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Genpact moved up one position to jointly rank at #3 with IBM Daksha new entrant. Together, these two performed the best among large BPO employers. In terms of employee satisfaction, it featured at #8, ahead of all large firms. Smaller companies occupied all the top seven positions. When it comes to HR Rank, which measures a companys performance and initiatives, and is an indicator of what a company is doing to ensure that the HR performance is maintained, Genpact ranked right at the top.

Expectedly, Genpact performs the best in parameters such as honesty, integrity and corporate governance. In fact, in the broad area of company culture, Genpact performs exceedingly well among large companies. But, it also manages to do well in openness to ideas and suggestion from employees. Piyush Mehta, senior vice president and head, HR, points out to the overall company culture as a reason, but singles out a few practices such as using "Lean" as a tool to involve each employee in bettering the processes and sharing the gains with employees when the customer gets the benefit of a productivity improvement because of suggestions by employees. Genpact has also created an Alert system, where any employee can alert the leadership about any process not working well.

Genpact scores poorly in all salary-related areasperks, hikes, or overall salary. Mehta is not too surprised. He reasons that this may be a reflection of the fact that Genpact has never tried to be the top paymaster. "We try to be in the top band, but not necessarily to be on the top," he says. He claims that as the industry leader, the company has to behave responsibly and cannot get into a salary game. While smaller companies/new entrants do attract employees, primarily by offering a higher pay, Genpact cannot do the same, he says. He, however, claims that those who have stayed with Genpact draw the best salaries in the industry. "It is a question of growing with the company," he says.

There is no single factor responsible for Genpacts performance in the survey. For that matter, it does not have too many highs and lows in different parameters.

However, for a growing and global company like Genpact, a significant effort goes into leadership development. The company runs a program called Genpact Operating Leadership Program, where a few employees (200 as of the last batch) are taken out of operations and put into eighteen months of training, both by rotating them across various roles as well as giving them classroom training. In addition, Genpact has tied up with universities for its Education@Work program, including an arrangement with the Duke Universityone of the best names in executive educationto offer training to senior middle-level executives and above.

Genpacts main challenge is to keep the employee moral high even as it grows throughout the world.

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