Hi All,
I a new comer to this site and indeed greatly delighted to be a member of this cite too.I have read the quries posted in the cite and really appreciate the way it is been resopnded. Great job... Let me get introduced.. I am HR for a medium sized KPO company at Trichy. I am indeed new to this field and have only limited knowledge on HR aspects. I am asked to implement new HR policies here. As i have no senior person to guide me in my company, i would request the readers to help me out with your valuable suggestion. Kinldy do let me know the general roles of a HR in companies like BPO and KPO.

From India, Coimbatore

Appreciate your kind words. HR for ITES domain is different in its implementation and the way talents need to be managed. You would find similar guidelines for IT, but KPO/ITES domain experience a higher degree of volatility. Let us take a fine view to this sector

The talent remains highly susceptible to market factors such as a better pay or more benefits. Creating ‘employability’ holds the key. The employee life cycle is timed differently. There can be categorized in the following ways:
  • Stop-gap arrangements: There will always be some talent who join this sector as a stop gap arrangement. They are primarily the students who work in this vertical as their first few jobs. Thereafter they graduate into other sectors such as Banking, IT and MBA education
  • Convenience: For few its convenience, that brings and keeps them in this sector. Talents such as working Mom’s, people who have been working in the marketing field for long and now can no longer work in the field, lowly paid yet high skilled talent such as Teachers , market researchers and others.
  • Home runner: Finally, it’s the talent who see a future in this vertical. They may have worked in other service sectors such as marketing, teaching, media, hotel, defence and retail. They are trained to an extent. This vertical suits their behavioural and professional pattern. Hence they work efficiently in the operations and quality before they shift into training or other business development areas.
Policies for Talent Management
When you design a policy and draw your Employee handbook, please do keep this talent base in view. Primarily policies differ in term of cost implications. The cost-per-employee is lower compared to IT. Hence benefits are differently offered. The talent market remains volatile so absconding cases increase business risks. This impacts how you manage your employees internally so that your talent pool allows you to leverage the billability. Suppose in IT you will have a project valuation and hire resources based on that. Whereas in ITES, you will have the process valuation and a minimum number of agents mentioned. But in practice you will hire more employees exceeding the minimum number. Suppose your process valuation is $400 per agent. You would leverage and hire two trainees for Rs. 10000 each including incentives. This means your monthly pay would be around Rs. 7000 for each. This covers your business risk. Even when one employee absconds, there is another one to run the process. Till, you hire a new employee within the remaining cost.
In IT this would not work this way. Every developer would be billed on the total project cost. Hence, when you manage your employee, you make them sign bonds/Training Agreement, which would cover your project cycles.
The benefits and retrials are all planned as per the gross budget. The leaves are as per the state and central government guidelines, but aligned to the client’s calendar. An IT Firm will not work on an Independence Day. But a BPO would. They would rather have a holiday on American Bank Holiday or thanksgiving.

HR'S Role
Here , your fundamental duty is to provide continuity to the business. You would have challenges from the talent base with high rate of attrition, sudden absenteeism during high work volume, non-adherence to policies related to information sharing, etc. You need to focus on employee engagement with not just arranging events for the employees but creating a meaningful employment for them. Make sure there are enough trainings which can ensure their employability once they move out of the company. The HR policies needs to be followed with zero tolerance to any deviations. Keep a clear view about the employee life cycle and flag the early warning signs for attritions as efficiently as possible. You cannot stop people from leaving your company. You can only ensure that when they leave there is a minimum impact on the business. Keep your talent pool ready. Hiring and training needs to be super efficient to ensure fastest billability for every new hire. Background verification is another area you need to focus. but it can be outsourced , till you have the bandwidth to deliver it.

You would find every HR related documents in the CiteHR New Member's group. There are format, forms, policies, agreements, budget plans , calendar, etc.
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There would be changes that you would be required to make depending upon your requirement. Blog what would are the bottle necks that you face while designing them and allow us to contribute .

(Cite Contribution)

From India, Mumbai
Thank you so much (Cite Contribution). It really gives a great sense of recognition. Can you please let me know the other genral functions of HR. Many the times, if find myself very nervous to conduct meeting or discussion. Most of the things that i am asked to communicate to the staffs are communicated through Instant messenger. I am comfortable having one to one communication. I am unable to build good rapprot to with my employees. Many of the staffs in my company are senoirs to me and i am scared if i will mocked, when i go some where wrong when communicating with them. I feel very restless and feel as though i am been noticed by someone. Kindly help me to get rid of my nervousness. I truly understrand that this quality will not let me grow into a sucessful HR professional. Kindly someone help me with this problem of mine.

From India, Coimbatore

Your fear becomes your non-negative attribute when you couple your understanding with knowledge and experience.

Please consider my following advices:
  • The fact that the leaders and your peers at your office know more , stems from the point that they have joined before you. They might have been working in this industry. But this is no reason for your fear.
  • Keep learning about your vertical, specially the talent behavior and business models . Your effort will eventually earn respect when you make level-headed decisions based on your domain knowledge.
  • Absorb every amount of information that you can get from them. No matter how many business magazine you read, the best learning will come from your live environment. Try and attend the team-hurdles or meetings as they call it, with the leader's permission. No matter how foreign it sounds to you, follow every word that are being discussed. No -sooner or later you will get a hang of what is happening at office. Incase they don't allow you to attend any operational meeting, try and mix with the employees and allow them to speak about their work. Mostly they would vent, but still you will have a view of what it is .
  • Find a network of HR outside your organization. You would get to learn a lot as you mix with different people from different organization. Listen to how do they manage and resolve them.
  • Try and see the point of contact in a group. The reason being, when you address many people together, you build in a consensus . Meeting someone in private is a great strategy but should not be done in isolation. Make sure what you speak remains uniform and no one can misquote you.
  • Each time you prepare for a townhall, remember the core message and the reason why you are talking to them. The fear that you have will die as you do it more and more.

I will explain the HR Functions in details . please do allow me to revert on that.


(Cite Contribution)

From India, Mumbai

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