HRM Dhrubotara

8/9/2019 HRM Dhrubotara

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A Case Study of

Training and Developmentof

Sun Info-Tech Ltd


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Submitted to:

Mr. Momtajul Haq Azad

Faculty, School of BusinessUITS Submitted by:

Shakerul Islam Tazu

Subrata Kumar Singha

Farhana Yeasmin Lopa

Ali Zaber Chowdhury

Sadi Mohammad Naved


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Farhana Yeasmin Lopa


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Sun Info-Tech Ltd. is privately owned and centrally based in Dhaka, Bangladesh.

Leveraging the benefits of its Bangladesh locations, Sun Info-Tech Ltd. has Excellent

team of Professionals in providing flexible contact center solutions to a wide variety of

clients small, medium, large 80% of which are based in the United States.

Sun Info-Tech Ltd. has evolved into a multi-channel contact center to meet thegrowing demands and expectations of todays consumers.

It offers 24/7 voice, chat, and email support to businesses looking to deliver a

consistent and convenient method of contact to their customers. Sun Info-Tech Ltd.

primary offering includes inbound/outbound call center services such as telesales,

order taking, and customer service, as well as web based customer support solutions

such as live web chat and email response.

Companys customer care solutions have increased sales, enhanced customer loyalty,

and reduced costs for thousands of small, midsize, and enterprise-level clients.

Background of the company


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Mission:

To accomplish the highest level of excellent by providing professional service with highest

skilled human resources.

Vision:

As a potential sector we can earn huge revenue from foreign country which can help the

economy of our country as well as create employment opportunity. We are also working to

promote to Bangladesh as a brand with positive reputation.

Company Mission & Vision


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Companys advantage goes beyond what clients have come to expect from a leading BPOServices Provider. The difference lies in companys ability to exceed client expectationswhile consistently providing added value in the following ways:

1."One Stop Multiple Service" for state-of-the-art global technology and BPO solutions."

2. The use of innovative processes, ideas and technology to save clients money whiledelivering greater value and incremental benefits.

3. A commercial culture dedicated to performing beyond client expectations.

4. Cultural alignment and proven partnering ability to become an integral part of companys organization and strategy

Companys Strengths


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Companys ServicesCall Center

Technological SolutionComplete setup package

Software solution

Hardware solution

Networking

ConsultancyCall center quality assessment

Business project planning

Human resource management

Workforce management

Call center related any problems

Inbound Call Center ServicesCustomer support services

Help-desk services

Advanced telemarketing sales

Order taking

Product information request

Query handling servicesTechnical support

Collections

Outbound Call Center Services

Lead generation

Surveys

Appointment scheduling

Product promotion

Tele sales

Debt collection

Up sell/Cross sell campaigns

Insurance based campaigns


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Sadi Mohammad Naved


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Training and Development Provided

Training Needs foryOperation of Call Center Predictive DialeryTelemarketing and Telesales

yTraining on Language Accent

yCultural Attitude

yGeographical Knowledge

yCustomer Care and Service Promotion Skills

Training ProgramsCall center complete training series

Inbound Call-Center Training

Adding Sales to Companys service: The transition

Inbound and outbound sales, and telephone skills workshop + two hour

train-the-trainer consulting session

Front line telephone skills that drive business

Telephone selling skills

Surviving Companys life: Preventing call center burnout

Transitioning from a service to a sales culture

One-day training for call center employees


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Inbound Call-Center TrainingAdding sales to Companys service: The transition

Key Objectives

Show how a repeatable sales process fits easily into an exiting service culture.

Develop a value proposition tool that helps to clearly explain product/service

benefits: Customer retention.

Improve customer-profiling process.

Create and leverage customer relationships quickly.Dramatically improve needs identification and solutions development: Cross/up

selling and customer satisfaction.

Increase understanding of the customers behavior in the sales process.

Develop sales process guidelines: Make sure basic selling skills are consistently

implemented.

Improve personal motivation and help inbound call-takers to recognize

opportunities.

Provide cutting-edge selling skills to improve closing ratio: Guiding customers

toward solutions.

Gain a better understanding of how much control we have over our results.

Train-the-trainer process to allows supervisors to deliver training internally.


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How to train the employees of the firm.

Training and Development Processes: Informal/Formal and Self-Directed/Other-Directed

Informal and Formal Training and Development

Formal, Systematic Training and Development

Self-Directed and "Other-Directed" Training


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Subrata Kumar Singha


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Concept of training and

development

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons

for an employee or group of employees, e.g.,:

When a performance appraisal indicates performanceimprovement is needed

To "benchmark" the status of improvement so far in a

performance improvement effort

As part of an overall professional development program

As part of succession planning to help an employee be eligiblefor a planned change in role in the organization

To "pilot", or test, the operation of a new performance

management system

To train about a specific topic.


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Communications:The increasing diversity of today's workforce brings a wide

variety of languages and customs.

Computer & Technological skills: Computer or technological skills are

becoming a necessity for conducting administrative and office tasks. Call

center instruments are also basic technological device for which employees

should be trained up.

Customer service: Increased competition in today's global marketplace makes

it critical that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how people

have different perspectives and views, and includes techniques to valuediversity

Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values

and morals to the workplace.

Typical Topics of Employee Training


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Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the

workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelinesand standards for quality, etc.

Safety: Safety training is critical where working with heavy equipment ,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

Sexual harassment: Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment, especially

about what are inappropriate behaviors.

Typical Topics of Employee Training


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General Benefits from Employee Training and Development

There are numerous sources of online information about training and

development. Several of these sites (they're listed later on in this library)

suggest reasons for supervisors to conduct training among employees. These

reasons include:

Increased job satisfaction and morale among employees

Increased employee motivationIncreased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training (not a goodreason for ethics training!)

Risk management, e.g., training about sexual harassment, diversity training


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Ali Zaber Chowdhury


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Training and Development Secrets

Several motivation and retention secrets relative to employee

training and development. These are key factors in multiplying the

value of the training and development you provide.

Allow employees to pursue training and development in directions

they choose, not just in company-assigned and needed directions.

Have your company support learning, in general, and not just in

support of knowledge needed for the employees current or next

anticipated job. Recognize that the key factor is keeping the employee

interested, attending, and engaged.

The development of a life-long engaged learner is a positive factor for

your organization no matter how long the employee chooses to stay in

your employ. Use these training and development activities to ensure

that you optimize the employee's motivation and potential retention.


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Shakerul Islam Tazu


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Findings and Recommendation

The company should concentrate on the employee retention because call

center industry is very emerging and growing now in Bangladesh. Available

job opportunity inspires employees to switch the firms and that increases

turnover frequency at a very high rate.

Company should develop a strong brand equity that employees tend to stay

at this company for loyalty status and brand value. High quality of training

and development program may help to build a good brand equity to the

employees, i.e. as it occurs in Grameenphone, British American TobaccoCompany or HSBC in Bangladesh.


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Sun Info-Tech Ltd has very strong technological and human resources. Proper

planning and strategy for training and development would bring the company in

the top 5 call centers in Bangladesh.

Sun Info-Tech is successful to accomplish the highest level of excellent by

providing professional service with highest skilled human resources. To keep this

succession continues the firm should rotate the cycle of continuous training and

development programs.

As a multinational company Sun Info-Tech greater possibility to allow employees

to pursue training and development in directions they choose, not just incompany-assigned and needed directions which maybe not possible for all

indigenous firms in the country


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Conclusion

The field for call center training is expanding rapidly - perhaps because

there are so many new call center agents being hired on a daily basis. It

is staggering that even in the Bangladesh the pace of call center growth

is brisk. As these agents are hired, call center training becomes a more

important issue as some call centers have had turnover rates in thehundreds of percent range.


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Thank You

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