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This information is confidential for Quatrro BPO Solutions under the confidentiality agreement. It may not be published or disclosed to any third
party without prior written permission of Quatrro BPO Solutions.
Raja SVExecutive Vice President and Chief HR
Officer – Quatrro BPO Pvt LtdMarch, 2010
Human Capital Strategy 2010
Company Confidential
Competition Cautious Economic Outlook Changing Customer Demands
Technology Budget Concerns Disillusioned Workforce
Evolution of the Workforce
Matured Boomers Gen X Gen Y
Upto 1946 1948 - 1966 1967 - 1980 1981 onwards
62+ 61 - 43 42 - 28 27 & Younger
Birth Date
Age
Work Pattern Work hrs 9-5 Dawn - Dusk What do you mean 9 –6pm?
Work smarter & quicker till work done
Work Style Tell me Guide me Participating On my terms
Work Need Build foundation/security
Make it better Give me comfort Give me meaning
Old New· Emphasis on careers· Great supply of labor
· Emphasis on learning & experience· Shortage of “qualified” labor until 2020
· Employers chose employees · Employees “comparison shop” foremployers that provide the desired
employment experience & the best value
· Employer determines how and when work will be performed
· Employees are demanding greaterflexibility (i.e. flex schedules, work athome, telecommuting, and so on)
· Employers defined the rewards · Rewards customized to employees needs
· Employers had bargaining power
·Employees have greater bargaining power
The New Employment
Paradigm:The “Me, Inc.”
Era
• Organizations Need– A sense of urgency
– High productivity
– High Commitment
– Collaboration
– Adaptability/ Flexibility
• People Want– Honesty, openness
– Challenging work
– Support for learning
– Respect & recognition
– Control:
– Hours
– How work gets done
– Freedom from worry
– To make a difference
A New Employment Relationship
Company Confidential6
Need for HR Value – Changing Dynamics
Change in internal
environment
Change in external
environment
Company focus
Nature of work
Employee profile
Employee aspiration
Competition
Technology
Globalization
Local & foreign
regulations
Moving from An Operations administrative role to Strategic, consultative, long term Role
Company Confidential7
Role of HR Professionals
The Past The Future
Operational
Monitor
Short term
Administrative
Reactive
Activity focus
• Strategic
• Partner
• Long term
• Consultative
• Proactive
• Solution focus
Company Confidential8
INTERNAL PROCESSES & SYSTEMS
(Evolving HR Processes)
KEY METRICS REVIEW & PLANNING
(Staffing, Attrition, Performance, EVA)
EMPLOYEE ENGAGEMENT
(Satisfaction, Career Aspirations & Celebrations)
SUPPORTING BUSINESS NEEDS
(Structure, Recruitment, & Allocation)
CUSTOMER SATISFACTION
(Competent Workforce, delivering quality)
NEW HCM MANDATE
DEVELOPMENT OF HR WORKFORCE
(Competency Planning, & Development )
New Human Capital Management Mandate
Company Confidential9
Attract
Engage & Retain
Motivate & Develop
Market aligned compensation
system
Variable Pay plan
Aggressive salary differentiation
based on Performance
ratings
Promotion plan based on
Competencies/Roles
Employer Branding
Training –Leadership, Functional &
Technical
Mentoring, Career Management,
Talent differentiation
Talent Review & Planning
HCM KRAs
Benefits/ Stock/Options
Long Service awards
People Processes
Compensation & Benefits
People Processes & C&B Practices – two critical arms of Human Capital Management
Company Confidential10
Legacy of 16+ years in the BPO industry…
• Q team pioneered off-shoring to India
• The team established India’s first captive unit for Finance/Accounting
• Quatrro endeavors to provide clients with innovative solutions at optimal costs through a combination of tools, platforms and business processes
S P E C T R A M I N D
• Q team pioneered 3rd Party operations
• Multi faceted services • Acquired by Wipro in
July 2002
• Q team pioneered real time processing and voice
• The team established India’s largest multi process captive unit
• Scaled beyond F&A
Com
ple
xit
y –
Ad
ded
V
alu
e
Indian BPO industry was in its nascent stage
(only sign of BPO in India was data entry)
India established as the premier global
offshoring destination for call center and BPO
Started and led Spectramind into
India’s largest third party BPO company
Targeting uncontested service spaces and
pioneering new service lines
Formerly GECIS
(1994-1996) (2000-2005) (2005 and beyond)(1996-2000)
Most experienced BPO team in India
A vision of taking the industry beyond the
existing
Created 35000+Jobs in India other than Pioneering the BPO industry
Company Confidential11
Quatrro’s Service Offerings:Beyond the Existing
Service Lines
New
S
ervic
e
Lin
es
Interactive Entertainment
• Art
• Testing
• Porting
Bu
sin
ess
Mo
dels
• Reconciliations
• Spend Management Solutions
• Analytics
• Procure to Pay
• Order to Cash
• Fixed Assets
• Loan Origination
• Underwriting
• Post Closing and Servicing
Mortgage ServicesFinance/Accounting
• B2C and B2B
• Support Services
Technical Support
Legal Solutions
• Litigation Support
• Contract Management
• Intellectual Property
• Legal Research
Knowledge Services
• Research and Analytics
• Database Creation / Maintenance
• Patent Research
Fraud and Risk Mgmt.
• Risk Operations
• Risk Analytics
• Risk Advisory Services
• Expert Systems and Solutions
Market Research
• Data Processing
• Survey Programming
• Research and Analytics
• Consumer Data Mining
BUILD ACQUIRE ALIGN
Geo
grap
hi
es
Singapore Sri Lanka Dubai United States China Canada United Kingdom
Un
co
nte
ste
d is t
he c
ore
Company Confidential13
Challenges for Businesses
Finding skilled employees?
Developing talent to keep pace in
an evolving marketplace?
Retaining talent that is a good fit
with the culture and skills?
Achieving top performance from all
employees?
Reducing turnover costs?
Workforce Trends & What does it mean to us
The workforce is becoming:
Smaller and less skilled
Increasingly Global
Highly Virtual
Autonomous & Empowered
Vastly Diverse
Work force Trends
(Tucker, Kao and Verma, 2007)
Company Confidential14
Why your Talent Stays – Focus Group feedback
A feeling of connection
Feeling valued
Personal and professional growth
Continuous learning
Making a difference
Good management
Can’t afford to leave
Fair pay and benefits
The Changed Employer-Employee Relationship!
Company Confidential15
4 Basics Aspects of Talent Management
4 Aspects
Executive Selection
Development
Retention
Succession Planning
Talent Management
Because Talent Matters!
Company Confidential16
Aspect Key Approach Demonstrated at Quatrro
Executive Selection
Matching the Person
to the right job
Beyond Resumes
and Reference
Checks
The Pay mix
Profile Testing
Objective Assessments
Standardized Tests
Behavior Based Interviewing
Leadership/Style Testing
Internal/External Equity in Pay
Involve key employees in selection
Identification of key Skills needs to be signed off at executive level
Development
Training Coaching/Mentoring Work Shadowing Secondment
Comprehensive Learning Needs Assessment Process
Learning Roadmap specific to Business /Grade/ Role Secondment to another function/Business
4 Aspects – Key Approach
Company Confidential17
4 Aspects – Key Approach
Aspect Key Approach Demonstrated at Quatrro
Retention • Competitive
Compensation
• Integrate
Performance,
Development &
Reward cycle
The Equity Compensation Stock Options
Variable pay Program Quarterly Performance / Sales Incentive Plan
Benefit Programs Medical, Life , Accident Insurance, Survivor Benefit
Statutory Benefits : Pension,PF,401k,socials , Leave
Constant Benchmarking
Differential Increase for Top Performers
Focus on High P’s
Informal reward and recognition.
Work from home policies
Communication, Communication, Communication
Succession Planning
Develop Leaders Learning by doing
Learning through
relationships
Learning through
training and coaching
Quatrro Talent Potential & Criticality Review
Quatrro Performance Effectiveness Program
Company Confidential18
Talent Management Impact at Quatrro
1. Low Attrition especially of High performers
• Low single digits at levels of Supervisors and Managers (3%)
• At associate level- overall much below the Industry Standards and low single
digits as far as High performers are concerned
2. Increasing Employee referrals (Q Amigo)
• Presently 35% of New Joiners are from Employee Referrals
3. Building Leaders from within - Internal Promotions (Q Stride)
1. Majority of positions filled thro Internal Job Posting across all Quatrro Group
Companies (52 of 75 nos.)
2. High Performing and high potential employees are the ones who are growing
4. Retention of Management across Acquired Companies at 100%
Compensation is Much More than a Salary!!
Quatrro BPO Solutions Pvt. Ltd. conferred with
Employer Branding Award 2009
“Quatrro among the 20 major Indian BPO Players”
(Gartner – "Competitive Landscape: Business Process
Outsourcing, India" March 2009)
Ranked 8th in 2009 Top 20 Overall Legal Services Provider
by The Black Book of Outsourcing
Company Confidential19
19
"Companies don't fail because they do the wrong things; they fail because they continue to do what used to be the right things for too long".
Questions?
Company Confidential20
Business Strategy
HR Strategy
C&B Strategy Formulation
Talent Market –Demand &
Supply changes
C & B Strategy
C & B PhilosophyC & B Policies &
Practices
Regulatory Changes
Market Compensation
movements
Business Affordability
Company Confidential21
Motivate & Retain Talent –Competitive compensation
21
QUATRRO C & B Practices & Policies
Equity
Compensation
Variable Pay
Program
Benefit
Programs
Stock Option Plan (ESOP)
Quarterly Performance
Linked Compensation
Sales Incentive Plan
Medical, Life , Accident Insurance,
Survivor Benefit
Statutory Benefits : Pension, PF,401k, social security ,
Leave etc
Company Confidential22
Integrate Performance, Development & Reward cycle
PDP Half-Year
Review
Year-end Performan
ce Appraisals
PDP Planning
Salary/Bonus Increases Take
Effect
Employee Data
Validation
Salary Review & Bonus (SR&B)
Ongoing Feedback
Total Reward Day
Ongoing Feedback
Talent Reviews
Objective setting
Customer feedback
Development Planning
Grading & Progression
Recognition
Equity Check
Back
Company Confidential23
What's the news on Talent today?
There will be 10 million more jobs than workers available in 2010. *
By 2010 the 30-44 year old workforce will decline by 3 million. *
In the next 10 years, the demand for college graduates will exceed supply by 7 million. *
America’s largest 500 companies will lose 50% of their senior leaders in the next 5 years.**
Favorable pension plans and growing affluence have encouraged younger retirement ages.*
83% of the workforce will search for a new job in the next couple of years. **
* Tucker, Kao and Verma, 2007 ** BPM Forum, 2007
The Workforce is getting smaller …day by day!
Company Confidential
Costs, Time spent Value Added &
Criticality
30%
10% 60%
30%
PAYROLL & PENSION ADMINISTRATION
STRATEGIC
PLANNING
ORG & JOB STAFFING PERF. MGMT. DEVELOPMENT COMPENSATION ORG
DESIGN DEVELOPMENT
SERVICES DELIVERY
10%60%TRANSACTIONS PROCESSING
(PAYROLL & PENSION ADMINISTRATION)
HR Costs & Value Added
(to build organizational capability)
High Cost, low value added activities easy to consolidate, optimize and outsource to free
resources for higher value added HR activities – Services delivery & Strategic planning