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Hero ITES made an impressive debut in the BPO e-SAT survey at #9. It scored
well in quite a few important employee parameters: people, job content,
salaries, and appraisal.
The company identifies three focus areas for shaping HR initiatives for
employee satisfactionrealigning its performance management system, engaging
employees in softer activities, and encouraging cross cultural employee
interaction, especially relevant following the acquisition of a US-based call
center.
Employees also felt salary hikes were at par with industry standards; infact,
this was one of Hero ITeS top strengths.
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Hero ITES |
| Rank - 9 |
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| Rakesh Khorana,
country head, India |
On the employee engagement front, the company went beyond regular
engagement and encouraged employees to express themselves through blogs,
exchange of pictures, videos, online communities, etc. Under this initiative,
the country head and CEO would send out long service letters. The company also
started involving employees for celebrations of special occasions.
Another significant step initiated by Hero ITES was to increase transparency
and information availability through the business management system called
HeroLive, to all staff members. The solution was developed in-house in order to
streamline key processes that directly impact staff morale.
The acquisition of UKs fourth largest call center, Telecom Service Centers,
impacted the companys HR initiatives significantly. The acquisition meant that
3,000 employees of TSC merged with Hero ITES, which required the HR to take
major steps toward employee integration. To strike a cultural balance and
increase familiarity, employees were moved between the UK and Indian operations.
Training and growth opportunities remained the companys weaknesses. While
sixty-two days were spent on training requirements of the staff, the company is
in the process of identifying growth opportunities in the domestic market, which
it feels will help offer its employees better growth prospects.
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