Automation is the Key
vCustomer is an end-to-end business solutions provider, which provides high-quality, multi-channel customer support services that help grow sales, increase customer satisfaction, and build customer loyalty.

Complete automation of all processes, organizational development in terms of skill enhancement, continuous learning, and growth opportunities are some of the factors that have contributed to the good showing of the company.

All the processes and departments are automated and linked to a Central Performance Management Center to drive internal process efficiencies. The company provides e-learning packages to employees for language, communication as well as process specific training. According to Navin Joshua, head, HR, vCustomer, "There is a transparent, self-paced learning program that ensures standardization of content and delivery."

Besides focusing on process-centric training, the company also provides behavioral and skill enhancement training at an average of 92 hours per employee, per quarter. The company has formed a culture of continuous learning by constructing new age methodologies and concepts for professional development.

The BPO has developed new growth opportunities that prepare employees to emerge as successful future leaders and managers. The company has a dedicated Employee Relations cell whose main motto is to make vCustomer a fun place. Regular engagements and events are conducted throughout the year to boost employee morale and keep them engaged.

Majority of the positions in vCustomer are filled through internal job postings.

All the above factors have contributed to the retention of employees.

Driven to Retain Talent
e4e is a global business services company, offering world-class industry solutions in three vertical marketshigh technology, consumer finance, and healthcare. e4e delivers a broad spectrum of service solutions in the areas of transaction processing, customer and technical support, application and infrastructure management, and testing and quality assurance.

This ranking is a testimony to the commitment and the investment that e4e makes in attracting, engaging and retaining the best talent. The key competencies required for each level are identified through an exhaustive competency mapping exercise and used for hiring, training and development, performance management, and succession planning. All new hires undergo training on the core competencies for their respective positions.

There is a progressive plan for training. This year, the focus has been on learning and development initiatives. It began with the Young Turks Program for the first level of leaders, which aimed at grooming high potential associates for leadership positions. The Corporate Captains Program was for the middle and senior level managers. The Commanders-in-chief program for the top management, which was a one-on-one executive mentoring program.

The total number of employees remained the same, at 3,500, for the period between March and September 2007, as no recruitment was done during this period.

Speaking on retention, Sonali Singh says, "Retention is much easier in an emerging company, because as the organization grows, it also creates tremendous opportunities for the associates to grow."

The attrition rate of the company stands at 22%, and the companys ratio of campus hire to lateral hire is 70:30.

Employee is the King
Synygy India is an enterprise product development and IT consulting company, which deals with sales performance management solutions.

Synygy has invested in developing an open and performance-driven culture through their quarterly performance evaluation system, which provides a continuous feedback mechanism. According to Parag A Wadhone, manager, HR, "Our core values guide all our actions and hence we believe that employees need to grow professionally and personally, only then will Synygy grow. Synygy has a very successful mentoring program that helps in providing meaningful work to all employees and is centered on creating an excellent working relationship between manager and employee."

Synygy has an attrition rate of 12% and the biggest challenge is to retain existing employees and attract new ones. According to Wadhone, "Hiring is the biggest challenge for an emerging organization, as large companies have an extensive training program. Emerging companies want to hire smart talent that already have basic skills and can contribute from day one. In terms of retention, the biggest challenge is that emerging companies are generally flatter in hierarchy and the title growth is slower." In Synygy, campus hire is 25 % of total hire.

Between March 2007 and September 2007, the employee number has grown at the rate of 22%.

A Caring Culture
Ajuba is a leading next generation healthcare BPO, offering a consultative, end-to-end revenue cycle management solution to physicians, hospitals, and for outsourcing.

Continuous training and development, trust and credibility, and a caring culture have contributed to the good showing. According to Shankar Narasimhan, director, HR and Finance, "Our HR friendly policies have been designed with a view to create an environment where every individual feels valued for the contribution she makes toward the success of the company."

In line with the companys motto "Invest in People, Invest in Process", the company has more than twenty in-house workshops and programs that run for employees at all levels, annually.

Employees are kept informed on any decision that may affect their working environment and are frequently consulted for inputs and suggestions before formulating any proposed changes. This has created a sense of belonging, appreciation, and trust among Ajubas employees. Ajuba is among the top quartile in the industry with respect to compensation and benefits.

Ajuba has hired 25% through campus recruitment this year. The annual attrition rates are 15% for non-voice and 30% for voice processes.

Page(s)   1  2  3  4  5