversion into eBooks. requirements of the customer.

who need to convert their books from one format to another. eBooks to end consumers.

Project Management Services I5 provides extensive project management services, especially for books and journals. I5 currently provides complete project management services for more than 140 publications. I5 services include: 1. 2. 3. 4. 5. Liaison with publishers, authors, editors, and production houses Control of copy editing services Author liaison Typesetting services Conversion into eBooks

1.6

STORES DEPARTMENT

Department stores may be the bedrock of retail and form the all-important anchor of many shopping centers and malls. But today, retailers need to work not only harder, but smarter, to remain profitable. To survive, they need to perfect merchandising and marketing strategies and to target high-value customers. Our retail solutions provide department stores with the flexibility they need to succeed. We help stores maximize customer service and profits and meet changing consumer demands amid increased competition and complex supply chains. Our merchandising solutions include price optimization, category management, assortment planning, promotions and marketing.

From loyalty and customer relationship management to workforce management solutions, we help you provide seamless service to customers.

In addition to basic POS and WFMS services, we assist by implementing next-generation customer touchpoints like personal shopping assistant, kiosks and digital signage.

1.7

SALES DEPARTMENT

BPO Sales solution spans the entire order-to-cash cycle, including service offerings such as transactional and rule-based services, knowledge-based services and judgmentbased services. Our Offerings Customer Support Order Validation Discount Validation Holds Management Order Booking

Billing Material Collection Invoice Consolidation Invoice Presentation

1.8 PERSONNEL DEPARTMENT

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.

Process Maintained By HR Department :

Provident Fund: As per the statutory guidelines, the employee is required to contribute a percentage of his basic salary and DA to a common fund. The employer for this fund contributes as well. The employee can use the amount deposited in this fund for various personal purposes such as purchase of a new house, marriage etc.

1.9

FINANCE DEPARTMENT

The Accounting Division of the Finance Department is a service department providing accounting, financial and purchasing services to all County departments and funds. The Accounting Division maintains a system of accounts to accumulate, classify, and report

on the financial activities of the County's various funds and departments.

The system provides for the proper accounting of assets, liabilities, revenues and Other duties performed by the Accounting Division include internal audits; financial forecasting; development of fiscal policies; the design and implementation of accounting and financial reporting systems; preparation of the Comprehensive Annual Financial Report (CAFR); the maintaining of a property and equipment (fixed assets) inventory; issuance of bonds; servicing and accounting for the County's long and short term debt; facilitating the annual budget process; providing for centralizing purchasing of all materials, equipment, supplies, and services required by all departments and funds; and providing a centralized accounts receivable function which is responsible for invoicing,

monitoring and collecting all funds due for goods and services provided by all I5 departments and funds.

1.10

MARKETING DEPARTMENT

(1) Analyzing and planning outsourcing It is obvious that BPO will bring opportunities accompanied with risks to an outsourcing company. So before the make or buy decision, it is very critical to take an all-sided analysis. In this stage, the analysis, which is normally based both on performance and risk factors, firstly focuses on current business process if available. Thus a comparison can be made between the pre-outsourced and outsourced process. (2) Selecting service providers In this stage a set of evaluation criteria must be defined to select prospective BPO service provider. These criteria typically include cost, quality, IT capability and financial stability. After listing the evaluation criteria in a hierarchical way, decision method like AHP or expert system can be adopted to evaluate potential providers. Then a formal request for proposal (RFP) which take the above evaluation criteria listing as a part initiates the process. Thus the client and the prospective service providers enter into interviews, not only regarding price, but also skill, culture and commitment matching. Finally a service provider can be selected

according to the evaluation criteria based on comparison, RFP responses and interviews.

(3) Contracting and negotiating In this stage, the strategy and major solutions of BPO are settled; problem resolution procedures are established; to assure continued process improvement incentives as well as punishments even rules for termination of contract before its legally specified end are defined. Whats more, service level agreement (SLA) has been widely used as a reference for performance measurement. (4) Transferring activity The details related to transferring business activities like timetable for transfer, human resources handling are mostly described in the outsourcing contracts. Since the control of business process is now reassigned to service provider, how to properly integrate the outsourced processes into the outsourcing company and define their interfaces should be paid great attention to. (5) Managing ongoing supplier After the adaptation period, outsourcing company now changes its role from operational management into a more strategic one (monitoring the BPO activities and performance) and forms a management team in charge of coordination. Generally, because the

methods used by the management team to supervise BPO activities are scheduled by the contracts (such as regular reports delivered by service providers, periodical meeting) and lack of effective technical support and analysis methodology, this phase is always confronted with many problems. (6) Ending Contract At the end of an outsourcing contract the outsourcing company has three options: to renegotiate the contract with the same supplier, to change supplier or to in-source the activity again. The two first options highlight the cyclical nature of BPO while the last one corresponds to its termination.

1.11 LEARNING EXPERIENCE Mushrooming of small players Attractive growth rate of the I5 has resulted in many reckless start-ups. Several companies from unrelated sectors without the required expertise entered the industry lured by the healthy potential of the industry. These small companies are now finding it difficult to survive in this capital-intensive industry. In a dire strait, some of the players are taking huge cuts in their billing rates, which in turn threaten to de-stabilise the entire industry by reducing margins to unsustainable levels. They also portray a negative picture of the industry as a whole because of their inability to deliver on time. Margins under pressure With increasing competition and subsequent price dips, the margins of ITES companies have come under tremendous pressure. Moreover, most of the players in the industry are working in low margin areas. More than 60% of the KPO business coming to India is voice related. Barring transcription, voice has the lowest margins among KPO business. With the BPO business increasingly getting commoditised, moving up the

value chain is a sensible option before the industry. Vendors can move up the value chain vertically. For example, for a credit card customer, the low end processes would include services such as data entry and processing of applications, but the higher value jobs would include processes such as credit evaluation and fraud detection. Vendors can also move horizontally, that is expand services portfolio by moving into sophisticated areas such as accounting, certain engineering services, consulting etc. The ITES industry currently employs more than 171,000 professionals compared to a 25,000 in 1999. However, India is running out of the supply of good quality managerial talent. There have been recent cases of mid-sized companies losing KPO orders for not being able to demonstrate a competent team that can manage a large workforce. High level of attrition further complicates the problem. At least 60,000 of the 171,000 workforce change jobs every year. The supply of skilled manpower to the industry needs to expand at a fast rate to keep pace with the rapid growth of the industry. In order to create a big pool of qualified personnel, there is a need to encourage private institutions to provide training to people interested in joining this industry.

1.12 CONCLUSION The researcher has studied the complete overview of Scientific Publishing Services pvt ltd, at Chennai for the past four months. A happy healthy employee will positively contribute to the organization goal. Company that provides lot of benefits to the employee will retain the exiting people in the organization attracts new talents for the organization, and looking forward to create many new clients in future. Hereby I conclude from my research that the growth level of I5 is extra ordering in kpo services and Im happy to know more about the process of the company.

CHAPTER II INTRODUCTION TO THE STUDY

2.1 INTRODUCTION ANALYSIS OF HR ROLE IN BPO INDUSTRY

Provident Fund: As per the statutory guidelines, the employee is required to

contribute a percentage of his basic salary and DA to a common fund. The employer for this fund contributes as well. The employee can use the amount deposited in this fund for various personal purposes such as purchase of a new house, marriage etc.

Gratuity: Gratuity is one of the retrial benefits given to the employee in which

the employer every year contributes a particular amount. The fund created can be used by the employee for the purpose of long-term investment in various things such as a house etc.

Group Medical claim Insurance Scheme: This insurance scheme is to provide

adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months

Personal Accident Insurance Scheme: This scheme is to provide adequate

insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. It is applicable to all the employees of JFWTC and covers total / partial disablement / death due to accident and due to accidents.

Subsidized Food and Transportation: The organizations provide transportation

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

Company Leased Accommodation: Some of the companies provide shared

accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance.

Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities

include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities.

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

the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc

Cellular Phone / Laptop: Cellular phone and / or Laptop is provided to the

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

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

provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year.

Loans: Many BPO companies provides loan facility on three different

occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are also provided with financial assistance at the time of their wedding. And, The new recruits are provided with interest free loans to assist them in their initial settlement at the work location.

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

personality and knowledge level of their employees and hence reimburses the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools.

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

performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary.

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

to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program

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

employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance

Regular Get together and other cultural programs: The companies organizes

cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges.

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

based on their level in the organization.

Employee Referral Scheme: In several companies employee referral scheme is

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

Paid Days Off Maternity Leave

2.2 OBJECTIVES & SCOPE OF THE STUDY Succession planning is an essential part of corporate strategy in most IT organizations. While the design of the succession chart looks good on paper, it has often been found that the planning process fails to meet requirements at the time of filling a key position that has just been vacated. It is not an easy task dealing with the ever-changing equations of the leadership pipeline. According to a report by US-based business research firm Cutting Edge, while many companies have succession plans, very few follow through with the rigorous implementation required. In fact, 70 percent of succession plans fail due to bad execution. Succession planning has to ensure that the right people with the right skills are in the right place at the right time. It can be done in three ways: role-based, individual-based and team-based. The first is about identifying key positions, the second focuses upon key people, and the last involves replacing a section of people or resources. Reviewing talent One of the challenges in all organizations is planning for HR needs. It is essential to adopt a disciplined approach to match HR resources with the anticipated needs of an organization. This includes aligning the succession planning process with business strategy. The purpose of the talent review is to figure out the talent required to implement the business strategy and constantly strengthen the talent pool. The talent review and planning process helps us identify talent for emerging roles in the organization, says Bijay Sahoo, vice-president (talent engagement and development) and head of HR, I5 Technologies. Commitment from the top management is another key factor for

ensuring the success of succession planning. Sahoo reveals that in I5, the chairman (Azim Premji) and vice-chairman and CEO (Vivek Paul) give enormous importance and their personal time for talent review and planning, and personally supervise the development and implementation of the talent plan for key roles. According to Sahoo, the other essential factors are: (a) accountability, as the succession planning programme requires ownership at all levels in the organization. Each manager should be responsible for assessing and developing the talent in his or her team. (b) Constant attention, as it can be tempting to overlook the need for succession planning in the face of more immediate needs. Planning the process The bench strength of current and future leaders gives a competitive edge to every organization. At I5, the succession planning programme is called Talent Review and Planning (TRP), and it is the most critical part of the organizations leadership building and talent management process. Once our business strategy for the year is finalized, we identify the critical roles to execute it. We review the talent available for those roles internally as well as externally. We plan for the succession of existing critical roles, including that of the CEO, and identify employees who are ready to take over the roles immediately and over the next 1-2 or 2-3 years, informs Sahoo. He adds that the company does developmental planning for each identified internal candidate in terms of job rotation, training, coaching and performance counseling. They also keep track of potential external candidates, and establish touch points for attracting them at the appropriate time. The respective SBU heads and the SBU HR heads do the TRP for the top three levels of their business. This contributes to the TRP at the I5 Technologies level, where the chairman and vice-chairman, along with the HR head, get involved in talent planning for the top three levels. Next is the implementation of the talent strategies by developing and reviewing the action plan. At Infinite Computer Solutions (ICS), which has a global headcount of 1,800, employees have also taken up higher roles without a change in designation, with

support from functional heads and senior management teams? A skill-gap analysis is done of the candidates, and requisite training provided to make them able successors. Clear focus It is a known fact that while most management is interested in developing a pool of successors for key positions, they find it a difficult task to ensure the success of their efforts. Succession planning can get very complicated. Organizations must therefore have a clear focus. The training difference Organizations are less vulnerable to leadership crises when theres a shadow group of successors who are able and available to step into their shoes. Training plays a key role in succession planning. It is imperative to strategies, design and implements programmes to train future leaders. I5 has its lifecycle leadership development programmes, which are synchronized with the roles employees play at different stages of their corporate life. These include the New Leaders Programme, I5 Leaders Programme, Business Leaders Programme and Strategic Leaders Programme for different leadership positions that an employee will assume in the organization. Most organizations do skill-gap analysis of the selected candidates. A schedule is drawn for the prospective individual to acquire the knowledge, skills and competencies within a time-frame, says Sunder Rajan, general manager, HR & administration, ICS. He adds that the training could be through internal programmes or on-the-job (local as well as global) to gain cross-functional or cross-geographical exposure for better maturity of the expertise that would enhance the confidence level of the person. Just-in-time succession Then there just-in-time succession, which maps existing competencies of the staff to fill an important position. Succession planning software uses competency analysis which lets companies understand the demand side of the equation with what their staff has to offer. Succession planning is not an issue of a position; you can plan for two or three

years, but by that time the to-be-successor may have already left the organization; consequently it is not relevant. Instead of looking at a job to fill, organizations should profile it in terms of competencies, go to the data bank, and find whose competency profile matches the job, advises Stephen Martin, president of ITAP Europe. The key to this is competency development across the organization; ITAP has done succession planning for many global organizations through competency development. Whatever be the methodology, measuring the effectiveness of a succession planning programme is critical to every organization, irrespective of its size. After all, it is more than just the passing of power and responsibility it is about survival and continuity. Inspite of all these benefits, the attrition rate in BPO industry is very high, why? What is the reason for an employee to leave? These and many more are the questions that need immediate attention from the industrial gurus. 2.3 RESEARCH METHODOLOGY 2.4 LIMITATION OF THE STUDY

CHAPTER III REVIEW LITERATURE

HR professionals all over the world, working is Call-Center or Contact Center or BPO industries are breaking their heads to formulate Retention Strategies but nothing is working in their favor. The average attrition rate in this sector is still 35-40%. No perks, no rewardsjust nothing is working. Before proceeding further, lets see why people are leaving? Why there is high attrition Why people are moving? When there are so many benefits associated with BPO industry. when there are so many privileges for the BPO employees than what makes them to change the company/industry?? Is it only MONEY that matters or anything else as well?? After taking exit-interviews and analyzing the trend I am able to list out following reasons for a BPO professional to change his/her job.

rate.

No growth opportunity/lack of promotion For higher Salary For Higher education Misguidance by the company Policies and procedures are not conducive No personal life Physical strains Uneasy relationship with peers or managers

Lets also see as what are the various benefitsthat have been extended to people working in this sector. Employee Benefits Provided By Majority of the BPO Companies A part from the legal and mandatory benefits such as provident-fund and gratuity, below is a list of other benefitsBPO professionals are entitled to the following:

1. Group Medical-claim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months 2. Personal Accident Insurance Scheme: This scheme is to provide adequate insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. This covers total / partial disablement / death due to accident and due to accidents. 3. Subsidized Food and Transportation: The organizations provide transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized. 4. Company Leased Accommodation: Some of the companies provides shared accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance. 5. Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities. 6. Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc

7. Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset. 8. Personal Health Care (Regular medical check-ups): Some of the BPO'S provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year. 9. Loans: Many BPO companies provide loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are also provided with financial assistance at the time of their wedding. And, The new recruits are provided with interest free loans to assist them in their initial settlement at the work location. 10. Educational Benefits: Many BPO companies have this policy to develop the personality and knowledge level of their employees and hence reimburse the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools. 11. Performance based incentives: In many BPO companies they have plans for, performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary. 12. Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program

13. Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance 14. Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges. 15. Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/- based on their level in the organization. 16. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization. 17. Employee Stock Option Plan: Now, the actual question, why people are leaving? What types of retention strategies are required? What is expected from HR Professional and how they can address this issue? Retention - A Big Challenge Fundamental changes are taking place in the work force and the workplace that promise to radically alter the way companies relate to their employees. Hiring and retaining good employees have become the chief concerns of nearly every company in every industry. Companies that understand what their employees want and need in the workplace and make a strategic decision to proactively fulfill those needs will become the dominant players in their respective markets.

The fierce competition for qualified workers results from a number of workplace trends, including:

A robust economy Shift in how people view their careers Changes in the unspoken "contract" between employer and employee Corporate cocooning A new generation of workers Changes in social mores Life balance

Concurrent with these trends, the emerging work force is developing very different attitudes about their role the workplace. Today's employees place a high priority on the following:

Family orientation Quality of life issues Autonomy

To hold onto your people, you have to work counter to prevailing trends causing the job churning. Smart employers make it a strategic initiative to understand what their people want and need -- then give it to them.

CHAPTER IV COMPANY OVERVIEW

I5 JOB FLOW Job Flow Chart (Journal Production) Step 1: Manuscript downloading and input Quality control Checking the manuscript for completeness and liaison with author to get missing elements, copyright transfer agreement and color change form. Step:2 Sending the files for the Typesetting-Login Department Input is received in three stage manuscript in page proof, corrected proof at revision stage, final correction at issue stage. All manuscript are checked and checked for the completeness and usability and logged into a tracking system Step 3: Pre editing department A pre editor indentifies every component of the article, places them in appropriate tag, generates XML and validation the same Step 4: Copy editing department Reviewing the manuscript for language and tone consistency and adding the tag for formatting, copy editing for style grammar and punctuation. Step 6: Online author correction Online proofing is an initiative from I5 to deliver PDF proof via internet. The proofs are hosted in I5s Website; author and editor can download the proof using the link which will be sent once the article is ready. Reminder will be sent to author as per customers deadlines. Both author and editor can incorporate their correction on the same file. It eliminates email delivery problems like spam and blocked attachment. Step 7: Issue line up/Imposition

Inserting article folio, Front matter, cover, back matter and advertisement print PDF and online deliverable creation for web hosting Step:8 Despatch and backup The role of Despatch department is to check and deliver erroe-free electronic files for both print and electronic media. All the electronic files are stored in CD?DVD using in house developed tool for further usage Stages Of Typesetting:

Module III- Data Processing and data Transfer Conversion Majority of the files are supplied in MS word. These files are then converted into RTF/LaTex. Tex (tau epsilon chi) is a computer language designed for use in

typesetting math and any other technical material. During conversion all structures originally available is retained. If the supplied files are poorly structured/hardly convertible, they are captured/keyed. Input activities(Login and Workflow) Majority of the article are received via FTP and very few articles through courier in CD using word2Tex converter Ms word documents are converted into LaTeX . Output activities Despatch The role of dispatch department is to check and deliver error-free electronic files for both print and electronic media in the entire process all the high-resolution print PDFs are checked electronically using pitstop tool, mark up language files are validation trough an in-house tool, and grapic files are connected into the desire format Page proof Low-resolution Compression image XML Revision Low resolution PDF Compression image XML Issue High-resolution PDF Compression Image XML Backup

Al the electronic files are stored in CD?DVD using in-house developed tool for further usage. Dataset application Function: The in-house tool automatically creates a directory for each dataset and copies the low-res PDF file, figure,XML file,parses the files and generates an error report. Uploading application The function of uploading application is that it scans the uploading path in regular intervals and starts uploading to the files to the customer FTP site Module IV-Technical Editing 2.4.1 Copy Editing 2.4.1.1 Basic copy editing The main objective of a copy editor is to ensure that the text is cleaner and correct in terms of spelling, grammar and syntax. The task of a copy editor is to edit a manuscript. Levels of editing Light editing Its a level 1 editing or formal editing it should be performed on the manuscript that is error free. Medium editing Medium editing is also known as level 2 editing or substantive editing. should be performed on the manuscript of average quality. Heavy editing It is also known as intensive editing. Editors should mark and query manuscript as well as develop and maintain auxiliary amount of research to clarify or correct statement of fact. Work flow of copy editing

Copyediting can be done hardcopy or online, Using a copy editing tool. In I5 we primarily use an in-house develop tool for online copyediting. There are some journals/articles that are copyedited on hardcopy due to workflow requirement Input file for the copyeditors is a structured doc/tex file from the pre-editing department This file is copyedited using in-house developed tools. Copyediting may include style mark-up alone or may also include language editing as is the requirement of the publisher or the article.

Step involved in copy editing I5 uses an in-house developed tools for online copy editing we have a well developed LaTeX based tool for editing article with numerous equation and also a word based tool for editing text article Looking from type setter point of view While copy editing an article the following points are important, identifying the various elements of the front matter, Identifying all the heading levels, sorting the list, identifying the figures, tables, equation, box ,schemes and quotation appropriates queries to the author whenever required. Looking from authors point of view and end user point of view Reading the manuscript completely is essential, without marking or changing anything

Elements of a journal A journal comprises three parts front matter, body matter and back matter The front matter of a journal includes the cover page, editorial group from the publishers front, journal title, and copyright detail if any, table of contents, graphical abstract announcement and advertisement Front matter: The front matter of an article includes: Category/Article type This describe in very general term, the nature of the article, Examples included entries such as original, original articles, editorial and latter to the editor announcement events briefs experimental brief reports, technical note erratum and corrigendum.

Running Heads There can be a left and a right running head it is present at the top of each page of the article either centered or set at the corner the publisher wil mention what should form the running head. Digital object identifier(DOI) This is like the thumbprint of an article. No two articles can have the same DOI number. Article title: This the title of journal article and compulsory for all article types Author names must appear on each manuscript. Presentation of author names is as per publisher requirement. Corresponding author: Generally, Only one author is designated in the publication as the corresponding author for variations please check publisher requirement. Author contact information: This refers to the corresponding authors e-mail, telephone, fax and URL. Author address/affiliation: This entry indicates the affiliation of the authors listed. Every author must have an affiliation the means of the city and country should generally be in the language of the publication. Present address: In some case an author may give a present address different from that given in the affiliation ways of handling this should be as described in the publisher requirement Footnotes:

Information supplied in the form of footnotes in the front matter are types of article notes example include comments about prior presentation of the content or the naming of editorial responsibilities History The only possible entries are received, revised, and accepted, although an entry is published it should not be in the manuscript during copyediting. Abstract This presents a summary of the research done in the article an abstract is compulsory in certain articles types and optional in others an abstract may be single paragraph long or may have multiple paragraphs. Since abstract are often read independently of the actual article and without access to the reference list any reference that are cited must be given in adequate form. Keywords Presents the most important words in the article, generally keywords are essential if an abstract is provided for deviations, please refer to publisher requirement. Abbreviations: Sometimes, journals can allow presentation of an abbreviation list in the front matter all abbreviation used in the article are listed in the abbreviation section the abbreviation and definition should be shown in the appearing text. Body matter: The body Matter of an article includes Headings and sections Depending on t he style of the journal, section with in the article body should be either numbered or un numbered. It is not allowed to have a mixture of numbered and unnumbered section within an item.

CHAPTER V ANALYSIS & INTERPRETATION

COMPETENCIES REQUIRED FOR DIFFERENT DEPARTMENT Responsibilities Strategic Planning HR management Key Account Management Financial Management Business Development Account Handling Process Migration Team management Mentoring and coaching Process Improvement Quality Assurance Reporting Rostering and scheduling Supporting agents as the SME Processing Transactions End Customer Interaction Competencies Business strategy HR Planning Financial Management skills Leadership and Motivation Project Management Metrics and Quality management Process improvement tools Technology Management Operations Management Forecasting, Staffing and Scheduling Mentoring and Coaching skills People Management skills MIS and reporting tools Industry knowledge Product Knowledge Process Knowledge Customer handling skills (Accent,

Business process outsourcing (BPO) has become an essential trend in the current digitalization and globalization environment which influences the strategy of enterprise greatly. In this paper, current research and results are discussed as well as their deficiencies. Then based on business process performance measurement, the total life cycle management framework of BPO is brought forward to solve challenges identified through these deficiencies. At last business process performance and management system and relevant concrete methods such as business process based risk analysis, hierarchical fuzzy cognitive map to simulate the cause-effect logical relationships among performance indicators are presented as well to support the analysis and decision in the total life cycle management.

Companies of today and tomorrow are confronted with intense global competition, demanding customers with rapidly changing desires, shrinking response times and shortened product life cycle. However, globalization also gives companies an opportunity to take a fresh look at their competitive strategy and exploit outside resources even in remote regions. Thus outsourcing has become the most popular strategy in business for several decades. According to the definition in [1], outsourcing is the operation of shifting a transaction previously governed internally to an external supplier through a long-term contract, and involving the transfer of staff to the vendor for the firm. Obviously, outsourcing implies transferring a significant amount of management control to the supplier. Although outsourcing IT and other specific services has taken place for about 50 years, outsourcing entire functions which is called business process outsourcing (BPO) started in the late 1980s and early 1990s [5]. There are several principal reasons for company to outsource business process. The first is apparently cost saving and to focus on core capabilities; the second is to improve or reengineer the outsourced business process; and the third is that a business requires immediate access to specialist skills. In the beginning, companies outsource their noncore activities to countries where labor and other expenses are low. But today there is more to BPO than just cutting down costs. BPO tends to focus more on the overall creation of value such as efficiency, high quality and customer satisfaction. What are the major challenges of BPO confronted by service provider (or called third party providers) and outsourcing company at present? From the point view of service provider, there exists contradiction between large scale and customization. Due to the complex nature of business processes and activities, service providers have to cater for the special requirements of a company. Nevertheless to meet the demand for flexible but multi-clients outsourcing arrangements, it is promising that the advent of standards-based architectures, such as Web Services which provide a standardized IT environment will achieve the seamless integration between service provider and outsourcing company.

While from the point view of outsourcing company and combined with many failure cases, the principal challenge and obstacle stems from loss of control on outsourced activities which always leads to the huge risk and high failure rate. So the key to success in all BPO segments, regardless of process or industry, is the ability to measure process performance before a process is outsourced and during the life cycle of the engagement. Although BPO is a growing trend and has finally moved from concept to reality, the existing huge risk and lack of support approaches and technologies still lead to high ratio of unsuccessful cases. With the efforts of many researchers research work on this field is significantly developed but still has not fully stepped up to meet the actual requirements of potential world market. Furthermore these deficiencies in research findings mainly focus on managing approaches, not technical support. However with the rapid IT application development in BPO and dramatic improvement of business process management, the procurement of process data turns to easier and business process-based BPO management with technical support is getting possible.

TOTAL LIFE CYCLE MANAGEMENT OF BPO BASED ON PROCESS PERFORMANCE ANALYSIS Through the above literature review and to meet the challenge above mentioned, it is innovative and feasible to propose technical support to BPO grounding on business process analysis and put forward total life cycle management framework of BPO based on business process performance analysis.

Total Life Cycle Management of BPO-Framework The total life cycle framework is proposed in attempt to shed light on the relationship between BPO and business process performance the total life cycle management framework is proposed here. And in the view of constructing BPO, its total life cycle is composed of seven phases which are illustrated in Fig.1. Each phase will be elaborated in the following section.

(1) Analyzing and planning outsourcing It is obvious that BPO will bring opportunities accompanied with risks to an outsourcing company. So before the make or buy decision, it is very critical to take an all-sided analysis. In this stage, the analysis, which is normally based both on performance and risk factors, firstly focuses on current business process if available. Thus a comparison can be made between the pre-outsourced and outsourced process. (2) Selecting service providers

In this stage a set of evaluation criteria must be defined to select prospective BPO service provider. These criteria typically include cost, quality, IT capability and financial stability. After listing the evaluation criteria in a hierarchical way, decision method like AHP or expert system can be adopted to evaluate potential providers. Then a formal request for proposal (RFP) which take the above evaluation criteria listing as a part initiates the process. Thus the client and the prospective service providers enter into interviews, not only regarding price, but also skill, culture and commitment matching. Finally a service provider can be selected according to the evaluation criteria based on comparison, RFP responses and interviews.

(3) Contracting and negotiating In this stage, the strategy and major solutions of BPO are settled; problem resolution procedures are established; to assure continued process improvement incentives as well as punishments even rules for termination of contract before its legally specified end are defined. Whats more, service level agreement (SLA) has been widely used as a reference for performance measurement. (4) Transferring activity The details related to transferring business activities like timetable for transfer, human resources handling are mostly described in the outsourcing contracts. Since the control of business process is now reassigned to service provider, how to properly integrate the outsourced processes into the outsourcing company and define their interfaces should be paid great attention to. (5) Managing ongoing supplier After the adaptation period, outsourcing company now changes its role from operational management into a more strategic one (monitoring the BPO activities and

performance) and forms a management team in charge of coordination. Generally, because the methods used by the management team to supervise BPO activities are scheduled by the contracts (such as regular reports delivered by service providers, periodical meeting) and lack of effective technical support and analysis methodology, this phase is always confronted with many problems. (6) Ending Contract At the end of an outsourcing contract the outsourcing company has three options: to renegotiate the contract with the same supplier, to change supplier or to in-source the activity again. The two first options highlight the cyclical nature of BPO while the last one corresponds to its termination. (7) Constructing business process performance and management system In the above framework shown in Fig. 1, this phase locating in the centre is put forward to provide effective support for the most crucial three phases in the life cycle: analyzing and planning outsourcing, contracting and negotiating, managing ongoing supplier. The importance of this phase is usually neglected or underestimated by stakeholders of outsourcing activities which may cause many serious problems during the execution of outsourcing contracts. To apply and support the total life cycle management framework, it is necessary to offer relevant approaches and methods. Accordingly business process performance and management system and some concrete performance measurement methods are proposed as follows. In terms of business process, as shown in Fig. 2, business process performance and management system is composed of five modules---business process modeling, process performance measurement system, process monitoring, and process diagnosis and process improvement. Firstly after determining business process logic and collecting related process parameters, business process models are built by exploiting suitable process modeling methods such as IDEF3, EPC and so on. Because there are two kinds

of hypotheses: one is non IT-enabled business process while the other is IT-enabled, the analysis thoughts are split in two parts. The first part is to directly apply some diagnosis and analysis methods like business process based risk analysis and find out the unreasonable structure or parameter setting which need improvement. The second part is based on performance measurement system which is constructed normally in a hierarchical way according to BPO strategy, stakeholders interests and business process objectives etc. The measurement system based on business process is supposed to be created to determine the performance of BPO. Such a system should be designed to measure how well the outsourcing strategy and objectives are being accomplished. The system must be in place before the outsourcing starts so that a comparison can be made. Then through the running IT system, data related to the indicators monitored can be extracted to assist business process diagnosis. The monitored indicators should include measures broader than the traditional operational and financial ones; for example, including indicators to evaluate the behavior of the supplier towards the relationship and the improvements that the supplier brought to the activity. Methods such as extended fuzzy cognitive map combined with process data mining can be introduced to diagnose the running relevant business process. And the following section is about to briefly introduce some sorts of concrete methods in business process performance and management system to support the application of total life cycle management framework of BPO.

Figure 2: Business process performance and management system (1) Business process performance system construction Performance measurement of BPO is a constant challenge. All too often managers give up trying to create integrated performance measurement systems (PMS) because of the difficulties in managing inter-organization transactions. But unless this problem is addressed it is difficult to see how BPO can be realistically developed in the future. And it is suggested that a switch from transaction based PMS to process based PMS [3] is more likely to achieve a robust and focused PMS leading to better and more consistent customer service levels. Process performance normally measured from the following aspects: service cost, time, service quality, service differentiation and so on. And from the view of stakeholders is also another way to construct process based PMS. (2) Risk analysis--- from business process model to fault tree The risk related to a concerned process model which is associated with the cost of failure process as well as system unavailability is an important topic in the research of

business process performance. The requirement to improve the process is also an attractive issue. To meet these challenges, it is necessary to evaluate the risk of new process models. So it is very important that reliability analysis and risk assessment from several aspects of process modeling, such as process structure and process functions. To realize relevant risk analysis and assessment, the fault tree analysis technique is presented. This kind of technique was developed by H. A. Watson of the Bell Telephone Laboratories in 1961-1962 in an air force contract and it is also effective for qualitative and quantitative measurement. With reference to significant research and results of [4], at first, the process models are depicted by relevant process modeling tools issued by our research team and then these process models will be mapped to related fault tree structures. Afterwards through the minimal cut and path sets of fault tree technique, a methodology for identifying critical activities in process models as well as in fault tree from reliability and structural point view are put forward. And this sort of technique can also be applied in other aspects to evaluate process models. (3) Extended fuzzy cognitive maps Since fuzzy cognitive maps (FCMs) [6] are a very intuitional and powerful tool for simulation and analysis of dynamic systems, they are introduced to model the causeeffect logic relationship between process performance indicators and support reasoning of anticipated business process performance. FCMs were originally developed in 1980 by Kosko, and since then successfully applied to numerous domains, such as engineering, medicine, control, and political affairs. FCM is a modeling methodology for complex decision systems, which originated from the combination of fuzzy logic and neural networks. An FCM [2] describes the behavior of a system in terms of concepts and each concept represents an entity, a state, a variable, or a characteristic of the system. The proposed mechanism utilizes the fuzzy causal characteristics of FCMs as a new modeling technique to generate a hierarchical network of interconnected performance indicators. The weight which indicates the fuzzy cause-effect influences from one indicator to another comes from expert knowledge or analysis results based on process data mining. And the proposed method aims at simulating the operational efficiency of complex hierarchical process models with imprecise relationships, while quantifying the impact of the improved process on the overall outsourcing strategy.

Performance appraisals have become a tool of much importance in today's management scenario. This could be used best only with the help of objective and fair HR practices. The outputs of which could be used for Organization development rather than for mere employee efficiency improvement. Casual and subjective appraisals will not be able to stand the test of fairness and legality if challenged. Firms are thus being forced to emphasize a participative but joint management by objectives followed by a participative, joint-periodic appraisal, to bring more clarity into the system. Because companies involved in BPO are confronted with many challenges especially like the lack of performance measurement and management throughout the lifecycle, this paper proposes a total life cycle management framework of BPO based on business process performance. Also concrete methods such as business process based risk analysis, hierarchical fuzzy cognitive maps to simulate the cause-effect logical relationships among performance indicators are presented as well to support the analysis and decision of the most important three stages in the BPO life cycle. It is suggested that a careful consideration of this framework and the use of related supporting technical methods can provide insights for BPO service providers, outsourcing company, IT managers and academicians. SUCCESSION PLANNING OF BPO INDUSTRY THE KEY OPERATING STRATEGIES OF I5 TECHNOLOGIES ARE AS FOLLOWS:

Emphasis on a strong management team : The creation of a global advisory board and technology advisory board should

1.

help in improving their geographical and technological strategy; this would help them in the acquisition of emerging technologies. 2. 3. The organizational structure fosters an entrepreneurial spirit. Independent Audit, Compensation and Related Party Committees have been

formed. Audit Committee, headed by ambassador, Richard Burt, has formulated guidelines for insider trading and best practices. Compensation committee, headed by Robin Abrams, has approved of an Employee Stock Option plan to cover 91 per cent of the employees.

4.

They have a distinguished International Board of Directors. This international

experience should be useful while making acquisitions. Emphasis on front run emerging technologies : 1. 2. 3. 4. 5. The investment in Research and development (R & D) should provide 9 per cent of their offshore manpower is dedicated to R & D. The company intends to add value to the customer's business rather than just Their technology services continue to move up the value-chain. The company has placed an emphasis on Internet technologies development

accelerated growth.

maintain systems. Thus there is greater potential for value based pricing.

with minimum exposure to dot coms. Non-linear growth model : 1. 2. This implies that the company seeks to push revenue/income further than the Joint ventures and strategic partnerships: The company's partnership with Perot

hours put in and supplement its organic growth through diverse avenues. Systems (50:50) has been a highly successful one. I5 Perot has a man power of 1373 employees and has emerged as a leading outsourcing and systems integration company, with strengths in banking, energy, healthcare, insurance, manufacturing and telecommunications. I5 Perot added $ 4.1 million to the company's net profit during Q1 of FY2001. The company has also completed the acquisition and integration of Intelicent Inc. successfully. 3. Equity investments for value acquisition: I5 Tech is involved in developing cutting edge technologies along with some smaller companies, and may go in for a value acquisition to enhance shareholder value soon. 4. Mergers and acquisitions: Though the company has been actively evaluating M&A opportunities in the US and Europe, yet it has not finalized a deal as yet. They intend to acquire companies with strong technology, network services orientation and a quality client base. Mr. Shiv Nadar stated that the companies that they had targeted were going through a low phase, due to which their valuations were not correct. So the company could not go forward with their acquisition plans.

5. areas. 6. Stack.

The company has invested $13 million in technology funds and other related The non-linear model can lead to better scalability through the creation of "soft

cores" such as the Bluetooth soft core, Modem software, 12C Software and Bluetooth

Emphasis on quality revenue mix through the following : 1. 2. 3. 4. 5. 6. 7. Increased contribution from high value and high margin services- however it 72 per cent of the company's revenue's come from technology development The company has a de-risked business model. The top 5, top 10, top 15 customers contribute 23 per cent, 35 per cent and 46 The repeat business of the company from existing clients is of the order of 69 The total client base is of the order of 286 as of September 30, 2000. The company's offshore revenues are growing at a CAGR of 71 per cent for

must be noted here that revenue growth this time is lower than the last time. services, software product engineering and networking services.

per cent of revenues respectively. per cent.

1999-00.

Emphasis on earnings led growth : 1. The company has been focusing on moving up the value chain, due to which

the bill rate has increased both for offshore centric (11.4 per cent) and onsite services (10.9 per cent) over Q1 last year. 2. 3. Average revenue per employee during Q1 2001 has also increased to Rs. 3.2 Margins of the company have also improved. million per annum and gross profit per employee has also gone up to Rs. 1.5 million.

SWOT ANALYSIS : Strengths World renowned customers Fully trained scientific staffs Central work flow system. Experiences in communication system Comprehensive pre press services under one roof.

Weaknesses The lack of a universal publishing formats could deter some readers.every reader device has its own platform and often requires buyers to have an account,a particular operating system and specific software. The consumers may have to buy multiple ereaders to buy books from different publishers Opportunities: Once the format issues are sorted out,ereaders can revitalize the publishing industry by getting non readers engaged. For avid readers they are more convenient than trips to library or book store and they dont want to late fees and lost book fines

Threats: Increasing epublishing iindustry will lead to reduction in profits. Losing focus in competitors. Risk that the services offers will be copied by the competitors.

CHAPTER VI FINDINGS, SUGGESTIONS &CONCLUSION

6.1 FINDINGS

Provident Fund: As per the statutory guidelines, the employee is required to contribute a percentage of his basic salary and DA to a common fund. The employer for this fund contributes as well. The

employee can use the amount deposited in this fund for various personal purposes such as purchase of a new house, marriage etc.

Gratuity: Gratuity is one of the retrial benefits given to the employee in which the employer every year contributes a particular amount. The fund created can be used by the employee for the purpose of long-term investment in various things such as a house etc.

Group Medical claim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months

Personal Accident Insurance Scheme: This scheme is to provide adequate insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. It is applicable to all the employees of JFWTC and covers total / partial disablement / death due to accident and due to accidents.

Subsidized Food and Transportation: The organizations provide transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized.

Company Leased Accommodation: Some of the companies provide shared accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance.

Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities.

Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the

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

Cellular Phone / Laptop: Cellular phone and / or Laptop is provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset.

Personal Health Care (Regular medical check-ups): Some of the BPO'S provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year.

Loans: Many BPO companies provides loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are also provided with financial assistance at the time of their wedding. And, The new recruits are provided with interest free loans to assist them in their initial settlement at the work location.

Educational Benefits: Many BPO companies have this policy to develop the personality and knowledge level of their employees and hence reimburses the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools.

Performance based incentives: In many BPO companies they have plans for , performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary.

Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program

Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by

balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance

Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges.

Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/- based on their level in the organization. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization.

Paid Days Off Maternity Leave Employee Stock Option Plan

6.2 SUGGESTION
When there are so many benefits associated with BPO industry.when there are so many privileges for the BPO employees than what makes them to change the company/industry?? Is it only MONEY that matters or anything else as well?? Here are some of the reasons for a BPO professional to change his/her job. 1. No growth opportunity/lack of promotion 2. For higher Salary 3. For Higher education 4. Misguidance by the company 5. Policies and procedures are not conducive 6. No personal life

7. Physical strains 8. Uneasy relationship with peers or managers What they have to say? 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 ratelet me share with you the opinion of the real gurus of the industry. Training is a very important aspect of the ITES-BPO industry 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" 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."

6.3 CONCLUSION The researcher has studied the complete overview of Scientific Publishing Services pvt ltd, at Chennai for the past four months. A happy healthy employee will positively contribute to the organization goal.

Company that provides lot of benefits to the employee will retain the exiting people in the organization attracts new talents for the organization, and looking forward to create many new clients in future. Hereby I conclude from my research that the growth level of I5 is extra ordering in kpo services and Im happy to know more about the process of the company.

6.4 SCOPE FOR FUTUREE WORK


Inspite of all these benefits, the attrition rate in BPO industry is very high, why? What is the reason for an employee to leave? These and many more are the questions that need immediate attention from the industrial gurus. Why people prefer to join BPO's? In general a person with any graduation can join any of the BPO. Some BPO's like to take people with MBA but then again the specialization are of an individual hardly makes any difference. Again, this is the industry; where there is no reference checks and very often people don't even specify there exact age. Lets me share with you some of the reasons as why people prefer to join a BPO: 1. 2. 3. 4. 5. 6. Did not get a better job. Find nothing better to do. Education level doesn't matter Good work environment Good Benefits Flexibility of time 7. Attractive life style 8. Transport facility

BIBLIOGRAPHY

You might also like