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Challenges for hr managers in indian bpo industry with respect to attrition
 

Challenges for hr managers in indian bpo industry with respect to attrition

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    Challenges for hr managers in indian bpo industry with respect to attrition Challenges for hr managers in indian bpo industry with respect to attrition Document Transcript

    • International Journal of Management (IJM)– 6502(Print), ISSN 0976 – 6510(Online)International Journal of Management (IJM), ISSN 0976Volume 2, Number 1, Dec - Jan (2011), © IAEMEISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online) IJMVolume 2, Number 1, Dec - Jan (2011), pp. 01-14© IAEME, http://www.iaeme.com/ijm.html ©IAEM E CHALLENGES FOR HR MANAGERS IN INDIAN BPO INDUSTRY WITH RESPECT TO ATTRITION Hema Gulati Asst.Professor Department of Management DAV Institute of Management Faridabad, Haryana-121001 E-Mail: gulati_hema@yahoo.com Dr.Sunita Bishnoi Assoc.Professor Department of Management DAV Institute of Management Faridabad, Haryana-121001ABSTRACT According to the study conducted by NASSCOM and Everest India, the IndianBPO sector has been growing at more than 35 percent over the past three years andcurrently estimated at US$ 26-29 billion and could grow nearly five-fold to reach US$50billion in size by 2012. The IT enabled services (BPO) industry is being looked upon asthe next big employment generator. It is, no doubt, one of the toughest task for an HRmanager in this sector, to bridge the ever increasing demand and supply gap ofprofessionals. He has to find the right kind of people who can keep pace with the uniquework patterns in this industry. Adding to this is the challenge of maintaining consistencyin performance and keeping the motivation levels high, despite the monotonous work.The toughest concern for an HR manager in India is, however, the high attrition ratewhich is approximately 30-35 percent at present. In this regard an earnest attempt hasbeen made by taking 120 respondents from the BPO sector in NCR to study the variouschallenges. The statistical tools like factor analysis, means are being used. It concludedthat attrition is the most challenging factor for all HR managers.Key Words: Outsourcing, HR Challenges, Performance management, Talentmanagement, Work life balance, Leadership, Succession Planning 1
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEATTRITION: Attrition stands for a gradual reduction in work force without firing of personnel,as when workers resign or retire and is not replaced. Business Dictionary states, Attritionis “Unpredictable and uncontrollable, but normal, reduction of work force due toresignations, retirement, sickness, or death”. As per the Longman Dictionary ofContemporary English. Attrition happens “when people leave a company or course ofstudy and are not replaced.” As per The American Heritage Dictionary of the EnglishLanguage, “Attrition is a gradual, natural reduction in membership or personnel, asthrough retirement, resignation, or death.” Dr. Paul Carr and Dr. Michael Hartsfield intheir article “Attrition as an HR Challenge“ (The Icfai Journal: HRM Review, March2008) state that Attrition can be conceptualized in many forms but the two prominentforms of attrition are: attrition due to employees leaving an organization; and employeesretiring from an organization.OUTSOURCING: THE CONCEPT Outsourcing refers to the delegation of non-core operations from internalproduction to an external entity specialized in the management of that operation. Thedecision to outsource is often made to lower the firm costs, redirecting or conservingenergy directed at the competencies of a particular business, or to efficiently usetechnology, resources, worldwide labor and capital. Typically outsourced businesssegments include information technology, human resources, facilities and real estatemanagement, and accounting. Many companies also outsource customer support;manufacturing and engineering to market have gained importance.OUTSOURCING INDUSTRY AND THE PROBLEM OF ATTRITION The IT enabled services (BPO) industry is being looked upon as the next bigemployment generator. It is, however, no easy task for an HR manager in this sector tobridge the ever increasing demand and supply gap of professionals. He has to find theright kind of people who can keep pace with the unique work patterns in this industry.Adding to this is the issue of maintaining consistency in performance and keeping themotivation levels high, despite the monotonous work. The toughest concern for an HRmanager in India is, however, the high attrition rate which is approximately 30-35percent at present. It is true that this is far less than the prevalent attrition rate in the US 2
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEmarket (around 70 percent), but keeping the recent growth of the industry in the countryin view, the challenge continues to be greater.REVIEW OF LITERATURE Ranjit Shastri (2004) writes that while the steady supply of new recruits hashelped fuel the growth of call centers in India, attrition has held the industry back and amajor cause of attrition is the poor people skills of team leaders and senior management.Niharika opines that continued high growth in an industry can be an issue because itstrains systems and governance processes that need time to mature and to beinstitutionalized. Indian BPO industry is currently facing the challenges arising out of itsstupendous growth. Santoshi Sen Gupta and Aayushi Gupta (2008), study the challengesposed to BPO organizations at various levels and find that at the lower managementlevel, the major challenges include meeting targets, dealing with customers andmaintaining work life balance; at middle level management the major challenges are tomotivate employees and handle attrition and absenteeism while at upper managementlevel, clients’ demands, motivation, competition and costs are the major challenges. While studying the causes of high attrition rate, Aashu Calappa, VP-HR, ICICIOneSource, says that accountability puts employees under stress but companies are nowmaking efforts to help their employees cope with stress because it is an occupationalhazard. Prashant Chawla, COO, Integreon, a Mumbai-based KPO (2006), says that thereare three types of stress an employee may experience — tight deadlines, repetitive natureof the job and late night shifts. Anupama D.Raina, (2006) mentions main reasons forattrition are: health problems (43% respondents), physical strain, no time for personallife, long working hours, odd shifts (42.35% respondents), long transit time, insufficientleaves and slow growth, digestive problems (37% respondents) etc. Prof. M.Scalem &Adarsh Ravindranathan, (2006) evaluate that major factors leading to high attrition rateare: Poaching, hiring policies and HR systems, Monotony of the job, lack of careermovement and growth aspirations and nature of training. R.Raman (2006) mentionedreasons for Drag Attrition as insecurities, vulnerabilities, very few chances of promotion,no scope for skill up gradation, stress, chronic fatigue, health problems, loss of personallife etc. where as for Drive Attrition are employer’s policy, policy for terminating theemployee, no entitlement for national holidays. Ramiya.bhas (2008) tries to find out the 3
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEreasons for employee attrition other than compensation or salary and accordingly one ofthe top reasons for talent attrition is “external equity of compensation. According to McKinsey & Co., the industry leaders who are setting best practicesin human resource management and retention actually pay less than the laggards and areleveraging effective people management practices rather than higher compensation tokeep their teams intact. This is especially true in case of large players; where theycontinue to employ 2,000 personnel every quarter–to bring down the sourcing costeffectively. The BPO companies have tied-up with colleges to train the talent while theyare doing their college degree. This has proved to be an effective model for cost reductionas well as manpower retention. Mr Anupam Prakash (2005) recommended a change inthe workforce profile through a change in the education system. Mr Dan Sandhu, CEO,Vertex India (2005), felt attrition in BPOs was not the problem but the output of otherproblems in a company. He emphasizes the importance of bringing change in thecandidates attitude to match the companys value structure. Girish Suryavanshi,Associate VP, Mphasis (2006) said that though India is still a preferred outsourcingdestination, there is a need to improve infrastructure growth in the cities where BPOshave a large presence. In the light of above stated facts, the relevance and significance of currentresearch paper is enhanced as its findings will help HR managers of BPO sector whocontinuously strive to maintain balance between the demand and supply of competentemployees for their organizations. In order to understand the cause behind this rat race, itis necessary to understand the major challenges HR managers face due to competitiveenvironment and their direct or indirect impact on the rate of attrition in the industry.SIGNIFICANCE OF THE STUDYThe significance of the current paper lies in the fact that it is expected to • Help the HR practitioners in BPO sector to get insight into the relationship between important HR challenges and their relationship with the most important challenge i.e. attrition • Help the HR practitioners to focus on the right cause and to get insight to choose the right practice to overcome this evil 4
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMERESEARCH OBJECTIVE • To identify the factors highlighting the challenges in respect to HRM practices in BPO sector • To analyze the nature of relationship between HRM challenges and demographic characteristics of the respondent.RESEARCH METHODOLOGY The study is based on the primary data collected by way of administering astructured questionnaire to the HRM practitioners of various BPO organizations in Delhiand NCR regions. The BPO organizations were purposely sampled from both thecategories: Domestic BPOs and Multinational BPOs. The practitioners approached wereof all ranks and all departments of HRM: recruitment, training, salary administration,strategy management etc. The questionnaire was sent to 150 practitioners but the usableresponses received were only 120 resulting into a response rate of 80 percent.ANALYSIS AND INTERPRETATION: The study has included 50 variables; to identify the challenges which an HRmanager faces rated on 5 point scale. The statements are put for factor analysis by usingcomposite analysis method. Factor analysis resulted into 10 factors solution as HRChallenges. Sr.No Factor Name Eigen Value 1 Attrition 7.965 2 Interpersonal Relations 5.195 3 Talent Management 4.157 4 Leadership 3.31 5 Performance Management 3.007 6 Worklife Balance 2.695 7 Changing Employee Expectation 2.243 8 New Industrial Approach 2.087 9 Compensation 1.961 10 Succession Planning 1.763 Factor 1: Attrition: This challenge has six issues related to Attrition. All dealwith the various dimensions of Attrition and highlight the importance that attrition is themost important issue and a challenge for HR managers as the total Eigen value is 7.965. Factor 2: Interpersonal Relations: This challenge has four issues related toInterpersonal Relations. All deal with the various dimensions of Interpersonal Relations 5
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEand highlight the importance that Interpersonal Relations is an important issue and achallenge for HR managers as the total Eigen value is 5.195. Factor 3: Talent Management: This challenge has five issues related to TalentManagement. All deal with the various dimensions of Talent Management and highlightthe importance Talent Management is an important issue and a challenge for HRmanagers as the total Eigen value is 4.157. Factor 4: Leadership: This challenge has four issues related to Leadership. Alldeal with the various dimensions of Leadership and highlight the importance thatLeadership is an important issue and a challenge for HR managers as the total Eigenvalue is 3.310. Factor 5: Performance Management: This challenge has five issues related toperformance management. All deal with the various dimensions of PerformanceManagement and highlight that Performance Management is the one of the importantissues and a challenge for HR managers as the total Eigen value is 3.007. Factor 6: Work Life Balance: This challenge has five issues related to Work LifeBalance dealing with its various dimensions and highlighting the importance that WorkLife Balance is an important issue and a challenge for HR managers as the total Eigenvalue is 2.695. Factor 7: Changing Employee Expectations: This challenge has six issues relatedto the various dimensions of Changing Employee Expectations and highlight theimportance that Changing Employee Expectations is an important issue and a challengefor HR managers with the total Eigen value 2.243. Factor 8: New Industrial Approach: This challenge has eight issues related to thevarious dimensions of New Industrial Approach and highlight that the New IndustrialApproach is an important issue and a challenge for HR managers with the total Eigenvalue 2.087. Factor 9: Compensation: This challenge has four issues related to the variousdimensions of Compensation and highlight the importance that Compensation is animportant issue and a challenge for HR managers with the total Eigen value 1.961. Factor 10: Succession Planning: This challenge has three issues related to thevarious dimensions of Succession Planning and highlight the importance that Succession 6
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEPlanning is an important issue and a challenge for HR managers with the total Eigenvalue 1.7RELATIONSHIP BETWEEN HRM CHALLENGES ANDDEMOGRAPHIC CHARACTERISTIC OF RESPONDENTS The second analysis of the study was conducted to find out the relationship ofvarious individual demographic factors and the listed ten challenges chosen on the basisof review of the related studies available and factor analysis of the 50 statementsresponded by HR managers on five point scale.SAMPLE CHARACTERISTICS: The demographic profile of sampled respondents is shown in Table 1 S.NO. DEMOGRAPHIC DESCRIPTION FREQUENCIES PERCENTAGE VARIABLE (No. of respondents) RESPONDENTS 1 Gender Male 44 36.66% Female 76 63.33% 2 Qualification of Professional 104 86.66% respondents Non-professionals 16 13.33% 3 Age of respondents 21-25 years 8 6.66% 26-30 years 50 41.60% 31-35 years 42 35.00% 36 years and above 20 16.66% 4 Experience of Less than I year 20 16.66% respondents in the 1-5 years 62 51.66% present organization 6-10 years 30 25% Above 10 years 8 6.66% 5 Total experience of Less than I year 6 5% respondents 1-5 years 68 56.66% 6-10 years 36 30% Above 10 years 10 8.33% Out of the total sampled respondents, 36.66% are males while 63.33% arefemales. An analysis done on the basis of the qualification of the respondents reveals that86.66% are professionally qualified while 13.33% are not professionally qualified. Whilestudying the age of the respondents, it has been observed that 6.66% are very young 7
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEbelonging to the age group of 21-25 years, 41.60% belong to the age group of 26-30years, 35% belong to the age group of 31-35 years, 13.33% are of 36-40 years while3.33% are of the age group of 41-45 years. On studying the experience of the respondentin the present organization, it has been observed that 16.66% have less than one year,51.66% have 1-5 years, 25% have 6-10 years and 6.66% have been with the organizationfor more than ten years. On studying the total experience of the respondents, it has beenobserved that only 5% have total experience of less than one year, 56.66% have 1-5years, 30% have 6-10 years and 8.33% have more than ten years of total experience in thefield.Relationship between Ten Challenges and Demographic factors ofRespondents: Table 2 Showing Means of Ten Challenges in relation to Gender of respondents: Performance Work life Changing Employee New Industrial Succession Inter-personalGender Management Balance Expectations Approach Compensation Planning Leadership Talent Management Relationship AttritionMale Mean 2.95 3.11 2.82 3.25 3.25 3.2 3.02 2.82 3.23 3.52Female Mean 3.28 3.12 3.12 3.17 3.55 3.5 3.14 3.09 3.33 3.51Total Mean 3.16 3.12 3.01 3.2 3.44 3.39 3.1 2.99 3.29 3.52 On comparing the mean values of all the ten listed challenges within the gendergroups, we find that female HR professionals perceive performance management(mean=3.28), work life balance (x =3.12), changing employee expectations (mean=3.12), ¯compensation (mean=3.55), succession planning (mean=3.50), leadership (mean=3.14),talent management (mean=3.09) and interpersonal relationship management (3.33) morechallenging while they perceive new industrial approach (mean=3.17) and attrition(mean=3.51) as less challenging. In contrast to this, male HR professionals perceive newindustrial approach (mean=3.25) and attrition (mean=3.52) more challenging and findperformance management (mean=2.95), work life balance (mean=3.11), changingemployee expectations (mean=2.82), compensation (mean=3.25), succession planning(mean=3.20), leadership (mean=3.02), talent management (mean=2.82) and interpersonalrelationship management (3.23) as less challenging. 8
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEME Table 3 Showing Means of Ten Challenges in relation to Qualification of respondents:Qualification of Performance Work life Changing Employee New Industrial Succession Talent Inter-PersonalRespondents Management Balance Expectations Approach Compensation Planning Leadership Management Relationship AttritionProfessionals Mean 3.16 3.19 3.03 3.16 3.49 3.4 3.13 3.02 3.27 3.57Non- Mean 3.13 2.62 2.88 3.44 3.12 3.31 2.88 2.81 3.44 3.19ProfessionalsTotal Mean 3.16 3.12 3.01 3.2 3.44 3.39 3.1 2.99 3.29 3.52 On comparing the mean values of all the ten listed challenges within thequalification group, we find that professionally qualified HR professionals perceiveperformance management (mean=3.16), work life balance (mean=3.19), changingemployee expectations (mean=3.03), compensation (mean=3.49), succession planning(mean=3.40), leadership (mean=3.13), talent management (mean=3.02) and attrition(3.57) as highly challenging while they perceive new industrial approach (mean=3.16)and interpersonal relationship management (mean=3.27) as lesser challenging. In contrastto this, HR professionals without professional qualification perceive new industrialapproach (mean=3.44) and interpersonal relationship management (mean=3.44) as highlychallenging and find performance management (mean=3.13), work life balance(mean=2.62), changing employee expectations (mean=2.88), compensation (mean=3.12),succession planning (mean=3.31), leadership (mean=2.88), talent management(mean=2.81) and attrition (3.19) as lesser challenging. Table 4 Showing Means of Ten Challenges in relation to Age of respondents Changing Perforamce Worklife Employee New Industrial Succesion Talent Inter personal Age of Respondents Management Balance Expectations Approach Compensation Planning Leadership Management Relationship Attrition 21y-25y Mean 3.25 3.63 3 3.38 3.5 3.25 2.38 2.38 3.25 3.88 26 y-30y Mean 3.46 3.14 3.3 3.6 3.96 3.22 3.3 3.3 3.14 4 31y-35y Mean 2.88 3.02 2.93 3.31 3.02 3.02 2.86 2.86 3.12 3.07 36y and Mean 2.95 3.05 2.45 3.35 2.7 2.9 2.75 2.75 4.05 3.1 above Total Mean 3.16 3.12 3.01 3.44 3.39 3.1 2.99 2.99 3.29 3.52 On comparing the mean values of all the ten listed challenges within the agegroups, we find that very young HR professionals perceive work life balance(mean=3.63) and leadership (mean= 3.25).New industrial approach (mean=3.60) and 9
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEinterpersonal relationship (mean=4.05) are the highest challenges for the senior HRprofessionals of the age group 36-40 years while changing employee expectations(mean=2.45),succession planning (mean=2.70), leadership (mean=2.90) and talentmanagement (mean=2.75) are least challenging for them. In contrast to this, youngprofessionals of age group 26-30 years perceive as the highest challenge in performancemanagement (mean=3.46), changing employee expectations (mean=3.30), compensation(mean=3.60), succession planning (mean=3.96), talent management (mean=3.30) andattrition(mean=4.00). In contrast to this, professionals of middle age group from 31-35years of age find performance management (mean=2.88) , work life balance(mean=3.02), new industrial approach (mean=2.76) ,compensation (mean=3.31),interpersonal relationship management (mean=3.12) and attrition (mean=3.07) as leastchallengingTable 5 Showing Means of Ten Challenges in relation to experience of respondents in the same organization Changing New Experience in Present Performance Work life Employee Industrial Succession Talent Inter-personal Organization Management Balance Expectations Approach Compensation Planning Leadership Management Relationship Attrition less than one Mean 3.29 3.38 3.33 3.38 3.33 3.38 3.38 3 3.05 3.76 year 1y-5y Mean 3.44 3.19 3.23 3.24 3.56 3.77 3.11 3.29 3.27 3.74 6y-10y Mean 2.57 2.73 2.4 2.83 3.2 2.9 2.93 2.37 3.2 2.93 above 10y Mean 2.86 3.29 2.71 3.86 3.71 2.14 2.86 3 4.57 3.29 Total Mean 3.16 3.12 3.01 3.2 3.44 3.39 3.1 2.99 3.29 3.52 On comparing the mean values of all the ten listed challenges within theexperience groups, we find that HR professionals with experience less than one year inthe same organization perceive work life balance (mean=3.38), changing employeeexpectations (mean=3.33) and leadership (mean= 3.38) as the biggest challenges whilemanaging interpersonal relationship (mean=3.05) is the least challenging for them. Forthe senior HR professionals of experience more than 10 years in the same organization,while new industrial approach (mean=3.86), compensation (mean=3.71) andinterpersonal relationship management (mean=4.57) are the biggest challenge, successionplanning (mean=2.14), leadership (mean=2.86) are the least challenging. The group ofprofessionals who have been working in the same organization for 1 y-5years perceive 10
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEperformance management (mean=3.44), succession planning (mean=3.77), talentmanagement (mean=3.29) and attrition (mean=3.74) as the most challenging whileprofessionals with 6y –10years of work experience in the same organization do notperceive any challenge as biggest as compared to their counterparts. They find 7challenges out of 10 as least: performance management (mean=2.57), work life balance(mean=2.73), changing employee expectations (2.40), new industrial approach(mean=2.83), compensation (mean=3.20), talent management (mean=2.37) and attrition(mean=2.93).Table 6 Showing Means of Ten Challenges in relation to Total experience of respondents Changing New Performance Work life Employee Industrial Succession Talent Inter personalTotal Experience Management Balance Expectations Approach Compensation planning Leadership Management Relationship Attrition Less than 1 Mean 3.67 4 3 3.33 3.67 3.67 3.67 2.33 3.33 3.5 1-5 years Mean 3.44 3.13 3.31 3.31 3.53 3.82 3.19 3.4 3.15 3.87 6-10 years Mean 2.53 2.97 2.67 2.75 3.25 2.72 3 2.33 3.19 2.97Above 10 years Mean 3.2 3 2.2 4 3.4 2.7 2.5 3 4.6 3.1 Total Mean 3.16 3.12 3.01 3.2 3.44 3.39 3.1 2.99 3.29 3.52 On comparing the mean values of all the ten listed challenges within theexperience groups, we find that HR professionals with experience less than one yearperceive performance management (mean=3.67), work life balance (mean=4.00),compensation (mean=3.67) and leadership (mean= 3.67) as the biggest challenges whiletalent management (mean=2.33) is the least challenging for them. For the senior HRprofessionals of experience more than 10 years while new industrial approach(mean=4.00), compensation (mean=3.71) and interpersonal relationship management(mean=4.60) are the biggest challenge, changing employee expectations (mean=2.20),succession planning (mean=2.70) and leadership (mean=2.50) are the least challenging.The group of professionals who have total experience of 1 y-5years perceive changingemployee expectations (mean=3.31), succession planning (mean=3.82), talentmanagement (mean=3.40) and attrition (mean=3.87) as the most challenging whileprofessionals with 6y –10years of work experience do not perceive any challenge asbiggest as compared to their counterparts. They find 6 challenges out of 10 as least:performance management (mean=2.53), work life balance (mean=2.97), new industrial 11
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEapproach (mean=2.75), compensation (mean=3.25), talent management (mean=2.33) andattrition (mean=2.97).FINDINGS AND IMPLICATIONS OF THE STUDYGender: Females find compensation, succession planning and the problem of attritionhighly chalanging while their male counterpart find attrition as the most challenging.Qualification of respondents: Professionally qualified respondents find attrition as the most challenging whilethose who are not professionally qualified new industrial approach and interpersonalrelationships as most challenging.Age of Respondents: Very young and young professionals find attrition as the most challenging whilemiddle age professionals find new industrial approach as most challenging while seniorprofessionals find interpersonal relations as most challenging.Experience in the Present organization: Professionals who have spent less time(less than 5 years) with their presentorganization find that attrition and succession planning are most challenging while whohave spent time more than 5 years in their present organization find managing interpersonal relations as the most challenging task.Total Experience: Professionals who have experience less than 5 years find that attrition, work lifebalance and succession planning are most challenging while who have experience morethan 5 years find managing inter personal relations and compensation as the mostchallenging tasks.CONCLUSION: As per our current research, many experts are of believe that all these challengescan turn out to be a real dampener in the growth of this industry. This only raises theresponsibility of "finding the right candidate" and building a "conducive workenvironment", which will be beneficial for the organization. The need is for thoseindividuals who can make a career out of this. All this can be the driving force for the 12
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEMEcompanies to take necessary steps. HR managers need to put in efforts on thedevelopment of their employees, building innovative retention and motivational schemes(which was more money oriented so far) and making the environment livelier.REFERENCES1. “The American Heritage® Dictionary of the English Language”, (2009) Houghton Mifflin Company.2. “The Evolution of BPO in India” 2005, Price Waterhouse Coopers.3. Carr Paul and Hartsfield Michael 2008 “Attrition as an HR Challenge“(The Icfai Journal: HRM Review).4. Shank John K., Spiegel Eric A. (1998), “Strategic Value Analysis for Competitive Advantage an Illustration from the Petroleum Industry,” Mckinsey Quarterly, First Quarter, Issue10, pp 32–39.5. Prakash S. and Chowdhury R (2004), “Managing Attrition in BPO”, In search of Excellence, Cool Avenues.6. “Employee Satisfaction Survey: Key Factors that create high levels of stress”2005, Data Quest, pp. 22-28.7. Pillai Anandan, (2006)“Hr issues in BPO”, HRM Review, Journal of ICFAI Business School, Research Centre, Ahmedabad 21-29.8. Raman R. (2006) “Strategies to retain human capital in Business Process Outsourcing (BPO) industry” Kohinoor Business School, Khandala, Working Paper .9. Sharma Sanjeev, (2007)“Retention Strategies in ITES- BPO Industry”10. Saxena Shabnam & Suneja Neelam (2008)”BPO Industry in India: HR Challenges in IT-Enabled Services” IMS Journal, Volume 5, No. 1 Jan.-June.11. “Survey of Global HR Challenges: Yesterday, today and tomorrow” PricewaterhouseCoopers.WEBSITES• www.businessdictionary.com/definition/attrition.html• www.sourcingline.com/resources/employee-attrition-in-india• www.timesofindia.indiatimes.com/Tech/Enterprise-IT/Services-Apps/New-trends-in- global-outsourcing/articleshow/6119450.cms• www.chrmglobal.com/Articles/295/1/Role-of-HR-in-BPO.html 13
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online)Volume 2, Number 1, Dec - Jan (2011), © IAEME• www.nasscom.in• www.financialexpress.com/news/attrition-rate-in-bpo-companies-is-7.8-points- higher-than-other-industries-in-india-hay-group/355924/• www.typepad.com/services/trackback/6a00d8356fb76c69e201156f80f22a970c• www.nasscom.org• www.merinews.com/article/high-bpo-attrition-blame-poor-compensation- package/140478.shtml• www.bpovoice.com ”Survey report: Outsourcing Challenge” 2009• www.coolavenues.com/knoe/hr/s1php• www.bpoindia.org/research/retention-strategies-call-center-industry.shtml• www.pwc.com• www.bpoindia.org/research/attrition.shtml.• www.dqindia.ciol.com 14