The Hindu Business Line : P's not for party

In BPO parlance, the `p' is beginning to mean more performance, and less partying, at the workspot. Companies want their employees to take their jobs seriously and not as a stopgap arrangement in their climb to a better career. A look at initiatives they are taking to boost productivity and cut attrition.

BPOs are getting serious. Realising that the initial soft approach has rendered more harm than help, the $5.2-billion Indian BPO industry is changing its hiring tack now.

While at times, fun and entertainment are okay on campus, companies are categorically telling employees that they mean business. Other early mistakes such as `overhiring' (hiring overqualified people) and ambiguity in job roles may have also fuelled the high rate of employee exits in the sector, thus making it a `stop-gap' arrangement for candidates.

With attrition in the sector reportedly hovering around 60 per cent and the recruitment conversion ratio standing at a disappointing 4:100, to say that companies are fighting a tough battle will be understating the problem.

How is the industry responding to this pressing issue? eWorld spoke to BPOs across the country who gave an account of their solution to the job-hopping scourge plaguing the industry.

The industry is often projected as a fun place to be in with quick money — but with no viable career path. "This is one reason why prospective employees see it more as a stop-gap arrangement before they step into their `real' careers. The reality, however, is that BPO is an industry that is here to stay," says Nandita Gurjar, Vice-President and Head of HR, Progeon Ltd, the BPO arm of Infosys.

"Be it for careers in quality, human resources, finance, IT, project management, training or facilities management — this industry is able to provide people with roles that cut across industries both in India as well as overseas," she emphasises.

Deepak Dhawan, Vice-President, HR, EXL Services, says the battle of attrition actually starts at the time of recruitment itself.

"The answer lies in correct hiring. Overhiring (hiring over-qualified people) can be dangerous as they will definitely see this job as a stopgap arrangement.

"There is also the risk of under hiring, but this, any day, poses a smaller risk than the former, he feels. Another precaution that hiring managers at EXL take is to ban candidates who have been jumping jobs very often.

"If she/he has been changing jobs every two-three months, then we screen out that candidate," says Dhawan.

Also, once employees come on board, they are categorically told that fun and entertainment is all right on campus, but EXL means business when it comes to work. "There is no compromise on performance," reiterates Dhawan.

Progeon believes it really helps to have a role-based organisation where there is clarity of roles performed by individuals and the competencies they need to develop to move on to the next role. "From this role-based competency model stems the criticality of career growth for Progeonites.

Towards this, we have initiatives such as management and leadership training, job rotation, mentoring and higher education programmes," says Nandita. Rahul Varma, India HR Director, Accenture, says that the BPO industry, which largely comprises the call centre business, does face a retention challenge, but it is not so significant in the back-office processing parts of the BPO business.

Accenture believes in giving employees a comprehensive value proposition comprising not just compensation but also important elements such as career development and growth, employee engagement, rewards and recognition.

To make candidates understand long-term career opportunities in BPOs, Accenture has leadership programmes for all team leads and high-performing employees and a professional development programme for entry-level employees.

Other regular employee bonding activities include regular communication with them, establishing communities of interest groups to enable employees across different businesses and clients to connect with each other informally, celebrating events and achievements, etc.

The company also runs programmes showcasing employees who have spent several years and built a career in Accenture's BPO business.

Some of Proegon's initiatives that have worked well in employee retention are employee recognition schemes in the form of rewards and appreciation, conducive work environment, well-being programmes, etc. Compensation packages have been made innovative and attractive with schemes such as company performance incentive and individual performance incentive.

But will it help if companies get together and have a hands-off attitude towards each other's talent pool? Nandita says Progeon does not believe in restricting employment opportunities for employees. Besides such `cartels' may not stand legal and moral scrutiny.

"However, we believe that as stakeholders in the company, employees who choose to pursue different career opportunities must complete their separation formalities from their company.

To put this into effect, we insist that all those who come on board with prior experience, should join Progeon with a proper relieving letter from their earlier company."

She says that over a period of time this will become industry standard. This may or may not curb attrition but will ensure implementation of good HR practices and help companies manage employee transition well.

Dhawan agrees with her. Having a non-poaching agreement is difficult, but companies have together set some rules of the game.

"We do not take people without relieving letters or those that have not served the notice period," he says, adding, "Nasscom can bring in some method in this madness by disciplining both employees and employers."

Towards commitment

Companies are going in for steps to drive home the seriousness of a career in the BPO space to aspirants, such as:

Banning candidates who have been jumping jobs very often.

Having a role-based organisation where there is clarity on the roles performed by individuals and the competencies they need to develop to move on to the next role.

Programmes showcasing employees who have spent several years and built a career in the BPO business.

Insisting that all those who come on board with prior experience come with a proper relieving letter from the previous employer.

anjali@thehindu.co.in

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