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Introduction

1.1 Introduction of the topic

BPO! One reads the word and myriad of well-groomed youth on calls, fast money, and phenomenal lifestyles seem to flash the mind in a jiffy. Thats just the start. One reads itagain, contemplates over it, dives into the unveiled afflictions, and gives it a second thoughtand a completely differing depiction lazes the mind. Lopsided working hours, unimaginableattrition rate, stress and burnout exhibit its ugly side. No matter how the seesaw balances

between the pros and cons, the fact remains conspicuous, loud and unchanged. BPO,Business Process Outsourcing, is the mantra of employment the buzz of present, and the

promise of future! The last decade saw an upheaval in the growth and development of theIndian economy, which was accompanied by the revolution in the technological front and aradical change in the way businesses were done. Instead of being the jack of all trades, thesmart organizations have now redefined the way of working and now aim at being the masterof their core business. Outsourcing the non-core processes in order to concentrate on the coreones is how the companies prefer to work now. BPO has become the obvious strategic choiceof the companies looking at the visible profits of cost reduction while improving the qualityof service, increasing shareholder value etc. (Shah and Sharma 2006). With the whirlpool ofopportunities the Indian Business Process Outsourcing sector seems to be on a happy ride. Ithas emerged rapidly, and its exports have grown from $565 million in 2000 to about $7.3

billion in 2005 (Budhwar et al. 2006).

Attrition in BPOs has terrible effects on the organization. The high attrition costs increasesthe costs to the organization considerably. They have to combat the amount of disruption dueto unplanned exits. The more the people leave an organization, the more it is a drain on thecompanys resources like recruitment expenses, training and orientation resources and thetime. The high attrition rate also affects the productivity of the organization. Therefore, it isextremely important to curb attrition not only for an individual firm but also for the industryas a whole. Many researchers have worked enormously on the BPO sector, citing itschallenges, issues, and opportunities in and around employee performance, employeesatisfaction, employee turnover etc.

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EMPLOYEE ATTRITION

Defining attrition: "A reduction in the number of employees through retirement, resignation

or death".Defining Attrition rate: "The rate of shrinkage in size or number"HIGH ATTRITION RATE: A Big Challenge

Introduction: In the best of worlds, employees would love their jobs, like their coworkers,work hard for their employers, get paid well for their work, have ample chances foradvancement, and flexible schedules so they could attend to personal or family needs whennecessary. And never leave.

But then there's the real world. And in the real world, employees, do leave, either because

they want more money, hate the working conditions, hate their coworkers, want a change, or because their spouse gets a dream job in another state. So, what does that entire turnovercost? And what employees are likely to have the highest turnover? Who is likely to stay thelongest?

The toughest concern for an HR manager is however the high attrition rate.

In India, the average attrition rate in the BPO sector is approximately 30-35 percent. It is truethat this is far less than the prevalent attrition rate in the US market (around 70 percent), butthe challenge continues to be greater considering the recent growth of the industry in the

country. The US BPO sector is estimated to be somewhere around three decades old. Keepinglow attrition levels is a major challenge as the demand outstrips the supply of good agents bya big margin. Further, the salary growth plan for each employee is not well defined. All thisonly encourages poaching by other companies who can offer a higher salary.

The much hyped "work for fun" tag normally associated with the industry has in fact backfired, as many individuals (mostly fresh graduates), take it as a pas-time job. Once they join the sector and understand its requirements, they are taken aback by the long workinghours and later monotony of the job starts setting in . This is the reason for the high attritionrate as many individuals are not able to take the pressures of work.

The toughness of the job and timings is not adequately conveyed. Besides the induction and project training, not much investment has been done to evolve a "continuous training program" for the agents. Motivational training is still to evolve in this industry . But, in allthis, it is the HR manager who is expected to straighten things out and help individuals adjustto the real world. I believe that the new entrant needs to be made aware of the realisticsituation from day-one itself, with the training session conducted in the nights, so that theyget accustomed to things right at the beginning.

The high percentage of females in the workforce (constituting 30-35 percent of the total),

adds to the high attrition rate. Most women leave their job either after marriage or because of

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social pressures caused by irregular working hours in the industry. All this translates intohuge losses for the company, which invests a lot of money in training them.

If a person leaves after the training it costs the company about Rs 60,000. For a 300-seatercall centre facing the normal 30 percent attrition, this translates into Rs 60 lakh per annum.Many experts are of believe that all these challenges can turn out to be a real dampener in thegrowth of this industry. This only raises the responsibility of "finding the right candidate" and

building a "conductive work environment", which will be beneficial for the organization. Theneed is for those individuals who can make a career out of this.

All this has induced the companies to take necessary steps, both internally and externally.Internally most HR managers are busy putting in efforts on the development of theiremployees, building innovative retention and motivational schemes (which was more moneyoriented so far) and making the environment livelier. Outside, the focus is on creatingawareness through seminars and going to campuses for recruitment.

Major Worries for the Industry

Reckless Start-ups- a vast majority of the 310 start-ups are headed for a dead-end(according to Nasscom). Their capacity utilization is less than one of the three shifts.Many of these companies that converted their empty basements and warehousesinto BPO units or firms with $10 million-20 million VC funds that ran out of cashwithout creating anything more than white elephants. They have driven down pricesto grab business, but have failed to deliver. They were always clueless about people,

processes or technologies- the three key elements of the BPO business.

Poor Infrastructure- the industry has more to worry about than just reckless start-ups.Primary among those is infrastructure. While telecom networks are state of the art,getting a connection still takes up to three months. Unreliable power supply is forcingunits to create their own back-ups. Roads are bad and airports are in dire need ofrepairs and upgrades.

High Attrition-another major problem is the high attrition and growth aspirations ofthe workforce. At least 60,000 of the 171,000 workforce change jobs every year.About 80% of them look for better leaders. Team leaders want to upgrade tosupervisors, quality professionals or operations heads. The HR problem threatens tosoon become grave. Good agents are becoming hard to find and with tardyinfrastructure, big moves to the much talked about smaller towns will take longer.This means costs will rise making it difficult for small VC-funded companies tosurvive.

Attrition rates US 42%Australia 29%Europe 24%

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India 18%Global Average 24%

* Source-Times News New York

Components to be taken into consideration, while calculating attrition rate:

HR professionals are requested not to drive their own formulas to calculate attrition rate. Interms of numbers, attrition rate means:

Total Number of Resigns per month (Whether voluntary or forced) divided by (Total Numberof employees at the beginning of the month plus total number of new joiners minus totalnumber of resignations) multiplied by 100.

If calculating in monetary terms, it includes the following:

Costs Due to a Person Leaving

Calculate the cost of the person(s) who fills in while the position is vacant. Calculatethe cost of lost productivity at a minimum of 50% of the person's compensation and

benefits cost for each week the position is vacant, even if there are people performingthe work. Calculate the lost productivity at 100% if the position is completely vacantfor any period of time.

Calculate the cost of conducting an exit interview to include the time of the personconducting the interview, the time of the person leaving; the administrative costs of

stopping payroll, benefit deductions, benefit enrollments.

Calculate the cost of the manager who has to understand what work remains, and howto cover that work until a replacement is found.

Calculate the cost of training your company has invested in this employee who isleaving.

Calculate the impact on departmental productivity because the person is leaving. Whowill pick up the work, whose work will suffer, what departmental deadlines will not

be met or delivered late.

Calculate the cost of lost knowledge, skills and contacts that the person who is leavingis taking with them out of your door. Use a formula of 50% of the person's annualsalary for one year of service, increasing each year of service by 10%.

Subtract the cost of the person who is leaving for the amount of time the position isvacant.

Recruitment Costs

The cost of advertisements; agency costs; employee referral costs; internet postingcosts.

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The cost of the internal recruiter's time to understand the position requirements,develop and implement a sourcing strategy, review candidates backgrounds, preparefor interviews, conduct interviews, prepare candidate assessments, conduct referencechecks, make the employment offer and notify unsuccessful candidates. This can

range from a minimum of 30 hours to over 100 hours per position. Calculate the cost of the various candidate pre-employment tests to help assess

candidates' skills, abilities, aptitude, attitude, values and behaviors.

Training Costs

Calculate the cost of orientation in terms of the new person's salary and the cost of the person who conducts the orientation. Also include the cost of orientation materials.

Calculate the cost of departmental training as the actual development and delivery

cost plus the cost of the salary of the new employee. Note that the cost will besignificantly higher for some positions such as sales representatives and call centeragents who require 4 - 6 weeks or more of classroom training.

Calculate the cost of the person(s) who conduct the training.

Calculate the cost of various training materials needed including company or productmanuals, computer or other technology equipment used in the delivery of training.

Lost Productivity Costs

As the new employee is learning the new job, the company policies and practices, etc. theyare not fully productive. Use the following guidelines to calculate the cost of this lost

productivity:

Upon completion of whatever training is provided, the employee is contributing at a25% productivity level for the first 2 - 4 weeks. The cost therefore is 75% of the newemploy ees full salary during that time period.

During weeks 5 - 12, the employee is contributing at a 50% productivity level. Thecost is therefore 50% of full salary during that time period.

During weeks 13 - 20, the employee is contributing at a 75% productivity level. Thecost is therefore 25% of full salary during that time period.

Calculate the cost of mistakes the new employee makes during this elongatedindoctrination period.

New Hire Costs

Calculate the cost of bring the new person on board including the cost to put the person on the payroll, establish computer and security passwords and identification

cards, telephone hookups, cost of establishing email accounts, or leasing otherequipment such as cell phones, automobiles.

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Calculate the cost of a manager's time spent developing trust and building confidencein the new employee's work.

Lost Sales Costs

Calculate the revenue per employee by dividing total company revenue by the averagenumber of employees in a given year. Whether an employee contributes directly orindirectly to the generation of revenue, their purpose is to provide some defined set ofresponsibilities that are necessary to the generation of revenue. Calculate the lostrevenue by multiplying the number of weeks the position is vacant by the averageweekly revenue per employee.

It is clear that there are massive costs associated with attrition or turnover and, while some ofthese are not visible to the management reporting or budget system, they are none the lessreal. The 'rule of thumb' appears to be very inaccurate indeed and, while it depends upon the

category of staff, it is probably better to estimate around 80% of salary as a truer rule ofthumb - and this will be on the conservative side.What does this mean? Well it means that if a company has 100 people doing a certain job

paid 25,000 and that turnover or attrition is running at 10%, the cost of attrition is:

(Total staff x attrition rate %) x (annual salary x 80%)

100 staff at 10% attrition means 10 people leave and are replaced each year.

A replacement cost of 80% of a salary of 25,000 means the cost of each replacement

is 20,000.

The cost of turnover is therefore 10 x 20,000 or 200,000 a year.

The on cost to the overall salary bill is 8%.

(Saving 8% of salary costs would make the average HR manager a hero.)

Benefits of Attrition

Attrition is not bad always if it happens in a controlled manner. Some attrition is alwaysdesirable and necessary for organizational growth and development. The only concern is howorganizations differentiate good attrition from bad attrition. The term healthy attritionor good attrition signifies the importance of less productive employees voluntarily leavingthe organization. This means if the ones who have left fall in the category of low performers,the attrition in considered being healthy.

There is also a flip side to the situation the fact that good attrition is a pointer to the failureof the existing system and processes in the organization in hiring the right employee,

grooming and training him to be a productive worker. NR Ganti, Chairman and ManagingDirector, SQL Star International, asserted that any attrition in any form is bad for an

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organization. It means that a wrong choice was made at the beginning, he pointed out. Theonly plus point is that the realization has initiated action that will lead to cutting loss.

Attrition rates are considered to be beneficial in some ways:

If all employees stay in the same organization for a very long time, most of them will be at the top of their pay scale which will result in excessive manpower costs.

When certain employees leave, whose continuation of service would have negativelyimpacted productivity and profitability of the company, the company is benefited.

New employees bring new ideas, approaches, abilities & attitudes which can keep theorganization from becoming stagnant.

There are also some people in the organization who have a negative and demoralizinginfluence on the work culture and team spirit. This, in the long-term, is detrimental toorganizational health.

Desirable attrition also includes termination of employees with whom theorganization does not want to continue a relationship. It benefits the organization inthe following ways:

It removes bottleneck in the progress of the company

It creates space for the entry of new talents

It assists in evolving high performance teams

There are people who are not able to balance their performance as per expectations,lack potential for future or need disciplinary action. Furthermore, as the rewards arelimited, business pressures do not allow the management to over-reward the

performers, but when undesirable employees leave the company, the good employeescan be given the share that they deserve.

Some companies believe attrition in any form is bad for an organization for it means that awrong choice was made at the beginning while recruiting. Even good attrition indicates lossas recruitment is a time consuming and costly affair. The only positive point is that therealization has initiated action that will lead to cutting loss.

Impact of attrition

Direct Impact: A high attrition indicates the failure on the companys ability to set effectiveHR priorities. Clients and business get affected and the companys internal strengths andweaknesses get highlighted. New hires need to be constantly added, further costs in trainingthem, getting them aligned to the company culture, etc., all a challenge.

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Indirect impact: Difficulty in the company retaining remaining employees and to whatextent? Problem for the company in attracting potential employees. Typically, high attritionalso leads to a chronic or systemic cycle attrition brings decreased productivity, peopleleave causing others to work harder and this contributes to more attrition. All this has a

significant impact on the companys strength in managing their busine ss in a competitiveenvironment.

The Attrition Problem

According to NASSCOM data, the attrition rate for voice- based BPOs is around 55 -60 percent and 15-20 per cent for the non-voice based processes. The attrition rates and theretention have become the major threat and the biggest challenge for the human resource

professionals of the sector. In fact, the outsourcing industry is expected to face a shortage of

2,62,000 professionals by 2012. The human resource professionals of the BPO sector arefocusing their strategies on tackling the disruption caused due to the shortage of the skilledmanpower as well as the unplanned or the undesired exists.

The top reasons for employees to leave a BPO company are:

Monotonous work (repetitive nature of work and the average number of calls)

Physical strains because of long and odd working hours

No growth opportunity/lack of promotion

For higher Salary

For Higher education

No personal life

Problems with peers and managers

Policies and procedures

Conducive work culture or environment Handling abusive calls

The high attrition costs increases the costs to the organization considerably. They have tocombat the amount of disruption due to unplanned exits. The more the people leave anorganization, the more it is a drain on th e companys resources like recruitment expenses,training and orientation resources and the time. The high attrition rate also affects the

productivity of the organization. The attrition cost has been estimated to be as high as 76 percent of the annual salary costs for the low-end BPOs. The voice-based processes, which are

facing an attrition rate of 60 per cent, are incurring the attrition costs of 27 per cent of thetotal operating costs.

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The high attrition costs the BPO industry a huge amount of loss in terms of the expenses andthe losses incurred on recruitment process, the training and development of the hired. In theyear 2004-05, such expenses amounted to a loss of Rs. 300 crore and a total loss of 25 % ofthe annual revenue to the Indian BPO industry. Also, the retention strategies like providing

higher education opportunities to the employees, creating growth opportunities for employeesadd to the burden of costs to the company.

Anot her problem being faced by the BPO industry is Poaching. Poaching refers to takingaway the experienced professionals by competitors by offering them better salary, benefitsthan t than the competitor. With the already saturated market for the talented professionals,

poaching is becoming a common practice by the organizations. All these people costs areweakening the position of India as the low-cost destination in the worldwide BPO industry.

Another point of view explaining the high attrition rates in the BPO industry comes from the psychologists who argue that physical strains like sleep disorders, depression, odd workingshifts, learning foreign accents, constantly handling abusive calls and high stress levels arealso the major reasons of the high attrition rates in the BPO industry. There are also pressuresfrom the society for not allowing the youngsters to work in night shifts. This also discouragesthe youngsters from joining the BPO industry.

Analyzing the impact

Productivity and profitability are both impacted, either negatively and positively, accordingto the type of attrition. Even good attrition is indicative of loss as recruitment is a timeconsuming and costly affair. It is tantamount to investment that has gone astray. Having saidthat, good attrition minimizes the adverse impact on business while bad attrition accentuatesthe loss, stated Nair. The cost of hiring is sometimes not less than two to three times thesalary of the employee.

The impact on work progress is tremendous, particularly if a project is underway and one ofthe key people leaves. It leads to dip in entire organizational efficiency, and a lot depends onhow it is able to cover the setback, pointed out Rao.

Organizations should execute top of the line retention policies in the right earnest andconsistency.

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1.2 ABOUT THE BPO INDUSTRY

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 EnabledServices (ITES) industry.

The Indian business process outsourcing industry, roughly around 4-5 years old, is growing ata phenomenal pace. The number of BPO companies in Indian cities has mushroomed from ahandful a few years ago to about 500 in 2004. The size of the Indian BPO market is likely to

be around $9-12 billion by 2006 and will employ around 400,000 people (ICRA, Indian BPOindustry report). For a fresh college graduate, a call centre job pays about 2.5 times as muchas other job openings. And the boom shows all signs of continuing considering that the cost

per transaction in India is estimated to be the lowest at 29 cents compared to 52 cents inChina.

Even after displaying impressive statistics about the growth and future, the BPO industry inIndia is bleeding with heavy attrition. According to several recruitment firms in the country,attrition in the ITES (IT enabled services)-BPO industry is close to 35-40 %. The worse newsis that, this is only the reported figures and the actual figures are much higher and can be ashigh as 80% annually. Nasscom in a report said the outsourcing industry was expected to facea shortage of 262,000 professionals by 2012. This impediment is likely to affect the industryseverely in the long run by creating a man power shortage as well as bringing up the cost

arbitrage on which the Indian industry is playing at the moment.Attrition cannot be blindly classified with a negative connotation. A healthy attrition rate inany industry is necessary for new ideas and innovation to flow in as well as to facilitate theoverall growth of the industry in terms of knowledge sharing. But after a particular level thesame boon becomes a bane.

Recruiters explain that the high attrition rates significantly increase the investments that aremade on the employees. The problem of losing funds in employee acquisition is more

prominent in the high-end BPO segment. Companies invest a lot of time and money in

training a candidate for the first four months. But these investments do not always getconverted into actual profits. In case of the BPO industry, each agent level recruitmentroughly costs the company Rs. 5000/-. This is the amount which a company needs to pay the

job recruitment agency. Other than the direct cost, an associated cost of training andadministrative service is also involved. Each agent works is non-productive or partly

productive in the organization for nearly the first 2-3 months. Hence an employee leaving theorganization within the first 6 months is a bad investment for the company. Also, as statedearlier the cost of attrition in the industry is 1.5 times the annual salary.

However, there is another perspective for attrition which is specific to the BPO industry in

India. India at the moment is working on low end Business Processes which do not requirequite a lot of amount of high skills. The reason for India's success has been primarily the low

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cost, high quality labor which India provides. Compared to other competitors such asPhilippines, South Africa, Ireland; India is the only country where we have a balance betweenthe cost involved and the quality provided till now. For Indian companies to remainsuccessful in future they would have to keep the cost low. Since the tasks performed by an

agent are pretty standard and does not require added skills, there is no benefit in retaining ahighly experienced employee. At the floor level operation, a non-experienced candidate couldwork with the same efficiency of a 2-3 year experienced employee after minimal training.Hence the industry players consider the present attrition as a positive attrition which isserving the industry by keeping the cost low.

CAUSES

Attrition in the BPO industry is twofold. One part of the attrition is where the employeeleaves the industry entirely. The other section of attrition is where the employee joins anotherfirm in the industry. Both the sections have separate reasons which need to be identified.

The primary reason for people leaving the industry is due to the cause that the industry isviewed as a gap filler occupation. There seems to be a flaw in the way the industry isstructured. The industry has been mainly dependent on youngsters who are taking out time towork, making money in the process also while thinking of career alternatives. Hence for thisgroup BPO is never a long term career but only as a part time job. The easy availability ofBPO jobs is only a source of easy money till the time there is no other source of funding.Also the unfriendly working conditions, late night work shifts, high tension jobs acts as adeterrent for people to stick to this industry for long time. In addition, the BPO jobs are not

being taken with a positive spirit by the society on a large. Research says that nearly 50 percent of those who quit leave the industry.Regarding the attrition between firms, the chiefcause is the unavailability of resources in the job market causing a great demand compared tothe supply available. Presently there is no certified institute providing BPO specific trainingand education. The scarce resource in the market leads to wide scale poaching and headhunting amongst the competitors for the common pool. Due to the immaturity prevalent inthe industry, the industry also has not witnessed mature HR processes such as Work force

planning being implemented by the firms. Usually new projects in the BPO industry, requiresa transition stage to be implemented within a short time. The lack of preplanned recruitmentleaves the firms with no option but to fulfill their immediate requirement by poachingresources working on similar projects in other firms.

Atttrition in Indian BPO industry

What is the biggest challenge for the BPO industry in India today? Well, it is a no brainer:Attrition!

The business process outsourcing (BPO) industry in the country which is expected to employaround one million people by 2008 is facing the challenge of finding quality human resourcesgiven the current attrition rate of around 50 percent.

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Analysts say attrition rates vary by 20%-40% in some firms, while the top ones averages atleast 15%. Nasscom in a report said the outsourcing industry was expected to face a shortageof 262,000 professionals by 2012.The size of the Indian BPO market is likely to be around$9-12 billion by 2006 and will employ around 400,000 people, ICRA said in its Indian BPO

industry report.

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1.3 Organizati ons Profile

IBM Daksh India is one of the most important business process outsourcing companies inIndia. It has been playing a significant role in the process transformation and managementsections of one of the leading IT firms of the world, IBM since 2004

Fig 1.1 Logo of IBM

In April 2004, IBM Corporation acquired Daksh e-Services to form IBM Daksh. Today, IBMDaksh India serves as the global destination for managing business processes for all clients ofIBM. In India, there are 14 service delivery centers of IBM Daksh India, spread across the

major cities of New Delhi, Bangalore, Mumbai, Pune, Kolkata, and Chandigarh. There aretwo other global service delivery centers of IBM Daksh India in Manila and Philippines.There are more than 20,000 employees associated with the company.

The name of IBM-Daksh have now been changed to IBM- Global Process Services, is anintegral part of the companys Globally Integrated Enterprise model. The new name reflectsIBM's position as a leading global provider of innovative business process services for clientsseeking to cut costs, improve operation efficiency and take advantage of the opportunities inthe global economy.

A report published by the Yankee group stated that in the US, '67% of online transactionswere being abandoned due to inadequate customer support'. And with this, an idea was born.The year - July 1999. In no time, the entrepreneurial drive and the realization of opportunitywithin India became the two most important factors towards the inception of what would bethe largest BPO service provider in India - IBM Global Process Services. A core team of 4members sprung into immediate action to put together a sturdy business plan which got themtheir first client and the first round of funding.It was not a company that was created but a whole new enterprise, a potentially new industrythat had no history and no business model to follow. All it had was sound leadership, afocused vision and an undying passion.

IBM Global Process Services now stands for: A leading Continuous 'BPO' player. A strong platform of corporate governance. A critical growth engine for IBMs BPO business and an integral part of IBM global

service delivery network .

The winner of multiple globally recognized awards in the domain of employee andcustomer satisfaction.

A strong platform of quality built around Six Sigma and COPC across the enterprise. 14 service delivery locations spread across 9 cities in India and Philippines. A profitable organization since inception.

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2010 milestones

IBM Global Process Services completes a decade of operations Emerges #1 ITeS company in Business Today - Indicus - PeopleStrong Survey of

India's Best Employers

IBM Global Process Services's Voice of Customer Analytics (VOCA) service a JointRunner-Up in the Process (Internal) Innovation category of the NASSCOMInnovation Awards 2010

Launch of regional delivery center in Cairo, Egypt.Services offered:The primary service of IBM Daksh India is to provide business process outsourcing servicesto clients across the globe. Their main clients are from industries related to insurance,

banking, financial services, e-commerce, retail, telecom, technology, travel, and hospitality.Apart from this, they also offer some value added services like -

Inbound customer service

Outbound voice-based services

Telemarketing

Invoice processing

Transaction processing

Innovative software developed:

In order to provide the best services to their fullest satisfaction, IBM Daksh India hasdeveloped certain software tools. The use of these softwares would provide world-class

performance and improvements in client servicing by the BPO. These software tools haveenhanced the growth of the business of the outsourcing firm. Some of these software toolsare:

Sensei Learning and Evaluation Tool

Performance Evaluation Grid

IBM SIMPRO

Reporting Process Automation

SPADE

Advanced Support Group

Dynamic Roster Change Management System

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Performance Within a short span of time, IBM Daksh India has succeeded in achieving a series of awards

and also gained much prestigious recognition in the business world. Some of them are:

Frost & Sullivan Contact Center Outsourcing Vendor of the Year, 2007

Most respected BPO Company in India (Businessworld magazine)

Ranked 1 among Global Outsourcing 100, in the 2007 listing of the InternationalAssociation of Outsourcing Professionals for the World's Best Outsourcing ServiceProviders.

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1.4 Objective

Staff attrition (or turnover) and absenteeism represent significant costs to most organizations.It is odd, therefore, that many organizations neither measure such costs nor have targets or

plans to reduce them. Many organizations appear to accept them as part of the cost of doing business - a sign of increasing job mobility and decreasing staff loyalty perhaps, a matter to be regretted but just 'one of those things.' They add a sum in their budgets for 'temp staff' and'recruitment' and forget about it.

However, it seems to be one of the areas in which HR can make a difference - and one thatcan be measured in quantifiable, financial terms against targets.

An attrition rate in call (or contact) centres has become legendary. Indeed, the attrition ratesin some Indian call centers now reach 80%. This is an extreme figure but the average attritionrates in Indian call centers are up around 30-40%.

The issue is not with the quality or education of the staff - and still less with the investment intechnology. It is simply attrition - people do not stay long enough to be taught or to learn the

job. Managing attrition is not just a 'nice thing to do' in Indian call centers. It is the route totheir survival.

Far from accepting attrition rates as part of the cost of doing business, it is surely somethingthat all organizations should address, and equally surely it is an area in which HR can take alead - measure attrition, seek its causes, set out solutions and target performance.

Therefore the main objectives of this report are: To understand the present level of attrition in the organization.

To identify the reasons for high attrition rate of employees.

Analyzing the impact of attrition.

To propose various retention Schemes.

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Literature Review

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Literature Review

2 Literature review

With the boat of success steaming ahead in the global markets, India has already become themost privileged destination for Business Process Outsourcing. The word which one wouldsimply lisp in the beginning of this century has become the most pronounced and sought afterterm. Generating revenues, fostering employments, elevating the living standards, an eternalinventory of opportunities simply showcase a phenomenon which is no less than therenaissance for our Indian markets. Many researchers have talked about BPOs in their works,

highlighted its capability as money making sector, showcased its doom of high employeeturnover, sketched out its strengths, weaknesses, opportunities and threats, and also chalkedout its dynamics of HR. Other researchers have extensively worked on various perceivedattitudes of employees like their satisfaction, motivation, its influence on their tenure, theirloyalty, commitment etc. This chapter deals with finding the reasons for attrition in one of thewell known organization named IBM-Daksh in the bpo industry.,and collaborates thefindings to tackle the problem of attrition.

Henry Ongori, Department of Management, University of Botswana, Botswana. .Accepted22, May 2007

Employee turnover as a term is widely used in business circles. Although several studieshave been conducted on this topic, most of the researchers focus on the causes of employeeturnover but little has been done on the examining the sources of employee turnover, effectsand advising various strategies which can be used by managers in various organisations toensure that there is employee continuity in their organisations to enhance organizationalcompetitiveness. This paper examines the sources of employee turnover, effects and forwardssome strategies on how to minimize employee turnover in organizations.

Organizations invest a lot on their employees in terms of induction and training, developing,

maintaining and retaining them in their organization. Therefore, managers at all costs mustminimize employees turnover. Although,there is no standard framework for understandingthe employees turnover process as whole, a wide range of factors have been found useful ininterpreting employee turnover Kevin et al. (2004). Therefore, there is need to develop afuller understanding of the employee turnover,more especially, the sources- what determinesemployee turnover, effects and strategies that managers can put in place minimize turnover.With globalization which is heightening competition, organizations must continue to developtangible products and provide services which are based on strategies created by employees.These employees are extremely crucial to the organisation since their value to the

organization is essentially intangible and not easily replicated Meaghan et al. (2002).Therefore, managers must recognize that employees as major contributors to the efficient

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achievement of the organizations success Abbasi et al. (2000). M anagers should controlemployee turnover for the benefit of the organization success. The literature on employeeturnover is divided into three groupings: sources of employee turnover, effects of turnoverand the strategies to minimize turnover.

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Research Methodology

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Research Methodology

3 Research methodology

Research methodology is a way to systematically solve the research problem. It explains theway in which the data are collected for the research project.

Objective

The main aim of the research is to find out the reasons for employee attrition in theorganization and to draw out some retention schemes which would be helpful for theorganization. While doing so we will get in-depth knowledge about the factors that leads toattrition.

Organization: IBM-Global process services(formerly IBM-daksh)

Research type: Descriptive

Research in common parlance refers to a search for knowledge. In fact, research is an art ofscientific investigation. It comprises defining and redefining problems, formulatinghypothesis or suggested solutions, collecting, organizing and evaluating data, making

deductions and reaching conclusions and at last carefully testing conclusions to determinewhether they fit the formulating hypothesis.

Descriptive Research

Descriptive research studies deal with collecting data and testing hypotheses oranswering questions concerning the current status of the subject of study.

It deals with the question WHAT IS of a situation. It concerns with determining the current practices, status or features of situations.

Another aspect of descriptive research is that data collection is either done throughasking questions from individuals in the situation (through questionnaires orinterviews) or by observation.

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Preparation of research instrument

and

data collection

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Preparation of research instrument

and

data collection

4 PREPARATION OF RESEARCH INSTRUMENT AND DATA COLLECTION

This chapter describes how the questionnaire was developed and what steps were taken in the

data collection process.

4.1 Preparation of research instrument

The research instrument used in the research is a questionnaire. The questionnaire has been

prepared regarding the attrition of employees in the organization.

We have taken 11 questions and an attempt has been made so that employees find it useful to

answer those questions.

The following things were kept in mind while designing the questionnaire:

We are targeting at the employees of an organization named IBM-Global Services,the

leading organization in bpo industry in the country;

No employee wants to run into unnecessary trouble just for somebodys research;

We have made best attempts to make sure that each question is interesting to the

respondents and they give their best possible answer to every question.

Our plan was to record the responses of the employees and then analyze the same using SPSS

Statistics to get a mean, median, mode, correlation and regression results.

Once all of the participants have completed the study measures and all of the data has been

collected, the researcher must prepare the data to be analyzed. Organizing the data correctly

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can save a lot of time and prevent mistakes. Most researchers choose to use a database or

statistical analysis program (SPSS) that they can format to fit their needs in order to organize

their data effectively. A good researcher enters all of the data in the same format and in the

same database, as doing otherwise might lead to confusion and difficulty with the statistical

analysis later on. Once the data has been entered, it is crucial that the researcher check the

data for accuracy. This can be accomplished by spot-checking a random assortment of

participant data groups, but this method is not as effective as re-entering the data a second

time and searching for discrepancies. This method is particularly easy to do when using

numerical data because the researcher can simply use the database program to sum the

columns of the spreadsheet and then look for differences in the totals. Perhaps the best

method of accuracy checking is to use a specialized computer program that cross-checks

double-entered data for discrepancies (as this method is free from error), though these

programs can be hard to come by and may require extra training to use correctly.

Descriptive statistics describe the data. They do not draw conclusions about the

data. Descriptive statistics are normally applied to a single variable at a time. They can tell

the researcher the central tendency of the variable, meaning the average score of a participant

on a given study measure. The researcher can also determine the distribution of scores on a

given study measure, or the range in which scores appear. Finally, descriptive statistics can be used to tell the researcher the frequency with which certain responses or scores arise on a

given study measure.

Correlation is one of the most often used (and most often misused) kinds of descriptive

statistics. It is perhaps best described as a single number that describes the degree of

relationship between two variables. If two variables tend to be correlated, that means that

a participants score on one tends to vary with a score on the other. For example, peoples

height and shoe size tend to be positively correlated. This means that for the most part, if agiven man is tall, he is likely to have a large shoe size. If short, he is likely to have a smaller

shoe size. Correlation can also be negative. For example, the temperature outside in

Fahrenheit may be negatively correlated with the number of hot chocolates sold at a local

coffee shop. This is to say that as the temperature goes down, hot chocolate sales tend to go

up. Although causality may seem to be implied in this situation, it is important to note that

on a statistical level, correlation does not imply causation. A good researcher knows that

there is no way to assess from correlation alone that a causal relationship exists between twovariables. In order to assert that X caused Y, a study should be experimental, with control

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groups and random sampling procedures. Determining causation is a difficult thing to do,

and it is a common mistake to assert a cause-and-effect relationship when the study

methodology does not support this assertion.

4.2 Data collection

Data is defined as raw facts that need to be processed so that information is produced. For

achieving useful results it is necessary to collect accurate data. If the is not correct, it is

worthless to do survey. Thus for getting the useful results of research it is very necessary to

consider methods of collecting data and the quantity of information they be expected to

produce.

The data has been collected in two forms:

Primary data

Secondary data

4.2.1 Primary data:

A data that is collected very first time to a specific purpose directly from the field of enquiry by engaging trained investigators, not have been use for any other purpose.

Questionnaire Personal interview

4.2.2 Secondary data

Secondary data are such numerical information, which have been already collect by some

agency for a specific purpose and are subsequently compiled from the source of application

in a different connection.

Websites Published articles

4.3 Sampling technque:

Convenience Sampling

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4.4 Sampling Unit

100 employees of the organization.

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Questionnaire

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Questionnaire

QUESTIONNAIRE

Dear respondents,

This survey plays a very important role in making the project complete. So please try to fillup this questionnaire seriously

We have 5 scales of measurement i.e.

1-Strongly agree

2- Agree

3 - Neutral

4 - Disagree

5 - Strongly disagree

Please tick which one is applicable for you:

Employee turnover/resign is a major concern for your organization.

1

2

3

4

5

High percentage of females in the workforce adds to the high attrition rate.

1

2

3

4

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5

Some attrition is always desirable and necessary for organizational growth anddevelopment.

1

2

3

4

5

BPO firms should provide career growth and higher educational opportunities foremployees as measure of retaining them.

1

2

3

4

5

An employee gets sufficient promotional opportunities to enhance his position.

1

2

3

4

5

High discipline at work place.

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1

2

3

4

5

As job becomes repetitive, the employees find less challenge in it and hence seekfor some other job.

1

2

3

4

5

The families of BPO employees are not fully supportive for this industry.

1

2

3

4

5

Non availability of appropriate training of employees lead to increase inattrition.

1

2

3

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4

5

Bad selection leads to attrition.

1

2

3

4

5

What do you think, the reasons for an employee leaving the organization?

( Rate the following from 1 to 17; 1 being the top most priority and 17 being theleast)

Monetary factors

Lack of good working condition

No flexible work schedules

Lack of respect

Very few supportive colleagues

Organization is more concern towards business

Increase in favoritisms

Employee needs pride in where they work and what they do

Lack of appreciation

Lack of challenges in job

The job or workplace was not expected

The mismatch between job and person

Too little coaching and feedback

Lack of support

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Stress from overwork and work-life imbalance

Loss of trust and confidence in senior leaders

Less frequency in giving rewards

What would be the major concerns for an organization after the employee quits.

( Rate the following from 1 to 8; 1 being the top most priority and 8 being theleast )

Loss of productivity

Replacing qualified employees

Poor retention creates a revolving door culture within the organizationlowering morale and confidence.

Cost of overtime or temporary help

Recruiting costs

Interviewing costs

Time spent in orientation

Cost of training the employee

PERSONAL INFORMATION:

NAME:

AGE:

SEX:

DESIGNATION:

Thank you for giving your valuable time for us which we really appreciate.

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Data analysis

Descriptive Table

Mean Standard deviation

Employee turnover - a majorconcern

1.83 1.04500

High percentage of female leadsto attrition 1.82 1.03845

Attrition is desirable for theorganizational growth

2.38 1.30097

Organization should providecareer growth for retention

2.48 1.19325

Promotional opportunitiesenhances the position ofemployees

2.12 1.13066

Repetitive jobs leads employeeto seek another job

2.22 1.14221

Less family support for this kindof job

1.64 .82290

Training leads to attrition 1.96 1.02415

Bad selection 1.67 1.18964

Table 1

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From the above table, we interpret that

i) People strongly agree that Employee attrition is a major concern for the organization as it brings down the morale and confidence of the whole team.

ii) Respondents at IBM strongly agree that high percentage of females in the work forceresults in high attrition rate. This is because they feel that female employees could not adjustthemselves to the timings of the job, leave their job soon after they get married or get anygood job with good salary package.

iii) The respondents agree that some attrition is always desirable and necessary fororganizational growth and development because some of the employees are there inorganization those are less productive and hence become liability for the organization. So byr emoving them organization wont be in problem rather they would be benefitted as theyneed not to spend any more on them.since standard deviation is lowest, that means peoplehave similar responses.

iv) People agree that BPO firms should provide career growth and higher educationalopportunities for their employees as a measure of retaining them. This would be a reason forthe employee to stay at the organization as it gives them the scope. Here, the standarddeviation is the highest which shows people have varied responses.

v) Most of the employees at IBM agree that they get sufficient promotional opportunities toenhance their position at the work place. This in turn motivates them to work more and provetheir talent to the higher authorities.

vi) Respondents agree that the employees leave the job and seek for other one after findingless challenge in the BPO jobs which is of more repetitive kind.

vii) According to the respondents, they strongly agree that families of BPO employees areless supportive of the fact that they work in BPO industry with late night shifts. They alsofeel that there is little respect and recognition present in their job as they have to listen abusesfrom different customers at work every day and have very less scope of innovation.

viii) People strongly agree that training leads to attrition. The reason that they gave is aftercompletion of training process, they gain some knowledge and become eligible for someother higher post and hence quit the organization.

.

ix) According to the respondents, they strongly agree that poor selection of candidates leadsto high attrition because if you dont select the right candidate for the given job then surely

there would be a mismatch and he\she would finally leave the job. At the time of recruitment,the HR professionals should be very particular in choosing the right candidate.

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x) By going through this rating we can learn that employees leave BPO sector for lack ofrespect both inside and outside the organization. Maximum of them also quit their job forabsence of flexible work schedules and stress from overwork. Some of them also feelmismatch between the job as they find no challenges in it.

Xi) According to respondents organization are more concerned about the cost and time thatthey have put in the employee on training. Then they would be more worried about replacingthem with the right candidate which would prove asset to the organization.

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Correlation Matrix

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

Q2 -.019

Q3 -.138 .021

Q4 .115 .062 0.070

Q5 .103 .010 .079 -.051

Q6 .032 .017 .283** .011 .144

Q7 .128 -.006 -.050 .034 -.029 .160

Q8 .088 -.140 .034 .016 .022 -.036 -.065

Q9 -.021 .344** -0.016 -.022 .255* -.013 -.061 .105

Table 2

**-correlation is significant at 0.01 level (2-tailed)

*-correlation is significant at 0.05 level (2-tailed)

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From the above table, we come to know that

There is a strong correlation between repetitive job leads employee seek another joband attrition is desirable for the organizational growth.

A strong correlation exists between bad selection leads to attrition and high percentage of female employees leads to attrition.

A good correlation exists between bad selection leads to attrition and promotiongrowth enhances the position of the employees.

A weak correlation exists in all other areas, so the organizations need to take care inthose areas also.

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Suggestions

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Suggestions

Suggestions

Few suggestions that would help in retaining employees-

Hiring the right people . This is easier said than done, as now-a-days there are somany ways in which employees make the HR managers believe that they are the rightchoice for the job. But if you grill the employee a bit more during the interview,chances are that he/she can make revelations which can be an indicator for you if thecandidate is worth investing in. So HR managers should carefully fact-find as to whythe candidate needs the job. Sustained questions may give you an insight about thecandidate's behavior. Also a thorough employee background check is necessary to besure about the employee's credentials.

Keeping your staff well informed . Communication is an important part of anyorganization as it lets employees understand their roles in a better way. If you are

planning to start out any new projects or you have reviewed company policies, makesure that you communicate it to all your employees. This helps in keeping rumors at

bay.

Promotion: promotion is one of the ways which helps in retaining employee Retention bonus : Retention bonus is an incentive paid to an employee to retain them

. Retention bonuses are becoming more common in the corporate world becausecompanies are going through more transitions like mergers and acquisitions. Theyneed to give key people an attractive incentive to stay on through these transitions toensure productivity.

ESOPS: It is one of the retention tool used by the companies to retain theiremployees.

Permanent disability insurance: If an organization provides such type of insurance

,it will definitely help in retention of the employees as it gives a sense of security. Personal accident insurance : It also gives a sense of security which helps in

retention

Involving employees in important decisions. This can benefit the organization aswell, as may be the employees come up with a solution to the problem, you thoughtnever existed. When you involve your employees and take their opinions, theemployees feel valued and this can really boost the employee performance.

Taking feedbacks frequently . Don't wait for the employee to knock on your doorand say, "I need to talk to you". Instead reach out to them by conducting one-to-onesand assuring them that whatever they discuss will remain truly confidential. This can

help in cases where female employees are facing harassment from their immediatesuperiors but think that the person is far too important for the company to complain

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about. Conducting employee surveys also helps the organization to take aretrospective view of itself. Make the employees believe that whatever issues thatthey are facing would be looked into.

Having flexibility . Be flexible in your approach when it comes to accommodatingemployee's requests for leaves, vacations, etc. Because apart from being employees,they have a personal life as well. This promotes goodwill among the employees.

Having a decent compensation package . Well not all employees leave because ofmoney, but most of them do! Having a fair compensation package plays an important

part in job satisfaction.

Hiring mature talent . Many young people do not take work so seriously. Better employee retention schemes should be developed. Cash incentives can be

used to satisfy the employees. But money is not the only way to retain employees.Talent must be appreciated. Diplomas and courses for future growth should beoffered.

Hire candidates who actually need the job . Not the people who are taking up jobs ona temporary basis.

Choose appropriate people for night shifts. Shift timing is a major issue foremployee attrition

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Limitations and conclusion

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Limitations and conclusion

7.1 Limitations

The first and biggest limitation is that the sample size or the people that we have used

could never be enough as it could never represent the full population. Because, the peoplewho are very computer savvy would always support this kind of concept. Secondly, newor younger generation is much more supportive for these concepts. So, biasness couldeasily creep in.

The organizations are very reluctant to give us the internal data of their employees. Soexact information could not be made out from them.

7.2 Conclusion

Employee attrition is a very big problem not only in India but outside India too. Attrition rateis increasing day by day and its especially the software industry which is af fected the most.Why an Employee leaves a company is the question asked by most of the employers.Companies even hire Private HR professionals to study the company's work and find out whyan employee is dissatisfied.

HR department does the recruiting of new employees and then send them for training so that

they can understand work and work culture and become better professionals. Each and everycompany faces employee turnover problem whether big or small. An employee leaves his

present job for another job to get better pay package and good working conditions.Every Company calculates Employee attrition rate and takes measures to reduce it. The factsand figures are not made public as it may tarnish the image of the company in front of its ownemployees and its loyal customers.

A survey has found out that there are various reasons for Employee Attrition-

Higher Pay Package in another company

Good working Conditions

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Opportunities for growth in new company

Change of Place problem

A better Boss in new company

Brand Image of the new company

Employee attrition costs a lot to the company. There are various costs which are borne by thecompany at the start when the employee is under training period. Costs such as-

Conveyance Cost

Cost of lodging of the new employee

Trainers cost

Cost of venue where training will be conducted

Materials to be supplied during training process

A company has a training period of 3 to 6 months. During this time an employee is notfruitful for the company. If an employee leaves the company when he starts working,company suffers a big loss in terms of money as well as workforce. Every company takesmeasures to hold the talented workforce by means of perks, Increments, Bonus and extrafacilities. No one wants to lose good brains to their competitors.

Now the question is how to reduce employee attrition. What should a company do to hold onthe talent?There are various companies like TATA's and Reliance who do a lot to reduce attrition rate.Flexible working conditions have been given to employees who have problem working 10 5. Private hospitals for employees where they can get their regular health check up donewithout spending much money. Free overseas tour once in a year when a target is achieved.Few Companies are getting more and more work savvy and just want to get their work done

by hook or by crook. The mentality needs to be changed. Target for completion of a workshould be there but that should not hamper an employees personal life. Companies shouldconduct various seminars on how to balance personal and professional life. An employee can

be productive if and only if his personal life is balanced. Make employees a part of your workculture family and see the difference. Attrition rate cannot become completely obsolete but itcan surely be minimized.

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Bibliography

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Bibliography

8 Bibliography

BOOKS REF ERRED :

Roger E. Herman, Keeping Good People , Paperback OakHill Press, 1999 Edition.

Jack J. Philllips, Managing Employee Retention: A Strategic Accountability Approach , Copyright Butterworth-Heinemann, 2003 Edition.

Jack J. Phillips & Natalie L. Petouhoff, Recruitng and Retaining Call Center Employee, ASTD Paperback Press, 2001 Edition.

Barb Wingfield, "Retaining Your Employees: Using Respect, Recognition, and Rewards for Positive Results", Cri-sp Learning, 2001 Edition.

Bill Marvin, From Turnover to Teamwork, Wiley publishing, 1994 Edition.

Barbara A. Glanz , Handle With CARE: Motivating and Retaining Employees , Mc-Graw Hill Companies, 2002 Edition

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http://timesascent.in/index.aspx?page=article&sectid=64&contentid=20081015200811131346302515b929edd

http://www.palan.org/doc/freebies/Does%20Employee%20Training%20lead%20to%20attrition.pdf

http://www.chrmglobal.com/Articles/25/1/Innovative-Retention-Strategies-for-Indian-BPOs.html

http://www.recrion.co.uk/solutions/attrition/the-actual-cost-of-employee-attrition-rates/

http://www.fractalanalytics.com/newsletter/july/agent-retention-in-bpo-industry.html

http://timesascent.in/index.aspx?page=article&sectid=64&contentid=20081015200811131346302515b929eddhttp://timesascent.in/index.aspx?page=article&sectid=64&contentid=20081015200811131346302515b929eddhttp://timesascent.in/index.aspx?page=article&sectid=64&contentid=20081015200811131346302515b929eddhttp://www.palan.org/doc/freebies/Does%20Employee%20Training%20lead%20to%20attrition.pdfhttp://www.palan.org/doc/freebies/Does%20Employee%20Training%20lead%20to%20attrition.pdfhttp://www.palan.org/doc/freebies/Does%20Employee%20Training%20lead%20to%20attrition.pdfhttp://www.chrmglobal.com/Articles/25/1/Innovative-Retention-Strategies-for-Indian-BPOs.htmlhttp://www.chrmglobal.com/Articles/25/1/Innovative-Retention-Strategies-for-Indian-BPOs.htmlhttp://www.chrmglobal.com/Articles/25/1/Innovative-Retention-Strategies-for-Indian-BPOs.htmlhttp://www.recrion.co.uk/solutions/attrition/the-actual-cost-of-employee-attrition-rates/http://www.recrion.co.uk/solutions/attrition/the-actual-cost-of-employee-attrition-rates/http://www.fractalanalytics.com/newsletter/july/agent-retention-in-bpo-industry.htmlhttp://www.fractalanalytics.com/newsletter/july/agent-retention-in-bpo-industry.htmlhttp://www.fractalanalytics.com/newsletter/july/agent-retention-in-bpo-industry.htmlhttp://www.recrion.co.uk/solutions/attrition/the-actual-cost-of-employee-attrition-rates/http://www.chrmglobal.com/Articles/25/1/Innovative-Retention-Strategies-for-Indian-BPOs.htmlhttp://www.chrmglobal.com/Articles/25/1/Innovative-Retention-Strategies-for-Indian-BPOs.htmlhttp://www.palan.org/doc/freebies/Does%20Employee%20Training%20lead%20to%20attrition.pdfhttp://www.palan.org/doc/freebies/Does%20Employee%20Training%20lead%20to%20attrition.pdfhttp://timesascent.in/index.aspx?page=article&sectid=64&contentid=20081015200811131346302515b929eddhttp://timesascent.in/index.aspx?page=article&sectid=64&contentid=20081015200811131346302515b929edd