CONTACT:
PRAKASH
Mob:
+919741410271 / +918722788493
BPO AND KPO MANAGEMENT
Section
A:
Part One:
1.
Manpower can be retained by which of the following technique:
a.
Comfort and Care
b.
Problem-Solving technique
c.
Attention
d.
Proper Training
2.
Which of the following is not a challenge to the BPO Industry?
a.
Data Security
b.
Poor Infrastructure
c.
Attrition
d.
Lack of Identity
3.
Pricing technique where a customer pays a flat rate for services is_________.
a.
Variable Pricing
b.
Unit Pricing
c.
Fixed Pricing
d.
Risk/Reward sharing
4.
A MIS report that deals in compliance related to quality and timeliness
is_________.
a.
Cash Tracker Report
b.
Senior Management Report
c.
SLA Compliance Report
d.
Production Report
5.
Off – Shoring means __________.
6.
Size, quality, labor cost etc. are categorized into which form of ITES to be
outsourced:
a.
People Attractiveness
b.
Labor Attractiveness
c.
Location Attractiveness
d.
Quality Attractiveness
7.
The risk that include errors in estimating overall time for mitigating is
a________.
a.
Data Security Risk
b.
Transition Risk
c.
Transactional Risk
d.
Loss of Control Risk
8.
Mitigating of Risk means_____________
9.
Which of the following is not a benefit derived from BPO?
a.
Improved Accountability
b.
Operational Cost Control
c.
Improved HR
d.
IPR Protection
10.
The service that comprises of areas related to the functional operations
is_______
a.
Vertical Service
b.
Horizontal Service
c.
Diagonal Service
d.
Service Focused Service
Part Two:
1.
Define the term “Emotional Intelligence”.
2.
Differentiate between BPO and KPO.
3.
Discuss in brief the Web – based Market Research process in the KPO’s.
4.
Write a short note on “Change Management”.
5.
Discuss in brief the problems faced by BPO‟s.
Section B: Caselets
Caselet 1
With
the mission that reads “To add value to our client‟s business by providing cost
– effective premium – quality customer management services and be the preferred
vendor for off shored outsourced BPO services”, Intelenet Global definitely is
set to go places. A joint venture between the mighty TATA Consultancy services
(TCS) and the strong Housing development Finance Corporation (HDFC), Intelenet
aims to deliver business processes outsourcing (BPO)solutions to organizations
in the US, UK and Canada. Intelenet‟s parentage enables it to deliver scale,
infrastructure and business continuity due to its deep financial strength. TCS
brings to Intelenet a vast and rich experience in executing and maintaining
mission – critical projects. TCS‟ prowess in technology implementation is unchallenged.
And its knowhow in domain capabilities and a strong project management is
invaluable. HDFC is a complete financial conglomerate in itself with proven
competencies in banking, insurance, mutual funds, asset management and, of
course, its core strengths, mortgage and properties. It brings to Intelenet its
experience in customer management process, back office operations and property management.
Together
TCS and HDFC provide Intelenet the tools and resources necessary or effective customer
service in the respective business domains. “Over and above all this, we get to
learn and implement the best practices in the areas of migrating expertise,
deploying technology to improve the efficiency of any project and last but not
the least, operational expertise in handling a process,” says Sushil kumar, the
proud CEO of Intelenet. “Also, the goodwill TCS has created outside India,
domain expertise (finance) from HDFC, and of course no anxieties about funding
requirements etc, are some other advantages of belonging to such strong
parents. Ours is a domain-led organization, thanks to our strong parents, that allows
us to stand apart,” he adds. “Intelenet‟s ability to offer an end-to-end
service – from a basic service to complex task that involves decision making in
its main marketing pitch.”
Contract Centre Operation
The
contract centre is the most vital part of the company with almost 70 percent of
the staff engaged in this activity. Intelenet caters to several clients from
the UK and the USA. Currently, call centre operations are in the areas of
banking & finance, insurance, telecommunications, hospitality, retail and travel.
The 4,000 – odd people take almost 5,00,000 to 5,50,,000 calls a day on average
making it close to 20 to 180 calls per person per day. A simple order call can
take anything between 165 and 240 seconds while a technical process call takes
as high as 10 minutes, while a service level agreement call takes around 9
minutes, according to Shyam Krishnan, Head of Operations. It is important to
perform equally well in each call; since each call is broadly of the same
nature, monotony creeps into the job and the fact the CSAs are constantly
bombarded with calls one after the other makes the job highly stressful.
Intelenet‟s infrastructure, employee appreciation programme, rewards and
certificates signed by CEO himself, Hall of fame nomination for deserving
employees etc are some of the activities conducted regularly to de-stress CSAs
and keep their motivation level high. Intelenet has implemented process
re-engineering tools and techniques for high efficiency. The advantages are
two- fold: one, the CSA gets a breather for a second that can be used to sip
water etc and, two; the CSA does not have to repeat the greeting to everybody
thus reducing some of the monotony of the job. This has been a formidable
achievement for Intelenet.
Training
Training
is the most important part of a call centre operation, and given the scale,
attrition and ramp-up plans most of the companies have there are 600 to 650
people under training at any given point in time, says Sheldon D‟Souza, head of
Training at Intelenet. Training is usually a 45- day programme with some minor
variations due to nature of process-based training. Training begins with a
strong focus on interpersonal and English-language skills, i.e., the science of
language. Trainees are taught to „think in English and then speak in English”
as most Indians are used to thinking in their native language and then speaking
in English. This creates some obvious problems, which have to be addressed in
the first part of the training programme.
The
next level is customer service training, which mostly involves culture
training, rules of courtesy, politeness and friendliness, sensitization
programme – to culture, to individualism, need for privacy etc. Intelenet
believes that history, geography and economy effect culture and hence has
introduced a session called „Cause and Effect Analysis Culture‟ in all its
training programmes. This is absolutely unique in the BPO industry. This is
followed by a programme called „Com feel America‟. This consists of an
introduction to the basic culture, heritage, mannerisms, style of talking,
compulsions, religious affiliations and sentiments etc of Americans from the
East Coast, the West Coast and Central America. The second level lasts 120
hours.
Level
three is process-based training that focuses on the actual process that the
trainees will handle after completion, like insurance, credit cards, and
telecom etc. Simulation techniques, actual customer calls for testing etc. are
some of the tools used for this level of training. How long this takes depends
on the depth of the process – i.e., a simple outbound process can take up to
five days while an inbound transaction – oriented process can require up to 20
days of training.
Then
starts the on-the-job training (OJT), which is exposure to actual work. They
listen to live calls and then start taking calls themselves. OJT involves low
quantity but high supervision. The OJT programme is also used to plot the
learning curve of the trainee and hence the success, flaws, issues with the training
programme. At every stage of the OJT, there is detailed feedback about the
training programme – i.e., what are the improvement areas, where changes are
required etc. Correlation studies are conducted between the high scores in
training versus high scores in operations. All of this is to improve upon the
training system. Throughout the training programme, teamwork is emphasized and
a culture for working in teams is instilled into the trainees. A salary is paid
throughout the training programme at Intelenet. Trainees, on the successful
completion of OJT, join as Customer Service Associates.
Human Resource Management
Human
Resource Management is the backbone of any company, especially of a BPO unit
due to the youthful profile of its employees. And to top of it, the nature of
work is highly stressful – not just the job itself, which involves handling
customers diligently and caringly, but the erratic hours of work can also take
its toll on the motivation of employees. Employees need to know that they are
important for the organization and Intelenet‟s „people first‟ policy focuses on
just that. An example of this policy is the commissioning of gallops agency to
conduct a free and fair survey of Intelenet‟s employees – the problems they
face and the issues that bothered them across 12 questions. The recommendations
of the gallops survey were translated into an action plan.
„Work
hard, Play Hard‟ is the motto and programmes are arranged to create the fun
element that not only destresses CSAs but motivates them. In the second week of
January (2004) Intelenet organized „Employee Appreciation Week‟. Employee
appreciation is a core value building process. The activities included in the
week-long programme were: indoor fun cricket matches, a „Mr. and Ms. Intelenet‟
awards night, daily themes and many other interactive sessions, including a
raffle to support a charity of Intelenet‟s choice. The various motivational
programs include „Best Employee Award‟, Hall of Fame nomination, on-the-spot
prizes etc.
Trends and Future
The
benefits of outsourcing are so immense and the companies are already realizing
the cost benefits without any compromise on quality or time. This makes this
wave unstoppable. Resistance from managers dies down the moment they are
convinced of the potential benefits of outsourcing. This makes future bright
and an opportunity to have a long-term career prospects for aspirants in this industry.
Questions:
1.
Discuss about the various training programmes offered by Intelenet Global
Company.
2.
Write a short note on:
·
Contract Centre
Operation
·
Human Resource
Management
Caselet 2
Introduction
Hinduja
TMT (HTMT) is the flagship company of the multibillion-dollar Hinduja group
with offices in the US and UK and delivery centres in India and the
Philippines. HTMT is a SEI CMM level 4 company and is ranked at no. 8among the
400-odd BPO providers in India (Source: Nasscom) HTMT has also been ranked the
no.2 healthcare BPO provider in India for employee satisfaction (Source: Dataquest).
HTMT claims to be the country‟s first convergence corporation; its vision is to
become a „scale player‟ and leader in its core information technology business
by leveraging the strength of its customer base, breadth and depth of its
service lines and management bandwidth. The Hinduja Group provides a wide range
of products and services in over 50 countries and has over 25000 people working
for them worldwide.
The
group‟s activities are divided into three core areas:
·
International trading
·
Investment banking
·
Global investment
With
interests in technology, media and telecom, HTMT has the capacity to offer
high-quality, costeffective, end-to-end solutions or breadth of experience
across multiply technology platforms and verticals to enhance the business of
its customer worldwide. This is because of the remarkable advances it has
achieved in modularity through subsidiaries in media and telecommunications,
which are designed to function independently and yet to work together as a
whole, coalescing technology.
BPO Arm HTMT
HTMT
is a one-stop outsourcing company that can provide IT services and BPO/contact
centre services to customer all under one roof. HTMT‟s IT services provides
application development & maintenance, legacy migration services,
engineering design services and SAP implementation services. These services are
complemented by HTMT‟s BPO services in the area of back office processing –
claims processing, technical help desk support, contact centre services,
payroll processing, accounts receivable and accounts payable services. HTMT
offers BPO services for the following domains: insurance, banking &
finance, manufacturing, telecom, FMGC and customer durables.
Disaster Recovery Centre
HTMT
has three centers spread over multiply locations in Bangalore, Mumbai, and
Philippines to ensure business continuity. “We realized that India and
Philippines can complement each other‟s strengths – India for its non-voice
based capability and the Philippines for its voice-based capability. We entered
into a marketing tie-up with a company in the Philippines to get a foothold
there and later decided to acquire the company,” says R. Mohan, president &
CEO of HTMT‟s IT Division. HTMT has exhaustive documentation defining the
processes and procedures to be adopted in case of relocation due to a disaster
or business interruption. This documentation is part of the quality manual
designed by KPMG for ISO 9001:2000. Being an ISO 9000:2000 certified company;
the same can be shared with the client on request.
Activities
Insurance Claiming Process
Outsourcing
of insurance claims processing to India and other low- cost destinations is a
rapidly growing segment. Some large insurance companies have started captive
centers in India to take advantage of the cost containment option that India
offers while some have preferred to outsource the work to a third-party BPO
service provider. HTMT is by far the largest player in the area of insurance claims
processing in India and is currently working for two Fortune 250 American
insurance companies. More than 1,000 people are working in this activity and it
is likely to scale up and double the current strength in the near future.
Currently
HTMT processes claims in the following areas:
·
Traditional dental
& medical
·
Health maintenance
organization (HMO)
·
Coordination of
Benefits (COB).
·
Claim resolution
processing (CRP)
·
Over payment recovery
(OPR)
·
Paper referral
processing (PRP)
·
Private provider
organization (PPO)
·
Claims audit
·
Worker‟s compensation
·
Automobiles
·
Property
·
Liability
More
than 85,000 claims are processed in a single day. The process involves eight
stages and the training programme lasts for almost one year.
Contact Centre Operation
HTMT‟s
contact centre activity began in 1996 and since then it is growing from
strength to strength. Currently working with US/UK customers in the telecom,
consumer durables, financial services and FMCG areas, it provides services like
customer care, provisioning, marketing, technical testing, order administration,
telemarketing, product recall and directory enquiries. With about 1,400 plus
agents, this activity is likely to double in the near future. Future Plans
HTMT‟s
future plans for the IT business are:
·
Leverage strong domain
expertise in insurance and telecom to grow the existing BPO and call centre
business.
·
Enter the European
market for BPO Business.
·
Focus on continuous
high-quality execution of current contracts for higher ramp-ups.
·
Move up the value chain
in the BPO business by tapping synergistic opportunities like highend call
centre business from the same client.
·
Enter new markets and
leverage strong discrete manufacturing expertise for software development and
maintenance business.
·
Graduate from
conventional and collaborative outsourcing to transformational outsourcing.
·
Inorganic growth in IT
services/IT- enabled services will also be a key growth strategy in the future.
Questions:
1.
Discuss about the various activities performed by Hinduja TMT.
2.
Write a short note on:
·
Disaster Recovery
Centre
·
BPO Arm in Hinduja TMT
Section C: Applied Theory
1.
Discuss the different strategies that are adopted by the BPO’s to control their
Attrition.
2.
What are the Pros and Cons of BPO?
3.
Write a note on the SWOT Analysis of Indian BPO Industry.
CONTACT:
PRAKASH
Mob:
+919741410271 / +918722788493
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